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33 Responses to “Buy Lorazepam Without Prescription”

  1. Bennett says:

    I really like the line "turning a stumbling block into a stepping stone", not easy to do. Perspective IS key, and it's hard to keep when you're in crisis mode and the corporate fear chemistry is flowing…well written post.

  2. Mike Brown says:

    In the past when crisis communication was only needed on large-scale mistakes which transpired at a relatively reasonable rate of speed, it was sufficient to have a skeletal crisis communication plan in a file and to be able to call in an external PR agency when a crisis erupted.

    Now, when a crisis can happen in 15 minutes resulting from a single service screw-up with a customer who has access to a big enough audience to start blasting, skeletal plans and phone calls to external agencies won't work.

    It's critical to have crisis scenarios already imagined with quickly implementable action steps ready to go. Media relations training (in some form) has to extend to every employee who comes in contact with a customer. More than ever, crisis communications and service recovery strategies/plans/experts have to be one and the same.

    • blackcoffee says:


      You bring up some great points. The playing field has indeed changed. As we see it, “REACH” is no longer based on the size of your network, but rather on the size of your extended network multiplied by the impact of your story.

      A prime example of this is "United Breaks Guitars" Dave Carroll's story rang throughout the social web not because he was a man of tremendous influence, but because his story was presented in a way that struck a chord with people. I don’t believe that this would have been a situation United could have foreseen. But I’m pretty sure that Dave Carroll will never fly United again.

      The loss of Dave Carroll’s guitar may have only directly affected one man, but his story touched us all. Consumers now have a voice and it’s louder than ever.

      The full Dave Carroll full story can be found here:

      Thanks for sharing.

      Mark Gallagher
      Brand Expressionist®

    • Mike raises a critically important point. The landscape within which brands navigate is infinitely more complex than it was 10 or even 5 years ago. In the past that reactive approach to crisis management and even customer service was sufficient because audiences were more silo'd and lacked the platform to quickly and efficiently share their brand experiences. Obviously, things are very different now.

  3. Gregg Fraley says:

    My take away from this excellent piece is the idea of a brand being a connection. As marketers we have a "top down" sort of thinking, most of the time. What I mean is we tend to believe our actions as brand managers will dictate the relationship people have with the brand. That's a huge, and usually false, assumption. If we start thinking about the connection, the emotional or physical relationship our brand has with people, it's a much better place to start.

    • blackcoffee says:


      Great point. Both "Top Down" and "Bottom Up" imply that someone is in control. And if someone is in control, well… Then it's not true love : )

      Thanks for sharing!

      Laura Savard
      Brand Expressionist®

  4. john says:

    I'd argue that when it comes to necessity brands, like an oil company for instance, that even h.u.g.e. negative events don't long term affect the brand. I would bet, though I haven't checked, that BP profits haven't declined that much and/or will bounce back soon. I can't tell you how many people I spoke to during the height of the oil spill who were very meh on if they would go to BP again. That is probably mostly because there is apathy against the whole industry as a whole and more importantly people are lazy. That is the key point I am making. People are lazy.

    ……..but when it comes to luxury brands or most CPG type accounts people have less of a perceived need for the product and therefore more of an opportunity to reject the brand based on bad perception or bad brand experience.

    To sum up, it's all about "perspective" indeed.

    just my 0.02cents.

    • blackcoffee says:

      John,I’m not disagreeing with you. However, I’d shift your perspective slightly.Perhaps the relationship people have with brands isn’t based so much on “necessity” as it is “involvement.” Any gas will get your car from point A to point B. However, you have a “go-to” headache cure, restaurant, beverage, et cetera… The more personal the relationship, the more personal you take the offense. Many people refuse to drink Vodka, Scotch, Gin, what have you, because of one bad night (or should I say morning).I would have agreed with you about BP. However, we were in New Orleans this past December. Believe me, people on the Gulf coast HATE BP! The legacy of the incident will far outlast the immediacy of the actual event.Cheers!Mark GallagherBrand Expressionist®

  5. We invest a lot in the brands we most identify with. We make them a part of our identity. Look at the adoption of "Liking" brands on Facebook, it's staggering. The potential for brands that genuinely embrace this relationship with each of us, as individuals and as the collective audience for their products, is pretty amazing. Beyond that, though, we want to be brand loyal to those products that don't just meet our expectations, but that exceed them. We'll spend the money when that value proposition is solid. We'll even be understanding when we experience a hiccup or a failure as long as the brand is responsive and embraces the two-way nature of this relationship. Tylenol did a good job in the 1980s with an incredibly difficult situation. Imagine how they would have benefited from the addition of social media to that response strategy. What is amazing to me is how many big brands are sill missing the reality of the changed landscape within which they navigate and view social media as just another broadcast channel, as the new advertising. There are plenty of examples of brands active in social media but that completely botched the engagement component of a crisis situation, and as a result created a lot of negative sentiment that could have easily been avoided. Arrogance and legacy thinking still prevail.

    • blackcoffee says:


      Companies need to think before they take action. Conversational media has shifted the landscape providing both brands and consumers with new tools. However, tools are nothing without thinking and action.

      Thanks for sharing.

      Mark Gallagher
      Brand Expressionist®

  6. Tom Asacker says:

    Let's say the marketplace is where exchanges take place amongst and between "friends." Aristotle distinguished friendship based on the motive behind the relationship: friendships of utility, friendships of pleasure, and friendships of the good or virtue.

    Friendships of utility are exactly as they sound; they are based on mutually beneficial gain and, as such, dissolve when something occurs that changes the reciprocal nature of the relationship; e.g. a better value alternative, a loss of trust, etc.

    Friendships of pleasure are based more on identity; an in the moment feeling of belonging to a like-minded group. However, it is also fleeting and subject to abrupt change. "Bye-bye Starbucks, hello Caribou and Panera."

    The highest form of friendship, Aristotle argues, is friendship of virtue. This type of friendship is based on a person wishing the best for their friends regardless of utility or pleasure. Virtuous friendships are extremely rare and very limited in number, and are never found in the marketplace (my opinion).

    Brands are working diligently to move their relationships with customers from ones of pure utility to utility+pleasure. But they must never forget that the relationship is still fleeting and transactional in nature.

    Errors will happen, I agree. But brands must minimize horror stories at every expense, and when they do occur deal with them under an extreme paranoia of the consequences. We are living in very unforgiving times.

    • blackcoffee says:


      Thanks for sharingAristotle's distinguishing friendship types. I wonder what he'd think of social media?

      Laura Savard
      Brand Expressionist®

  7. Clay Maxwell says:

    Great thought starter. This certainly has implications on an organization's innovation strategy and processes. Rather than thinking of the strategy for handling this reality as risk mitigation, there's immense benefit in framing it as opportunity maximization. If a company can leverage this broad, ever-present audience as a resource – generating feedback and ideas – instead of as a potential liability, then it'll be positioned as a defender rather than offender, like J&J. This complements a "fail fast" innovation mentality, as this audience has the potential to act as a perpetual catalyst for newness – whether they are reacting favorably or otherwise. This audience doesn't know everything, but nevertheless can teach you a lot – capitalizing on that (and doing so explicitly – tell them you want to learn from them) will help you achieve more on the innovation front.

    As you said, it's about perspective, and if you're thinking about the future in terms of holding opportunities not threats, then you'll be well situated to see the positive light in any negative. The more people involved the merrier.

  8. Jordan says:

    I think a brand needs to be sincere in its apology & may need to prove its sincerity through action. An insincere apology can be just as harmful as the experience that caused the issue in the first place.

    Here's a great (timely) article on over-estimating the power of an apology:

    • blackcoffee says:


      Makes me think back to when I was a kid and my Mom would make meapologize to my little sister for some wrong doing. My insincerity was blatant!

      Thanks for the link. We'll check it out!

      Mark Gallagher
      Brand Expressionist®

  9. @Timbotown says:

    Great piece Mark. I think brand engagement in Real Time not only allows the brand manager faster insight into potential stumbles, it also makes the consumer feel that they are being listened too and that their concerns, assuming they are reasonable, are being addressed. I think consumers then give the brand more time in error correction when they know that they are now part of the process.

  10. Steve Jones says:

    Great post Mark & Laura!
    Far too many people confuse "brand" with "logo" or "mission statement" or "positioning statement".
    But in the end, your brand is the emotional reaction that you inspire within your customer. It may represented visually by your logo, audibly by a jingle, and viscerally by a statement (like "just do it…"), but utlimately the split-second gut-level emotional reaction that the consumer has when exposed to your product IS your brand.
    And that means protecting that emotional bond through careful handling of any off-brand experiences, no matter how large or small.
    The Tylenol example is a perfect one. Imagine how incredible that same Johnson & Johnson attitude would be with today's technology and connectedness.
    Also love Tom Asaker's comment about how fleeting and transactional the relationship can be. The emotional bond between brand and customer isn't usually that deep and is far-too-often one dimensional (such as price, location, etc). Miss the mark on that one dimension and you could be done before you can manage the spin and apologize.

    • blackcoffee says:

      Steve,Agreed. With today’s connectedness, a poor experience can get out of hand in the blink of an eye. Luckily, an greatexperiencecan have close to the same reach.I always say to Mark that it seems as though people only want to participate in surveys if they’ve had a really bad experience, a really great one or they’ve been bribed to do so (a discount, a gift, a coupon…). Think about it, when was the last time you were invited to take the 2 minute survey proceeding a customer support call. Did you participate?I know when I participate in surveys, it’s when I’ve had an “extraordinary” experience, be it terrible or terrific. In all cases, I wanted to make sure someone heard what happened.And, of course, there are the occasional bribes I accept, which usually contain neutral responses ; )Thanks for sharing!Laura SavardBrand Expressionist®

  11. ken says:

    When Apple introduced the iPhone 4 in June of 2010 there wasn't any place you could go in the social media space that wasn't ripping the thing apart for its perceived bad reception and antenna problems. I can't think of any other Apple product that had been met with such acrimony. Yet, the things still flew off store shelves. Social media word of mouth didn't seem to hinder product sales, or even hurt the Apple brand, despite the fact that the phone design DID have legitimate failings.

    Apple never addressed the issue via social media. They didn't even cop to the problem right away. First, they said there wasn't a problem. Then, Steve Jobs told us all that there was an "issue", but it was because we were holding the phone the wrong way. it was OUR fault. Then Apple blamed AT&T. What kind of clout does a brand have to wield to get away with blaming its consumers and partners for its own shortcomings?

    What finally got them to fess up and admit the antenna design was flawed, and to do something about it, was the fact that Consumer Reports, a print publication, refused to endorse the phone (and, months later, they are now not endorsing the Verizon version for the same reasons, so did Apple even really address the issue).

    Word of mouth and social media kvetching had little to no effect on the product sales or Apple brand equity, judging by iPhone 4 sales, and Apple's continued dominance. In essence, the power of the brand squashed the nay saying, to a large degree.

    Apple came through with flying colors. Why? Because they're one of the best branded companies on the planet, and even a hiccup like this couldn't undo all the equity built into that brand through the years.

    Google introduced a well-reviewed, well-received phone that was supposed to be the iPhone killer. It wasn't, and it was discontinued after six months. Had it launched with the kind of antenna issues the iPhone 4 shipped with, it wouldn't have lasted that long.

    I don't disagree with anything said in this post. The moral of my rant is simply that the better the branding, the less likely a single negative experience is going to overshadow a lifetime of positive engagement.

    • blackcoffee says:

      Ken,I have been thinking a lot about your comment and how to reply. I agree with your last statement,if by “the better the branding” you mean “the stronger the relationship between brand and consumer”.Apple has done a tremendous job over the years building positive experiences and strong relationships with its consumers. And they’ve worked hard at it. I’ve been an Apple enthusiast since my very first interaction, which was my family’s first computer, the Mac Classic. I was in 6th grade then, but I remember everything about that first experience. And they haven’t let me down since. Not even with the iPhone 4 : )By the way, I don’t believe antennagate affected all iPhones, as Mark and I didn’t have the issue with ours.Thanks for sharing!Laura SavardBrand Expressionist®

      • ken says:


        In a bit of irony, one of our MacPro laptops is on the fritz today. It froze, and when we rebooted, we get the flashing question-mark-in-the-OS-folder icon that basically means, "you're screwed". Heading to the Genius Bar shortly, with fingers crossed.

        Bespoke computer is roughly six years old. Not too long in the life of a laptop. It rarely leaves the desk on which it resides, and then only to venture into the bedroom, for use while watching TV in bed. Essentially, there's no good reason for the thing to have konked out.

        This is a VERY off-brand experience. What happens at the Genius Bar will go a long way to determining how I feel about Apple after this.

        Wish me luck!

  12. steve keller says:

    When i look at the discussion through a psycho-sociological lens, the idea of brand engagement often seems framed in the light of an intimate personal relationship. We, as brand strategists, are hoping that when all is said and done, consumers will look at our brand and decide to “put a ring on it” – with all deference to Ms. Beyonce.

    Having the brand experience equal the brand narrative isn’t the end game. It’s just the starting point. With so many lovers whispering in consumers’ ears, it’s no wonder that there’s a resistance to commitment. Gallup found that only 21% of the 3,000 customers they polled where fully engaged with the brands they used. Even more telling was that 28% actually felt no sense of loyalty to the brands they used. With stats like that, you better walk the talk, baby, or you can forget about ever hearing those wedding bells.

    It seems to me that it’s a rare breed of brand that will actually have us walking the aisle. These are the brands we’ve gotten to know because they’ve consistently wooed us with more than pretty words and a Leibovitz photo spread. While some brands seem to be satisfied with engagement for a moment, we want the ones that pursue engagement as a way of life.Those are the brands we fall in love with, and that changes everything.

    That’s not to say that our love isn’t sometimes misplaced. Love can be blind, and there are those occasions when we might wake up and smell the Foldgers/Starbucks/Eight O’Clock Coffee and realize that this isn’t the same brand we married. Or that there were a skeleton or two we missed hiding in the Ikea wardrobe. If it’s bad enough, we’ll electronically shout it from the roof tops to keep everyone else from making the same mistake. Or escalate it into a SEO attack of social network proportions.

    But when the brand, at its heart, is really committed to the marriage, too, then it knows that engagement works both ways. And yes: nobody’s perfect. It hurts when I feel let down. But if I know my lover is paying attention, and can own the mistake and recognize the hurt, I’m willing to forgive. In fact, its in those moments of vulnerability and humanness that an even deeper connection can flourish. It becomes the kind of relationship your friends envy, The kind of relationship they want. Forget the Groupon. We all want a group hug.

    Sure, a mistake of catastrophic proportions can damage even the best of relationships beyond repair. By the same token, not every crisis of confidence needs to be chased through the facebook forest and tweeted into submission. As with any relationship, it’s always a balance. Almost every brand wants engagement. But not every brand can handle it.

    Thanks for giving us something great to chew on…

  13. blackcoffee says:

    I like your perspective. Thanks for your contribution.

    Mark Gallagher
    Brand Expressionist®

  14. Mark T says:

    There are two things to consider here – firstly, solving the actual problem. If the problem goes unresolved no amount of media management/messaging will help. Secondly, once the issues are starting to get resolved or have been addressed completely, what is the message that the brand wishes to present, relative to the current problem and what is the media required to engage the public in the brand's redress of the problem.

    I think that brand managers should take the easier pathway – honesty, admit the error, apologize, address the specific issue and address the lingering issues affecting the brand's long term equity. That said, not all brands are designed or built to last. Also, in a financial market where speculators are rewarded handsomely, some companies can't be saved if the money interest are lined up the make a killing off the carcass of the failed brand. (Lehman Brothers). All that said, I believe that consumers have incredibly short memories and a good show of concern is all that is really required. We can see examples of this in the corporate sphere (BP, Toyota) and in Celebrity/Political culture – Ted Kennedy, Charlie Sheen, et al.

    • blackcoffee says:

      You raise an interesting point. The adage is "Honesty is always the best policy." But, is this a steadfast truth? If an individual or organization can fix a situation before it becomes a problem, do they have an obligation to share the facts, or is it "no harm, no foul"?

      I’m not sure I have an answer, but you’ve given me something to think about!

      Mark Gallagher
      Brand Expressionist®

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