healthcare/pharma:

Proactive Crisis Management

“Crisis” is one word that can strike trepidation into the hearts of most companies, but those in the healthcare and pharmaceutical industries are especially weary. In recent years, drug and medical product recalls, medical services, healthcare costs and corporate business practices have all elicited crises responses from consumers and have been the target of corporate crisis management efforts – with those companies striving to counterbalance the effects. Negative public sentiment can have devastating consequences, including loss of corporate credibility, negative corporate image and profit loss. The very nature of the product/service offerings of pharma and healthcare companies make them an easy target for government and public scrutiny. In short, the reality for most companies within these industries is that a crisis may strike at any time; it’s not a matter of “if,” but “when.”

The key to managing crises for pharma and healthcare companies is a pro-active, tactical crisis management strategy. The foundation of this strategy is consistent awareness of public perception about the corporation and its products/services, requiring monitoring of corporate image and public sentiment on a continual basis. Monitoring public perception after the crisis has begun to gain momentum puts the company at a greater disadvantage.

In addition, a pro-active crisis management strategy also incorporates corporate transparency. Pharma and healthcare marketers, as well as their public relations counterparts, should communicate as much information as possible to the public about company offerings and corporate business practices. This information should be easily accessible to the public, via specific communication channels such as the company Web site.

Lastly, it is essential that pharma and healthcare companies maintain regular communication with the public. This communication should be a two-way dialogue, where consumers are able to ask questions and shape the discussion. Communicating with the public only during times of crisis can lead to perceptions of mistrust. By maintaining a consistent dialogue with consumers, companies can build consumer trust and corporate credibility. These are essential to effectively managing a crisis situation; yet trying to build these things during times of crisis will be impossible. There are a multitude of ways to develop a dialogue with the public, including using social media or developing a consumer-focused Web site where consumers can get information and ask questions.