Over the last 24 months, three publicly traded, North American companies (Menu Foods, Matteland Maple Leaf Foods) have provided researchers and practitioners with ample evidence that the most valuable crisis management and communications responses are not determined by the size of the crisis plan but by the effectiveness of the organization's leadership, mindset and organizational culture. Being prepared for a crisis is one thing but being able to react quickly in today's hypersensitive marketplace takes anticipation, readiness and a sense that operating in a crisis mode is now the new normal. The presenters review results from an eight-month study, conducted in partnership with McMaster University and Leger Marketing, where they were able to isolate the value of immediate crisis communications activities on customer loyalty in the case of Maple Leaf Foods.
There is no doubt that poor public opinion generally has a negative impact on business. In fact, one-third (33%) of Quebecers surveyed by leger Marketing admit that their shopping habits are influenced by other peoples opinion of the stores they frequent. as it does in numerous countries, Wal-Mart decided to pay special attention to Québec and to reinforce its commercial adaptation policy. this has resulted in a more favourable public opinion towards Wal-Mart. Public opinion has increased by 30% in only two years (from 2006 to 2008) in Québec. Wal-Mart also became Quebecers favourite place to shop; its market share is up by 1% and sales by close to 10%. Wal-Mart is an exception. a recent survey (leger Marketing, May 2008) shows that 86% of clients find that a good quality/price ratio is more important than a strong reputation