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Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
Social media contingency
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Social media contingency

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Why every corporate communications department needs a social media contingency plan.

Why every corporate communications department needs a social media contingency plan.

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  • 1. Social media contingency planning 0 Why your organization needs one, today DANA CHEN OCT 2012Dana Chen 2012
  • 2. What makes a crisis? 1—  What constitutes positive reputation? ¡  At least 20% stories in leading media positive ¡  No more than 10% stories negative ¡  The rest is neutral Dana Chen 2012
  • 3. Assessing the situation: Should we respond? 2Dana Chen 2012
  • 4. Assessing the situation: Should we respond? 3Dana Chen 2012
  • 5. Assess situation: How NOT to deal with a crisis 4Dana Chen 2012
  • 6. Assessing situation: How TO deal with a crisis 5Dana Chen 2012
  • 7. What causes a crisis? 6 Individual Corporate ExternalDana Chen 2012
  • 8. What makes a crisis? - Individual (1/4) 7—  Individual ¡  One of company people makes a mistake in public ÷  Poor attempt at humor ÷  Misdirecting a private message ÷  Insensitive response to eventsDana Chen 2012
  • 9. What makes a crisis? - Individual (1/4) 8Sometimes it’s not what you do …Dana Chen 2012
  • 10. What makes a crisis? - Individual (1/4) 9But how you rectify it … Dana Chen 2012
  • 11. What makes a crisis? (1/4) 10Or the community response Result: situation neutralized and everyone came out winning Dana Chen 2012
  • 12. What makes a crisis? – Corporate (2/4) 11—  Corporate ¡  Customer service or marketing failure ÷  Unhappy customers take to the web ÷  Protestors or campaigners highlight an issue ÷  Corporate malpractice or policy is exposedDana Chen 2012
  • 13. What makes a crisis? (2/4) 12Dana Chen 2012
  • 14. What makes a crisis? (2/4) 13Dana Chen 2012
  • 15. Corporate (2/4) 14—  Toyota 2009 recall due to faulty brakes—  Initial rough patch—  Then leveraged social media to diffuse crisis ¡  Monitor conversations 24/7 ¡  Youtube: President Jim Lentz apologizing ¡  Youtube: updates posted via ¡  Digg Dialogg interview ¡  Twitter chat ¡  Facebook to direct people to Twitter feed and microsite ¡  Tweetmeme: own branded channel ¡  Brand loyalists invited to tweet and blog, turned to brand advocates—  Post crisis: ¡  41% increase in sales ¡  Grew online fan base by 10% ¡  Responded quickly across large number of networks to reassure customersDana Chen 2012
  • 16. Corporate (3/4) 15—  Corporate ¡  A customer service or marketing failure ÷  Dismissive of customer feedback ÷  Pretending to be something you are not ÷  Remaining silent and refusing to engageDana Chen 2012
  • 17. Societe Generale trading loss vs. BP oil spill (3/4) 16 •  Reassure stock exchange •  Use employees as symbol of legitimacy •  Not defensive •  Reduce rumor of collapse by acquiring another bank, business as usual •  Focus on communicating with •  Clients/shareholders by hotline and mail •  Does not communicate unnecessarily •  No more publicity campaigns •  160,000 employees •  No more sponsorship campaigns •  4,9 billion euros trading loss •  Limit media exposure Result: Media pressure decreasesDana Chen 2012
  • 18. Societe Generale trading loss vs. BP oil spill (3/4) 17 •  What it did wrong: •  Focused on speaking to shareholders, not the general public •  Shifting blames, always defensive •  No apologies or re-assurance on environmental impact of spill •  Failed to accept blame •  Communicating on social media failed: •  Fake BP feed had more followers than real one •  Found to be faking certain rescue•  Largest marine oil spill in history efforts•  4,9 million barrels of crude oil •  Buying keywords on Google to spread leaked corporate message •  PR agency specialized in financial•  11 workers killed, 17 injured comm, not crisis management Result: CEO replaced, brand damage for years to come Dana Chen 2012
  • 19. Societe Generale trading loss vs. BP oil spill (3/4) 18—  Focus on the right stakeholder(s) ¡  Some issues require extra sensitivities w.r.t. public opinion, other issues not ¡  Accurately read public perception of events—  Truth is preferred to “cascade of revelations” ¡  It is also ok to say “we are in unchartered waters” ¡  Acknowledge responsibilities—  Putting the right face forward ¡  Usually the highest ranking executive but not alwaysDana Chen 2012
  • 20. What makes a crisis? – External (4/4) 19—  External ¡  Organization finds itself in an emergency ÷  Extreme weather, strikes, disputes ÷  Operations are disrupted ÷  Staff and customers seek clarityDana Chen 2012
  • 21. External / When things go awry (4/4) 20—  Shell’s Let’s go campaignDana Chen 2012
  • 22. External / When things go awry (4/4) 21Dana Chen 2012
  • 23. External / When things go awry (4/4) 22Dana Chen 2012
  • 24. External / When things go awry (4/4) 23—  #MeetTheFarmers—  #McDStories Lessons learned: •  Seemed self-serving •  No explanation as to context •  Pulled down tweets as soon as it went wrongDana Chen 2012
  • 25. Don’t turn a non-crisis into a crisis (5/4) 24Dana Chen 2012
  • 26. Don’t turn a non-crisis into a crisis (5/4) 25—  Placating angry tweets is an artDana Chen 2012
  • 27. Don’t turn a non-crisis into a crisis (5/4) 26•  Oreo’s rainbow Oreo in support of Gay Pride Month•  Massive social media backlash, 35,000 threatening to boycott product—  Lessons learned: ¡  Reasoning with people that can’t be reasoned with does not help the brand ¡  Keep cool and do not feed the trollsDana Chen 2012
  • 28. How to respond? (1/2) 27 —  Handling a social crisis: what’s different, what’s the same? Same Different §  Ownership, with clear roles §  Speed and responsibilities still key §  Social media is driven by trust §  Mainstream media has a vital in people, rather than role organizations §  People want clear, §  Audience have tools to straightforward information investigate, record, publish and mobilize nowDana Chen 2012
  • 29. How to respond? (2/2) 28—  Characteristics of a good response: ¡  1. From an individual professional with clear authority and explanation of role (e.g. Dick, Corporate Spokesperson) ÷  Avoid having more than one voice speaking for the company ¡  2. Is timely ¡  3. Addresses issues clearly ¡  3. Acknowledges negative perceptions, addresses causes and facts – come across as reasonable human being ¡  4. Links to help, sources or further clarification (e.g. “The report/plan in full can be found at http:// …”)Dana Chen 2012
  • 30. Outline for handling crisis 29—  Plan: skills, tools, resources—  Own: have well-established channels—  Monitor: be ahead of the curve—  Initiate: be communicative, clear, human—  Integrate: connect social channels to media handling and customer service experiencesDana Chen 2012
  • 31. In Summary: Navigating negative news (1/3) 30—  Preparation before crisis hits ¡  Evaluate existing SOP and consider possible crisis scenarios—  Create communications plan ¡  Develop core crisis management team ¡  Develop response plan ¡  Key messages for each scenario ¡  Update plan annually (at least)—  Develop contingency plans to handle post-crisis impact on SOP—  Participate in table-top exercises and evaluate preparedness—  Continue online monitoringDana Chen 2012
  • 32. In Summary: Navigating negative news (2/3) 31—  Once a crisis has occurred: ¡  Bring situation under control ÷  Reduce public uncertainty ¡  Analyze and gather all facts ÷  Do not speculate, release only verified information ÷  Never purposely mislead key stakeholders, media, or public ¡  Keep internal and external stakeholders informed—  Communicate with media ¡  Expressing concern is not expressing guilt ¡  “I don’t know” is acceptable ¡  Always be accurate, always be consistentDana Chen 2012
  • 33. In Summary: Navigating negative news (3/3) 32—  Follow through: ¡  Maintain dialogue with key stakeholders, media, public as appropriate ¡  Follow contingency plans to minimize impact on operations ¡  Post-crisis, evaluate what happened ÷  Make necessary changes to SOPs, crisis plan or protocols ¡  Seek opportunities to leverage what’s learned from crisis into positive newsDana Chen 2012

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