For a club so much under the spotlight you would really think they'd put a little bit more thought into their approach to crisis public relations.

Rangers FC are under the cosh, make no mistake about it, and as in every crisis lack of communication leads to an information vacuum being filled with speculation. In this case predominantly by the Daily Record who have taken it upon themselves to try and uncover exactly what's going on at the club. Why not, it's their job.

However, it is also the club management's job to protect and enhance the reputation of Rangers FC to the best of their ability. Judging by today's media mismanagement and ill conceived communications strategy this is clearly something they are failing to do.

On deciding to publish a statement on their website they have utterly failed to understand the power and influence new media has. However you can use every media platform in the book, but if your core message is ill thought out, then you are fighting against the tide from the start.

Here's the statement issued by chairman Craig Whyte that's meant to bring clarity to the situation and reassure supporters about where the club is at and where it is going. And why by issuing it in this format and with this content it has probably raised more questions than it has answered.

Attempts by the RBS public relations machine to deflect criticism from CEO Stephen Hester by announcing that the bank's chairman Sir Philip Hampton won't be accepting his bonus of around £1.4m seemed to have been sunk by fresh news of Hester's salary add ons for 2012. 

By their media performance over the past few days it would appear that the Carnival Corporation’s crisis management plan went down with the ill fated Costa Concordia.

The owners of the stricken cruise ship have been unresponsive, vague and less than reassuring about the facts behind the tragedy. It took three days for their internal PR machine to realise that perhaps they were out of their depth and brought in crisis specialists Burson-Marsteller to take over, but even since then basic situation management errors have continued.

At the forefront of these is the role, or lack of it, of Chief Executive Micky Arison. He seems to have learned nothing from BP's Tony Hayward in the aftermath of the Deepwater Horizon oil spill. Apart from six Twitter messages he has been invisible. Rather than getting to the incident, getting on camera and taking control he has not even bothered moving from his Miami base. His failure to take the lead from the start now makes any efforts to manage the crisis effectively extremely problematic. No regular, managed information flow leads to to a vacuum that's filled with speculation and opinion.

With no answers to the who, why, what, where and how to feed the 24 hour media machine, that's exactly what has happened. Every crisis evolves differently so responses need to flexible and adaptable, but there are basic rules to follow. 

Almost twenty years after France's shamelessly duplicative role in the Rwandan genocide, President Sarkozy is putting the finishing touches to a subtle, but effective, public relations push to repair the relationship with its former African ally.

A new judicial investigation in France has concluded that the event that triggered the genocide of 800,000 Tutsi and moderate Hutus was the responsibility of the ruling hard line Hutu extremists and not rebel Tutsi's as previously argued. A key concession in finding closure to his dark episode in both countries' history.