Whats The Role Of Social Media In Bcm   Dominique C Brack, SBCI
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Whats The Role Of Social Media In Bcm Dominique C Brack, SBCI

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Social media presents a pool of opportunities for the growth of businesses. It is now easier for enterprises to market their products easily and cheaply, promptly respond to customer’s enquiries, ...

Social media presents a pool of opportunities for the growth of businesses. It is now easier for enterprises to market their products easily and cheaply, promptly respond to customer’s enquiries, among other benefits. On the other hand, it also poses huge risks to them. It is now easier for unhappy customers to complain and share their bad experiences with anyone on the web. Former employees can spread falsehood or some company secrets that may not be fit for public ears. Competitors can easily take advantage of your company’s crisis by escalating the woes of another and throwing a minor crisis out of proportion using the social media.

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Whats The Role Of Social Media In Bcm Dominique C Brack, SBCI Presentation Transcript

  • 1. STREAM C Thought Leadership WHAT’S THE ROLE OF SOCIAL MEDIA IN BCM?The two sides of Social Media: Social Media as avery specific scenario for disaster or social media within a disaster
  • 2. About me • International Consultant – Australia/ Europe – China – Vietnam – Malaysia • Banking/ FinanceDominique C. Brack, SBCIwww.Reputelligence.com R t lli • Military/ Governmentdbrack@reputelligence.com • Highly strategic • New media N di
  • 3. • The two sides of Social Media – Social Media as a very specific scenario for disaster or – Social media within a disaster
  • 4. WHAT IS SOCIALMEDIA? AQUICK PRIMER
  • 5. Question tothe business?
  • 6. Discussion
  • 7. A View
  • 8. Conclusion
  • 9. Why me?
  • 10. A RISK VIEW
  • 11. Ignorance •Underestimation (lack of knowledge) Senior Management/  Executives DataSensibility Frustration •Overestimation New Employees/ Gen Y IT‐ Affinity
  • 12. Best case Ignorance •Underestimation (lack of knowledge) Senior Management/  Executives DataSensibility Frustration •Overestimation New Employees/ Gen Y IT‐ Affinity
  • 13. Social media incidents follow a very specific pattern and y p pdynamic. Understanding the pattern and dynamic behindsocial media events and incidents can significantly improveresiliency. When does an incident become a crisis?THE PROBLEM LIFE CYCLE
  • 14. Lifecycle Level ofPublic interest/ # involved parties Influence •Government CLM Zone •Bodies •Groups •Public Media, •Politicians •Press •Activists, Level of •Scentists Formalism •Intellectuals •Academia •Personal •$ •$ •$ •$ •$•$ •$•$•$ •$ •$ •$ •$ •$ •$ •$•$ •$ •$ •Involvement •Single •Trend Single T d •Systemic S stemic •Request Req est •Claim Claim •Formal •Settlement •Latent S ttl t L t t Event •Claim •Regulation Time
  • 15. CLM Zone• Characteristics: – Everything is happening at light speed ey g s appe g a g – Hyper transparency is expected – Dialogue are as important as information – Within a crisis you have a million friends – There are no secrets – Update y p your CV
  • 16. Response Before C i i B f Crisis During C i i D i CrisisMonitoring/ Weekly reporting. Daily or even hourlyReporting Monitoring of all relevant media monitoring. (internet, print etc ) (internet print, etc.)Stakeholder Relationship building establishing trust Involvement of the supportersAnalysis and credibility with supporters. Sustain and allies. and develop relationships plan and execute exercises and project. Rally with your allies. Bonding.Communic Establishing a communication strategy. Activation of the collaborationation Identification of the key stakeholder in platform. EstablishingStrategy your industry. Train staff. Building a communication. collaboration platform. Dark web. pResponse Development of a company blog, Use of the existing website, twitter handle, YouTube etc. communication channels and Manifest your social media presence. paths. Distribute information Claim Cl i your space. timely and lead the di l ti l d l d th dialog.
  • 17. "THE TIME TO REPAIR THE ROOFIS WHEN THE SUN IS SHINING.“- JOHN F KENNEDY F.
  • 18. SELF INFLICTING/INTERNALSOCIAL MEDIA CRISES
  • 19. ExamplesStreisand Effect
  • 20. Examples
  • 21. An internal crisis can turn in a heartbeat into a full blownmedia crisis with material damage to your company.EXTERNAL SOCIAL MEDIACRISIS
  • 22. Dell• Jeff Jarvis• A worn out case study?
  • 23. Today
  • 24. Today• Over 24,000 Dell employees have undergone social media training.• Some 3,000 became internally certified to use social media on behalf of the company (3 training courses).• Customer service and social media responders for 11 languages.
  • 25. AGGREGATION IS THE KEYWORD
  • 26. Examples
  • 27. Exampleshttp://www.google.com/search?q=nestle+killer&hl=en&client=firefox
  • 28. Examples
  • 29. Speed27 Minutes Before Press
  • 30. Reactions• Even if the users shown tweeted it first, I wouldn’t believe it for a second until I heard it from a reputable media outlet, so in the end, who really cares who broke the news first?• There are only a few things where 27 g minutes would make a difference to me; impending tsunami, foreign attack, etc.
  • 31. HOW TO USE SOCIAL MEDIAFOR CRISIS MANAGEMENT
  • 32. Examples Research In Motion •Mike Lazaridis Mike •straightforward explanation •without offering a timeline •Tttw “apologize”: 18 seconds
  • 33. Examples JetBlue •David Neeleman •early adopter, 2007 •130,000 stranded passengers •clearly working without a script •never explicitly apologized •lost his job a few months later
  • 34. Examples Domino’s Pizza •Patrick Doyle •YouTube apology •members dismissed •felony warrants for their arrest •Tttw “apologize”: 14 seconds. p g
  • 35. Examples Who Tttw (in sec ) sec.)Skype, CEO Tony Bates 13Groupon CEO Andrew 34Mason’sNetflix CEOReed Hastings Hastings, 17COO Andy RendichEurostar CEO Richard Brown 5BP Tony Hayward 38Sony Kazuo Hirai 19Toyota Jim Lentz, Jon Williams 20 (240)
  • 36. HOW QUICKLY CAN YOU MAKEYOUR CEO APOLOGIZE?
  • 37. SOCIAL MEDIA CRISIS A VALIDBCM EXERCISE ? !
  • 38. How• Identify the kind of crisis you could face. – erroneous tweet – rogue employee – full scale industrial accident• Work that across different channels like Facebook, Twitter, video channels, blogsg and online media.• It’s about as close to managing a real crisis It s as you can get.• Adrenalin and stress levels throughout the simulation are high.
  • 39. Debrief• M k copies and record all tweets, status updates, blog Make i d d ll t t t t d t bl comments, etc.• Keep copies of all digital communication p p g• Analyze website traffic and search volume patterns• Where did the crisis break?• When?• Where did it spread, and how?• Did your internal notification work? (who detected it first ?)• How did your response protocol work?• Any supporters/ allies rising to y y pp / g your defense? ( (THX!) )• Employees informed?• Information Gap public and internal?
  • 40. Tips• Constantly monitor. • Know the difference• Key things to track: between a social media – Organization name i i attack and a single – CEO and other high- negative comment. profile people • Be able to respond in – Marquee products or real time to negative services by name publicity. Waiting a – Social S i l media accounts (if di t single day can be too not tracking with social media tools) late. – Your blog name • Understand the impact – Your events that a social media – Competitors C tit attack could have on your company.
  • 41. Contact
  • 42. ? Answer  Answer Quest‐ Q Yes Y YesStart known Answer ions ? ? No No Thank the  Tell the time  audience is up, sorry! Leave the  room