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54% of crises are triggered
by
THE ORGANIZATION’S CUSTOMERS
• The clear majority of crises stems from the organization’s customers. As the most important stakeholder, they account for over half of the crises.
33% of crises triggered by
THE ORGANIZATION ITSELF
•A large amount of crises turn out to be triggered by organizations themselves. This is counting official marketing initiatives, as well as individual employee behavior, which reflects back on the employer brand.
13% of crises are triggered by
OPPOSING STAKEHOLDERS
•Opposing stakeholders account for 13% of corporate crises. Such situations are often caused deliberately and initiated by NGOs.
0% 5% 10% 15% 20% 25% 30%
Negative customer experiences
Violations of ethical guidelines
Inappropriate content
Rogue employees
Failure to respond quickly
Violation of legal guidelines
Security breach
Inappropriate response
Community censopship
Lack of fact checking
29%
25%
11%
11%
7%
4%
4%
4%
4%
4%
This means that one out of four crises is caused by poor customer feedback.
0%
10%
20%
30%
40%
50%
60%
2-Dec 3-Dec 4-Dec 5-Dec 6-Dec 7-Dec
50% 51%56%
52%
40%
32%32% 31%27% 28%
25% 26%
18% 18% 17%20%
35%
42%
Brand X - Sentiment Analysis (2 Dec’12 – 7 Dec'12)
Positive
Neutral
Negative
A typical cycle:
Phase 0: Negative Customer Experience
Phase 1: Customer Vents online
Phase 2: Poor or no brand response
Phase 3: Customer + Friends attack brand
Set your threshold for “crisis mode” & set guidelines
Acknowledge the situation
Establish an information hub
Offer a safe space for reaction
Document your response
Be Authentic
Set your threshold for “crisis mode” & set guidelines:
•Have pre-set guidelines on whether to first respond to a user/users or to broadcast a public message. Depending on the situation at hand each have advantages/disadvantages.
•Guidelines for tone & articulation should also be documented within your crisis communication plan.
•It is also vital to elect a “spokesperson”, it is also preferable to nominate different spokespersons for different issues –dependent on the size of your organization
Acknowledge the situation:
•Given the instantaneous nature of social media, organizations sometimes don’t have the luxury of collecting all the desired information before issuing an initial response.
•Best practice dictates that its best not to immediately admit fault, since that could provoke legal action, but to at least publicly recognize that company experts are gathering information.
•Ensure that preliminary responses are ready based on different scenarios, platforms, product/ service and language.
Managing a social media crisis
OPTIONAL / IF POSSIBLE
•ACTIVATE YOUR BRAND ADVOCATES
Managing a social media crisis
Establish an information hub:
•Use your official company blog or website to post "crisis FAQ“
•The hub serves two purposes; Publishing everything you know about a crisis helps customers and members of the press quickly gather details about the situation. However, the hub serves the more important goal of defusing social media conversations.
•When you've disclosed what you know, there's less reason for people to ask questions about the issue on Facebook or Twitter.
Managing a social media crisis
Offer a safe space for reaction:
•The people affected by your crisis, customers, community members, or even employees, may still want to vent their frustrations - TRY TO MOVE IT OFFLINE.
•Opening up a bulletin board or comments section on your site lets people fulfill those desires without calling more attention to your issue on their primary social media streams.
Managing a social media crisis
Document your response:
•If your company actually caused the crisis in question, your customers may demand more than just a blanket assurance that you'll do better next time. Showcase how you'll change your business to prevent future problems.
- For example, Domino's implemented a "pizza tracker" system after employees depicted improper food handling techniques online. Now, customers know exactly which employees touched their food, and when.
Managing a social media crisis
Be Authentic:
•When a crisis isn't your fault, use a consistent brand voice to ensure that your response doesn't appear defensive.
- For example, The social media team at Citi defused social media issues by posting full videos of incidents that were edited for dramatic impact. Let the facts speak for themselves, while assuring your customers that you remain committed to your brand's ideals.
CASE STUDIES
Carrefour
Carrefour Saudi is known to be one of the preferred hypermarkets there, it has a good market share, enjoys a reputation for high quality & low prices.
1. On the 6th of Ramadan/August, while a Saudi family was shopping from the vegetables section in Carrefour,the man found some rotten “cucumbers” packaged under Carrefour’s brand, and FLIPPED!
2. A Carrefour employee came and aggressively took thepackage from his hand while screaming at him, then thesituation escalated and the man lost his temper askingfor the package back.
3. A shopper captured all of this on his mobile camera anduploaded the same on Youtube. The video clip hadapproximately 350,000 views in 3 days!!
4. The video has a total of 462, 433 views till date.
5. User reactions on social media: a boycott Carrefourpage was created within hours. Regional influencerstweeted links to the YouTube video.
Company’s strategy: a press release across all
popular mediums claiming that these incidents
were tailored by individuals who were trying to
damage reputation of the Brand.
Carrefour