Bear hunting in summer hole
SBB and Sauber show how it's done: If you create trust in yourself or your brand, you will emerge stronger from even the fiercest summer media storms.
Column SBB and Sauber show the way: Those who create trust in themselves or their brand emerge stronger from even the fiercest summer media storms.On Monday is the Zurich cantonal council, on Tuesday the police press conference, on Wednesday the municipal council. Spring and late summer, always before and after the big vacations, are particularly busy. The same is true in the Federal Parliament: Because there is never as much happening as will fit in the newspaper, the filters are finely tuned when there is an increased demand for news. During the sessions of the federal councils, association news, statements and the like have a harder time than, say, between Christmas and mid-January. And since on 40 of 52 weekends there are at most a couple of quiet party congresses, the Sunday newspapers are popular targets for launched news, especially since they compete so fiercely that they can be played off against each other splendidly.
But who am I telling? Is this a revision course for the PR assistant course? No. It started with the plastic bears in Zurich. A mediocre local farce, but it produces 600 colorful pictures that every editor likes to have to brighten up the gray of his pages: tough pictures with a jööö effect.
The bear has apparently understood and has come immediately in person in anticipation of the free movement of people across the border. And the reporters are racing. What a story! Never before has such a blurred picture been printed so diligently. No wonder, the donation Meccano works as never before. SonntagsBlick alone has donated 10,000 Stutz. (And, honestly, for a good cause, because the new National Park Center in Zernez is a great thing!)
You can smile about bears and similar jokes. But when it gets serious, it's worth considering. How does an important story expand in the news hole? And what do I have to do to ensure that my company or my customer emerges from the news machine as unscathed as possible?
- The case of the University Hospital Zurich is a good example: If you don't deal cleverly with the media, or better: with the movements and moods they generate, you will have problems. And basic mistrust can hardly be eliminated. Aircraft noise Unique, genetic engineering and the SVP have probably noticed this as well. This summer, however, there were two examples of how to emerge stronger from a news vortex:
- The historic power failure did not hurt SBB's good image for two reasons: because it gave top priority to information even during the crisis - and because SBB enjoys a high level of basic trust after its brilliant timetable changeover.
- And Peter Sauber managed to present his company sale to BMW as a forward-looking step. This was accepted because he had built up an image of integrity and solidity long in advance. We are learning that the three basic corporate and cross-sectional functions - strategy, finance, human resources - have long since been joined by a fourth: communication. Those who cannot make their profile, their position and their goals clear in the competition of messages have hardly any chance to prevail. But when it comes to serious business, it is not so much the right media relations that count, but only the trust that can only be earned.
Or vice versa: "Communication errors" and "information breakdowns," as they are often apologetically given as reasons for crises, are usually signs of deeper-seated system errors. The compulsion to communicate with the public acts almost like a psychoanalysis. By talking about problems, the unfinished business comes to the surface and becomes visible - to everyone.
> is a freelance publicist and passionate hunter.
Karl Lüönd
But who am I telling? Is this a revision course for the PR assistant course? No. It started with the plastic bears in Zurich. A mediocre local farce, but it produces 600 colorful pictures that every editor likes to have to brighten up the gray of his pages: tough pictures with a jööö effect.
The bear has apparently understood and has come immediately in person in anticipation of the free movement of people across the border. And the reporters are racing. What a story! Never before has such a blurred picture been printed so diligently. No wonder, the donation Meccano works as never before. SonntagsBlick alone has donated 10,000 Stutz. (And, honestly, for a good cause, because the new National Park Center in Zernez is a great thing!)
You can smile about bears and similar jokes. But when it gets serious, it's worth considering. How does an important story expand in the news hole? And what do I have to do to ensure that my company or my customer emerges from the news machine as unscathed as possible?
- The case of the University Hospital Zurich is a good example: If you don't deal cleverly with the media, or better: with the movements and moods they generate, you will have problems. And basic mistrust can hardly be eliminated. Aircraft noise Unique, genetic engineering and the SVP have probably noticed this as well. This summer, however, there were two examples of how to emerge stronger from a news vortex:
- The historic power failure did not hurt SBB's good image for two reasons: because it gave top priority to information even during the crisis - and because SBB enjoys a high level of basic trust after its brilliant timetable changeover.
- And Peter Sauber managed to present his company sale to BMW as a forward-looking step. This was accepted because he had built up an image of integrity and solidity long in advance. We are learning that the three basic corporate and cross-sectional functions - strategy, finance, human resources - have long since been joined by a fourth: communication. Those who cannot make their profile, their position and their goals clear in the competition of messages have hardly any chance to prevail. But when it comes to serious business, it is not so much the right media relations that count, but only the trust that can only be earned.
Or vice versa: "Communication errors" and "information breakdowns," as they are often apologetically given as reasons for crises, are usually signs of deeper-seated system errors. The compulsion to communicate with the public acts almost like a psychoanalysis. By talking about problems, the unfinished business comes to the surface and becomes visible - to everyone.
> is a freelance publicist and passionate hunter.
Karl Lüönd
