t, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying

One hundred and eighty years ago, the first railroad started hauling freight. That company is now part of CSX. In 2006, its 36,000 employees operated a fleet of 100,000 railcars and locomotives, moved hundreds of thousands of tons of cargo along a 22,000-mile network of track, and produced exceptional revenue and income results for its shareholders.

For such companies, crisis looms on a daily basis – crashes, derailments, chemical spills, and so forth. Obviously it’s the nature of the beast, no less so than with any transportation industry. Earlier this year, CSX responded to a crisis with the kind of creativity that would earn it respect in a critically important community and help bullet-proof its brand as industry kingpin.

In January 2007, a CSX train derailed in Bullitt County, Kentucky. No one was seriously injured, but the local populace endured considerable inconvenience. In particular, highway detours forced motorists to take alternate, traffic-clogged routes.

CSX took a simple but conspicuous step. It gave $100 or more to anyone with valid ID who could simply explain how they were inconvenienced. It’s called “running to the crisis” and the effect here was to minimize lawsuits and maximize public understanding. CSX showed – it didn’t just tell – its concern and desire to make amends.

The media responded warmly. The Courier-Journal in Louisville (January 23, 2007) even quoted University of Denver marketing professor John Burnett, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying s

ies, crisis looms on a daily basis – crashes, derailments, chemical spills, and so forth. Obviously it’s the nature of the beast, no less so than with any transportation industry. Earlier this year, CSX responded to a crisis with the kind of creativity that would earn it respect in a critically important community and help bullet-proof its brand as industry kingpin.

In January 2007, a CSX train derailed in Bullitt County, Kentucky. No one was seriously injured, but the local populace endured considerable inconvenience. In particular, highway detours forced motorists to take alternate, traffic-clogged routes.

CSX took a simple but conspicuous step. It gave $100 or more to anyone with valid ID who could simply explain how they were inconvenienced. It’s called “running to the crisis” and the effect here was to minimize lawsuits and maximize public understanding. CSX showed – it didn’t just tell – its concern and desire to make amends.

The media responded warmly. The Courier-Journal in Louisville (January 23, 2007) even quoted University of Denver marketing professor John Burnett, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying

p>In January 2007, a CSX train derailed in Bullitt County, Kentucky. No one was seriously injured, but the local populace endured considerable inconvenience. In particular, highway detours forced motorists to take alternate, traffic-clogged routes.

CSX took a simple but conspicuous step. It gave $100 or more to anyone with valid ID who could simply explain how they were inconvenienced. It’s called “running to the crisis” and the effect here was to minimize lawsuits and maximize public understanding. CSX showed – it didn’t just tell – its concern and desire to make amends.

The media responded warmly. The Courier-Journal in Louisville (January 23, 2007) even quoted University of Denver marketing professor John Burnett, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying

were inconvenienced. It’s called “running to the crisis” and the effect here was to minimize lawsuits and maximize public understanding. CSX showed – it didn’t just tell – its concern and desire to make amends.

The media responded warmly. The Courier-Journal in Louisville (January 23, 2007) even quoted University of Denver marketing professor John Burnett, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying

t, who agreed “the reimbursements could make CSX's reputation in the community stronger in years to come.”

Yet it’s important to realize such effective stratagems don’t happen by accident, but are instead typically implemented by companies already predisposed to creative communications solutions. It’s all about stockpiling risk management resources and identifying salient action points early on. To help bullet-proof your brand, consider the following proactive strategies:

• Know your vulnerabilities. Identify likely exposure and assume the problem will occur at some point. As plan for these eventualities, write out message points, blog postings, articles, and web content geared to the likely occurrences. The difference between risk management and crisis response is preparation.

• Dark sites. Create an online template now in anticipation of likely crises. Derailments and spills may be inevitable, so have a blog or website ready to post once the problem occurs. Of course you’ll need to fill in some details, but that’s a lot easier than starting from scratch. The sites should chronicle all that the company is doing to prevent derailments and ensure diverse railroad-related safety practices. Much of that content can be written well in advance. Include user-friendly (i.e.., reporter-friendly) pictures and diagrams that can be easily download.

• Optimization. Have the technical assistance at hand to ensure that whatever you post online reaches the maximum audience of search engine users. As a result, when an event occurs, reporters will find your point of view first.

• High-authority Blogs. Know the most credible industry bloggers now. Convince them of your community commitments n