Be Prepared
«Vesegda Gotov!» = “Always Prepared”
The motto of the Boy Scout and his Soviet equivalent, the Pioneer, is a worthy aim. We should always be prepared … for whatever fate has to throw at us.
In English we have another phrase is just as meaningful: “Preparation is half the battle” … and is true for something as mundane as going for an interview or massing your forces to meet the enemy on the field of battle. It is also an important maxim in tourism.
A major part of our work in tourism is concerned with making plans – potential clients contact us, usually (but not always) well in advance, with questions about possible itineraries and activities for their holidays. Possible variations are discussed, details agreed and arrangements made. Then it seems as if we have to “cross our fingers”, “touch wood”, “spit over our shoulders”, hope that all goes well and trust in the abilities and professionalism of our staff to be able to cater with any unforeseen problems which occur. These problems could be relatively minor – or major.
Before he left the Kyrgyz Republic at the end of 2001, the German consultant Max Haberstroh presented a paper to the Co-ordination Council with proposals based on recommendations from the World Tourism Organization for developing a National Strategy for “Crisis Management” Unfortunately, events overtook us and the various suggestions which he proposed were never implemented. I suggest that it is time for us to revisit this issue.
Any incident has a history and a crisis can be usefully split into three stages: Before, During and After:
Before a crisis occurs: Planning and preparation – “Hope for the best, but prepare for the worst”.
First of all, we need to define our terms … so that we understand the nature of a potential crisis: It could take one many different forms: a terrorist attack, a revolution, an outbreak of disease, an accident in which a number of tourists are hurt – or killed.
Some crises are major events and require a response from the It is unlikely that in the Kyrgyz Republic we will face the sort of natural disaster as the Tsunami which devastated the lands that border the Indian Ocean – but an earthquake? In the last year we have seen in India and Pakistan the devastation – in physical, economic and human terms – that such a natural event can create. Are we prepared?
Even worse, a “disaster” may not affect the Kyrgyz Republic directly … but still present us with a crisis, as the events of September 11th demonstrated. They took place on the Eastern seaboard of the United States – about as far from Kyrgyzstan as it is possible to get – but they still had a significant impact on our tourism sector, as Americans (in particular) became wary of traveling beyond their borders, especially to a country where it was thought extremists MIGHT be found. Are we prepared to meet the challenges presented by such distant events?
Other crises may be more localized, perhaps affecting just a single company. Even something as simple as a tyre puncture could create a “minor crisis” within a company, if it involves a group being stranded and missing a vital connection.
In each case we need to ask:
- Are we prepared?
- What will we need to do in order to resolve the situation and limit the damage?
- How can we recover?
We need to consider who will be involved, identify the key personnel, and prepare a team. Training may be necessary – and there may be cost implications.
There is a need for planning at various levels – the national, local and even within the individual firm. We need a national strategy and coordination body which can collect necessary information about such things as: rescue services, hospital provision, crime statistics and so forth. It is important that information for the public and training materials need to be prepared and published, including contact details for the coordination body – so that it easy to contact the relevant authorities in an emergency. The individual firm needs to ensure that its staff is prepared and trained – that they know what to do.
Information is a vital commodity in an emergency. Not only will the press want information, relatives of those involved may want updates on the current situation, as will members of the public and those working in the industry. It is important that this be handled professionally, that the information be accurate and reliable – there is nothing more damaging than inaccurate gossip – so an “Information Center” that can be the recognized source of accurate and reliable information needs to be established. It should have a database of people who can provide this information as well as those who might be interested in receiving it – for example the different press agencies, embassies in the Kyrgyz Republic, and abroad.
It helps if tourists are aware of potential problems before they arrive – so that they too are prepared. Although it can be thought to be detrimental to warn them of the risks of avalanches in the spring, it can be done in such a way that they will appreciate that the company and the country are aware of risks – and prepared to meet them if the worst should occur.
Of course it is not possible to anticipate every possibility, but preparation will help us to handle the event efficiently and effectively and avoid making mistakes such as overlooking important elements. Most important of all, we shouldn’t just wait until a crisis actually occurs. By then it may be too late, and the situation could develop and become worse. With sufficient forethought, analysis and preparation, it may even be possible to avoid a crisis. It will certainly make handling the crisis easier, and it should help to avoid making mistakes which could make the matter even worse.
When a crisis occurs: What to do … – “Minimizing the damage”
Obviously it is necessary to undertake steps to resolve the situation. Although there is almost certainly a need to act fast, the first step in this process is to assess the current situation. This emphasizes the need for information, which needs to be: clear, precise and accurate. Then, and only then, can practical steps be undertaken which are suitable to the resolving the present problem and avoiding mistakes which could make the situation even worse. Above all, it is important to “make safe” – there is no point in putting others at undue risk if this can be avoided.
If the planning and preparation have been thorough, then people will know the actions that need to be taken.
We need to remember the importance of communications. Those involved in the incident will want to know what is happening. Their relatives will be anxious and want information. Those involved in rescue or recovery will need coordination.
As well as the communicating via the press (local and foreign) and with those involved, their relatives and the relevant embassies, directly, tour operators and others involved should communicate with their partners in the travel industry informing them what has happened and what is being done in response. People will want to know what has happened – and the incident will need to be put into context – geographical; historical. They will also want to know what is being done to help those involved, and plans for future steps. A “hot-line” needs to be established – perhaps based on the same information center referred to above.
The speed of response is important and it is necessary to be pro-active, to try and anticipate interest and have information ready for dissemination. Of course, there will be a need to challenge untrue statements and misunderstandings but accuracy and honesty are important principles which should not be sacrificed. It is important not to dissemble, speculate or offer bland (and meaningless) reassurances – even if it is thought that this might be “helpful”. There is a tendency to assume “they would say that, wouldn’t they?”, so information which doesn’t seem to correspond with that from other sources will not be believed anyway and can be even more damaging – and it is vital that the source can be recognized as authoritative, reliable and accurate. Also, it is more difficult to correct mistakes and misinterpretations later.
The information center could serve as a Press Center … which has implications – suitable accommodation and communications are needed. A programme for press releases and press conferences should be established.
As far as the modern day press is concerned – images are of vital importance. “A picture is worth a thousand words” and a “good” photograph adds to a newspaper article. Also, in the days of global television channels and the internet, video material is at a premium. It would be useful to have material readily available to offer journalists, but they will seek to obtain their own examples as well. Although they won’t want to be “managed”, it would be advisable to assist them in this respect.
The press is also interested in “human interest” stories – how will the events affect individuals? This obviously includes those directly involved but attention should also be given to the wider implications of the story. Obviously it will help if “positive” aspects and images can be generated.
All the time we need to remember that the coverage that actually in appears in the world’s media is out of our hands. It is the responsibility of the individual reporter and editor. They are, however, much more likely to be positive and supportive in their coverage if we are cooperative and helpful.
After a crisis: Learning the lessons and restoring confidence – “It’s not over … until it’s over”
Once the immediate crisis has been dealt with, and all the issues involved are settled, there may be implications for further work.
The most important is to review the experience and learn the lessons so that future events can be met with an improved and more efficient response. It is not simply enough to say “Thank goodness that is all over … we did well, didn’t we? … lets hope that it never happens again!”. We need to know what went wrong?, what we did well? and what could have been done better? The result of any such analysis may involve the need to review budgets and training.
The next important issue is recovery – to restore customer confidence in our product. As an immediate result of a crisis, there may be cancellations. We need to have ready a policy which is both helpful and constructive. If payments have already been made – what is the policy concerning refunds? … or issuing credit notes for use at some time in the future, offering alternatives, (different time of year, varying itineraries, etc.).
If there are going to be cancellations and a reduction in the level of business, then we need to consider how this will affect our operations. There may be implications for staffing and budgets – including the level of tax revenues for the government (local and national). A plan needs to be developed by every business to try and ensure it can meet the challenges of the situation … and stay in business.
Once again this is a question of marketing. It may be necessary to adapt marketing strategies, (the particular issue may raise particular questions which need to be addressed) and there may be a need for increasing marketing budgets, and activities.
One important aspect of the review is to monitor press coverage … what was said about us? and how will affect perceptions of the Kyrgyz Republic and tourism in the country. Perceptions, (even if they are inaccurate – or just “wrong”) can be as important (if not more important) than reality. These perceptions will need to be addressed in future marketing campaigns.
Remember the people: at the heart of the matter.
It is important at all times to remember that the events will have an effect on people … physical, psychological, emotional, economic.
These will inevitably include those directly involved – but the events will also affect others. In many cases the ripples that spread out following a crisis will affect a far greater number of people than those actually involved in it – and the effects can be far more wide reaching and long lasting than might be expected.
Those of us involved in tourism, for example, need to consider: our clients (both those directly involved and others – past present and future potential clients); their friends and relatives; our employees; partners (both in Kyrgyzstan and abroad – both those directly involved and others); the press and the wider community.
We all have a responsibility to try and avoid a crisis, but if one does happen – then to ensure that it is handled properly and efficiently and to try to minimize the negative effects, (in both the immediate and long term future). We each have a role to play: Government, (local and National); Associations, (such as The DMA and KATO); separate companies (tour operators, hotels and other); and as individuals.
Are we, like the good pioneer, prepared?
Picture from: http://en.wikipedia.org/wiki/Pioneer_movement
Bishkek