0
Crisis preparedness
on social media platforms
Burson-Marsteller
Toni Cowan-Brown
EMEA Deputy Digital Practice Leader
@thef...
Would have,
could have,
should have.
1 Burson-Marsteller
c	
  
THE SHIFTING
DIGITAL LANSCAPE
3 Burson-Marsteller
The lines between digital, mobile
and the real world have blurred
4 Burson-Marsteller
We check our
mobile phones
150times a day
5 Burson-Marsteller
We spend
using social media
2 hoursa day
6 Burson-Marsteller
c	
  
Consumers are newsmakers
7 Burson-Marsteller
Brands are more responsive…
…and crises are born and spread
further and faster
8 Burson-Marsteller
c	
  
NEVER UNDER-ESTIMATE
THE POWER OF
A GOOD PLAN
9 Burson-Marsteller
Strong foundations
10 Burson-Marsteller
LISTEN READINESSEDUCATE EMPOWER
A state of preparedness
11 Burson-Marsteller
Regularly test your crisis plan
LISTEN
READINESSEDUCATE EMPOWER
A state of preparedness
12 Burson-Marsteller
Understanding conversational
landscape
Identi...
LISTEN READINESS
EDUCATE
EMPOWER
A state of preparedness
13 Burson-Marsteller
Identify and train crisis team
Strong and up...
EMPOWER
LISTEN READINESSEDUCATE
A state of preparedness
14 Burson-Marsteller
Develop an employee social
media policy
Certi...
EMPOWERLISTEN
READINESS
EDUCATE
A state of preparedness
15 Burson-Marsteller
Across all channels and
carefully considered ...
Things to look out for and consider
Hashtags turned ‘bashtags’
It’s not about you
People follow people
Earn it, don’t ask ...
Make planning a priority
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Crisis Preparedness on social media channels

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Plan, prepare and measure your social media campaign
CIPR event 23 july 2014 presentation - Burson-Marsteller

Would have, should have, could have

We have all been here muttering these words and wishing we would have done things differently. It is safe to say that the majority of small and large companies today have learnt how to be agile and lean towards the ever-changing digital landscape, but how do you prevent it all getting out of control? The answer is simple enough, although experience has proven that this is clearly not the case: Preparedness, planning and anticipating.

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Transcript of "Crisis Preparedness on social media channels "

  1. 1. Crisis preparedness on social media platforms Burson-Marsteller Toni Cowan-Brown EMEA Deputy Digital Practice Leader @thefashioncloud / @BMDigital
  2. 2. Would have, could have, should have. 1 Burson-Marsteller
  3. 3. c   THE SHIFTING DIGITAL LANSCAPE 3 Burson-Marsteller
  4. 4. The lines between digital, mobile and the real world have blurred 4 Burson-Marsteller
  5. 5. We check our mobile phones 150times a day 5 Burson-Marsteller
  6. 6. We spend using social media 2 hoursa day 6 Burson-Marsteller
  7. 7. c   Consumers are newsmakers 7 Burson-Marsteller
  8. 8. Brands are more responsive… …and crises are born and spread further and faster 8 Burson-Marsteller
  9. 9. c   NEVER UNDER-ESTIMATE THE POWER OF A GOOD PLAN 9 Burson-Marsteller
  10. 10. Strong foundations 10 Burson-Marsteller
  11. 11. LISTEN READINESSEDUCATE EMPOWER A state of preparedness 11 Burson-Marsteller Regularly test your crisis plan
  12. 12. LISTEN READINESSEDUCATE EMPOWER A state of preparedness 12 Burson-Marsteller Understanding conversational landscape Identifying brand advocates Invest in your social media presence
  13. 13. LISTEN READINESS EDUCATE EMPOWER A state of preparedness 13 Burson-Marsteller Identify and train crisis team Strong and updated protocols Guidelines and handbooks Mapping possible scenarios Trial and error
  14. 14. EMPOWER LISTEN READINESSEDUCATE A state of preparedness 14 Burson-Marsteller Develop an employee social media policy Certification scheme (to go with the training programmes) Employees as trusted voices Clear corporate purpose
  15. 15. EMPOWERLISTEN READINESS EDUCATE A state of preparedness 15 Burson-Marsteller Across all channels and carefully considered role of: Internal communications Owned social media Search engines Dedicated dark sites
  16. 16. Things to look out for and consider Hashtags turned ‘bashtags’ It’s not about you People follow people Earn it, don’t ask for it 16 Burson-Marsteller Add value
  17. 17. Make planning a priority
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