The COVID-19 Pandemic and Three Corporate PR Strategies

The COVID-19 pandemic has raised concerns about the prolonged severity of the situation. This series will explore corporate PR activities during such emergencies from various perspectives.

For companies, "crisis management communications" are crucial not only for responding to scandals but also during emergencies like the COVID-19 pandemic. For instance, with events, new product launches, and press conferences—all closely tied to the "three Cs" (crowded places, close-contact settings, and confined spaces)—being universally curtailed, how far should corporate activities go? Many companies are likely grappling with this question, navigating uncertain times.

In Part 1 of this series, we examine the findings of an emergency survey conducted by the Corporate PR Strategy Institute (within Dentsu Inc. PR) targeting domestic companies. This survey covered corporate initiatives and PR responses during the pandemic. Based on these results, we consider the PR strategies companies should adopt moving forward.

<Table of Contents>
▼What did companies prioritize during the pandemic?
▼PR Strategy ①: "Internal Communication" Supporting Employees
▼PR Strategy 2: Communicating Messages Amid Physical Constraints
▼PR Strategy 3: Corporate CSR Activities and SDGs Contributions

---

What Did Companies Prioritize During the COVID-19 Pandemic?

Titled "Corporate Activities During the COVID-19 Pandemic Survey," our institute conducted two rounds of surveys targeting companies that had previously participated in our surveys or attended forums/seminars we hosted.

"Corporate Activities During the COVID-19 Pandemic Survey"

・Survey Period: First Survey: February 28 (Fri) - March 6 (Fri), 2020
Second Survey: April 10 (Fri) - April 17 (Fri), 2020
・Survey Participants: Corporate representatives (PR, crisis management, others) who cooperated with the Corporate Public Relations Strategy Institute's survey
・Sample Size: Responses from 195 companies (Round 1) / 170 companies (Round 2) ※Excluding non-respondents
・Survey Method: Accessed via internet survey site, answered online

The graph below shows the results from the second survey conducted in April, which asked, "What considerations do you believe are necessary regarding corporate communications over the next month or so? (multiple answers allowed)."

The top responses were as follows:

■1st place… "Preparing announcements in case an infection occurs within the company" (76.9%)

As the likelihood of internal infections increases, PR and risk managers are increasingly occupied with preparing countermeasures and external communications. To prevent misinformation and fake news, a company's stance on employee health management and safety assurance is paramount for corporate reputation.

■2nd Place… "Addressing employee stress due to changes in the work environment" (69.8%)

Depending on job roles, some employees find teleworking difficult or even impossible. Physical constraints can suddenly create a state of "internal unemployment," making it imperative for companies to demonstrate comprehensive support now to address the psychological stress stemming from employment insecurity.

Based on these survey results, we've summarized key points for corporate communication strategies during the pandemic. At this stage, they boil down to the following three points:

① Employee-focused "Internal Communication"

Top management is expected to convey messages that empathize with the frontlines, where employees face job insecurity and psychological stress, using words that convey warmth and genuine concern.

② Messaging within Physical Constraints

Corporate activities during the pandemic must operate within physical constraints. Specifically, external announcements must be made online rather than through in-person press conferences. In these settings, both the content and delivery require a different approach than traditional methods.

③ Corporate CSR Activities and SDG Contributions

The third point concerns the stance companies take on contributing to a sustainable society during the pandemic. Companies failing to demonstrate presence in this area risk being differentiated from competitors. This is expected to impact financial aspects such as ESG-based stock selection, fundraising, and profitability.

Below, we will examine these points in detail.

PR Strategy ① Employee-Centric "Internal Communication"

First, let's consider messages from top management to employees during emergencies.

Our institute conducts the "Corporate PR Capability Survey" (*) biennially. The 2018 results revealed an upward trend in companies prioritizing "employees" as key stakeholders. This shift stems from labor shortages and talent gaps. Companies are now fully embracing "health management" and "diversity management." Improving workplace environments reduces turnover and enhances employee engagement with the organization.

※Corporate Public Relations Capability Survey　https://www.dentsu-pr.co.jp/analysis/
&nbsp;

In the context of the current COVID-19 pandemic, Amazon CEO Jeff Bezos' message to employees ( https://blog.aboutamazon.jp/initiatives_a-message-from-our-ceo-and-founder ) stands as an excellent example of a company demonstrating its commitment to its employees as key stakeholders.

In his message, Bezos emphasized that amid the global crisis caused by the novel coronavirus, the company "provides services that are critically important to people around the world" and "many people rely on us." He also conveyed that they had received numerous messages of gratitude, including one from the U.S. President.

The message concludes with the following statement:

(Currently, I am) devoting all my time and thought to how Amazon can best fulfill its role. I want everyone working at Amazon to understand that we continue to play a vital role and to keep seeking new opportunities to support others.
(Omitted)
Please take care of yourself and your loved ones. I believe we can get through this together.

Additionally, Amazon states it will secure 100,000 new jobs globally to address staffing shortages caused by increased demand from "stay-at-home consumption." Simultaneously, it is reaching out to those who lost jobs in industries like food service and tourism during the pandemic, asking, "Would you consider working with us, even temporarily?" This top-level message, conscious of "social issues," also reveals a strategic public relations aspect.

In Japan's severely impacted tourism industry, Hoshino Resorts President Yoshiharu Hoshino has actively appeared in media, consistently conveying the message: "This is precisely when management must demonstrate its strength." It's likely that half of this message is directed internally, aiming to inspire the frontline staff, as seen in this content:

PR Strategy ②: Communicating Amid Physical Constraints

Now, let's address the initial question: Should corporate PR activities be curtailed during the pandemic? The answer is no.

For listed companies especially, this is precisely the time to proactively demonstrate their corporate stance—to show what challenges they are currently tackling and what their "business direction" and "key initiatives" are.

Furthermore, even during emergencies, when there is a leadership change or the start of a new management structure, it is necessary to communicate the management policy to market participants and various stakeholders.

However, to avoid the "three Cs" (closed spaces, crowded places, close-contact settings), it is now becoming common practice for companies to conduct important announcements online, requiring specific countermeasures.

For instance, during online press conferences, network infrastructure or background noise may make statements difficult to hear. Therefore, speakers must reduce their speaking speed by 20-30% compared to in-person briefings at hotels or large conference rooms. Consequently, the content must be condensed to key messages. This requires concise speechwriting that allows for a relaxed pace even when speaking slowly.

Furthermore, the level of "clarity" required increases, including camera-conscious eye movement, making technical rehearsals crucial.

Moreover, when communicating messages during emergencies, a new challenge is emerging: unless "emotional" elements, including personal sentiments, are added, viewers' attention wanes and the message fails to resonate. The effectiveness of the messages from Bezos and Hoshino mentioned earlier, , stems significantly from the executives' candid expression of their "feelings."

PR Strategy ③ Corporate CSR Activities and SDGs Contributions

Finally, let's consider the CSR activities companies should undertake now. CSR activities and SDGs contributions tailored to the new phase following the pandemic are becoming mainstream.

In February and March, corporate initiatives like free supplies to after-school care facilities were prominent. Then, as infection numbers rose and the burden on medical facilities grew more severe starting in April, attention and action shifted toward messages for healthcare workers and concrete support measures.

Even for companies with no direct connection to healthcare, the mindset of "how can we contribute to society through our core business?" has become essential.

For example, APA Hotel, which was quick to announce its acceptance of mildly symptomatic patients, saw an increase in positive mentions on social media. Similarly, companies providing supplies and other support to medical workers have received comments from employees viewing their news, such as "I'm proud to work for this company." While negative reactions are inevitable, they are transient when viewed within the overall reputation landscape.

Moving forward, CSR activities by companies genuinely confronting social issues will bring about a positive "boomerang effect," enhancing employee engagement and steadily elevating corporate reputation.

Next time, we will delve into the rapid shift toward online corporate PR activities during the pandemic.