Dead in 48 hours
We assisted a leisure company with crisis communication when it faced issues that drew negative media attention. This situation served as a stark reminder of how swiftly one must act to address a reputational crisis and the severe fallout from inaction. The company was organizing family events across the UK, but complications arose when it had to cancel an event on short notice. Although they informed ticket buyers, one family claimed they weren’t notified and showed up. This led the customer to contact her local press to express her frustration, resulting in extensive coverage across print, online, radio, and social media. Initially, the local media coverage was disproportionate to the actual circumstances, with the customer labeling the company as a “scam” and “fraud,” leading to widespread negative publications and broadcasts. Unfortunately, the company reached out to us for assistance only after the media storm had begun, limiting our ability to mitigate the damage. We managed to convince the editor to amend the initial online article, retracting some misleading statements. However, by that point, significant harm had already been done, and the story had gained traction, attracting the interest of outlets like The Sun and ITV news. While we succeeded in persuading several outlets not to publish articles by clarifying the facts and providing context, we could not stop them all. This negative press and the ensuing social media backlash caused customers across the country to demand refunds, leading to venues canceling bookings. In the following 24 hours, the company had to cancel additional events due to a lack of customers or venues, creating a vicious cycle of negative coverage that prompted even more refund requests. Within 48 hours, the company was ultimately brought down by a toxic mix of an angry customer, eager journalists, and a management team that failed to act quickly and seek guidance on the situation.