Ogilvy On: Social Media for Crisis Management


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TOPIC: A HOW TO approach to dealing with a crisis with Social Media. This is the third in a series of online trainings brought to you by The Wall Street Journal, Ogilvy and GoToWebinar. Asia Pacific director of Digital Influence Thomas Crampton moderated a presentation by Digital Influence Global Managing John Bell and Managing Director of the Global Public Affairs Practice Jamie Moeller.

Published in: Technology, News & Politics
  • I skipped straight to pages 27 - 33 and liked how it explains the steps in phases.
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  • Interestingly, all the crises management strategies was put into play for BP, but they're still in the litigation dock and looking to pay upwards to $60 billion+ in damages, punitive damages, and environmental fines. That's aside from the tens of $millions they spent on crises management.

    Most of the social networking strategy BP's crisis management PR firm used was totally predictable after the first volleys.

    1. The reasonable person approach.
    2. The concerned housewife approach.
    3. The economic concerns.

    When people got wise to that, then came the hired psychopathic trolls.

    When that didn't work, the next step was robotic spamming the comments with pornography and weird sites that contained versus.

    Then there were the mirror Facebook pages and also sites purporting to be against BP.

    The truth of the matter is that once a company loses their reputation, they don't have enough money to buy it back again - the stigma linger on for decades e.g. Exxon.

    The moral of the story is - honesty is the best policy and don't put yourself in a position to generate public animosity.
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  • Great job, more of these please.
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  • Great presentation.
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  • Mycket fluff, men: Slide 17, 27 och några av 'trenderna'!
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  • Need more points:Introduction of Web 2.0
  • http://www.youtube.com/watch?v=su0U37w2tws
  • Zero Hour: crisis hitsHour 6: you’ll know whether the issue breaks into mainstream news. Often bloggers and twitter users will post links to news storiesHour 12: sharing begins to occur – people will be digging the coverage, viewing the videos, sharing it on social networksHour 18: typically begin to see people editorialising about the issue – adding their POV to whatever has happened. Also appearing in searchHour 24: often much of the damage has been done and will continue to build or die offIMPORTANT: the first six hours are critical point where you need to determine whether it’s appropriate to respond, or not.
  • Ogilvy On: Social Media for Crisis Management

    1. 1. Social Media for Crisis Management<br />
    2. 2.
    3. 3.
    4. 4.
    5. 5. Presenters<br />Jamie Moeller<br />Global Practice Director | Public Affairs<br />Ogilvy Public Relations Worldwide<br />John Bell<br />Global Managing Director | 360 Digital Influence<br />Ogilvy Public Relations Worldwide<br />
    6. 6.
    7. 7.
    8. 8. The Executive’s GuideSocial Media for Crisis Management<br />
    9. 9.
    10. 10. Social Media Buzz  Traditional Media Coverage<br />
    11. 11.
    12. 12. How did they do? <br />
    13. 13. AGENDA<br />5 Trends In Digital Crisis Management<br />A Digital Crisis Management Framework<br />5 Keys to Managing the Crisis<br />Next Steps<br />
    14. 14. 5 Trends in Digital Crisis Management<br />
    15. 15. 5 Trends in Digital Crisis Management<br />Everything happens at lightning-speed <br />People demand “hyper-transparency”<br />Dialogue as important as message delivery<br />Search reputation delivers multimedia<br />Brand detractors have the same tools<br />
    16. 16. #1 - Speed<br />The First 24 Hours<br /><ul><li>Bad news spreads faster than ever before via Twitter, Facebook and our collective “lifestreams”
    17. 17. Monitor all relevant consumer generated media, not just traditional media
    18. 18. When responding to emerging crisis, you may need to react fast – in a matter of hours, not days
    19. 19. Have a streamlined approach and a team in place
    20. 20. Experience in social media will help you respond fast</li></li></ul><li>#1 - Speed<br />The First 24 Hours<br />Hour 18<br />Hour 24<br />Hour 12<br />Hour 6<br />Editorial<br />Sharing<br />Micromedia<br />0 Hour<br />CRISIS<br />HITS<br />Mainstream<br />Search<br />Blogs<br />
    21. 21. #2 - Hypertransparency<br />1 Million Forensics Experts<br /><ul><li>There are no secrets anymore – don’t assume you can hide information
    22. 22. Any individual has the power to expose what were once “private” conversations, making them public – expect what you say to be blogged
    23. 23. Be ready to reconcile contradictory business practices
    24. 24. Ensure any CSR efforts are sincere, defensible and authentic</li></li></ul><li>
    25. 25. #3 - Dialogue<br />Get Ready for 2-Way Dialogue<br /><ul><li>One-way messaging doesn’t work anymore in a world where people crave dialogue
    26. 26. Inviting customers into a conversation is the most effective way to build goodwill and brand advocates who will support you if crisis hits
    27. 27. Communicating solely through press releases and scripted interactions doesn’t satisfy
    28. 28. A system for listening is critical to remaining responsive</li></li></ul><li>#3 - Dialogue<br />Get Ready for 2-Way Dialogue<br />
    29. 29. #4 - Search<br />Reputations are Built or Broken in Search<br /><ul><li>80% of Internet users start their session at search
    30. 30. Organic search is sensitive to social media content due to the cross-linking
    31. 31. Google delivers “universal search” making multimedia critical
    32. 32. Difficult to dislodge content once it is in search results</li></li></ul><li># 4 - Search<br />Reputations are Built or Broken in Search<br />
    33. 33. #5 - Detractors<br />Your Detractors Are Resourceful <br /><ul><li>An individual voice can travel around the world more easily today
    34. 34. Small organizations can often be fast and nimble with social media
    35. 35. Listening to consumer generated media is critical
    36. 36. Everyone is an influencer in their own circles, so traffic alone can no longer be the only metric for judging influence</li></li></ul><li>Detractors<br />Your Detractors Are Resourceful <br />
    37. 37. Digital Crisis Management: A Framework<br />
    38. 38. A Framework<br />Digital Crisis Management<br />
    39. 39. <ul><li>MONITOR
    40. 40. Before the Crisis
    41. 41. Establish weekly social media monitoring to complement existing media monitoring reports.
    42. 42. Reports should include analysis of discussion, topline charts or visuals, and clip sheet of the most relevant “hits” across social media (blogs, message boards, micromedia, multimedia, soc nets)
    43. 43. After the Crisis Hits
    44. 44. Expand weekly monitoring reports to daily or hourly reports
    45. 45. Include response recommendations to take action against</li></li></ul><li><ul><li>CULTIVATE
    46. 46. Before the Crisis
    47. 47. Create an Influencer Map to know where your promoters and detractors live online
    48. 48. Consider influencer engagement campaigns during non-crisis times to develop relationships that could be revisited if needed
    49. 49. After the Crisis Hits
    50. 50. Engage influencer in your rapid response efforts as needed: be personal
    51. 51. Monitor pre-identified detractor sites and apply messaging strategy to determine appropriate response</li></li></ul><li><ul><li>PREPARE
    52. 52. Before the Crisis
    53. 53. Develop crisis messaging and adapt it to social media venues
    54. 54. Identify and train marcom staff for social media
    55. 55. Set up online crisis collaboration site
    56. 56. Design and build a crisis dark site
    57. 57. After the Crisis Hits
    58. 58. Turn on dark site or messaging on home page, and use collaboration site to communicate around the crisis in real time</li></li></ul><li><ul><li>RESPOND
    59. 59. Before the Crisis
    60. 60. Develop your brand’s presence & voice on the social Web – a corporate blog, Twitter handle, Facebook page, YouTube channel…
    61. 61. After the Crisis Hits
    62. 62. Actively update home page or dark site
    63. 63. Consider using video to deliver a human message
    64. 64. If corporate, use social web platforms to respond – these are most effective when they are well established and active prior a crisis </li></li></ul><li><ul><li>PROMOTE
    65. 65. Before the Crisis
    66. 66. Build list of keywords (negative and positive) to use for SEO/SEM (Search Engine Optimization/Search Engine Marketing)
    67. 67. Explore leveraging or creating online advertising
    68. 68. Identify potential multimedia responses (photo, video) and key players necessary to create them
    69. 69. After the Crisis Hits
    70. 70. Deploy a keyword buy across major search engines
    71. 71. Create and optimize a variety of multimedia content to help tell your story in multiple ways
    72. 72. Advertise online with crisis messaging (as appropriate)</li></li></ul><li>5 Keys to Digital Crisis Management<br />
    73. 73. 5 Keys to Digital Crisis Management<br /><ul><li>Set up a Listening Post program TODAY
    74. 74. Get C-Suite buy-in on the importance of social media
    75. 75. Identify the top online influencers for your business (and begin building relationships)
    76. 76. Know how you will “speak” online (e.g. Twitter, Blog, YouTube)
    77. 77. Establish Social Media Engagement Guidelines across your marcom team </li></li></ul><li>Motrin: How did they do?<br />C<br /><ul><li>Train your marcom teams in social media
    78. 78. Don’t launch campaigns on a Friday
    79. 79. Make sure you are monitoring through the weekend
    80. 80. Listen first (and test your ideas)
    81. 81. Build relationships w/influencers now
    82. 82. Don’t overreact – find opportunity in crisis</li></li></ul><li>Find Us<br />AsiaDigitalMap.com<br />360 Digital influence Asia Pacific Regional Blog with frequently updated information on social media in APAC.<br />theDailyInfluence.com<br />360 Digital influence Asia Pacific Regional Blog with frequently updated information on social media in APAC.<br />
    83. 83. Thank You<br />John H. Bell<br />Global Managing Director | 360° Digital Influence<br />Ogilvy<br />email john.bell@ogilvypr.com<br />blog: http://johnbell.typepad.com<br />Jamie Moeller<br />Global Practice Director | Public Affairs<br />Ogilvy<br />email jamie.moeller@ogilvypr.com<br />blog: http://www.theintersection.com<br />Thomas Crampton<br />Regional Director - Asia | 360° Digital Influence<br />Ogilvy<br />email thomas.crampton@ogilvypr.com<br />blog: http://www.asiadigitalmap.com<br />
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