Cyberattack Crisis Comms

In today’s digital-first landscape, cybersecurity isn’t just an IT concern — it’s a PR crisis waiting to happen.

How comms teams respond to a data breach, phishing scam, or ransomware attack can make or break a reputation.

Vuelio’s Head of Insights Amy Chappell and Comms & Content Manager P-J Boyd shared insight on recent cyber crises faced by organisations across sectors, as well as advice on drawing up a comms battle plan for what may lie ahead.

This webinar explores:

  • Analysis of cyberattack crisis comms in action
  • Press and public reaction to recent breaches
  • Common pitfalls and pressure points to factor into your crisis strategy
Why email is an effective part of comms strategy

Why PRs should be making the most of email in an AI-driven world

Is email outreach as outdated as the 90s-era posted PR press mailer? With the comms industry rushing to integrate AI tools into their tech stack, the email blast could be seen as just another tactic of PR’s past. But think again…

‘At the start of my career fax and phone were the only way of reaching journalists,’ says Anne Cantelo, founder and managing director of Onyx Media and Communications Ltd.

‘Younger generations of PR hate the phone even more than the generations before them, and most journalists seem to feel the same. At the same time, journalists have confessed to me that they have thousands of unopened emails in their inboxes…’

Phone calls are out, and unread emails are piling up – the rush to integrate AI across the industry could signal that electronic mail will go the way of its franked counterpart. But the lessening of 1-2-1 engagement that comes with AI automation makes email even more valuable – especially when it’s powered-up by artificial intelligence.

Here is advice from comms professionals already evolving their email strategies to boost engagement.

1. Cutting through with quality content

Stakeholders are overwhelmed by constant messaging even outside of their inbox – how can you catch their eye?

‘The rise of AI presents both a challenge and an opportunity,’ says Liz Churchman, deputy managing director at B2B tech PR agency EC-PR.

‘With inbox filtering becoming more intelligent, relevance is no longer optional; it’s critical. Yet, AI also empowers us to create what I call a ‘one-to-one feel as one-to-many scale.’ Using tools like ChatGPT, we build custom GPTs aligned to buyer personas, underpinned by deep audience insight; motivations, fears, frustrations, so that our emails feel crafted with intent, not churned by automation.

‘Clean, segmented lists and emotionally intelligent messaging make the difference between delete and engage.’

Formatting is also important – short and relevant copy, interactive elements including video embeds and html features, and making sure it’s mobile-first for people on the go, or trapped in long meetings without access to their laptop…

2. Email as part of a wider strategy

‘Comms pros need to be where the audience is and adapt our methods and routes to communication,’ says Leopard Co CEO and co-founder Rachel Roberts, whose team utilises email as just one way to communicate with stakeholders.

‘It’s been a while since I faxed through a press release but meanwhile, we have embraced new routes to engage with audiences including WhatsApp messages, social media DMs, programmatic emails, remarketing and calling campaigns.’

Email is no longer in a silo, and should be used in conjunction with private messaging platforms like WhatsApp, Slack, and Discord; microsites and press rooms; personalised landing pages for campaigns; and follow-ups after in-person networking.

Sycamore Communications’ PR manager Danielle Windecker-Hilton advocates for email as a ‘connecting’ tool:

‘We treat email as a connector, driving recipients to deeper content or prompting direct engagement with the people and brands we represent. It supports our clients’ goals and can be a good initial touchpoint with journalists and publications.’

‘Attending to emails can be viewed by some as a bit of a negative, burdensome chore,’ admits Rachel. ‘Indeed, we have a client who only wants to communicate with us on WhatsApp.

‘But with email carrying weight from a legal perspective – eyeballs are there, and so is the marketing opportunity.’

Just remember to be careful…

‘Automation and AI does make email marketing more accessible, but it means more people with less expertise can be spamming people,’ warns Rachel. ‘There is no quicker way to break a brand than to spam and annoy your customers. Press send with care.’

3. Personalisation

Does bringing artificial intelligence into email strategy make the messaging impersonal and robotic? Used properly, AI can actually bring personalisation back into your email strategy.

‘AI helps us go beyond just inserting someone’s name,’ shares Ed Hopkins, managing director of Ed Hopkins PR.

‘AI can tailor emails based on behaviour, preferences, or timing. This leads to more relevant content and stronger engagement. People are more likely to respond when they feel a message is meant for them.’

4. Optimisation

Writing eye-catching subject lines that are just the right length; segmenting your contact lists, selecting the right sending times; and predicting the levels of engagement – AI can help with all this.

But before you get stuck into prompting on ChatGPT or Gemini, here is some extra help from Riley Gardiner, founder of No Strings Public Relations:

‘To stand out in busy inboxes you’ll need to focus on concise, relevant subject lines and genuine, value-driven content. Avoiding generic language and adding a human touch helps cut through noise.

‘Email offers a direct, personal channel for stakeholder communication that social or mass media can’t replicate. It supports ongoing dialogue, builds trust, and allows for nuanced messaging in ways that other tactics struggle to match.’

5. Complying with regulation, not dicing with dodgy data

GDPR, CCPA, and incoming abbreviated regulations for the use of data means that opt-in emails are non-negotiable for comms professionals.

Your media database of choice can help with this (like the Vuelio Media Database, for example…) and so can AI.

‘AI can be a great help in staying GDPR-compliant by automating consent management and ensuring data is handled correctly, reducing human error,’ says Riley Gardiner.

Just make sure your lists are maintained and kept up-to-date…

‘AI can help identify potential compliance risks, streamline workflows, and ensure that personalisation is based on compliant, permissioned data,’ says Gerard Boon, Financial Times contributor and managing director of Boon Brokers.

‘But it’s important to remember that AI is only as effective as the framework it is given. Human oversight must remain a non-negotiable part of the process – experts in their field need to be vigilant and ready to amend, review, or flag potential issues as they arise.’

6. Making more of metrics

Open rates are less reliable with the increased use of email protection and privacy tools, but there are other metrics to make the most of – including clicks, replies, and conversions. Some tools also offer bespoke insights, like time spent reading an email. Additionally, it’s important to keep an eye on factors like send times to optimise delivery.

‘While open rates still provide some value, I think it’s important to remember the fundamental principles behind comms is to establish a relationship and communication,’ says Gerard.

‘Focusing on click-through rates (CTR), time spent on linked content, and conversion actions (such as booking a call or completing a contact form) are actually better measuring metrics to establish how close your branding and messaging is with your specific target audience.

‘Reply rates and engagement with follow-up emails are now more important than ever, putting in place a stronger bond of genuine interest and intent.’

7. Human to human connection

Journalist and stakeholder inboxes fill up with generic pitches throughout the day. Effective email strategy in comparison goes further, focusing on relationship building rather than blasting out a message.

‘Email still allows for direct, personal communication that can be tailored to your ideal client,’ says Sarah Lloyd, founder of ISPR.

‘I still believe that email can create a more intimate and focused experience, allowing for thoughtful and deeper conversations. Emails can be segmented and targeted, and you can track, document and enjoy focused interactions without the noise of social media.’

Email can be a personalised check-in with a client, an invitation to an upcoming event, or the sharing of a piece of content relevant to their industry. It should be a continuing conversation – not a series of non-sequitur statements littering an already busy inbox.

‘In today’s crowded inboxes, success comes from speaking to your audience’s problems, not your solutions,’ adds Liz Churchman.

‘If your subject line and first line don’t address what keeps your audience up at night, they’ll be gone in two seconds. Relevance, empathy and creativity must drive every word.’

Evergreen email

‘Email remains one of the most direct and controlled forms of communication,’ believes Gerard Boon.

‘Unlike social media or paid ads, it allows us to be incredibly specific on our outreach, tailoring a wide-variety of content for nuanced and context-rich messaging. There are no character limits as such and less platform restrictions.

‘While innovations in technology have boomed in recent years, there is a lot of focus on social media influencers, podcasts, and hyper attentive alternative platforms. While these all have a place under the umbrella of marketing, I think it is sometimes forgotten that emails offer that personalised edge with a familiar outreach – we’re all still connected to the online world.

‘For stakeholder engagement, this means we can maintain, build on, and direct to useful resources, with a strategy that continues to build an evergreen trust over time.’

Our own email expert, Pulsar Group head of global marketing campaigns Kirsti Kauronen says:

‘For us, email is one of the key channels to reach our audiences directly. With new AI tools emerging at a fast pace, we are able to deliver even more tailored comms with greater impact.

‘Many email providers now offer automatic summaries of emails, so it’s even more important to include strong subject lines and opening sentences that stand out in crowded inboxes.

‘And don’t forget to test your content regularly. It’s essential to optimise performance and ensure your key message comes across clearly.’

For help with your emails, and wider comms strategy, check out Vuelio’s Media Database, Stakeholder Relationship Management, and Media Monitoring solutions.

How-to-build-a-stakeholder-strategy-according-to-the-experts

How to build a stakeholder strategy, according to the experts

In today’s always-on environment, there are seemingly infinite external influences surrounding the people that we need to connect with. And whether your organisation seeks to make a mark on the political agenda, or manage your reputation in the media, connections with stakeholders matter.

If stakeholders are key to successful outcomes, how do we build, protect, and grow lasting and reliable relationships with them?

Vuelio’s latest webinar ‘How to build a stakeholder playbook’ sought to answer this question with insight from an expert panel line-up. Joining host Kelly Scott, VP – Government & Stakeholder at Vuelio, was JFG Communications’ founder and CEO Jo Field; Cadent Gas media manager and crisis comms leader Stephanie Van Rosse; British Transport Police external affairs lead Katie Stanton; and Local Government Information Unit (LGiU) head of engagement Jen Pufky.

Watch the full webinar here.

The first point tackled concerned roadblocks to clear when starting on a strategy:

The challenges of developing a solid stakeholder strategy

JFG Communications specialises in stakeholder engagement for the transport and infrastructure sectors, but also spans public, private, and third sector organisations, from large companies to small industry bodies staffed by volunteers.

‘There are some challenges that I see consistently across the board,’ shared Jo.

‘The first one is how to identify, and then engage your stakeholders in this rapidly changing external environment that we find ourselves in now. For example: the current shifting political and geopolitical context, changing attitudes to net zero and equality, diversity and inclusion.

‘You have a myriad of social media channels, influencers, and AI, so the challenge is how do you keep up with who your stakeholders are? What do they think about your organisation and the environment it operates in? And also how do you actually engage them? Why should they listen to you, amid all the other information they are receiving?

Another challenge is making the case to our own organisations for the value of the work that we do. And the financial challenge of ensuring that you have enough budget to dedicate to engagement. I would argue that investment in your stakeholder strategy is essential.’

Fighting to be heard by the people that matter

The Local Government Information Unit (LGiU) is a not-for-profit with a huge and varied membership, bringing together stakeholders in politics, academia, and industry. How does the organisation secure media coverage among so many campaigning – and competing – voices?

For Jen, three elements stand out:

‘It’s our values that drive our engagement work. We’re a values-driven organisation, and we have been for the last 40 years, We’re driven by our commitment to enhancing and supporting local democracy.

‘That reputation, that history, means that when we are out and engaging with stakeholders – whether that’s press relationships, political relationships – it’s not just going to be a quick hit; securing that exclusive and then not keeping in touch.

‘For us, it’s very much about the longevity, and the trust in building those relationships’

‘Everything that we do is also grounded in research, and driven by our members’ experiences and insights. That carries a significant amount of weight with the range of stakeholders that we’re engaging with.

‘For the past 12 years, we’ve produced an annual benchmark of the state of local government finance; it’s now built into the calendar year, and stakeholders know to expect it.

‘Lastly, it’s about genuinely being useful and relevant to the stakeholders that you’re communicating with. For example, this cohort of new MPs – they want to know what the research means for their constituency.

‘For regional press, we split our annual research by region and then targeted the press that way. It’s about making your outreach relevant to ensure that your engagement is distinct.

‘Sometimes it’s about bringing your competitors into the room and being a facilitator, the convener. In this changing landscape, that’s increasingly important.’

Engaging all of your stakeholders, even the ‘quieter’ ones

British Transport Police (BTP) also has a swathe of stakeholders to consider and engage, with a national remit to police the railway across England, Scotland, and Wales. Stakeholders include the Scottish, Welsh, and UK governments, local authorities, train operators, and infrastructure owners, like Network Rail, HS1 Transport for London (TfL), and freight companies.

‘We have a unique relationship with the rail industry. We have a national remit, we aren’t funded by the taxpayer, we don’t have a police and crime commissioner. We have to strike a balance – they have their priorities as an industry, and we also have our responsibilities as a police force towards public protection, and independence.

‘It’s very much our role to manage expectations and communicate that balance.

‘When it comes to managing so many of them, we do the traditional methods of stakeholder mapping, influence, and interest. Also, making sure there’s a drumbeat of communications engagement – we’re always plugged in with them.

‘They’re all individual organisations with their own strategies and objectives, so when they’re talking to us about our performance, it’s good to have those in mind and to acknowledge what’s in it for them.

‘We also leverage our internal colleagues – having such a broad organisation means internal stakeholder management is just as important when you are looking to engage with external stakeholders.

‘Nine times out of 10, if another organisation wants to talk to BTP, they want to speak to someone in uniform – they’re the ‘operational experts’. Our role is to make sure that our internal colleagues are equipped to have those conversations.

‘We are not just stakeholder communications, we’re stakeholder managers. So we’re really managing how we talk to them, getting to know them, and making sure that they are receiving two-way engagement from us, rather than just a communication.’

Reviewing the impact of your engagement

Cadent Gas is the largest gas distribution company in the UK, responsible for around 11 million homes and businesses. It supplies gas across the UK, from the North West down to London, the East of England to the Welsh borders. This broad spectrum of stakeholders, from the political to the media side, all have different interests.

‘At certain times, we need to target certain stakeholders,’ shared Stephanie Van Rosse.

‘What are they interested in? What do we need to be telling them? Why will they be interested?

‘It’s about continuously reviewing your strategy, what you’re doing. I know there are some people who don’t have any strategy at all, but you need to have an idea of why you’re talking to various stakeholders, what they’re interested in. What are those messages that you need to get across to them, to actually pick up and understand what you’re doing?’

Stephanie shared specific examples of Cadent Gas’s media engagement and where deep knowledge of stakeholders was vital:

‘We use local media to get the word out on local incidents. We have a really good relationship with them, but suddenly there was a bad story about an incident in North London. We were on it straight away – that’s the importance of monitoring, keeping an eye out for who is saying what. And then you have to make that judgment call of how much reputational damage will this piece do?

‘For this one, we found it was significant enough for us to say “you’ve got it wrong. This is not what actually happened”. We need to be robust in our answers in the utility industry, otherwise reputation could be damaged. It’s going in there and talking to the journalist, and if necessary, escalating to an editor and asking for a retraction.

‘It’s about not being afraid to do that, and building those relationships with stakeholders.’

For advice on stakeholder engagement, download Vuelio guide ‘The fundamentals of stakeholder strategy’.

Jo Field would love to connect on LinkedIn, and welcomes more detailed conversation via email at jo@jfgcomms.co.uk. More information can also be found on the JFG Communications website.

How to build a stakeholder playbook

The UK has seen big change over the past year – a new government & policy agenda, a difficult economy, civil unrest and media storms triggered by public outrage online.

Managing reputation and relationships in this environment requires a strong stakeholder strategy, but how do you build one that can weather potential storms and unforeseen influence?

Vuelio and an exceptional panel of experts shared top tips on building a stakeholder playbook that’s fit for today’s media ecosystem.

This webinar explores:

  • How to map the needs, expectations, and impact of different stakeholders
  • What hotspots to avoid to manage risk
  • When to initiate and develop valuable partnerships with influential stakeholders
The fundamentals of stakeholder strategy

The fundamentals of stakeholder strategy: A guide

Just as stakeholders come in many forms, so too do the relationships you and your organisation need to form with them.

With so many different factors to account for, a reliable stakeholder management solution can be the difference between successful campaigning and relationship-building, and a myriad of missed opportunities.

To help with your mapping, planning, and management, this Vuelio guide ‘The fundamentals of stakeholder strategy’ features advice on:

  • The different types of stakeholders you’ll encounter, whatever your industry
  • Mapping and modelling those stakeholders
  • Empowering your team with the tools they need to maintain and grow stakeholder relationships