MMV: protecting the reputation of a mountain holiday leader in the face of a critical incident

During the 2024-2025 season, a fire broke out at the MMV Village Club in La Plagne 2000. RevolutionR immediately activated a crisis unit to get ahead of rumours, reassure guests and manage the flow of information.

Results as of April 2025: 85 articles, an audience reach of 321M, and 80% of coverage either factual or negative but balanced.

How do you defuse a national media frenzy during a critical incident and protect the reputation of a mountain holiday leader?

• Crisis unit and real-time monitoring: a crisis set-up with monitoring of media, social networks and news feeds to map the risk.

• Evolving key messages: transparent, human messaging focused on the absolute priority (people's safety, immediate care for those affected, emergency rehousing plan).

• Institutional alignment: synchronising communications with the emergency services, La Plagne town hall and the Tourist Office to ensure a single voice.

• Framing and editorial influence: proactive outreach to national and regional newsrooms to neutralise sensationalist angles and include the concrete facts of MMV's response.

How did MMV handle communications after the fire at La Plagne 2000?

With RevolutionR, through a crisis unit activated immediately: real-time monitoring, key messages focused on people's safety and rehousing, communications aligned with the emergency services, La Plagne town hall and the Tourist Office, and proactive outreach to newsrooms.

What was the tone of the media coverage of the MMV fire?

Out of 85 articles, 45.9% were factual, 34.1% negative but balanced, and 20% negative, the latter confined to the local press or to holidaymakers' immediate emotional reactions.