CIPR Social Summer - Social Media & Crisis Management - Simon Collister

1,823 views

Published on

Published in: Technology, Business
2 Comments
0 Likes
Statistics
Notes
  • Be the first to like this

No Downloads
Views
Total views
1,823
On SlideShare
0
From Embeds
0
Number of Embeds
32
Actions
Shares
0
Downloads
69
Comments
2
Likes
0
Embeds 0
No embeds

No notes for slide

CIPR Social Summer - Social Media & Crisis Management - Simon Collister

  1. 1. #CIPRSM  #CIPRSM   Social  Media  &  Crisis   Management   Simon  Collister     8th  August  2013   SOCIAL   SUMMER  
  2. 2. #CIPRSM  #CIPRSM   •  Social  media  crises:  definition  and  context   •  Social  media  crisis  planning  and  management   •  Notes  from  experience   •  Over  to  you…   Session  outline  
  3. 3. #CIPRSM  #CIPRSM   •  Recognise  what  is  a  social  media  crisis  and   understand  how  it  differs  from  traditional  crises   •  Understand  the  basic  processes  and  practices   necessary  to  plan  and  manage  a  social  media  crisis   •  Recognise  some  top  tips  learnt  from  experience   What  we’ll  learn  
  4. 4. #CIPRSM  #CIPRSM   Social  media  crises:   definition  &  context  
  5. 5. #CIPRSM  #CIPRSM        “a  point  of  great  difficulty  or  danger  to  an   organisation  possibly  threatening  its   existence  and  continuity,  that  requires   decisive  change”     (Cornelissen  2004)     What  is  a  crisis?  
  6. 6. #CIPRSM  #CIPRSM   Altimeter  Group  refine  social  media  crisis  based  on  a)   the  role  social  media  plays  and  b)  the  possible  range  of   impacts  on  an  organisation:      “An  issue  that  arises  in  or  is  amplified  by  social   media,  and  results  in  negative  media  coverage,  a   change  in  business  process,  or  financial  loss.”     (Owyang  2011)   Defining  a  social  media  crisis  
  7. 7. #CIPRSM  #CIPRSM   Greenpeace  vs  Nestle  
  8. 8. #CIPRSM  #CIPRSM   Nestle  vs  Everyone?  
  9. 9. #CIPRSM  #CIPRSM   Generating  negative  media  
  10. 10. #CIPRSM  #CIPRSM   Forcing  business  changes  
  11. 11. #CIPRSM  #CIPRSM   Impacting  the  share  price  
  12. 12. #CIPRSM  #CIPRSM   Social  media  crises  are  rising   (Owyang  2011)  
  13. 13. #CIPRSM  #CIPRSM   •  The  majority  of  social   media  crises  are  level  1   or  2  crises   •  Much  more  common   than  big  events  such   as  Nestle’s  Palm  Oil   More  specifically   (Owyang  2011)   Source:  50  social  media  crises  occurring  Jan  2001  –  Aug  2011,   Al=meter  Group  
  14. 14. #CIPRSM  #CIPRSM   Occurring  on  all  platforms   (Owyang  2011)  
  15. 15. #CIPRSM  #CIPRSM   With  multiple  causes   (Owyang  2011)  
  16. 16. #CIPRSM  #CIPRSM   New  causes?   (Owyang  2011)  
  17. 17. #CIPRSM  #CIPRSM   •  More  multimedia  information  available  than  ever   before   •  Sources  are  often  from  personal  networks  and  thus   more  trusted  vs  media  or  brands   •  News  cycle  is  compressed;  Golden  few  minutes  vs   ‘Golden  Hour’   •  Traditional  media  can’t  compete  (which  gives   opportunities)   Social  media  crises  are  different  
  18. 18. #CIPRSM  #CIPRSM   Lions  &  the  #londonriots  
  19. 19. #CIPRSM  #CIPRSM   •  Twitter  broke,   disseminated   and  corrected   rumour  within   36hrs   Self-­‐correcting  mechanism  
  20. 20. #CIPRSM  #CIPRSM   Social  media  crisis   planning  and  management  
  21. 21. #CIPRSM  #CIPRSM   “Failure  to  prepare  is  preparing  to  fail”     (John  Wooden)     Our  starting  point  
  22. 22. #CIPRSM  #CIPRSM   1.  Establish  foundations   2.  Plan  and  prepare   3.  Manage  effectively   4.  Post-­‐crisis  evaluation   Crisis  planning  
  23. 23. #CIPRSM  #CIPRSM   •  Owyang  (2011)  identifies  creating  “baseline   governance”  as  a  core  feature  of  ensuring  an   organisation’s  “social  readiness”   •  A  social  media  policy  is  essential:   “a  set  of  principles  created  by  an  organisation  to   help  employees  understand  the  boundaries  and   desired  do’s  and  don’ts  [sic]”  (Griffiths  2012)   1.  Create  foundations  
  24. 24. #CIPRSM  #CIPRSM   “Too  often  organisations  think   about  social  media  policies  as   a  list  of  restrictions.  But  having   clear  guidelines  can  also  help   employees  understand  ways   they  can  use  social  media”   (Boudreaux  in  Griffiths  2012)     Policies  empower  employees  
  25. 25. #CIPRSM  #CIPRSM   •  Integrated  with  broader  corporate  policies   •  Emphasise  respecting  others’  points  of  view   •  Emphasise  disclose  of  identity     •  Reinforce  personal  responsibility   •  Err  on  the  side  of  caution   •  Remind  internet  is  permanent  record   •  Keep  records  (‘audit  trail’)   Key  features?  
  26. 26. #CIPRSM  #CIPRSM   •  Check  out  the  CIPR’s  Social   Media  Best  Practice  Guide   •  A  huge  list  of  of  sample  social  media  policies  can  be   found  at:  www.socialmediagovernance.com       Getting  started  
  27. 27. #CIPRSM  #CIPRSM   •  Audit  your  online  brand  presence   •  Register  your  brand’s  Twitter  profile,  even  if   you  aren’t  using  it   •  Think  negatively…  and  grab  social  profiles   and  URLs  that  could  be  used  against  you,  e.g.   @DellHell;  www.YourBrandisShit.com   Grab  your  domains  
  28. 28. #CIPRSM  #CIPRSM   •  Audit  your  social  channels’  moderation  and   ‘Terms  of  Use’  policies   •  These  advise  users  what  content  is   acceptable,  what  isn’t  and  when  you  reserve   the  right  to  remove  content     •  Put  them  in  place  if  they  aren’t  already   Is  moderation  in  place?  
  29. 29. #CIPRSM  #CIPRSM   Also  check  out…  
  30. 30. #CIPRSM  #CIPRSM   a.  Define  and  iden=fy  stakeholders   b.  Monitoring  set-­‐up  and  implementa=on   c.  Agree  decision-­‐making  processes   2.  Plan  and  prepare  
  31. 31. #CIPRSM  #CIPRSM   Head  of   Communica=ons   Social  media   manager   Data/research   analyst?   PR  manager   Digital   marke=ng   manager   a)  Identify  internal  stakeholders   Agency?   PR?   Social  Media?   SEO?   Adver=sing?  
  32. 32. #CIPRSM  #CIPRSM   What about…? Business  unit   managers?   Human  Resources?   Legal?   CEO?  
  33. 33. #CIPRSM  #CIPRSM   •  Identify  and  establish  relationships  with  the   following  before  a  crisis  happens:   1.  Influential  online  communities  (e.g.  fan  or   customer  communities)   2.  Influential  bloggers  (supporters  and  detractors)   3.  Key  journalists  (journalists  still  use  social  media   and  traditional  media  drives  social  media)   External  stakeholders  
  34. 34. #CIPRSM  #CIPRSM   b)  Start  monitoring     •  dsd  
  35. 35. #CIPRSM  #CIPRSM   •  Monitor  your  brand  and  other  relevant  key   words  to  identify  emerging  issues   •  Monitor  your  key  online  influencers   •  Feed  back  crisis  developments  into  search   terms;  a  crisis  is  a  rapidly  changing  scenario   Monitoring:  key  tasks  
  36. 36. #CIPRSM  #CIPRSM   •  Monitoring  done  well  can   prevent  or  give  warning  of   an  impending  crisis   •  Get  your  search  key  words   right  and  ready  in   advance,  e.g.  “Marks  and   Spencers”;  Marksies;   “Marks  and  Sparks”   Monitoring  can  give   you  early  warning  
  37. 37. #CIPRSM  #CIPRSM   •  Google  Alerts  are  good,  but  not  always   enough   •  Set  up  searches  of  blogs,  forums,  Twitter,  etc   •  Grab  the  RSS  feeds  and  get  real-­‐time  insights   •  Consider  paid-­‐for  tools  to  help  you   Monitoring  tools  
  38. 38. #CIPRSM  #CIPRSM   •  Free  download  from:   http:// www.slideshare.net/ CIPRPaul/cipr-­‐guide-­‐to-­‐ social-­‐media-­‐monitoring   Make  sure  you  read  this…  
  39. 39. #CIPRSM  #CIPRSM   •  Make  sure  you  know  your  key  online   influencers  (stakeholders)…   •  Read  their  blogs,  forums,  newspapers,  etc   regularly   •  Subscribe  to  their  RSS  feeds  to  stay  up-­‐to-­‐ date  in  real-­‐time   Monitoring  influencers  
  40. 40. #CIPRSM  #CIPRSM   •  Create  a  framework  that  enables  decisions  to  be   made  quickly  and  easily  in  a  crisis  situation   •  Agree  necessary  actions  and  key  stakeholders  in   advance   •  Know  who  and  how  to  escalate  issues,  e.g.  when   do  you  alert  the  CEO?  How  do  you  alert  them  –   email,  phone,  SMS,  etc?     c)  Decision-­‐making  processes  
  41. 41. #CIPRSM  #CIPRSM   Decision-­‐tree  
  42. 42. #CIPRSM  #CIPRSM   •  A  R.A.C.I.  framework   can  be  helpful  in   identifying  which   internal  stakeholders   should  become  involved   in  crisis  management   Escalation  chart  
  43. 43. #CIPRSM  #CIPRSM   3.  Managing  a  crisis   •  No  experience  like  **real**  experience…  
  44. 44. #CIPRSM  #CIPRSM   a.  Pause  and  assess   b.  Modify  content/editorial  plan   c.  Engage  socially   d.  Monitor  and  repeat   Key  actions  
  45. 45. #CIPRSM  #CIPRSM   •  Can  be  done  informally  –  but  you  need  to  be  ‘under   the  skin’  of  your  organisation  and  know  your   stakeholders’  likely  response  intimately   •  Or  you  can  adopt  a  formal  approach,  e.g.  Likelihood/ Impact  model;  or  ‘home-­‐made’  scale  agreed  with   key  internal  stakeholders,  e.g.  product  complaint  vs   major  reputational  damage  to  brand   a)  Assessing  a  crisis  
  46. 46. #CIPRSM  #CIPRSM   Likelihood/Impact  matrix  
  47. 47. #CIPRSM  #CIPRSM   •  There  are  no  hard  and  fast  rules  for  pausing  and   assessing  so  getting  the  balance  right  is  important   •  Pause  too  long  and  you  might  get  criticised  for   ignoring  the  growing  crisis   •  Respond  too  quickly  and  you  might  get  criticised  for   being  too  insensitive  or  may  miss  newer   developments  in  fast  changing  situation   Be  sensitive  to  the  situation  
  48. 48. #CIPRSM  #CIPRSM               •  “Make  sure  all  the  pieces  fit  together.  While  you  might  be   dealing  with  the  aftermath  of  a  crisis  through  social  media,  it   is  important  to  make  sure  that  output  in  other  channels  isn’t   inadvertently  sabotaging  these  efforts.”  (McDonald  2010)   b)  Modify  content  plan  
  49. 49. #CIPRSM  #CIPRSM   •  Not  always  relevant,  but  getting  your  message   to  the  top  of  Google  results  isn’t  quick  or  easy   •  In  a  crisis  where  speed  is  essential  paying  for   sponsored  content  on  Google  (i.e.  advertising)   can  help  give  you  visibility     •  Quick  and  easy  to  turn  on  and  off  (providing   preparation  has  been  undertaken)     Think  about  paid  marketing  
  50. 50. #CIPRSM  #CIPRSM   •  ds   Paid  search  in  action  
  51. 51. #CIPRSM  #CIPRSM   •  Social  media  is  a  *social*  medium  so  geYng   content  tone  and  style  right  is  important   c)  Engage  socially  
  52. 52. #CIPRSM  #CIPRSM   Think  beyond  text  statements  
  53. 53. #CIPRSM  #CIPRSM   •  Turn  to  your  onside  stakeholders  and  encourage   them  to  help  you  get  the  word  out   •  Consider  including  them  in  media  briefings;  bloggers   will  get  information  out  faster  than  media   •  Media  also  increasingly  turning  to  curating  social   content  in  breaking  situations  (e.g.  Guardian  live-­‐ blogs)   Mobilise  advocates  
  54. 54. #CIPRSM  #CIPRSM   Not  forgetting  more   traditional  influencers  
  55. 55. #CIPRSM  #CIPRSM   •  Many  employees  will  be  using  social  media  and   potentially  talking  to  friends  and  family  without   considering  the  visibility  of  their  information   •  Depending  on  whether  you  want  to  limit  or  mobilise   your  workforce,  remind  them  of  the  social  media   policies   •  Consider  providing  them  with  a  briefing  and  content   Don’t  forget  employees  
  56. 56. #CIPRSM  #CIPRSM   •  Ensure  you  continue   to  monitor  for   developments  and   new  opportunities  to   respond  or  engage   •  Don’t  forget  to  track   #hashtags   d)  Monitor  and  repeat  
  57. 57. #CIPRSM  #CIPRSM   •  Debrief  with  key  stakeholders   •  Capture  key  insights:   –  Keywords  used  for  search  adver=sing   –  New  problem  topics  to  feed  into  social  media   monitoring   –  Opera=onal  problems  to  fix  before  the  next  crisis  (e.g.   did  your  decision  tree  work?  Could  you  contact  the   CEO?)   –  Assess  the  community  reac=on  to  crisis  ac=vi=es   –  Iden=fy  the  effec=veness  of  different  tac=cs   4.  Post-­‐crisis  evaluation  
  58. 58. #CIPRSM  #CIPRSM   Notes  from  experience  
  59. 59. #CIPRSM  #CIPRSM   •  Meta  =  meaning  ‘within’   •  Social  media  can  trigger  a   crisis  within  a  crisis   •  This  poses  unseen   problems  for  PR   professionals  that  aren’t   100%  social  media  savvy   What  about  meta-­‐crises?   Nestle’s  inappropriate  response  actually   triggered  and  exacerbated  a  further,   meta-­‐crisis  
  60. 60. #CIPRSM  #CIPRSM   •  Another  important  consideration  for  managing   social  media  crises  is  technology   •  Technology  is  still  an  issue  for  traditional  crises  but   arguably  plays  a  more  critical  role  in  social  media  as   it  is  often  the  only  or  central  channel  to  reach  publics   •  Again,  brands  are  still  learning  from  experiences.     Technology  challenges  
  61. 61. #CIPRSM  #CIPRSM   •  Some  platforms,  e.g.  Facebook,  apply  automatic   detection  systems  to  hold  or  even  delete  offensive   content   •  Great  under  normal  circumstances  but  can  be  a   major  issue  when  your  organisation  is  under  scrutiny   as  it  looks  like  you  might  be  censoring  content  which   can  exacerbate  your  crisis       1.  Auto-­‐moderation  
  62. 62. #CIPRSM  #CIPRSM   •  Twitter  actually  places  a  daily   limit  on  the  number  of  tweets   an  account  can  make   •  It’s  currently  set  at  1,000  and   fine  under  normal  situations   but  not  during  a  crisis   •  E.g.  O2’s  data-­‐leak  crisis   2.  Twitter’s  Tweet  Limits  
  63. 63. #CIPRSM  #CIPRSM   •  What  are  your  experiences?   •  What  do  you  want  to  share?   Over  to  you…    
  64. 64. #CIPRSM  #CIPRSM   •  Cornelissen,  J.  (2004)  Corporate  Communications:  Theory  and  Practice.  London:   Sage.   •  Griffiths,  G.  (2012)  ‘Social  media  guidelines:  creating  freedom  within  a  framework’   in  Waddington,  S.  ed.  (2012)  Share  This:  the  social  media  handbook  for  PR   professionals.  Chichester:  John  Wiley  &  Sons  Ltd.   •  McDonald,  N.  (2010)  6  Steps  to  Social  Media  Crisis  Recovery.  We  Are  Social.   [Online]  Available  at:   http://wearesocial.net/blog/2010/09/6-­‐steps-­‐social-­‐media-­‐crisis-­‐recovery/   •  Owyang  and  Li  (2011)  Social  Readiness  Report:  How  Advanced  Companies  Prepare.   Altimeter  Group.  Available  at:   http://www.slideshare.net/jeremiah_owyang/social-­‐readiness-­‐how-­‐advanced-­‐ companies-­‐prepare     •  Webber,  A.  (2012)  Guarding  the  Social  Gates.  Altimeter.  [Online]  Available  at:   http://www.slideshare.net/fullscreen/Altimeter/guarding-­‐the-­‐social-­‐gates-­‐the-­‐ imperative-­‐for-­‐social-­‐media-­‐risk-­‐management/1   References  
  65. 65. #CIPRSM  #CIPRSM   Thank  you  for  attending     Find  out  more  at  cipr.co.uk/social-­‐summer   SOCIAL   SUMMER  

×