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

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  • 1. #CIPRSM  #CIPRSM   Social  Media  &  Crisis   Management   Simon  Collister     8th  August  2013   SOCIAL   SUMMER  
  • 2. #CIPRSM  #CIPRSM   •  Social  media  crises:  definition  and  context   •  Social  media  crisis  planning  and  management   •  Notes  from  experience   •  Over  to  you…   Session  outline  
  • 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. #CIPRSM  #CIPRSM   Social  media  crises:   definition  &  context  
  • 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. #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. #CIPRSM  #CIPRSM   Greenpeace  vs  Nestle  
  • 8. #CIPRSM  #CIPRSM   Nestle  vs  Everyone?  
  • 9. #CIPRSM  #CIPRSM   Generating  negative  media  
  • 10. #CIPRSM  #CIPRSM   Forcing  business  changes  
  • 11. #CIPRSM  #CIPRSM   Impacting  the  share  price  
  • 12. #CIPRSM  #CIPRSM   Social  media  crises  are  rising   (Owyang  2011)  
  • 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. #CIPRSM  #CIPRSM   Occurring  on  all  platforms   (Owyang  2011)  
  • 15. #CIPRSM  #CIPRSM   With  multiple  causes   (Owyang  2011)  
  • 16. #CIPRSM  #CIPRSM   New  causes?   (Owyang  2011)  
  • 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. #CIPRSM  #CIPRSM   Lions  &  the  #londonriots  
  • 19. #CIPRSM  #CIPRSM   •  Twitter  broke,   disseminated   and  corrected   rumour  within   36hrs   Self-­‐correcting  mechanism  
  • 20. #CIPRSM  #CIPRSM   Social  media  crisis   planning  and  management  
  • 21. #CIPRSM  #CIPRSM   “Failure  to  prepare  is  preparing  to  fail”     (John  Wooden)     Our  starting  point  
  • 22. #CIPRSM  #CIPRSM   1.  Establish  foundations   2.  Plan  and  prepare   3.  Manage  effectively   4.  Post-­‐crisis  evaluation   Crisis  planning  
  • 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. #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. #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. #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. #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. #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. #CIPRSM  #CIPRSM   Also  check  out…  
  • 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. #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. #CIPRSM  #CIPRSM   What about…? Business  unit   managers?   Human  Resources?   Legal?   CEO?  
  • 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. #CIPRSM  #CIPRSM   b)  Start  monitoring     •  dsd  
  • 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. #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. #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. #CIPRSM  #CIPRSM   •  Free  download  from:   http:// www.slideshare.net/ CIPRPaul/cipr-­‐guide-­‐to-­‐ social-­‐media-­‐monitoring   Make  sure  you  read  this…  
  • 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. #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. #CIPRSM  #CIPRSM   Decision-­‐tree  
  • 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. #CIPRSM  #CIPRSM   3.  Managing  a  crisis   •  No  experience  like  **real**  experience…  
  • 44. #CIPRSM  #CIPRSM   a.  Pause  and  assess   b.  Modify  content/editorial  plan   c.  Engage  socially   d.  Monitor  and  repeat   Key  actions  
  • 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. #CIPRSM  #CIPRSM   Likelihood/Impact  matrix  
  • 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. #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. #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. #CIPRSM  #CIPRSM   •  ds   Paid  search  in  action  
  • 51. #CIPRSM  #CIPRSM   •  Social  media  is  a  *social*  medium  so  geYng   content  tone  and  style  right  is  important   c)  Engage  socially  
  • 52. #CIPRSM  #CIPRSM   Think  beyond  text  statements  
  • 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. #CIPRSM  #CIPRSM   Not  forgetting  more   traditional  influencers  
  • 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. #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. #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. #CIPRSM  #CIPRSM   Notes  from  experience  
  • 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. #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. #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. #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. #CIPRSM  #CIPRSM   •  What  are  your  experiences?   •  What  do  you  want  to  share?   Over  to  you…    
  • 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. #CIPRSM  #CIPRSM   Thank  you  for  attending     Find  out  more  at  cipr.co.uk/social-­‐summer   SOCIAL   SUMMER  

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