The headline-making announcement this week that the PGA Tour will merge with LVI Golf continues to reverberate throughout the sports world. The unexpected move poses major challenges for the tour that threaten to permanently damage its brand, image, and reputation.
Tattered Reputation
An organization’s controversial or unpopular actions or decisions can have unintended consequences. This pending merger is a case in point.
“The PGA’s reputation is currently firmly in tatters, and a massive reputation fix lies ahead. It has gone from being lauded for its solid leadership stance to being ridiculed across press and social media alike, and on a global scale for its about turn,” Andy Barr, CEO and founder of marketing agency 10 Yestis Digital, said in statement.
Bouncing Back
A crisis does not have to be a death blow for an organization. The Crisis Management Hall of Fame is rich with examples of how companies recovered from a variety of scandals, disasters, and other emergencies.
But comebacks are not automatic and require carefully planned strategies and tactics to help ensure success.
“ The PGA’s brand, built on a rich history and tradition, could face dilution or misalignment if the merger isn’t managed with the utmost care,” Casey Jones, the founder and head of marketing and finance at digital marketing agency CJ&CO, said via email.
Priorities
Before attempting to bounce back from a crisis, companies must map out and prioritize what should be done, when, how, and in what order.
“To recover from any potential damage to its brand and reputation, the PGA must prioritize transparency and clear communication. It’s essential to articulate the benefits of the merger to all stakeholders, including players, sponsors, and fans, while also addressing any concerns head-on. This proactive approach can help maintain trust and credibility during the transition,” Jones said.
Reinforce Commitments
An important part of the crisis recovery process is to remind the public and stakeholders about the organization’s core values and commitments.
“To recover from any damage, the PGA Tour can amplify its commitment to the core values of integrity and sportsmanship, underlining that these remain at the heart of its operations,” Lakesha Cole, the founder of shePR, said via email.
Crisis Communications
How an organization communicates during and after a crisis can help ensure that those concerned about or affected by the situation are fully informed about efforts to address the situation. And in this case, to also help repair the damage it tried to inflict on a competitor.
The PGA “is in the unique position where it will now need to deploy a fast-acting crisis communications plan to help fix the reputation of an organization —LIV— that it has spent the last 12 months successfully trying to tarnish,” 10 Yetis’s Barr recommended.
Messaging
“With the hopes of not having any further internal issues, the PGA can create a ‘moving forward’ campaign with its entire messaging surrounding the positivity that will come from the merger,” Candice D’Angelo, the owner and principal publicist at The Agency East public relations agency, recommended via email.
Potential Legal Challenges
The proposed merger is not a done deal, however, and could face antitrust challenges by federal regulators. Ironically, those challenges could create yet another crisis for the PGA.
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