Archana Venkat

This may be a bold suggestion - But try and feature customer frustration on the platforms that you are present in and thereafter share what you did to rectify that situation. A good example I saw recently is of a CEO of a clean food brand who used customer criticism on LinkedIn to clarify the customer's understanding of the product, thereby winning her trust.

Try and get market feedback on the crisis. Social media tends to amplify voices, but many of them may not be relevant for you to consider. So dont rely solely on public / social media information.

Group the various types of crises by their order of severity- Does the crisis impact internal relationships, clients, investors, employees, or all of them? This helps to develop a response depending on the severity.

Repeat business is a better indicator of relationship strength and other traditional B2B parameters. If you can sustain your business, even when governments change, then its a true hallmark of a successful brand.

While thinking of goals, also think of constraints under which you will have to operate. Many govt agencies operate on L1/L2 qualifying criteria. This means, the vendor charging the lowest cost usually wins a project (if the project is a build - operate - transfer, then it is the highest bidder, as the govt gets money from you). Under these circumstances, delays are slack are common and for new agencies this means huge cash flow constraints. One must be aware of this and develop goals accordingly.

Try to develop end-to-end services (employee communications), as opposed to piecemeal offerings (such as newsletters). Over time it will help you demonstrate greater value.