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Crisis Communications in the Digital Age, Getting prepared to deal with the unexpected, Issue Management, Setting Triggers, Media Monitoring, Social Media Policies, Twitter, Facebook, Youtube
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© 2012 by Precious Communications 1
Lars Voedisch Communications Strategist lars@preciouscomms.com
Crisis Communications in the Digital Age Getting prepared to deal with the unexpected
@larsv
© 2012 by Precious Communications
Who We Are
• Communications Strategy
• Traditional & Social Media Relations
• Crisis Preparedness
• Internal Communications
• Media Training
• Analysis, Measurement, Research
Our
experience,
Your
success!
Lars Voedisch Principal Consultant
lars@preciouscomms.com
© 2012 by Precious Communications Source: What happens on the Internet every 60 seconds - Rosa Golijan
3
© 2012 by Precious Communications
• Be (Seen) Innovative – But Please Don’t Take Any Risk, Use Only Proven Methods
Caught in a Dilemma
4
© 2012 by Precious Communications
How well are YOU prepared?
Source: The Rising CCO IV – Spencer Stuart / Webber Shandwick 5
CCOs rank social media as their top challenge in the year ahead
© 2012 by Precious Communications
1. unexpected (i.e., a surprise)
2. creates uncertainty
3. is seen as a threat to important goals
6
© 2012 by Precious Communications
Crisis Fundamentals
Emergence:
Issue gets
public
Spreading:
Growing
interest
Establishment:
Full crisis
Erosion:
Relevance
declines
Potential:
Known areas
YOU?
7
© 2012 by Precious Communications
Crisis Fundamentals
Emergence:
Issue gets
public
Spreading:
Growing
interest
Establishment:
Full crisis
Erosion:
Relevance
declines
Potential:
Known areas
YOU?
When a crisis happens:
Get it fast,
Get it right,
Get it out, and
Get it over!
Your problem won’t improve with age. N. Augustine, CEO Lockhead Martin
Time is crucial for managing risk
as it allows you to stay in the
‘driver seat’
© 2012 by Precious Communications 9
Where does a
CRISIS happen vs.
where does it start? How does the story
play out in traditional
and social media?
How bad (or good) is
it?
Know your trigger points!
© 2012 by Precious Communications
Nestlé's social media crisis
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
10
© 2012 by Precious Communications
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile photos
to anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
11
© 2012 by Precious Communications
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile photos
to anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any of
our logos as your profile
pic--they will be
deleted”
12
© 2012 by Precious Communications
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile photos
to anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any of
our logos as your profile
pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being posted
(e.g. bottled water dispute in the
US, “killing babies”…)
13
© 2012 by Precious Communications
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile photos
to anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any of
our logos as your profile
pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being posted
(e.g. bottled water dispute in the
US, “killing babies”…)
Key learnings:
Control? Don't use
lawyers to take
things off the
Internet
Admit it, stop it, and
apologize. FAST!
Customers
criticizing you are
telling you
something very
valuable
14
© 2012 by Precious Communications
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile photos
to anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any of
our logos as your profile
pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being posted
(e.g. bottled water dispute in the
US, “killing babies”…)
Key learnings:
Control? Don't use
lawyers to take
things off the
Internet
Admit it, stop it, and
apologize. FAST!
Customers
criticizing you are
telling you
something very
valuable
What are your
Rules of Engagement?
A crisis response protocol?
How fast can you react?
Who decides?
15
© 2012 by Precious Communications
Who and where are
your stakeholders?
© 2012 by Precious Communications
How to Deal with Comments – YOUR Response Plan
• Comment / Blog Post Validity
• Level of Responsibility
• Level of Respect
• The Commenter is a Troll / Rager
• The Commenter is a Spammer by Nature
Source: PR 2.0 Comment Response Chart 17
© 2012 by Precious Communications
The BIGGER picture: What’s your engagement plan?
What can/should your staff say – or not? Do you have a proper escalation path? How do you get ready for ‘beta’ mode?
18
© 2012 by Precious Communications
Pressing the delete button for comments? Some reasons that might be acceptable…
• Racism
• Sexism
• Verbal abuse
• Inappropriate language
• Pornographic content
• (Blatant hostile behaviour toward other community members)
However: It is imperative that you have a policy on your Facebook page if you choose to delete content!
19 Source: 5 ways to handle negative Facebook comments - PR Daily
© 2012 by Precious Communications
The Social Dimension of Social Media
[Brands] have to surprise me, not only meet my needs, but anticipate my needs.
By using social media exclusively, I think the company has to
answer me whenever I have a question, enlighten me whenever I complain,
and thank me whenever I compliment them.
Source: The Language of Love in Social Media - Firefly Millward Brown 20
© 2012 by Precious Communications 21 Source: Not So SMRT: A Case Study of Communications Failure - Skribe
Key Learnings
1) Speed is critical 2) Honesty is a virtue
3) Make your CEO visible 4) Brands have to be on alert in order to
correct any false assumptions before they reach critical mass
5) Track it
© 2012 by Precious Communications
• Lack of Social Media Guidelines • No Senior Management Support • Undefined Mission and Roadmap • Focus on Technologies and Techniques
rather then the Social Dimension of Social Media
• Lack of Initiative (Procrastination) • Thinking 9-to-5
Social Media - Key Mistakes
Social Media is… Instant Global
Uncensored
Source: Social Media and Crisis Management – Disaster Resource Guide
22
© 2012 by Precious Communications
• The first hours matter!
• Tell people what to expect through regular updates
• Reach your stakeholders where they look for you (“online crisis room”)
• Confirm facts but don’t speculate - Do acknowledge uncertainty
• Don’t lie and don’t tell half-truths
• Communicate clearly and with empathy
• Stay Alert!
Rules of Communication:
Crisis Situations
23
© 2012 by Precious Communications
The world we live in…
24
© 2012 by Precious Communications
Social Media Disaster “Highlights”
25
Know your audience, know what’s important for them… and
know when you’re logged in with your company account!
© 2012 by Precious Communications 26
Social Media Disaster “Highlights”
‘News jacking’ is a nice idea – but be sensitive!
© 2012 by Precious Communications 27
Social Media Disaster “Highlights”
Timing is everything… and knowing what’s actually
happening in your company
© 2012 by Precious Communications
Public Relations in beta mode: Do you have time for real-time?
• Real-time web, events and communication are going to happen much faster
• There is not enough time to get corporate content or responses 100% ready, checked and double-checked
• Learn from Technology companies?
• Launch in beta mode
• Tweak it along the way
• Decentralize where possible
Source: Marketing in real time, Oh Yong Hwee, Media 28
© 2012 by Precious Communications
Time to start or review
Review your current policies for engagement
Do scenario / crisis planning
White-board your process
Stress-test your plans
Draw and distribute
29
© 2012 by Precious Communications
What happens in Huili county / Sichuan…
© 2012 by Precious Communications
© 2012 by Precious Communications
© 2012 by Precious Communications
© 2012 by Precious Communications
© 2012 by Precious Communications
© 2012 by Precious Communications
© 2012 by Precious Communications
Are we too proud? Sorry seems to be the hardest word…
• Don't RE-act right away
• Acknowledge - Don't be angry
• Admit the mistake and apologize
• Take ownership
• Ask for forgiveness and make the needed changes – use the magic words: “I’m sorry” and “thank you”
37 Source: When You're Wrong, Say You're Sorry - SOLUTIONS: Social Media
© 2012 by Precious Communications
Crisis Survival Lessons for the Social Media Age
38
In a crisis, consumers need honest answers and
they need them fast – and no messaging vehicle is better suited to meet this demand than those fueling
the crisis in the first place.
Transparent engagements in the online communities, where your customers already live,
provide a credible and direct channel for the answers they need.
© 2012 by Precious Communications
Case Study: Barclays UK
39
Dan’s a HR manager and spends £5 a day on lunch. That’s about £100 a month; enough to buy a ticket to the vintage car festival he really wants to go to in August. Bringing food from home for a couple of months would mean a more memorable end to the summer. So come on Dan, get making those sandwiches and book those festival tickets.
Source: Social Media Influence
© 2012 by Precious Communications
Dan’s a HR manager and spends £5 a day on lunch. That’s about £100 a month; enough to buy a ticket to the vintage car festival he really wants to go to in August. Bringing food from home for a couple of months would mean a more memorable end to the summer. So come on Dan, get making those sandwiches and book those festival tickets.
Case Study: Barclays UK
40 Source: Social Media Influence
© 2012 by Precious Communications
Case Study: Barclays UK
41 Source: Social Media Influence
Bob’s a CEO and spends £5,000 a day on Bollinger. That’s about £155,000 a month; enough to buy a classic Ferrari at the vintage car festival he really wants to go to in August. Rigging LIBOR for a couple of months would mean a more memorable end to the summer.
© 2012 by Precious Communications
Case Study: Barclays UK
42 Source: Social Media Influence
Source: Social Media Influence
© 2012 by Precious Communications
Crisis Rules of Engagement: Is it so different from what we know?
43
© 2012 by Precious Communications
Where to start?
• Social media policy
• Engagement objectives
• Rebut false claims and accusations
• Continuously monitor on- and offline content
• Peer-to-peer conversations
• Identify and connect with key online influencers
• Crisis response kit - include social media
© 2012 by Precious Communications
Rules of Engagement – Things to Consider
45
Get prepared • Risk Assessment • Simulations • Training
What you need: • A PLAN & Resources! • Scenario planning & Reaction Plans • Guidelines • Listening / monitoring strategy
There is no one-size-fits-all • Better start small than not at all • Form a team • Don’t panic and have fun!
People Processes
Policies
© 2012 by Precious Communications
‘Classic’ Case Study: Domino’s YouTube Experience
• Domino’s Pizza Chain discovered the power of viral marketing last month: two employees in the US filmed "prank" videos of themselves stuffing cheese up their noses and then putting it into sandwiches.
• The video went popular on YouTube (over 1 million views), and Twitter lit up with disgusted customer complaints.
• Domino’s apologized and put its own President on YouTube, started a Twitter response site;
• Still: In just a few days, Domino’s reputation was damaged.
46
© 2012 by Precious Communications
‘Classic’ Case Study: Domino’s YouTube Experience
• Domino’s Pizza Chain discovered the power of viral marketing last month: two employees in the US filmed "prank" videos of themselves stuffing cheese up their noses and then putting it into sandwiches.
• The video went popular on YouTube (over 1 million views), and Twitter lit up with disgusted customer complaints.
• Domino’s apologized and put its own President on YouTube, started a Twitter response site;
• Still: In just a few days, Domino’s reputation was damaged.
Who in YOUR organization would go on Youtube?
What to wear? What to say?
Who to talk to? Are you ready?
Nobody will wait for you…!
47
© 2012 by Precious Communications
Lars Voedisch Communications Strategist lars@preciouscomms.com
@larsv
© 2012 by Precious Communications
• Independent, boutique communications consultancy
• Based out of Singapore, at home in Asia and Europe
• Globally connected via affiliation with
About us…
+65 - 9170 2470 larsvoed 229 Mountbatten Road #02-41 Mountbatten Square Singapore 398007
lars@preciouscomms.com Facebook.com/PReciousComms Twitter.com/PReciousComms
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