Session 6Crisis, Power and Privacy
The aim of this session            • A look at crisis              management in the              social media world      ...
There are now three types of crisis   A conventional      A crisis caused by   A crisis caused by  crisis (but which      ...
A conventional crisis                        4
A crisis caused by customer usage of             social media                                       5
6
A crisis caused by corporate usage of   social media (Twitter stupidity)                                    7
A more recent example                        10
It is not just Twitter                         11
How the rules have changed           MediaYou                  Public                              12
How the rules have changedHow you are            Mediahandling the crisisbecomes as big apart of the storyas the crisis it...
Threats and Opportunities   Threat =           Opportunity =loss of control   direct communication                        ...
It is a bit likeTraditional media       Social media
Except now…There is no landAll crisis management planshave to be social mediacompliant                              16
Now three basic principles     Real time monitoring  Social publication capability          The Big One  New management pr...
New management process
The Big Problem                The Bunker Mentality                Command and control19
Two key principles  Speed of responseManner of engagement                       20
A good analogy – 24 hour news               Exec producer = your CEO                                          21
Rule number 1 Senior management haveto get involved right at  the start and stay indirect control until the      crisis is...
Manner of engagement   Tone and message  Visibility / personality       Accesibility                             23
Tone of response: Nestle example                              24/##
Plus Facebook campaign                         25
Plus the usual ‘off-line’ activity                                     26
Discussion•   You are Nestle’s head of corporate affairs•   What would you do in this situation?
What Nestle actually did• Lobbied YouTube to have the video  removed (citing a copyright complaint)• Used copyright infrin...
And eventually…                  29
Discussion•   Why do you think Nestle ‘caved in’?
Here is what I think     "I like some Nestle products so I qualify as a fan. I would     like Nestle to make them even bet...
A brief look at digital activism        The rise of ‘clicktivism’                                    32
Old way               New wayA lot of action from   Very little actiona small group of       from a large group‘extremists...
Implications for corporations "I like some Nestle products so I qualify as a fan. I would like Nestle to make them even be...
Multi-issue convenors: the new             activists“Don’t give us your money,  give us your        voice”                ...
Message    Old way             New way• Set of key        • One story  messages          • Multiple• Q&A documents       s...
Why a story?• They are inherently social and  conversational – people can relay a story• They can be easily tailored to a ...
Visibility / personality: Jet Blue•    14 January 2007: an ice storm     grounds low-cost airline     JetBlue’s fleet.•   ...
What JetBlue did                   39
The jetBlue story                    40
Discussion•   What was the jetBlue story?•   How well was it coming across?
Accessibility                42
What’s the process?MonitoringCorrecting• Responding• Repeating• RedistributingUpdating                        43
Real time monitoring
Real time monitoring dashboard•   Tools that help you understand the    environment (chart)•   Tools that give you the rea...
47
Real time publication
Content &           Response            Process              CorrectingResponding / Repeating / Redistributing            ...
BP’s crisis hub51
Management process in action        Storytellers    Storyshapers         Monitoring     Defining the story          Correc...
Recap of key points    • You can’t choose which environment you want your crisis to1     play-out within (social or tradit...
The Big Data Issue
Google’s defence“No-one ‘sees’ the data”
So who sees the data?
So who sees the data?• No one ‘sees’ the data (so no-one has control)• We don’t see the data – we see pictures  painted by...
Can you stop this from happening?• The only way to stop this is to keep your data  away from algorithms• (or be in control...
Are we in control?
It is not just how the world sees you,       it is how you see the world
Conclusion• A huge amount of bullshit being talked about  social media  –   By people who don’t really understand it  –   ...
My view of social media
Be the black sheep
Thank You!
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
European Communication School: Social Media Session 6
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European Communication School: Social Media Session 6

  1. 1. Session 6Crisis, Power and Privacy
  2. 2. The aim of this session • A look at crisis management in the social media world • Data – who owns it and who controls it
  3. 3. There are now three types of crisis A conventional A crisis caused by A crisis caused by crisis (but which customer / your own usage now plays out in a consumer usage of of social media different way) social media 3
  4. 4. A conventional crisis 4
  5. 5. A crisis caused by customer usage of social media 5
  6. 6. 6
  7. 7. A crisis caused by corporate usage of social media (Twitter stupidity) 7
  8. 8. A more recent example 10
  9. 9. It is not just Twitter 11
  10. 10. How the rules have changed MediaYou Public 12
  11. 11. How the rules have changedHow you are Mediahandling the crisisbecomes as big apart of the storyas the crisis itself You Connected Public Public 13
  12. 12. Threats and Opportunities Threat = Opportunity =loss of control direct communication 14
  13. 13. It is a bit likeTraditional media Social media
  14. 14. Except now…There is no landAll crisis management planshave to be social mediacompliant 16
  15. 15. Now three basic principles Real time monitoring Social publication capability The Big One New management process 17
  16. 16. New management process
  17. 17. The Big Problem The Bunker Mentality Command and control19
  18. 18. Two key principles Speed of responseManner of engagement 20
  19. 19. A good analogy – 24 hour news Exec producer = your CEO 21
  20. 20. Rule number 1 Senior management haveto get involved right at the start and stay indirect control until the crisis is over 22
  21. 21. Manner of engagement Tone and message Visibility / personality Accesibility 23
  22. 22. Tone of response: Nestle example 24/##
  23. 23. Plus Facebook campaign 25
  24. 24. Plus the usual ‘off-line’ activity 26
  25. 25. Discussion• You are Nestle’s head of corporate affairs• What would you do in this situation?
  26. 26. What Nestle actually did• Lobbied YouTube to have the video removed (citing a copyright complaint)• Used copyright infringement as a These actions threat to stop people using the altered encouraged yet more attention version of their logo• It got into arguments on its Facebook page• Announced a ‘sticking plaster’ fix (suspending direct sourcing from Sinar Mas)
  27. 27. And eventually… 29
  28. 28. Discussion• Why do you think Nestle ‘caved in’?
  29. 29. Here is what I think "I like some Nestle products so I qualify as a fan. I would like Nestle to make them even better by removing palm oil. I would like to enjoy my Kit-Kats without feeling responsible for rainforest destruction and orangutan deaths."Comment on Nestle Facebook page It is the moderates, not the activists, that now have a voice 31
  30. 30. A brief look at digital activism The rise of ‘clicktivism’ 32
  31. 31. Old way New wayA lot of action from Very little actiona small group of from a large group‘extremists’ of ‘moderates’ 33
  32. 32. Implications for corporations "I like some Nestle products so I qualify as a fan. I would like Nestle to make them even better by removing palm oil. I would like to enjoy my Kit-Kats without feeling responsible for rainforest destruction and orangutan deaths." It is your fans, not the activists, you need to worry about now 34
  33. 33. Multi-issue convenors: the new activists“Don’t give us your money, give us your voice” 35
  34. 34. Message Old way New way• Set of key • One story messages • Multiple• Q&A documents storytellers• Holding statements 36
  35. 35. Why a story?• They are inherently social and conversational – people can relay a story• They can be easily tailored to a wide variety of audiences and circumstances• Spokespeople can provide their own interpretation and personalisation• They become the strategy, allowing delivery and response to become tactics Uses narrative as its means of comms control 37
  36. 36. Visibility / personality: Jet Blue• 14 January 2007: an ice storm grounds low-cost airline JetBlue’s fleet.• Passengers stranded in planes on the tarmac for up to 11 hours• Only 17 of 156 scheduled flights are able to leave JFK• 1000+ more cancellations due to displaced planes and crew• 131,000 passengers affected• Six days to restore normal operations 38
  37. 37. What JetBlue did 39
  38. 38. The jetBlue story 40
  39. 39. Discussion• What was the jetBlue story?• How well was it coming across?
  40. 40. Accessibility 42
  41. 41. What’s the process?MonitoringCorrecting• Responding• Repeating• RedistributingUpdating 43
  42. 42. Real time monitoring
  43. 43. Real time monitoring dashboard• Tools that help you understand the environment (chart)• Tools that give you the real-time information (radar) 45
  44. 44. 47
  45. 45. Real time publication
  46. 46. Content & Response Process CorrectingResponding / Repeating / Redistributing Updating
  47. 47. BP’s crisis hub51
  48. 48. Management process in action Storytellers Storyshapers Monitoring Defining the story Correcting 3Rs Updating the story Updating52
  49. 49. Recap of key points • You can’t choose which environment you want your crisis to1 play-out within (social or traditional) • You will have to develop a completely new management2 process • Response direct to the public (not just media) is required in3 real time • A 24/7 information stream is necessary with accessibility4 across all social channels • 24/7 monitoring is essential5
  50. 50. The Big Data Issue
  51. 51. Google’s defence“No-one ‘sees’ the data”
  52. 52. So who sees the data?
  53. 53. So who sees the data?• No one ‘sees’ the data (so no-one has control)• We don’t see the data – we see pictures painted by algorithms, commissioned by …
  54. 54. Can you stop this from happening?• The only way to stop this is to keep your data away from algorithms• (or be in control of which algorithms your data is fed to)
  55. 55. Are we in control?
  56. 56. It is not just how the world sees you, it is how you see the world
  57. 57. Conclusion• A huge amount of bullshit being talked about social media – By people who don’t really understand it – By people who claim to have a solution – By traditional media who want to kill it – By the owners of social media properties themselves• There are very powerful vested interests who are trying to shape the space and control the way individuals use it• We are at a defining moment – not just in marketing but in society
  58. 58. My view of social media
  59. 59. Be the black sheep
  60. 60. Thank You!

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