A full-scale war changed our lives, including our communications. We asked LOOQME customers how this happened in their companies.
Olena Osypchuk
Head of PR, SOCAR Ukraine
How did you change your communication strategy with the outbreak of the war?
Since we are critical infrastructure, it was important to convey to the client that we continued working and would be able to provide high-quality services. In our case, it is high-quality European fuel. It was also necessary to support/relocate staff, create conditions for their work, ensure salary payments, etc.That is, to show our stakeholders that we did not go anywhere and keep working.
How has your direct communication with customers changed?
The main objective of our communication is to emphasize what we continue to work. We inform customers about our schedule and the possibility to track the fuel availability on the map of gas stations. We remind people of the goods for the road, which they can purchase at gas stations. We show/remind about the services - SOCAR Pay (the ability to refuel without queuing), pre-ordering food (so that the client can receive it without having to wait in line), and the availability of postomats at gas stations.
Downloads of the Level mobile application have increased. Since the beginning of May, the number of new registrations has gone up 8 times.We have positive feedback. The number of complaints has not increased. We will continue to maintain loyalty to the client.
Customers have started refueling less, but we have kept the core customers and are currently working on developing tools to stay in touch with them. It is clear that there is currently a crisis in the fuel market, but we plan to retain our customers so that they stay with us.
Have the markets you worked in changed since the start of the war?
We worked with foreign markets. In some ways, nothing has changed. But, because of issues with logistics chains (blocked ports, the possibility of delivery only by railway or gas trucks), we have expanded the list of supplier countries. Now our gas stations have fuel not only from Poland and Lithuania but also from Germany and Italy.
How long did it take you to reformat communications in the new realities?
In fact, we did not have to do anything because we did not even have the time. We had to react immediately, which we did. Covid-19 lockdown restrictions prepared us for the worst. We got used to working remotely.Name rules for your company's public communications after February 24.
Honesty
Openness
Prompt update of information on the availability of fuelThe support service really works 24/7Social networks quickly provide important information
Use three characteristics to describe what your company has become in these two and a half months.
Stronger
Faster (everything needs to be rearranged for new suppliers)
We appreciate our loyal customers who have stayed with us even more
PR metrics: from basic to advanced
Yuliana Chyzhova
Chief Communications Officer, American Chamber of Commerce
How did you change your communication strategy with the outbreak of the war?
Since 1992, the American Chamber of Commerce in Ukraine has served leading American, international, and Ukrainian companies that have invested more than 50 billion dollars in Ukraine and remain loyal to the country even now, during the war. Our main goal is to support them, particularly in terms of communication, so that they can continue to work, create jobs, support the economy of Ukraine and Ukrainians, and actively participate in the country's recovery. The focus of our team is to use every opportunity to convey the united voice of business at the highest national and international levels.
How has your direct communication with customers changed?
Two years of COVID have taught us well by forcing everyone to switch to online communications. Therefore, our member companies and we were well prepared.
How long did it take you to reformat communications in the new realities?
Our team has continued to communicate publicly since the first day of the war.
Name three rules for your company's public communications after February 24.
Three key rules for us remain unchanged at all times and under any circumstances - honesty, consistency, business benefit.
Use three characteristics to describe what your company has become in these two and a half months.
Even more flexible, united, and motivated.
Liliya Fatalchuk, Account Manager, MEX a member of HAVASHow did you change your communication strategy with the outbreak of the war?
These days, our focus shifted primarily to supporting the Ukrainian economy. Continuing to work now is contributing to winning the victory for Ukraine. Paying taxes and wages to employees is our main priority. In addition to the economy, we are developing the Ukrainian creative front.
How has your direct communication with customers changed?
Working with clients today involves mutual support and support of the state. We feel that we have united even more than before the war. After all, our work these days is not just about creativity, ideas, and money. Now it is also about the victory and restoration of the country's economy.
Have the markets you worked in changed since the start of the war?
We are definitely expanding our horizons little by little. We also cooperate with many Ukrainian companies. We are a reliable agency. Our clients have been working with us for 10 years. Therefore, we did not only change partners but acquired new ones.
How long did it take you to reformat communications in the new realities?
Of course, at first, it was difficult to reformat our work in the new conditions. However, it did not take long. COVID-19 and other crises our agency has overcome in 22 years of work have taught us stress resistance. Therefore, we worked actively since the first month of the war and never fell off the radar.
Name three rules for your company's public communications after February 24.
1 - We support Ukraine and believe in the victory, we contribute to the country's economy;
2 - We expand our markets and develop new "military marketing" in cooperation with customers;
3 - We support our employees. Despite the war, we go on developing and let others develop as well.
