Social Crises: Best Practices, Cautionary Tales
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Social Crises: Best Practices, Cautionary Tales

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Keynote for the 2013 GetSocial Conference in Dublin, Ireland - October 2013.

Keynote for the 2013 GetSocial Conference in Dublin, Ireland - October 2013.

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Social Crises: Best Practices, Cautionary Tales Social Crises: Best Practices, Cautionary Tales Presentation Transcript

  • SOCIAL CRISES: BEST PRACTICES, CAUTIONARY TALES ERIC WEAVER • SVP STRATEGY & INTELLIGENCE • IPG MEDIABRANDS GETSOCIAL 2013
  • SOCIAL CRISES: THE PROBLEM Consumers have a powerful voice, creating 66% of all touchpoints (McKinsey Consumer Decision Journey, 2009) Consumers trust each other far more than marketers (Edelman Trust Barometer) Social amplifies information, whether right or wrong !"#$% &$'()% Speed of impact is faster than most companies are ready to deal with Executives: “we’re safe” or “it’s a five-alarm fire” 2
  • SOCIAL CRISES ARE GROWING YEAR-OVER-YEAR Most companies are deaf to social, ill-prepared to respond, and are too slow to prevent reputational damage Crises impact organisations across a widerange of industries – food, fashion, autos, banking, government
  • IT’S NOT A MATTER OF “IF” – IT’S A MATTER OF WHEN.
  • *+,-../01,./2345678+% 2007: CONSUMERS HAVE THE POWER TO CHANGE PUBLIC PERCEPTION OF YOUR FIRM
  • AND EMPLOYEES CAN CREATE REAL FINANCIAL DAMAGE Employees share YouTube video of pizza employee violating food for delivery Sales plummet CEO issues public apology on YouTube (but fails to go further) Incident reflected in stock report – PizzaHut takes $2MM insurance hit Crisis Team created *+,-../01,.9:3;2345;<9=1:5=3%
  • CREATIVE, NEGATIVE CONTENT CAN RANK IN SEARCH RESULTS AND CAN LINGER FOR YEARS *+,-../01,.>=1>83?73@66,:5;%
  • ABC%D)C'% HIJACKED HASHTAGS In 2012, McDonald’s began posting tweets aimed at soliciting heartwarming stories from customers Paid for promoted tweet “Bashtag” got pulled within two hours – 68% of first 1600 tweets were negative Negative backlash got covered in Huffington Post, Los Angeles Times, Forbes, the Telegraph, Mashable, and the UK Daily Mail ABC%$CEF"(ECE%
  • SPOTLIGHT SEEKER STIRS UP ANTIPATHY 9
  • SELF-INFLICTED: POSTING ERRORS Hundreds of tweets of disapproval No apology for hours Write-ups in IrishTimes, Guardian, US business press
  • SELF-INFLICTED: POOR TIMING Carnival Corp says it will “go dark” out of respect to Costa Concordia incident Next day, tweets a happy “#FF” to loyal brand fans Shortly after, Costa offers a 30% discount to cruise survivors for “staying loyal” Massive backlash in mainstream media
  • ANGRY CUSTOMER BUYS PAID MEDIA Paid USD $1000 Results: 76,000 impressions, 46,000 engagements, media coverage in BBC News, London Daily Mail, The Telegraph, Business Insider, AdAge, CNN, New York Post, NBC News, Time.com, The Independent, Times of India, Yahoo! News, FinancialTimes.com… …and finally, an apology from BA. 12
  • CGFH"!CC%'IJ("KHC)LCE%C$$"$% FINALLY – SOMEONE HANDLES CRISES WELL "MMDID'H%$CEF"(EC-%'IJ("KHC)LCGC(AN%B#G"$% ABC%GDEA'JC% )"LMDEB%&CC$%$CEF"()E%KDAB%BCHF% $C)%I$"EE-%OKCP$C%B#G'(%A""Q%
  • THE LIFE CYCLE OF A SOCIAL CRISIS
  • FIRST, DETERMINE CASES THAT FIT INTO FIVE LEVELS OF SEVERITY Based on reputational impact and public visibility: LEVEL 1: limited reputation impact, limited audience. ('AD"('H%GC)D'% L'MMC% LEVEL 2: moderate reputation impact, limited audience. LEVEL 4: severe reputation impact, regional media exposure. LEVEL 5: extreme impact reputation with extensive media exposure. What actions should be taken at each level? Who should speak on our behalf? !"#$%&'%( LEVEL 3: moderate reputation impact, local media exposure. $CA'DH% RD"HC(IC% HCRCH% A$#EA7 )CEA$"!D(L% D(ID)C(A% HCRCH% U% HCRCH% T% S% RD$'H% GDED(M"$G'AD"(% HCRCH% HCRCH% V% W% GD("$% H"I'H% D(ID)C(A% '(L$!% &H"LLC$% )*!&#(*%+",!,$-&($.+!',( 15
  •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
  • LISTENING TEAM MONITORS SOCIAL CHANNELS SET UP A CRISIS WORKFLOW CRISIS TEAM ASSESS IMPACT POTENTIAL CRISIS IDENTIFIED LEVEL 5: EXTREME IMPACT / WIDE AUDIENCE LEVEL 4: SEVERE IMPACT / REGIONAL MEDIA LEVEL 3: MODERATE IMPACT / LOCAL MEDIA CRISIS TEAM REVIEWS INCIDENT LEVEL 2: MODERATE IMPACT / LIMITED AUDIENCE LEVEL 1: LIMITED IMPACT / LIMITED AUDIENCE CONTINUE TO MONITOR (24 HRS) NO POTENTIAL REPUTATIONAL IMPACT? RESPOND & MONITOR PER RACI YES ISSUE RESOLVED ? NO POTENTIAL HIGH VISIBILITY? YES YES RETURN TO NORMAL BUSINESS OPERATIONS CRISIS TEAM CONDUCTS CRISIS PREVENTION POSTMORTEM NO
  • CREATE A SOCIAL PLAYBOOK AND TRAIN YOUR TEAM SOCIAL TEAM RESPONSE: EB'$C%"#$%F"HDI!% 'IJ("KHC)LC% CG"AD"(% C(Z#D$C%A"%EB"K%!"#% I'$C%A"%#()C$EA'()% “Reilly, that sounds awful. Did you let the store manager know? Either way, please call us at 00353 14967162, Mon-Fri, 0700-1600. Our policy is to always have a spotless restaurant where customers feel welcome and comfortable. Thanks for bringing this to our attention. “You can also click the Message button above and I can discuss the incident with you via Facebook messaging.” "MMC$%'EEDEA'(IC%
  • CREATE A CRISIS “RACI” Crisis Team should include Corporate Communications, Marcomms, Legal, Operations, Customer Service, Investor Relations, Human Resources and members of the executive team. Crisis Team determine the crisis level, alert appropriate internal contacts and escalate critical issues as they occur. Media and bloggers are routed to Corp Comms as most employees might not be aware of the potential repercussions in their discussions. Listening Team also responsible for making sure that the Crisis Team is aware of the latest crisis information and online commentary. LEVEL 5 I"GF'(!%EF"JCEFC$E"(_+@ZA+ I"(E#HAC)_++ •! Z>H&%+ZD%)#HG%+7%('+ •! "(9%/2+W%$(&/'%>/+ D(M"$GC)_+ •! "`N+a#'(>+Q%*-#&)%*+ •! :==+"/-&%+X(>(<%&*+ •! :==+Q%<;->(=+X(>(<%&*+ LEVEL 4 I"GF'(!%EF"JCEFC$E"(_+`N+@-&$+@-''*+ I"(E#HAC)_++ •! @AAV+@CAV+@XA+ •! `N+A$%&(H->*+ •! `N+X(&?%H><+@-''#>;)(H->*+ •! "(9%/2+W%$(&/'%>/+ LEVEL 3 I"GF'(!%EF"JCEFC$E"(_+@#*/-'%&+"%&G;)%+ I"(E#HAC)_+ •! `N+A$%&(H->*+ •! `N+X(&?%H><+@-''#>;)(H->*+ •! @-&$-&(/%+@-''#>;)(H->*+7%('+ D(M"$GC)_+ •! W;&%)/-&V+@#*/-'%&+"%&G;)%+ •! :b%)/%,+Q%<;->(=+X(>(<%&+ •! :b%)/%,+"/-&%+X(>(<%&c*d+ LEVEL 2 I"GF'(!%EF"JCEFC$E"(_+@#*/-'%&+@(&%+ I"(E#HAC)_+ •! `N+A$%&(H->*+ •! `N+X(&?%H><+@-''*+ D(M"$GC)_+ •! W;&%)/-&V+@#*/-'%&+"%&G;)%+ •! :b%)/%,+Q%<;->(=+X(>(<%&+ •! @-&$+@-''*+7%('+ LEVEL 1 I"GF'(!%EF"JCEFC$E"(_+"-);(=+7%('+ I"(E#HAC)_+ •! X(&?%H><+@-''#>;)(H->*+ D(M"$GC)-% •! @-&$-&(/%+@-''#>;)(H->*+ •! :b%)/%,+Q%<;->(=+X(>(<%&+-&+"/-&%+X(>(<%&+
  • ALL CUSTOMER-FACING DEPARTMENTS (Marketing, PR, Customer Care, IR, HR, etc.) know how to triage, process and effectively handle social crises – mitigating them before they explode WHEN WE DO IT RIGHT… FEWER MISSTEPS from lack of internal realtime knowledge sharing UNIFIED MESSAGE and presentation to the press and the public Loud, unruly or ILL-INFORMED VOICES ARE DISEMPOWERED because the brand is speaking within the same channels Trained employees REDUCE FINANCIAL RISK, because unnecessary costs in reputation, brand value, personnel time are reduced 20
  • *+,-../01,.8@416?6[<>[:363<,[6,%
  • HAVE SOCIAL MEDIA WATER FOR SOCIAL MEDIA FIRES* *+,-../01,.99>858987]6@>=16% efgA7Z_+hQ('->FW%S%->+
  • FINAL THOUGHT: POSITIVE CONTENT WILL REMAIN IN GOOGLE FOR YEARS AS WELL, BECAUSE GOOGLE <3’S ENGAGEMENT
  • 24
  • *+,-../01,.*=+63?76^6[73?=[_% 25
  • *+,-../01,.`<8?*6[% DON’T WAIT. HAVE A PLAN BEFORE THIS HAPPENS TO YOUR BRAND
  • THANK YOU. @WEAVE MEDIABRANDS.COM