Crisis communications and Social Media
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Crisis Communications and Social Media. Training facilitated by Ketchum Pleon for IBM Benelux. Case presented in Bruxelles @ IABC event. By Yves van Seters and Andrada Morar

Crisis Communications and Social Media. Training facilitated by Ketchum Pleon for IBM Benelux. Case presented in Bruxelles @ IABC event. By Yves van Seters and Andrada Morar

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  • Yves – also Explaining why I’m in Amsterdam
  • Andrada: An exercise done by IBM’s internal and external communications team, the Security Manager EMEA and Ketchum Pleon.
  • Andrada: In order to create real life situations the training takes place at the Broadcast Facilities in Hilversum, The Netherlands. During the training theory is presented while a true crisis is being simulated. Case description Location The location of the crisis is fictive, in our case: Swaziland. The story An IBM-branded USB-drive was found on the train from capital Mbabane to the administrative capital of Lobamba. A student from Mbabane’s Technical University has found the USB-drive and hacked it within 2 minutes. The USB-drive contains customs database documents from the Dutch Tax Authority stating the export tax amounts paid by Philips. Both companies are IBM customers. De paid charges concern the sale of LED-lamps by Philips. Additionally, the State Secretary of Finance is involved. In several Social Media the incident is being heavily discussed.
  • Andrada: An exercise done by IBM’s internal and external communications team, the Security Manager EMEA and Ketchum Pleon.
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Transcript

  • 1. Andrada Morar – Ketchum Pleon Yves Van Seters – IBM Bruxelles, 25 th October 2011 Social Media induced Crisis Communication
  • 2. Andrada Morar Head of Social Media, Ketchum Pleon Benelux Yves van Seters Team Leader Media Relations & External Communications IBM Benelux
  • 3. The internet acts as a catalyst breaking geographical and time barriers in a matter of seconds. The online gatekeeper is now your consumer .
  • 4. Set-up
    • Exercise in Crisis Communication
    • Teams Present
      • External Communications
      • Internal Communications
      • Corporate Security Officers
    • Teams were unaware this was a Crisis Communication Exercise
    • Exercise was split in three parts
      • Briefing 1 – Setting the Stage
      • Briefing 2 – Set the Stage on Fire
      • Briefing 3 – Aftercare
    • Teams had 15 min only to respond on every new situation
  • 5.
  • 6. The Start Translation: “Who lost his #IBM USB on the Intercity ?”
  • 7. Briefing 1 – Setting the Stage
    • Internal Comm’s
    • Document with background info
    • Facts
      • USB-stick lost on the train
      • Found by student - Hacked within 2 min
      • USB-drive contains Customs database documents
      • E-mail from Client Exec
    • Goal
      • IBM CGM sent email requesting counsel how to prepare mgr-mail for Key Acoounts
    • External Comm’s
    • Document with background info
    • Facts
      • IBM branded USB-stick found on the train
      • Found by student - Hacked within 2 min
      • USB-drive contains Customs database documents stating the export tax amounts paid by Philips – Major IBM client
      • Incident is heavily discussed on Twitter
      • Tweets forwarded by external Contact
  • 8. The Plot Thickens….
  • 9. Fan mail pouring in
  • 10. Briefing 1 – Setting the Stage (Continued)
    • Internal Comm’s
    • Document with background info
    • Facts
      • USB-stick lost on the train
      • Found by student - Hacked within 2 min
      • USB-drive contains Customs database documents
      • E-mail from Client Exec
    • Goal
      • IBM CGM sent email requesting counsel how to prepare mgr-mail for Key Acoounts
    • External Comm’s
    • Document with background info
    • Facts
      • IBM branded USB-stick found on the train
      • Found by student - Hacked within 2 min
      • USB-drive contains Customs database documents stating the export tax amounts paid by Philips – Major IBM client
      • Incident is heavily discussed on Twitter
      • Tweets forwarded by external Contact
      • E-mail from spokesperson State Secretary
    • Goal
      • IBM CGM sent email requesting counsel how to prepare mgr-mail for Key Acoounts
  • 11. Fan mail kept pouring in
  • 12. Action Plan
    • Action mode of External Comm’s
      • Action 1: Forget to involve Internal Comm’s
      • Action 2: Monitoring in Social Media
      • Action 3: Fact finding ?
        • Is it ours ? Is the content confirmed ?
      • Action 4: What with the customer ?
      • Action 5: Prepare Briefing CGM and preliminary Statement
    • Briefed CGM on the steps taken/planned:
    • Monitoring => Started / Ongoing
    • Fact Finding => Started / Ongoing
    • Customer Care => Started
    • Draft Statements => being validated
  • 13. Briefing 2 - Setting the Stage on Fire
    • Internal Comm’s
    • Prepare an internal statement
    (Lucky Bastards !)
  • 14. Briefing 2 - Setting the Stage on Fire
    • External Comm’s
    • Philips Corp. Comm was contacted
      • They declare facts will be further examined – they can neither deny or confirm figures
    • Tax authority contacted
      • Will present their own statement later
      • IBM CGM on his way for crisis meeting with Secretary of State
    • Twitterstream still alive and growing, story picked up by Bloggers and online media
    • Goal
      • Prepare Statement and prepare expressions
  • 15. Action Plan
    • You’re on your own
      • No help from customers
    • Try to contain issue online
      • Monitoring ongoing conversations
      • Find angles to contain the stream
      • Find/identify influencers to bring correct messaging
        • What messaging ?
      • Engage in Dialogue
    • Brief/ prepare CGM for his crisis meeting with Tax authorities
      • Statement
    • Pressure = on
      • Still no facts confirmed
  • 16. Briefing 2 - KA-POW
    • External Comm’s
    • IBM spokesperson asked to comment the incident on live radio
      • Request accepted
    • Philips
      • Facts need more investigation – at this point neither confirmation or denial
      • No Spokes on live radio
    • Tax Authorities
      • Will come with own statement later on the day
      • No Spokes on live radio
    • Radio Host confirms student who found/hacked USB drive will be in studio
  • 17. Action Plan
    • High Pressure on team
    • Islands of action
      • Monitoring
      • Preparing Statement CGM
      • Preparping Radio interview
    • No sense of priority anymore
    • Pulled together a ‘ It wasn’t me ’-Statement
      • Impossible to know if this was an IBM’er who lost his stick or not ?
      • IBM branded is no excuses; we give them away
      • USB is outdated – IBM uses secured clouds to exchange data
      • Contacted the customers
      • Can’t confirm if data is valid or not
      • No further Comments
  • 18. The result
  • 19. Outcome
    • Student:
      • The man sitting across me on the train forgot his USB-drive
      • I tweeted so the man could retrieve his stick
      • When nobody replied, I accessed the stick to see if I could find an address or so
      • Things got out of hand
    • IBM
      • We never thought of contacting the Person who started the tweet
      • We never asked the USB stick back
  • 20. Briefing 3 - Aftercare
    • The training provided a valuable insights
    • Speed: The speed in which an online crisis develops still surprises the most skilled and experienced communications professionals;
    • Internal stakeholders : Interaction with internal stakeholders provided a lot of insights about the struggle communications professionals meet when needed to involve the leadership of big organizations;
    • The power of integration : Organizing the training in real-life Broadcast Facilities provided an extra layer of depth in the training. The power of integrated plan: traditional and social. Managing both in the same time.
    • Internal procedures: One of the key learnings was the fact that IBM’s internal crisis procedures no longer provided a framework to handle ‘the new crisis’
  • 21. Crisis preparedness 2.0
  • 22. Crisis response 2.0 approach
    • Provide Focus – speed is critical
    • Measure Impact through structured questioning
    • Set Goals for response
    Diagnose Manage Redefine
    • Apply Strategies based on a 360° view
    • Determine Best Voice authentic, experienced
    • Engage blog, Twitter, Facebook, etc.
    • Harmonize actions with words
    • Improve capabilities to meet higher expectations
    • Weigh keywords to balance legacy of crisis
    • Measurement