In a world where information flows in real time and reputations are built (or destroyed) in a single click, many succumb to the frantic quest for immediate media attention. It is tempting to prioritise urgency and responsiveness without compromise when it comes to communicating a message. However, when it comes to strategic communication, this urgency is often a mirage.
It is time to break with this paradigm of urgency and reaffirm a fundamental and proven truth: time is the ally of effective communication and a highly strategic investment for lasting reputational resonance.
The age of press relations: cultivating credibility to build lasting influence
Many companies approach press relations as a sprint, seeking one-off media exposure or non-strategic responsiveness. But the real power of influence lies in the depth and credibility of relationships built with journalists over time. It’s not about getting ‘an article’, but about embodying expertise, vision and added value for the media and their audiences.
Let’s take the example of players who have built their reputation over time thanks to their long-term press relations strategy. Companies such as Back Market, with its strong and bold positioning in the B2C refurbished market, Vinted, which has popularised second-hand goods and reuse in everyday life, and, in the B2B sector, entities such as Dassault Systèmes, the world leader in 3D design software, and Schneider Electric, a specialist in energy management, have cultivated a relationship of trust with the media. Their approach to press relations is a key element, fully integrated into the company’s overall strategy.
Often supported by agencies, these companies do not limit themselves to simple product launches. They position their executives and experts as key references and legitimate voices on key current issues (circular economy, innovation, industrial transformation, etc.).
To reinforce their credibility, they obtain in-depth articles, interviews and reports that explain their vision and impact in detail, going beyond simple promotion. They assert their thought leadership and improve their search engine rankings by actively participating in sectoral or societal debates covered by the media (opinion pieces, strong statements).
It is not one-off media coverage that has forged their image as committed and innovative players. It is the result of ongoing efforts to raise awareness among journalists, share information, take a stand, make senior managers and experts available, and build lasting relationships with editorial teams. This discreet but constant work has enabled them to establish themselves as role models, rather than just a passing fad.
These qualitative, long-term actions are the essence of press relations, aiming for lasting credibility and long-term influence. Establishing a relationship of trust with journalists in advance makes it easier to convey complex messages in normal times. More crucially, it proves indispensable in the event of emergency communications or when a right of reply must be exercised, thereby increasing reliability and responsiveness.
The media and those who work in it are particularly attentive to certain aspects that nurture this lasting reputation. Transparency about challenges and successes is key. In our experience with our clients at Antidox-Comcorp, CSR commitment has become a major criterion, with concrete actions being scrutinised. A strong local or national presence, highlighting the contribution to the economy and employment, is a positive factor. Finally, the ability to innovate, reinvent oneself and anticipate market needs, i.e. innovation in the broadest sense, is a powerful driver of a good reputation.
Times of crisis in the digital age: from anticipation to regained legitimacy
While time is essential to reputation, it becomes even more critical when a crisis erupts. In the digital age, information is instantaneous and viral, and every tweet and comment has the potential to amplify or exacerbate a delicate situation. Crisis communication is no longer just a matter of traditional press relations; it lies at the intersection of digital, public affairs and online reputation.
A prime example in France is crisis management by companies in the agri-food sector. Following health scandals, such as the horse meat scandal in 2013 or more recently alerts about specific products, rapid response, transparency and the ability to address consumers directly via social media have become imperative. The lack of a strong initial response highlights the need for advance preparation and rapid, empathetic communication. This crisis has shown that hesitant or perceived evasive communication can permanently damage consumer and authority confidence. A privileged relationship with journalists and solid search engine optimisation are therefore major assets.
The COVID-19 crisis has illustrated the importance of long-term crisis communication. Brands that have maintained transparent, empathetic and regular communication with all their stakeholders have strengthened their trust capital. Those perceived as opportunistic or discordant have been punished by public opinion. Finally, companies that chose to suspend their communications, even with the media, gave the impression that they were in retreat or in difficulty, or even at a complete standstill. For agencies like ours, maintaining links with journalists was therefore essential, both from a business and a human perspective.
Crises related to personal data and cybersecurity are other examples. When faced with a leak (France Travail, Viamedis and Almerys in early 2024), rapid detection, transparency about the incident and proactive communication are essential. Companies that have invested in robust crisis plans for these scenarios are able to limit the reputational impact and rebuild trust more effectively and quickly.
Regained legitimacy is the result of anticipation and strategic management, not simply reacting in the heat of the moment. While an immediate response is essential, it is the strength of the preparation beforehand – clear protocols, established relationships with regulators (such as the CNIL) and the media, and a culture of transparency – that minimises reputational damage and lays the foundations for long-term trust.
Time for advice: orchestrating an integrated and forward-looking approach
When faced with a crisis, a company’s legitimacy is put to the test. This is where communications consultancies play a pivotal role. Their mission is to orchestrate a comprehensive strategy for anticipation, response and trust building. This capability is all the more effective if solid groundwork has been laid in advance through long-term media relations and benchmarking. A brand that already has credibility will be listened to more attentively when the first warning signs appear.
In practical terms, this means first anticipating and proactively monitoring (identifying risks, mapping stakeholders, developing scenarios). Powerful digital monitoring tools (Talkwalker, Meltawater, Cision, etc.) have become essential for detecting weak signals and emerging conversations.
Next, speed and consistency of response are crucial: in the first few hours, every word counts. The ability to speak quickly and clearly is decisive. A reputation built over time gives you the legitimacy you need to be heard and accepted, minimising the risk of media flash-in-the-pans that exacerbate the situation. Furthermore, dialogue with institutions is essential. A crisis is not just a matter of image; it often has regulatory, legal and political repercussions. Communication agencies must facilitate dialogue in order to demonstrate a willingness to cooperate and be transparent. Finally, rebuilding trust over the long term is essential. Once the emergency has passed, the real work of reaffirmation begins. This requires concrete actions, commitments and regular communication on the measures taken to prevent the situation from recurring. A solid foundation built on a pre-existing reputation accelerates this process, helping to regain general trust.
In conclusion, reputation is a valuable asset that should not be left to the whims of the moment. Whether building influence or weathering a storm, time is an essential ally. Adopting a long-term communication strategy and meticulously preparing for potential crisis communication means building lasting legitimacy, unshakeable trust and, ultimately, ensuring the sustainability of a business in a constantly changing world.
Faced with this ever-evolving media and digital landscape, isn’t it time to collectively rethink our approach to communication, placing the long term and the building of legitimacy at the heart of our strategies?
By Anne-Claire Berthomieu
