• by Beau Fraser , Op-Ed Contributor, May 5, 2011

In recent years, we've seen a lot of companies develop "tie-ins" with natural disasters; some of it good, most of it appallingly self-serving. With the current tragedy in Japan unfolding before us, we are sure to see more examples. Which begs the question: should a company use these tragedies to market -- publicly -- and if so, how can they market themselves effectively?

In looking back at Katrina, the BP oil spill and early efforts to support Japan's victims, companies that successfully market around a disaster have either intentionally or intuitively recognized that there is a timeline for every tragedy. In order to avoid being seen as manipulating the tragedy for corporate gain, a company needs to align their communications and product/service with its natural evolution.

A tragedy can be broken down into four stages: "a cry for help," "a time to rebuild," "analysis" and lastly, "what the tragedy has taught us."

If corporations put more thought into what the victims actually need in each of these stages, there would be fewer marketing faux pas.

Stage One: A Cry for Help

At this stage of a disaster's evolution, victims are overwhelmed, frightened, uncertain and often homeless. Victims need immediate comfort and meaningful help. Companies that manufacture products like antibiotic drugs, food and clothing are best-suited for marketing during this stage.

A perfect example is Uniqlo, the Japanese apparel retailer that donated clothing made of heat-generated fabric that creates and retains warmth in cold climates to be appreciated by homeless survivors.

Or Panasonic's donation of two-way radios, dry batteries and flashlights to aid in tsunami recovery efforts. Or Procter & Gamble's donation of diapers, feminine hygiene, hair care, pet care and skin care.

Help can also take the form of financial relief. Following the tsunami in Japan, AFLAC, the market leader in its segment, offered relief in the form of giving policyholders a six-month grace period in paying premiums.

Stage Two: A Time to Rebuild

As grief is replaced by the need to mend, products and services that can help with rebuilding are perfect. For instance, this is an ideal stage for Home Depot to offer deals on lumber to rebuild homes following a hurricane disaster or seminars on how to remove mold following a flood.

Stage Three: Analysis

Mistakes were made. They always are. This is the finger-pointing stage. We are now learning that the 40-year-old Fukushima reactor, built based on dated technology, was scheduled for decommissioning this year but had its license renewed for another 10 years. Or that the cement used to build the BP platforms was faulty. Since this stage is accusatory in nature, it is not the best time to tell people what they should have done. So keep quiet.

Stage Four: What the Tragedy Has Taught Us

Sadly, while we learn from natural disasters, we often do not turn our costly lessons into positive action. At this stage, people are open to suggestions that ensure past mistakes are not repeated. This stage is perfect for those companies that could have helped the disaster's victims to say how they could have helped. This would be a better time to sell flood insurance.

Stage Five: Raising Money

There is a fifth, overarching "stage." And that is to allow those of us not affected by the tragedy to show our sympathy. This is about raising money.

But while essentially altruistic, this stage still must be executed deftly. Why? Because a marketing communications program, even if motivated by the best intentions, will always be viewed with suspicion.

Take Lord & Taylor for an example. A clothing store is perfectly suited for Stage One or Stage Two to offer clothing to children who are without any. Instead, during Katrina, Lord & Taylor offered to collect a shopper's money if they added a dollar to their purchase. What value is Lord & Taylor providing? They have reduced altruism to sales. The tagline "Thanks for Helping" would have been more truthful if it read: "Thanks for shopping with us."

We seem to mix our altruistic side as human beings with our professional side as marketers. In the process we forget why we market in the first place: to attract customers to our company and products rather than always try to sell them something.

Deliver our message at the wrong time and we damage our reputation. Deliver it at the right time, and in the right way, and we enhance it.