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Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
Dealing With A Digital Crisis
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Dealing With A Digital Crisis

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How to manage a crisis using the Internet and social media

How to manage a crisis using the Internet and social media

Published in: Business, Health & Medicine
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  • 1. Dealing with a digital crisis. European Chamber of Commerce, Taipei November 03, 2010Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 2. What we’re going to cover today What’s driving issues and crisis today Crisis communications approach and framework How to manage issues before they escalate How to respond during a crisis Recovering from a crisisBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 3. Companies feel vulnerableQ: Which, if any, of the below are reasons why you feel it is more difficult to plan for a crisis today? (Among those who feel it is more difficult to plan)Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 4. Digital seen as an ever bigger threatQ: How likely do you think it is that your company will experience any of the following potential crisis in the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis) Global Controversial company developments 50% Online or digital security failure 47% Logistic difficulties 47% Intense regulatory scrutiny of your product or company 45% Critical or negative new media campaigns 43% Danger to product safety 42% Technical accidents 40% Intense political scrutiny of your product or company 40% Criminal actions 33% Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011 Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 5. Product safety the top concern in Asia Q29-37: How likely do you think it is that your company will experience each of the following in the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis) 53% 54% APAC LATAM APAC LATAM GLOBAL EU GLOBAL EU US USBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 6. Issues & crisis triggers Product quality Data loss Health & safety Supply chain management Lay-offs/closures Whistleblowers Environment Customer service Human rights Disgruntled employees Equal employment Nationalism Greenwashing Monopolisation MarketingBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 7. Supply chain managementBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 8. Customer serviceBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 9. WhistleblowersBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 10. Disgruntled employeesBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 11. MarketingBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 12. The role of the Internet ESCALATES DISTRIBUTES Truth, half truth, untruthBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 13. A crisis is not a ‘crisis’ until…Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 14. Crisis framework Prepare Recover Respond ReassureBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 15. Crisis preparedness – social media policyBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 16. Crisis preparedness – community guidelinesBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 17. Crisis preparedness – social media listening Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 18. Crisis plan & checklist Crisis leader, core team & alternates Crisis team roles & responsibilities Spokespeople Approval processes Stakeholder & influencer lists Communications channels Monitoring tools (online & offline) Communications templates – FAQ, holding statement, press release etc List of external advisors & suppliers Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 19. Crisis framework Prepare Recover Respond ReassureBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 20. Communications mix PAID EARNEDReach OWNED + Control -Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 21. 10 online crisis communications principles #1 Listen continuously #2 Move fast #3 Be accurate #4 Be patient #5 Be transparent #6 Be consistent #7 Be responsive #8 Be human #9 Be sincere #10 Don’t be heavy-handed.Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 22. #1 Listen continuouslyBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 23. #2 Move fast • 10.38am: A consumer went to Drugstore X to purchase nutritional product and was told they had been recalled and they had no stock at the moment • 11.46am: Rumor up in online that a hero nutritional products had just been recalled in a leading drugstore (Drugstore X) in Hong Kong • 12.56pm: Apple Daily caught the rumor online and called ABC company to clarify • 1.15pm: Internal assessment and confirmed there was no such recall. It was just a rumour • 1.30pm: Confirmed with Drugstore X that it was misunderstanding among the Drugstore staff • 1.50pm: Take immediate action to liaise with the website with a clarification note posting online to cease the rumor spreading • 2.15pm: Alert immediately the retail chains and aligned them with the agreed media messages • 2.30pm: Prepare Customer Relations Representatives (hotlines) with agreed key messages that align with media statement • 3.00pm: Negotiate with retail outlets on stock availability • 3.30-4.30pm: Reply to in-coming media enquiries online and in printBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 24. #3 Be accurateBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 25. #4 Be patientBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 26. #5 Be transparentBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 27. Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 28. #6 Be consistentBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 29. #7 Be responsiveBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 30. #8 Be humanBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 31. #9 Be sincereBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 32. #10 Don’t be heavy-handedBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 33. Crisis framework Prepare Recover Respond ReassureBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 34. Make people feel involvedBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 35. Beware the long-tailBurson-Marsteller l Asia-Pacific l Evidence-Based Communications
  • 36. Thank you.Charlie PownallManaging Director (Asia-Pacific) - Digitalcharles.pownall@bm.com@cpownallBurson-Marsteller l Asia-Pacific l Evidence-Based Communications

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