UNWTO Practicum Seminar Crisis Communication ManagementSocial Media Management In   crisis communication   Madrid /Granada...
Social Media Revolution http://www.youtube.com/watch?v=xFGyR-gTHFE
A new Web bassed reallity
2.0 Complexity
Marketing VS. SMM
7 Intelligences for a Modern destination  • Customer Intelligence  • Markets Intelligence  • Multi-channel Intelligence: B...
The rise of smartphones
Travel & Smartphones
Geottaging: Where is the most      valuable for me ?
Real Time Travel
SMM Strategies
Web 2.0: All has changed
Social Concepts
Social Media employees
Brand Awareness cycle
Nice Content for leaders
Be informed
An Improving tool: ask your          users
To be a part of
Benchmarking 2.0
Your users are the Stars of the story
Markets are conversations
Conversations for people youknow: To sell= To know better          THE BREAK UP
SOCIAL MEDIA AND CRISIS     MANAGEMENT
Many to many communication in        crisis moments―Beneficiaries now have a voice, and affected populations have avoice. ...
Community crisis―We have these two worlds, but we are saying the same  thing effectively: We want to help people who have ...
A new expectation because new tools―…the expectation was that we could do more than normal.  But, because of the […] lack ...
Collapsed Systems―The challenge in the beginning was that there was almost  nobody to do the work and then all of a sudden...
A fog of Information―‖During the first 12–24 hours, there is a fog of information.The situation is changing rapidly and th...
More information but not         enough abilities―…rapid advances in information and  communications technologyhave led to...
A not easy work in no time
Making SEO of Valuable Information : previous
Improving cooperation cycle
TO STABLISH A CHANNELS STRATEGY
Foccusing on Channels
Many Channels for different benefict
And many activities by channel
Strategic System
OBJETVIVES OF SOCIAL MEDIA IN CRISIS MANAGEMENT• To Help people• To Coordinate , inform and help destination stackeholders...
Thank you foryour attention!!!    DAVID VICENT GANDÍA   david.vicentg@gmail.com          ....................
Social Media Management in Crisis Communication
Social Media Management in Crisis Communication
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Social Media Management in Crisis Communication

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Presentation from David VIcent, Relational Marketeer about the main importance nowadays of social media in crisis Communication. UNWTO Themis Capacity programme, North Africa and Middle East Countries.

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Social Media Management in Crisis Communication

  1. 1. UNWTO Practicum Seminar Crisis Communication ManagementSocial Media Management In crisis communication Madrid /Granada(Spain) Nov 2011 David Vicent Gandía
  2. 2. Social Media Revolution http://www.youtube.com/watch?v=xFGyR-gTHFE
  3. 3. A new Web bassed reallity
  4. 4. 2.0 Complexity
  5. 5. Marketing VS. SMM
  6. 6. 7 Intelligences for a Modern destination • Customer Intelligence • Markets Intelligence • Multi-channel Intelligence: Benchmarking online • 2.0 Employees…. Connecting with visitors • Cooperative Intelligence: Everyone adds Value for the customer and distribution channels.. • Workflows Intelligence • Global Scope Business Intelligence: Where we are in the market everyday?
  7. 7. The rise of smartphones
  8. 8. Travel & Smartphones
  9. 9. Geottaging: Where is the most valuable for me ?
  10. 10. Real Time Travel
  11. 11. SMM Strategies
  12. 12. Web 2.0: All has changed
  13. 13. Social Concepts
  14. 14. Social Media employees
  15. 15. Brand Awareness cycle
  16. 16. Nice Content for leaders
  17. 17. Be informed
  18. 18. An Improving tool: ask your users
  19. 19. To be a part of
  20. 20. Benchmarking 2.0
  21. 21. Your users are the Stars of the story
  22. 22. Markets are conversations
  23. 23. Conversations for people youknow: To sell= To know better THE BREAK UP
  24. 24. SOCIAL MEDIA AND CRISIS MANAGEMENT
  25. 25. Many to many communication in crisis moments―Beneficiaries now have a voice, and affected populations have avoice. They’re not just recipients, […] they have the ability to talkback. That [two-way communication] creates a different dynamicaround accountability and responsiveness. It also creates a newset of ethical responsibilities, especially around expectations andwhether they can be met. […] [Humanitarian] organizations havealways prided themselves with being responsive to beneficiaries’needs, and being accountable to them. But there is a now differentset of tools to make that happen and it is taking some organizationsby surprise. –Katrin Verclas, MobileActive
  26. 26. Community crisis―We have these two worlds, but we are saying the same thing effectively: We want to help people who have been affected in a crisis. That is our prime objective. We are coming at it from two very different directions. What we saw in Haiti was actually the beginnings of trying to identify an interface between the two communities‖.–Andrew Alspach, OCHA
  27. 27. A new expectation because new tools―…the expectation was that we could do more than normal. But, because of the […] lack of access to those facilities, we were actually able to do the same as if we were in a tent in the middle of nowhere. It was one of the most incredibly frustrating things I’ve been through. –Nigel Snoad, UNDAC
  28. 28. Collapsed Systems―The challenge in the beginning was that there was almost nobody to do the work and then all of a sudden [Haiti] was filled with new actors. There was a lack of baseline data. The Ministry of Education collapsed and they lost a lot of staff and all [mostly paper data] systems. No list of schools survived. We were trying to plan rapid needs assessments with almost nothing to go on.–Charlotte Lattimer, Save the Children
  29. 29. A fog of Information―‖During the first 12–24 hours, there is a fog of information.The situation is changing rapidly and the numbers are changing rapidly.You might as well watch CNN for the changing situation, because any product that we did was quickly out of date and overtaken by events. –Dennis King, U.S. Department of State HumanitarianInformation Unit
  30. 30. More information but not enough abilities―…rapid advances in information and communications technologyhave led to a proliferation in the quantity of information availableto humanitarian workers at all levels—but not necessarily any corresponding improvements in their abilities to usefully handle that information.
  31. 31. A not easy work in no time
  32. 32. Making SEO of Valuable Information : previous
  33. 33. Improving cooperation cycle
  34. 34. TO STABLISH A CHANNELS STRATEGY
  35. 35. Foccusing on Channels
  36. 36. Many Channels for different benefict
  37. 37. And many activities by channel
  38. 38. Strategic System
  39. 39. OBJETVIVES OF SOCIAL MEDIA IN CRISIS MANAGEMENT• To Help people• To Coordinate , inform and help destination stackeholders• To be the best on-line time infomation where there is communication problems• To monitoirze and act on real time• To preserve key factors of the destination as a safety one• To demonstrate people how efficient and helpfun we are able to beIN A CRISIS, SOCIAL MEDIA TELL PEOPLE ALL ABOUT US AS A STACKEHOLDERS AND AS PERSONS. IN THE WEB 2.0 ERA, WE MUST BE THERE WHERE PEOPLE NEED US.ON REAL TIME
  40. 40. Thank you foryour attention!!! DAVID VICENT GANDÍA david.vicentg@gmail.com ....................
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