Crisis Management in a Multi-channel World

  • 269 views
Uploaded on

A presentation by Nick Sharples, CEO of CrisisVu on the challenges facing crisis managers in the new multi-channel world. In this world, in which marketers are increasingly taking ownership of social …

A presentation by Nick Sharples, CEO of CrisisVu on the challenges facing crisis managers in the new multi-channel world. In this world, in which marketers are increasingly taking ownership of social media channels within the enterprise, the question of who owns or controls social media in a crisis is one that demands clarity and transparency. For more information about CrisisVu, please go to www.CrisisVu.com , follow us on Twitter @CrisisVu or call us on:

+44 (0)207 125 0802 or
+44 (0)7786 114 870

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • Nick, you have a great piece of software however I know only too well from managing countless Crisis situations in social media that Twitter is definitely not the only place conversations spread fastest from... CrisisVu will be brilliant for the 'War Room' approach to managing a large scale incident.

    I'll share this on the Crisis Management in Social Media Group on Linkedin.
    Are you sure you want to
    Your message goes here
    Be the first to like this
No Downloads

Views

Total Views
269
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
2
Comments
1
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • The marketing landscape is ever-changing. The current demand for a multi-channel marketing approach means marketers are under pressure to deliver their message through an increasing range of delivery platforms and channels to reach their target audience at every stage of the buying process. Content marketing, the new relatively new marketing buzzword, is simply a matter of creating relevant and engaging content for each of the channels and platforms now used by marketers to reach stakeholders and prospective customers.The exponential increase in the number of smartphones and tablets has now enabled marketers to engage with consumers in real time, at any time. Similarly, the number of channels through which prospects and customers can engage with a company is higher than it’s ever been before.Such a rise in channels, and the platforms that have sprung up to service those channels,has fundamentally changed the way in which consumers will engage with a brand. Hand in hand with this there has been a shift in how marketing departments are structured and operate. With an increase in the variation of channels comes growth in specialism and expertise. Many marketing departments now operate in teams or silos which are no longer just split across products or brands but are now also responsible for a single consumer engagement channel. The customer journey has become so complex, and the amount of data that the journey now delivers to marketers is such that it is increasingly difficult for marketers to track where a sale has come from, and how best to interact with that consumer in the future.
  • One of the more succinct and easy to understand explanations of multi-channel marketing and its associated discipline of content marketing. http://www.youtube.com/watch?v=4NyXzir2yKg
  • The ‘Conversation Prism’graphic from Brian Solis and Jess3 shows the number of channels available to marketers through which the brand can communicate with itscustomers and through which customers and prospective customers can engage with the brand. Round the outside are the channels that are now available and the icons on the inside of the coloured petals are the many platforms that support the channel. As marketersstrive to increase the number of channels, and the content within them, the amount of data being made available grows exponentially and is rapidly becoming overwhelming.
  • Brands typically use 6 channels to engage with their customers and stakeholders. The online channel is by far the most popular with over 76% of brands using it. This channel incorporates all of the platforms and routes shown in the Conversation Prism, together with the more than 300 additional new platforms and channels being considered for inclusion in Version 4.
  • Revoo is a great example of a company that started off with its own stand alone review website. Over a relatively short period of time it transitioned to embedding its reviews for products into the appropriate brand websites. It then started developing a community for those who were looking to buy products and has moved on more recently to a feature that allows prospective purchasers of a product to ask existing owners for their opinions, even though they may not have published a review on the site.This evolution towards developing a 360 degree relationship with consumers, both purchasers and prospective purchasers is typical of the way in which such platforms are growing and exploiting communities of interest.Whilst it is all well and good for brands to get such extensive coverage of their products when those products are well received by consumers, when things go wrong and consumers start to criticise or complain, the very channels created by marketers to promote the brand can be used to attack it. With best practice now suggesting that censoring of such sites is counterproductive, the brand can find itself having to accept the presence of negative comment on a site that was created to promote positive comment.
  • According to IBM, the worldwide explosion in data and information is doubling every two years. The problem facingcompanies, and marketers in particular is data overload.Hardly surprising then that over 70% of global Chief Marketing officers in a recent IBM survey said that the explosion in data was their single biggest concern and they felt unprepared to deal with it. Or, to use a well known marketing quote, they still don’t know which 50% of their marketing spend is proving effective.
  • During the first US presidential debate a fully-fledged Twitter crisis opened up for KitchenAid USA. An insensitive tweet about President Obama’s grandmother was posted to their Twitter account, instead of the personal handle of a KitchenAid staff member.
  • The offending tweet, posted just before 9pm, was quickly deleted and head of branding for KitchenAid USA, Cynthia Soledad, posted several apologies and assurances on Twitter around 15 minutes later. Whilst the mistake was addressed quickly there has been some damage to the company’s reputation, with users posting tweets saying they would be ditching their appliances for other brands.Once the initial storm had died down it was recognised that Kitchen Aid had responded effectively to a potentially damaging tweet and that by doing so within 15 minutes had averted a potentially much more serious situation for the brand.Where brands seek to have a social media presence and engage with their stakeholders through social media there is now an expectation on the part of consumers that those same brands will respond to criticism in an appropriate time scale. This ‘Twitter Time’ has gradually reduced and the 15 minutes taken by Kitchen Aid is now accepted as the new standard for Twitter time, particularly if the brand is responding to a crisis or adverse consumer comment.
  • Corporate communicators charged with protecting the reputation of their company know only too well the overload of information and data that can occur when a crisis breaks. All of these companies have struggled to handle crises in recent months and in O2’s case their network outage resulted in over 200,000 tweets to the company in the two days of the crisis. Such volumes of tweets and other social media comment are no longer unusual during a crisis, a public event or a major product launch. The traditional way to monitor such volumes of data, and attempt to identify those bits of data that are business critical , particularly for those conversations taking place online, is through a media monitoring dashboard provided by one of the 230 odd media monitoring companies in the market. During the Olympics, when Surrey Police hosted the Olympic cycle race they had 4 people working 24/7 monitoring Twitter and tweets were coming in so fast that the tweets were scrolling like the symbols in a slot machine.
  • While dashboard solutions can show large amounts of information about your data, such as this one from market leader Radian6, much of it is irrelevant when trying to manage a crisis or monitor a major event or product launch in real time. The relatively small pane allocated to tweets in most solutions is rapidly overwhelmed when a topic starts to trend or gather interest, making it very difficult for managers to appreciate the significance of the comments and to respond effectively with clarity of the situation.
  • CrisisVu takes a revolutionary approach to monitoring Twitter that provides a ‘single glance’ live overview of the buzz in your particular Twitterverse. Whether there are 10 tweets or 100,000 tweets that you need to be aware of, CrisisVu presents them all in a single clear and elegant ‘Vu’ that allows you to appreciate the significance of the situation and monitor new or trending topics as they occur.With the ability to respond and manage conversations directly from the Tweetpane, CrisisVu is the modern and intuitive solution to managing issues and crises, tracking marketing effectiveness and engaging with customers.
  • With online and social media platforms proliferating throughout the enterprise, and increasingly being managed and budgeted for in many different divisions and departments, clarity of ownership is increasingly important in the event of a crisis. Often however, words such as responsibility, ownership, influence and control mean different things to different people and to different departments. To manage the diversity of ownership it is essential that these words are clearly defined and understood by each social media stakeholder within the business. When responding to a crisis it is increasingly important that the manager has delegation of authority to act on behalf of the brand as well as access to the channels and platforms needed to do so, wherever they happen to be held or managed, owned or controlled.
  • Whilst the principles of crisis management are long established and Best Practice is generally well understood it is in the nature of businesses that other factors often prevent such Best Practice from being implemented. Human factors and cultural issues are those that most often intervene and navigating such cultures can prove daunting when trying to establish a comprehensive crisis management plan that relies upon engagement and approval from multiple stakeholders.
  • One way of cutting through the cultural issues and establishing a win-win situation for all is to follow a four step process that embeds collaboration and makes the iterative steps that much easier.
  • Aiming for a win-win situation

Transcript

  • 1. Crisis Management in a multi- channel world Resolving the ownership of Social MediaNick SharplesFounder and CEO
  • 2. Agenda• Understand the recent proliferation of digital channels and techniques that have the potential to derail your organisations crisis response• Examine some of the human and structural issues preventing effective crisis management planning
  • 3. The New Multi-channel Paradigm• The Marketing revolution – content marketing
  • 4. http://www.youtube.com/watch?v=4NyXzir2yKg
  • 5. www.theconversationprism.com©Brian Solis and JESS3
  • 6. The New Multi-channel Paradigm• The Marketing revolution – content marketing• The Data Explosion and the rise of Big Data
  • 7. The Data Explosion
  • 8. The New Multi-channel Paradigm• The Marketing revolution – content marketing• The Data Explosion and the rise of Big Data• Consumer Expectations and Twitter Time
  • 9. The New Multi-channel Paradigm• The Marketing revolution – content marketing• The Data Explosion and the rise of Big Data• Consumer Expectations and Twitter Time• The monitoring and responding challenge
  • 10. Recent Crises
  • 11. Agenda• Understand the recent proliferation of digital channels and techniques that have the potential to derail your organisations crisis response• Examine some of the human and structural issues preventing effective crisis management planning
  • 12. Legacy Status InfluenceEgo
  • 13. A Possible ApproachA four step process for most companies: – Establish a Social Media Steering Committee – Engage the Committee in addressing, understanding and resolving any social media issues around any potential crisis. – Modify the Crisis Plan having secured consensus and engagement from the Committee. – Present back the modified plan to the Steering Committee and secure approval, then implement any changes using the authority of the Committee to drive through any changes needed.
  • 14. Social Media Steering Committees• Multi disciplinary (Corp Comms, Marketing, Digital, Customer Services, Community Management, HR, Legal,etc)• Set Strategic direction, guiding principles• Establish ownership, accountability, roles and responsibilities (and what they mean)• Develop the business case for funding if required
  • 15. Crisis Management in a multi- channel world Resolving the ownership of Social MediaFor more information about CrisisVu, please go to www.CrisisVu.com , follow us onTwitter @CrisisVu or call us on:+44 (0)207 125 0802 or+44 (0)7786 114 870Nick SharplesFounder and CEO