Turnaround PR of a questionable kind
Once the reputation has been ruined, communication is completely uninhibited. This is what Serge Gnos says with a view to Tamedia, which made a profit of almost 50 million in 2004.
Once your reputation is ruined, you can communicate with complete ease. This is what Serge Gnos says with a view to Tamedia, which made a profit of almost 50 million in 2004 The publishing business is - as we all know - extremely volatile. If the economy is doing well, then great profits are made, as in 2000 and 2001; if the economy slumps, the pendulum swings more strongly in the media industry than elsewhere and sales plummet, making it all the more important for a company in the communications sector to have its communications under control - and to professionally highlight both good and less good business results. After all, it is important to convince the public, owners and shareholders that the company is exceptional. And it is important to sell staff on a decision to cut jobs in order to increase profits as the final measure to save the company.
The best way to learn how to do this successfully is from professionals. From Tamedia, for example. After the medium-sized company from Werdstrasse taught us a lesson in whining for two years - the only thing missing was an appeal for donations similar to the WOZ - we are now learning how to mitigate an improvement in results achieved through mass redundancies. The most important rule here: Never go straight from complaining to rejoicing. After all, staff and the public could react negatively if the Group result has almost reached the 50 million mark again, but at the same time the journalistic offering as well as the editorial offices and printing plants responsible for the offering have had to make significant losses in recent years.
In addition to jubilant phrases for the owners such as "turnaround" or "turnaround", a well-tempered press release therefore absolutely needs negative elements for the attention of staff and the public - preferably in a generally understandable area.
So: "While bookings in the Alpha management market continue to rise slightly, the job market is unlikely to recover due to the persistently high unemployment rate. The canton of Zurich has a disproportionately high number of unemployed compared to the rest of Switzerland." After cutting more than 300 jobs, Tamedia managers at least know what they are talking about.
However, the fundamental goal of a publishing house - diverse and critical press work - comes at a price, not only in good times but also in bad times. A truism, one would think; and a "leading company" like Tamedia, according to its own advertising, should actually be aware of this.
If Tamedia continues to sacrifice staff and infrastructure on the altar of profit maximization to please its shareholders, it is not only jeopardizing its reputation as a social employer, but also its journalistic image. And: with the credibility of the products, first the readership and then the advertisers are lost. The continued sharpening of the red pencil therefore cuts into its own flesh. Because remember: you only lose a good reputation once.
> Serge Gnos is Central Secretary of the media trade union comedia.
The best way to learn how to do this successfully is from professionals. From Tamedia, for example. After the medium-sized company from Werdstrasse taught us a lesson in whining for two years - the only thing missing was an appeal for donations similar to the WOZ - we are now learning how to mitigate an improvement in results achieved through mass redundancies. The most important rule here: Never go straight from complaining to rejoicing. After all, staff and the public could react negatively if the Group result has almost reached the 50 million mark again, but at the same time the journalistic offering as well as the editorial offices and printing plants responsible for the offering have had to make significant losses in recent years.
In addition to jubilant phrases for the owners such as "turnaround" or "turnaround", a well-tempered press release therefore absolutely needs negative elements for the attention of staff and the public - preferably in a generally understandable area.
So: "While bookings in the Alpha management market continue to rise slightly, the job market is unlikely to recover due to the persistently high unemployment rate. The canton of Zurich has a disproportionately high number of unemployed compared to the rest of Switzerland." After cutting more than 300 jobs, Tamedia managers at least know what they are talking about.
However, the fundamental goal of a publishing house - diverse and critical press work - comes at a price, not only in good times but also in bad times. A truism, one would think; and a "leading company" like Tamedia, according to its own advertising, should actually be aware of this.
If Tamedia continues to sacrifice staff and infrastructure on the altar of profit maximization to please its shareholders, it is not only jeopardizing its reputation as a social employer, but also its journalistic image. And: with the credibility of the products, first the readership and then the advertisers are lost. The continued sharpening of the red pencil therefore cuts into its own flesh. Because remember: you only lose a good reputation once.
> Serge Gnos is Central Secretary of the media trade union comedia.
