Previous research has focused heavily on theoretical models for crisis management and communication strategies. There is a limited body of research that empirically examines how crisis management processes are actually designed and implemented within companies, which constitutes the research gap addressed in this study.

This study aims to explore how companies with strong brands work to protect their brand before, during, and after a crisis, and to analyze how practice aligns with established theories.

The study applies Issues Management Theory, Situational Crisis Communication Theory, Image Repair Theory, and Renewal Theory, which together cover the three phases of a crisis: prevention, response, and recovery.

A qualitative method was used, consisting of semi-structured interviews with five respondents from various sectors, including public authorities, privately owned companies, the food industry, and crisis communication experts.

Respondents demonstrated varying levels of proactive efforts before a crisis. During a crisis, responsibility taking, rapid response, and tailored communication strategies were emphasized. After a crisis, reflection and improvement were considered important.

The findings show clear parallels between theoretical strategies and practical approaches, even though the respondents were largely unaware of the specific theories. Industries serving the general public and consumers tend to have similar crisis management strategies. Effective crisis management involves protecting the brand through empathy, well-developed crisis plans, and strong awareness of external conditions.