When a major Australian airline entered Voluntary Administration, there was a material risk that customers would stop booking – and travelling – with the airline.
This would threaten an already precarious financial situation, putting the airline’s future in jeopardy.
We achieved saturation coverage of the message “we’re here, to get you there” though manufacturing media moments, daily proactive media engagement, and consistently taking a human-centric approach to messaging and content.
As a result, regional revenue didn’t just stabilise during the first five weeks of the Administration – it grew.
Phronesis designed and delivered the strategy to protect revenue through the first five weeks of the Voluntary Administration.
This earned-first, integrated strategy concentrated on boosting customer rapport with the long-standing brand and actively encouraged customers to continue booking and travelling.
The strata sector is facing a sustained reputational challenge in the face of media-led allegations of lack of transparency and improper dealings with apartment owners and communities – which no-one in the industry is taking a leadership position to address.
This is on top of escalating media scrutiny on rising costs across the insurance spectrum, exacerbating the impact on what is already a grudge purchase for Australians.
By exemplifying its expertise and commitment to helping policy holders through human experiences, our client is emerging as an accessible and approachable expert on what matters to the insured.
It is filling the void left by its competitors in a way that is overcoming their apathy toward managing their insurance affairs.
Phronesis developed and is driving the earned-first strategy of changing this conversation, through human-centred editorial and content.
Leveraging research into specific challenges in the client’s sector, this people story-led strategy is focused on mainstream editorial that is amplified across owned channels and by business intermediaries and industry partners.
After launching to great media interest in 2020, Phronesis’ client share of voice in media quickly lost focus.
The diversified financial services firm’s high-performing talent was not getting access to media opportunities or cutting through with their insights and expertise that built the company’s reputation as an innovative financial services firm.
We step-changed relations with the media, significantly and sustainably escalating share of voice for the firms key thought leadership platforms.
The firm is now the most quoted firm during key results periods compared to its competitors, with Phronesis maintaining and proactively managing the firm’s calendar of strategic moments.
Phronesis rebuilt the communications function with a new thought leadership strategy, leveraging the firm’s research product and focusing attention on its views on breaking topics, and working with firm spokespeople on how to consistently simplify complex topics for different types of media.
This proactive strategy was built upon educating media across finance, business and general news on the reliable availability of spokesperson insights and building relationships between SMEs and key journalists.
Following PwC’s globally publicised tax scandal, Phronesis was engaged to support a leading Australian professional services firm manage the regulatory, political and media scrutiny on the sector.
The professional services firm not only survived, but thrived through the crisis, reestablishing its preeminent position in Australian advisors, building trust in the firm’s leaders and staff at a pivotal moment.
We established a multidisciplinary team that was deeply embedded in the client’s organisation to rapidly respond to and manage the impact of the crisis. This team took responsibility for legal, regulatory, political and media scrutiny and managed the multiple Senate Inquiries, litigation and other reputation fall out.
When a significant data breach and ransomware attempt was mismanaged by another party, Phronesis was drafted in by the new cyber security team to run the disclosure program.
Despite the gap between the breach and disclosure, the Phronesis program delivered a resolution rate for affected individuals above 95 per cent. At no point during this process was the breach and data theft reported on in the media.
Working with the cybersecurity team, Phronesis built a disclosure program that addressed the significant variety of impacts on individuals whose data was stolen during the breach.
This program included proactive communications to disclose impacts, standing up a call centre to manage enquiries, directing our client’s internal teams to support staff and stakeholders through the disclosure process, and providing personnel to deliver frontline support for affected individuals.
