Managing reputation - LEWIS PR

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Who do you think you are? Managing reputation

Who do you think you are? Managing reputation

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  • 1. Who do you think you are? Managing reputation
    • COO, LEWIS PR
    • Paul Charles
  • 2. Paul Charles COO
  • 3. 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
  • 4. Speed kills truth 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
  • 5. Visual Video Animation Photos Infographics Advertising Social marketing Brochures Monitoring Brandwatch Meltwater Buzz Chatterscope.com Sources SlideShare Qwiki Wikipedia Online Landing pages E-mailers Blogs Virals Apps E-Books Events Sponsorship Speaker programme Social networking #trends Bookmarking Message PR News Story Feature Analysis Comments In Depth
  • 6. Against objectives Where it’s relevant To 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? Join in with conversations Respond to questions Share information Build relationships Make it online & f2f Ask questions
  • 7. 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
  • 8. Recent cases
    • Didn ’ t have an obvious crisis plan in place
    • Didn ’ t say sorry quickly enough
    • Spokespeople were not good enough or non-existent
    • Brands were tactical, not strategic
  • 9. 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?
  • 10. 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
  • 11. Audience Question 1
    • Do you think the BP oil spill permanently
    • damaged BP’s reputation?
    • Yes
    • No
    • Don’t Know
  • 12. Audience Question 2
    • Which media channel can cause the most
    • damage to a company’s reputation?
    • Traditional media (print, broadcast etc.)
    • Social media (Twitter, Facebook, Youtube etc.)
    • Don’t know
  • 13. 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
  • 14. Any questions?