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Social media and crisis communication

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How social media change crisis communication - and practical advise hot to deal with those changes. A takeout of a workshop held at the Corporate Communications Forum Shanghai on December 2, 2011

How social media change crisis communication - and practical advise hot to deal with those changes. A takeout of a workshop held at the Corporate Communications Forum Shanghai on December 2, 2011

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  • 1. Social media in crisiscommunication A presentation by Ulrich Gartner Gartner Communications December 2011 www.gartnercommunications.com Seite 1
  • 2. Some social media facts7 years: total length of videos uploaded to Youtube each day3 billion: no. of Youtube videos watched each day3: no. of times this exeeds the combined audience of ABC, CBS and NBC72 million: no. of people who watched the Royal Wedding on Youtube43%: no. of online video viewers who watch less TV as a result (BBCsurvey, 2006)800 million: no. of active Facebook users50%: no. of Facebook users who log in every day200 million: Tweets per day on twitter5.900: no. of US newspaper journalists laid off in 2008 Seite 2
  • 3. The world is changing7 on a scale from 1 to 10The average rating of the „general importance of social mediain crisis situations today“ Source: Gartner Communications Survey August 2010 – 91 participants from 31 countries Seite 3
  • 4. The world is changing Source: Gartner Communications Survey August 2010 Seite 4
  • 5. But… are we ready? Source: Gartner Communications Survey August 2010 Seite 5
  • 6. CRISIS COMMUNICATIONBASICS Seite 6
  • 7. A crisis is…“an unstable or crucial time or state of affairs inwhich a decisive change is impending; especiallyone with the distinct possibility of a highlyundesirable outcome.”Merriam-Webster Seite 7
  • 8. A social media crisis is:„a crisis issue that arises in or is amplified bysocial media, and results in negative mainstreammedia coverage, a change in business process,or financial loss.“ Source: Altimeter Group Seite 8
  • 9. Source: Annual ICM Crisis Report: News Coverage of Business Crisis 2010 Seite 9
  • 10. You simply are part of it Companies don„t „decide“ whether they want „to be in social media“ The dialogue is out there – your only choice is whether to actively participate or not You must - at least - listen to what„s being said about you Seite 10
  • 11. RESPONDING TO A CRISIS Seite 11
  • 12. Crisis response: the road todisaster Media dig Massive up older Problem Massive reputational sins, Problem becomes negative and prejudices public publicity financial are damage confirmed Deny that All credibility Play down the Deny Give in there is a lost for a long problem responsibility (half-heartedly) problem time "The Gulf of Mexico “BP, Transocean, “We care about “We will make BP is a very big ocean. Halliburton blame the small people” pay for the The amount of oil each other in Gulf Carl- Henric damage their and dispersant we Oil Spill” Svanberg, company has are putting into it is Business Week Chairman, BP caused” tiny in relation to „I want my life Barack Obama, the total water back“ US President volume“ Tony Hayward, Tony Hayward, CEO, BP CEO, BP Seite 12
  • 13. So - it„s much better to… Keep ShowAcknowledg stakeholder Fix problem concern for Address the e the s informed and close those problem problem about crisis affected progressWhile starting to While avoiding While pro-actively While continuing While collect further statements that communicating to collect further communicating information could be legally what you do details learnings and premature resulting changes (if any) Seite 13
  • 14. Crisis assessment matrix High impact on publics Natural disaster Negligence Systematic; internal trigger Accidental; external trigger Systematic Fraud Blackmailing„Victim“ „Culprit“ Product failure Cartel law suit Harrassment Infidelity Low impact on publics Seite 14
  • 15. Social media change crisisevolutionPublic impact Time Time Traditional crisis curve Social media Mainstream crisis curve media threshold Buzz Dange r Zone Issue Problem Crisis Time Seite 15
  • 16. CASE – QANTAS AIRLINES2011 Seite 16
  • 17. Case: Qantas Airlines; ash cloud in June 2011 Greatest disruption of Qantas„ operations in history Over 120,000 people affected by cancellations or delays Call centers and service desks inundated by passengers Corporate Twitter and Facebook accounts completely dedicated to ash cloud updates and direct responses to coustomers Several hundred tweets every hour Video featuring chief pilot describing reasons for not flying – 13,000 views in the first week, and lots of positiv feedback Seite 17
  • 18. Statistics: Twitter followers up 68% No. of tweets up 360% versus normal periods Direct twitter conversations with over 2,000 people Facebook fans up by 12% 42 wall posts 9,269 comments/likes 387 wall posts by fans 3.3 million news feed impressions Seite 18
  • 19. Seite 19
  • 20. CASE – US AIRWAYS Seite 20
  • 21. One passenger has a badexperience Seite 21
  • 22. The company responds badly Seite 22
  • 23. Posts are being deleted Seite 23
  • 24. The story gains momentum Seite 24
  • 25. Corporate facebook pageinundated Seite 25
  • 26. Online dialogue explodes Seite 26
  • 27. Mass media cover the storyglobally Seite 27
  • 28. GETTING ORGANIZED Seite 28
  • 29. Common organizational pitfalls Lack of Lack of guidelines Lack of overview Lack of preparation understanding und processes „Put me on twitter!“ SM activities split „Who is entitled to Relations, techniques,„Social media„s not for across numerous what?“ resources us“ different departments Demonstrate relevance (case Identify key studies, ongoing One central influencers upfront; Create social mediaconversations about responsibility understand netiquette policy/guidelines; your company or (based in corporate of differnen platforms; define escalation tree industry); raise risk comms!); define adapt general content and alarm procedures;awareness; establish objectives and targets; and messaging to define approval basic social media establish complete social media procedures; create monitoring; provide monitoring of all requirements; provide infrastructure trainings and share activities adequate multi-media best practice; materials „laboratory“ Seite 29
  • 30. Social media policy - elements Transparency rules: Authenticity and full-disclosure Commentary rules: Off-limits phrases; defamation, discrimination etc. Disclaimer rules: „Views expressed are my own“; no corporate logo in individual profiles; etc. Confidentiality rules: Proprietary information, privacy rights of employees, etc. Brand value rules: Respecting, and contributing to brand integrity Education Formal training, best-practice-sharing, „laboratory“ Social Media Monitor The company„s „public persona“ on the web; social media on enterprise level Source: marcelmedia For concrete examples, visit http://socialmediagovernance.com/policies.php Seite 30
  • 31. Simple ground rules Pay attention Review context Mind the channel Address promptly Acknowledge first Don‟t overthink Be open Fix the problem Tell your story Seite 31
  • 32. Four key indicators to watch Buzz Velocity Momentum Sentiment•Accumulated no. of activities •How often an item is •No. of activities on a day •Tonality of opinions at a given point in time copied, shared, downloaded minus no. of activities on the expressed in posts, tweets•Relative: activities in relation etc. within a given period of previous day etc. to other topics time •Indicates a trend in the •Indicates publics‘ (changing)•Indicates the importance of •Indicates how quickly a topic topic‘s future attitudes towards the topic the topic in question is spreading importance/lifetime Seite 32
  • 33. Example120 Accumulated no. of posts100 80 60 No. of new posts 40 in previous week Buzz divided by 7 days Momentum 20 Velocity 0 Day 1Day 2Day 3Day 4Day 5Day 6Day 7Day 8Day 9 Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28-20-40 New posts on day minus-60 new posts on previous day Seite 33
  • 34. Preparation process Resources, Content creation Scenario processes, and Crisis mapping planning Training, s infra- relation- (click for more) (click for imulation structure building more) (click for (click for more) more)Identify crisis sources Identify Define members of Create general Crisis training, mediawith highest likelihood stakeholders, informat crisis team and content/templates for training, crisisand damage potential ion sources etc.; supporting staff; alert different scenarios simulation, etc. anticipate crisis and escalation (e.g. holding development and procedures; statements, fact define response infrastructure (e.g. sheets, general procedures intranet, monitoring, s Q&As, contact lists; ervices, dark sites dark site etc.); crisis room content, etc.); facilities; etc.; compile establish relations information in crisis with identified key handbook, etc. stakeholders and multipliers, etc. Seite 34
  • 35. Crisis Mapping Back to flowchart Seite 35
  • 36. Scenario PlanningFor each scenario: Identification and profiling of relevant influencers online Opponents, potential supporters? Which channels/platform could play a major role? Definition of „crisis“ threshold? Learnings to draw from similar scenarios? Back to flowchart Seite 36
  • 37. Resources, process, infrastructureFor each scenario: Social media specialists as part of the crisis team What supporting resources are needed? Which sources to monitor? Keywords? tools? Choice of suppliers Alert procedures: who informs whom? Approval procedures, authorization Contact lists for pro-active social media outreach Preparation of outlets, channels, accounts Inclusion of social media aspects in crisis manual Back to flowchart Seite 37
  • 38. Content creation and relationsFor each scenario: Content: Adaptation of press materials for social media use (length, tonality, multimedia…) Concrete wordings to be used in social media posts Etc. Relation-building Pro-active outreach to key influencers Briefings, meetings, dialogue Back to flowchart Etc. Seite 38
  • 39. Contact Ulrich Gartner Gartner Communications Walther-von-Cronberg-Platz 2 D-60594 Frankfurt am Main Phone +49 69 7191 6850 ulrich.gartner@gartnercommunications.com Mobile +49 171 56 57 953 www.gartnercommunications.comShanghai Präsentation | © Gartner Communications | www.gartnercommunications.de | November 2012 Seite 39