Brands sometimes need to communicate decisions they know will be unpopular.
And that will attract negative headlines and social media posts.
Two household name companies found themselves in that situation recently. And it put them in the firing line.
What can you learn from their examples?
First up, let’s take a look at ASOS.
The online fashion brand recently announced a new ‘fair use policy’ rule charging customers for returns if they do not keep a certain amount of the order.
Some customer received an email saying they had been identified as having a “frequently high return rate” and will now have £3.95 deducted from their refund if they keep less than £40 worth of items.
But it insisted only a small number of customers were impacted.
The company said: “We’re making this change so that we can continue offering free returns to all our customers.
"For a small group of UK customers with a frequently high return rate whose shopping habits make offering them unconditional free returns unsustainable, they can still get free returns when they keep £40 or more of their order."
Social media was predictably outraged. One customer said: “The new fair use policy at asos (SIC) is frankly ridiculous when sizing accuracy between products is insane.”
Another added: “I don't see how @ASOS can start charging £3.95 for returns under their new "fair use" policy when their sizing is the most inconsistent thing?!”
And, as is often the case, the story was picked up by mainstream media.
Here is a selection of the headlines.
NO RETURN Asos shoppers threaten to boycott retailer over ‘ridiculous’ new fee in returns policy shake up The Sun
Asos shoppers hit out at new £3.95 returns charge BBC News
Asos to charge shoppers who regularly return large amounts of goods The Guardian
Struggling fast fashion brand Asos will start charging customers to return clothes - in the footsteps of Zara and Boohoo Daily Mail
Online fashion brand ASOS to charge for returns as shoppers blast 'stupid' policy Daily Star
While it does not feel like a brand in crisis media management mode, that’s not ideal coverage.
Amazon is another company that has had challenging news to share.
It announced this week it will require employees to return to the office five days a week from the start of next year, ending its hybrid work policy.
Andy Jassy, the company’s chief executive, said: “We’ve decided that we’re going to return to being in the office the way we were before the onset of COVID. When we look back over the last five years, we continue to believe that the advantages of being together in the office are significant.
He added that being in the office “strengthens” culture and makes collaborating, brainstorming and inventing “simpler and more effective”.
The strict hybrid work crackdown comes just over a year after employees at the company’s Seattle headquarters staged a walkout protesting at rules that tightened the remote working allowance.
And the announcement coincides with the UK government attempting to facilitate remote work for more people.
Amazon tells staff to get back to the office five days a week Sky News
Amazon demands workers return to office five days a week The Times
Amazon orders staff back to office 5 days a week Financial Times
Amazon tells staff to get back to office five days a week BBC News
So, two decisions that are at least unpopular with some. Companies often have to make difficult decisions. What is the best way to communicate them? Here are a few tips from our crisis communication and media training courses:
Be prompt
When you have a decision that is likely to be unpopular, begin to communicate it as soon as possible.
Uncertainty is more damaging than change, especially for an internal audience.
The longer you wait, the more likely it is to be leaked. And you can quickly lose control of the narrative if you are on the back foot.
When a crisis strikes, you must move quickly to protect your reputation. There is little time for planning your responses, fact-checking, or ensuring you have covered all the crucial bases. So when the worst happens. wouldn't it be handy to have a checklist you can follow?
Explain (and highlight the benefits)
If people don’t understand the reasons behind the decision, they are more likely to be resistant to it.
And most people’s first question is ‘why?’.
Amazon has spoken about improved collaboration and culture, which despite sounding vague, at least partly explains why they think a return to the office is the right move.
ASOS has not explained the changes to its returns policy beyond the existing system being ‘unsustainable’. More detail on the impact of high returns and how its decision will resolve the issue would help.
For example, is it part of a drive to be more sustainable?
Don’t be vague
Vagueness does not make bad news go down easier.
What is a ‘high return rate’? Is there a definition?
How many people are impacted by the returns decisions? A ‘small group’ can mean different things to different people.
We have seen other companies in the past describe price increases as a ‘price adjustment’ or ‘price update’.
Being specific removes uncertainty. And can lead to less damning headlines.
Acknowledge the challenges
Decisions will always have drawbacks and challenges.
And the negative impact on some will be greater on others.
Acknowledge those difficulties.
This is something Amazon did well. In the CEO update where the hybrid working changes were announced, he acknowledged people’s lives have adapted to not being in the office all the time,
And he offered time to help them readjust.
He said: “We understand that some of our teammates may have set up their personal lives in such a way that returning to the office consistently five days per week will require some adjustments. To help ensure a smooth transition, we’re going to make this new expectation active on January 2, 2025.”
Messages
Making the decision is one thing. Knowing how to discuss it is another.
Messages should be created and tested carefully.
Does it stand up to scrutiny? Does it strike the right tone? Is it clear? Will it lead to more questions?
Our message development and testing training will help you get this right.
Get to the point
If the news is likely to be unpopular, get to the point.
There is no value in talking around it and trying to drag it out.
The Amazon announcement came in a lengthy CEO update entitled ‘Strengthening our culture and teams’.
The crucial part – the end of hybrid working – came more than 800 words in. That’s a lot of context and over-communication.
Media
Neither ASOS nor Amazon have given media interviews about their decision, as far as we can tell.
But the next time spokespeople carry out interviews, the subjects could come up – journalists don’t forget controversies.
So, it is crucial their spokespeople are properly briefed and know how to address questions about these issues and reduce further negative headlines.
Need some help with your communication challenges? Get in touch.
Top table
We’ve spoken in our blogs before about the importance of comms teams having a seat at the top table.
And these examples reinforce that argument. The sooner comms teams are involved, the quicker they can start the conversation with customers and employees, prepare them for the changes, explain why they are needed and control the narrative.
Media First are media and communications training specialists with more than 35 years of experience.
We have a team of trainers, each with decades of experience working as journalists, presenters, communications coaches and media trainers.
Click here to find out more about our media training and crisis communication training courses.
