View from the Street: Cyberstorms and supermarkets – restoring reputation in a tale of two recoveries
Published
Rebecca Mason
Forget posh picnics, Pimm’s and paddling pools – this summer has ushered in phishin’ season, and organisations are getting burned more than ever before.
Recent events have underscored a harsh reality: every organisation, regardless of size or sector, is a potential target. This makes prevention and response planning more important than ever.
Malicious cybercrime has surged in frequency and severity. According to Forrester, global losses are projected to reach staggering $12 trillion by the end of 2025. In the UK alone, there were an estimated 19,000 ransomware attacks targeting businesses last year. From the leak of personal data at luxury brand giant Louis Vuitton to the exposure of sensitive files and learning materials in West Lothian Council, the impact of cyberattacks are far-reaching, and the consequences should not be underestimated.
Data is at risk, but corporate reputations and brand identity hang equally in the balance. Reputation is a strategic asset that must be managed and protected in parallel with shoring up practical cyber defences.
Trust is hard to earn and even harder to rebuild once lost.
In challenging times, businesses that focus on acting in line with their values are more likely to retain trust than those who pivot rashly or abandon their core narrative.
Two British retailers recently hit by cybercrime show how this values-first approach can manifest itself positively, each in their own way. Much has been written about what they did during, and immediately after their respective hacks, but what about once the dust had settled?
Last week, Co-op fired up its post-hack recovery. Following a frank apology from the CEO, it took back the narrative by launching a partnership with The Hacking Games. Piloted through the existing Co-op Academies Trust, which supports 20,000 students across 38 schools, the initiative aims to spot emerging cyber talent and guide young people towards positive, ethical careers in the cyber security industry.
It moved the story on in a way that reflected Co-op’s reputation. It reinforced key messages around its proud, member-led identity, whilst also highlighting their ongoing campaign for change and reflecting Co-op’s historic commitment to community resilience.
M&S took a sweet communications approach to help them out of their jam. Only a self-assured brand with strong consumer insights could launch a whimsical top-selling sandwich made with red diamond strawberries, whipped cream cheese and sweetened bread while its IT systems continued to curdle.
It was a product that felt unmistakably M&S, leaning into its long-established messaging around quality, Britishness, and eccentric snack satisfaction. A fruitful opportunity for the retailer, and it paid off, successfully shifting press attention from the lingering challenge of empty shelves and a serious hit to its bottom line.
During a cyber incident, or any reputational catastrophe, it’s easy to lose sight of what comes next. But Co-op and M&S have shown the power of having a clear strategy and sticking to the script, while leaving room for creativity in the post-crisis process.
If an organisation has planned for the worst, integrated a robust communications plan and cultivated lasting goodwill over time, it makes it far easier to execute this recovery phase in a way that feels appropriate and aligned.
After all, if delivery times and empty shelves are an easy fix, reputations can take years to rebuild.
Protecting your organisation’s brand, reputation, and leadership starts now. If you want to strengthen your crisis readiness and build a cyber crisis comms plan that works, we’re here to help. Find out how here, or contact info@charlottestreetpartners.com