Who do you think you are?Managing reputation

COO, LEWIS PR

Paul Charles

Paul CharlesCOO

The landscape has changed…

Communication is no longer linear (create, publish, consume) – it is cyclical

Speed and flow of information is immediate and constant

Brands can no longer be controlled, only managed

Consumers have the power

Twitterers

Bloggers

Journalists

Accountants

Lawyers

Historians

Truth

Media is less concerned with fact, more with a ‘good’ story eg the fall of Arthur Andersen, climate change, WMD, etc

Speed

Speed kills truth

VisualVideo

AnimationPhotos

Infographics

AdvertisingSocial marketing

Brochures

MonitoringBrandwatch

Meltwater BuzzChatterscope.com

SourcesSlideShare

QwikiWikipedia

OnlineLanding pages

E-mailersBlogsViralsApps

E-Books

EventsSponsorship

Speaker programme

Social networking#trends

Bookmarking

Message

PRNews Story

FeatureAnalysis

CommentsIn Depth

Against objectivesWhere it’s relevantTo inform decisions

Against objectivesWhere it’s relevantTo inform decisions

What is reputation management? Listen

Talk

Engage

Measure

BRANDS

What are people saying?

Where are they saying

it?

Who are they saying it

to?

What are people saying?

Where are they saying

it?

Who are they saying it

to?

Join in with

conversations

Respond to questions

Share information

Join in with

conversations

Respond to questions

Share information

Build relationshipsMake it online & f2f

Ask questions

Build relationshipsMake it online & f2f

Ask questions

B2B marketing today

THINK: Business objectives and messaging • Live and breathe the brand • Choose appropriate channels• Reputation affects recruitment, sales, employees, clients

STRATEGY

THINK: Create and repurpose • Exploit multiple channels• Make it regular and consistent• Keep it simple

CONTENT

THINK: Audiences and influencers• Get found by target audiences• Be associated with key topics• Own the space above competitors

OPTIMIZATION

THINK: Monitoring and measuring• Choose the right tools• Set goals but be realistic• Feed back into strategy

ANALYSIS

Recent cases

Didn’t have an obvious crisis plan in placeDidn’t say sorry quickly enoughSpokespeople were not good enough or non-existentBrands were tactical, not strategic

When a crisis calls

Make sure you actually do have a crisis on your hands

Gather information quickly and establish the known facts

Engage only the most relevant media

Is negative social media traffic gaining traction?

When a crisis calls

The public demands openness and honesty 24 hours a day

Seek to become the definitive voice on the issue, ensuring media demands are met swiftly

Show that you “give a damn” - the public judge lack of corporate compassion very harshly

Keep your shareholders fully informed via Twitter/Facebook

Audience Question 1

Do you think the BP oil spill permanentlydamaged BP’s reputation?

YesNoDon’t Know

Audience Question 2

Which media channel can cause the mostdamage to a company’s reputation?

Traditional media (print, broadcast etc.)Social media (Twitter, Facebook, Youtube etc.)Don’t know

Top 5 tips

Make sure you have a reputational management plan in place

Do not neglect internal communications

Use social media channels to track the reach and sentiment of the debate that surrounds you

Post-crisis, carry out a full response evaluation exercise

Re-build your reputation using traditional AND social media channels

Any questions?