Schellinger, JochenJochenSchellingerTokarski, Kim OliverKim OliverTokarskiMachado, CarolinaDavim, J. Paulo2024-11-192024-11-192016978-3-319-28281-710.24451/arbor.6347https://doi.org/10.24451/arbor.6347https://arbor.bfh.ch/handle/arbor/38116Corporate crises are recurring events in the evolution of almost any company. They are a regular part of a company’s development, and it is part of any manager’s job to deal with them. Against this background, this chapter explores a contingent approach to crisis-specific management of various marketing policies. The basic assumption is that situational, contingent properties of crises (should) determine the structure and behaviour of marketing management. Thus, managers should aim to achieve a specific “crisis-marketing fit” which involves the subfields of strategic marketing, and a set of typical responses for product, sales, pricing and communication policy.enbook_section