Crisis Management Team

Examples of Crisis Management Team in the following topics:

• Handling Unfavorable Publicity

  • The following principles represent best practices in crisis management: be prepared, do the right thing, communicate quickly and accurately, and follow up.
  • Social media has accelerated the speed at which information about a crisis can spread; the viral affect of social networks such as Twitter means that stakeholders can break news faster than traditional media, which makes managing a crisis harder.
  • If necessary, activate the crisis management team.
  • The crisis communication plan should be revised based on any new learnings.
  • List the steps firms can take to implement an effective crisis communication plan

• Organizational Requirements for Product Development and Management

  • This intersection most commonly happens between engineering-oriented teams and commercially-oriented teams.
  • Often, product management professionals serve as the middlemen between product development and engineering and marketing and sales teams.
  • Conversely, the product management team may work to explain the finished product's capabilities and limitations to marketing and sales professionals.
  • To facilitate this communication process, product management teams will perform activities including customer research, competitive intelligence, industry analysis, and competitive analysis.
  • Some organizations set up product management teams so that they intersect between marketing and engineering activities.

• Customer Concerns

  • Similar to business-to-consumer (B2C) companies, B2B brands must have quality control and crisis management programs in place to respond to events that can result in a loss of customers and revenue.
  • Account or sales managers are often a B2B company's first line of defense when it comes to flagging and responding to customer complaints regarding service disruptions or product malfunctions.
  • B2B brands often assign cross-functional teams – sales representatives, developers, product specialists, and call center professionals – to oversee individual client accounts.
  • It also allows customer care professionals to properly escalate customer issues to appropriate channels such as the sales or research and development team.
  • Sales methodologies applied to customer relationship management (CRM) systems allow B2B organizations to accurately monitor, track, and measure this information.

• Negotiating

  • Management, sales, marketing, quality control, and legal personnel may all play a part in negotiating buyer-seller contracts and agreements.
  • Due to globalization and evolving business trends, more companies are now using negotiation teams.
  • Teams can effectively collaborate, pool resources, and brainstorm solutions to break down and manage complex negotiations.
  • More knowledge and wisdom can be harnessed in cross-departmental and cross-functional teams than with individuals operating in information silos.
  • Writing and noting customer specifications, listening to buyer concerns, and communicating specific actions are roles team members must satisfy during the negotiation process.

• Support Personnel

  • At large corporations such as IBM, support personnel includes technical specialists who assist or play a key role on customer account teams.
  • Other common support roles that work with sales managers directly or assist clients and customers with product and service issues include sales engineers, technical support specialists, and customer support representatives .
  • This may be ongoing as part of a key account team or on a temporary basis, with the specialists being called in to the selling situation when required.
  • Examples include airliners, weapons systems, and IT systems (such as telecommunications or databases and their dependent applications for purposes like logistics or customer relationship management).
  • Highly technical companies like IBM often have technical support salespeople on major account teams.

• Measuring Vendor Performance

  • Supplier performance evaluation teams are used to monitor activity and performance data, and to rate vendors.
  • But supplier performance evaluation teams are just one of the many teams companies deploy to address tactical issues.
  • Supply managers evaluate suppliers utilizing the tools of value assessment and the fundamental value equation.
  • Consistent with supply management orientation, these evaluations can be complemented with the firm's customer feedback.
  • In this way, supply managers can better focus or redirect the efforts of the entire supply network toward the delivery of superior value to end-users.

• Purpose of the Marketing Plan

  • This typically offers a unique opportunity, a forum, for information-rich and productively focused discussions between the various managers involved.
  • The plan, together with the associated discussions, then provides an agreed context for their subsequent management activities, even for those not described in the plan itself.
  • Makes the marketing team look at their past decisions and understand their results;
  • Makes the marketing team look at the environment in which they operate;

• Influence on the Entire Supply Chain

  • Marketing teams can play an integral role in integrating supply chain business processes, and promoting collaboration between buyers and suppliers, product developers, and common systems.
  • From product brochures and promotional flyers to point-of-sale systems and store signage, each of these supplies must be acquired, managed, and ultimately distributed to customers, sales teams, branch offices, retail outlets, dealers, distributors, and other key audiences around the world.
  • By coordinating with product developers, plant managers (manufacturing), and logistics partners (distribution), companies can use this synergy between its departments to compete effectively in the marketplace and help drive firm revenue.
  • For instance, some of the world's largest consulting firms estimate that up to 60% of marketing costs are related to non-product ancillary areas (distribution, people, freight, storage, obsolescence, technology, and inventory management).
  • It is crucial that brands support marketing functions so they are both managed effectively and integrated seamlessly into the larger supply chain, thereby meeting larger business goals.

• CRM and Personal Selling

  • Customer relationship management is a widely used model for managing a company's interactions with customers, clients, and sales prospects.
  • Customer relationship management (CRM) is a widely implemented model for managing a company's interactions with customers, clients, and sales prospects.
  • The lack of senior management sponsorship can also hinder the success of a new CRM system.
  • This allows a business to use fewer sales representatives to manage their clients.
  • CRM systems for marketing help the enterprise identify and target potential clients and generate leads for the sales team.

• Understanding Concepting + The Creative Team

  • Most of the day-to-day idea generation is produced by the, “Creative Team;” a two person team made up of a Copywriter and Art Director.
  • Supervision of all aspects of broadcast production including scheduling, budget management, asset management and client relations
  • The job of the creative team is to figure out the, how part.
  • Sometimes the account team will pitch everything themselves.
  • Concepting ideas is the main job of the creative team.