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Boxing Clever: How to Safeguard your Company's Reputation Online

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A short talk on why organisations must reinforce their reputational defences from an online perspective, and how they can do so

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Boxing Clever: How to Safeguard your Company's Reputation Online

  1. 1. BOXING CLEVER HOW TO SAFEGUARD YOUR COMPANY’S REPUTATION IN THE DIGITAL AGE FTP University, Hanoi - December 2016 Amcham Philippines, Manila – June 2015 CPC&
  2. 2. ABOUT CHARLIE POWNALL • Managing Director of CPC & Associates. Previously Regional Managing Director of Burson- Marsteller (Asia-Pacific), WPP, SYZYGY AG, Reuters, European Commission • Over twenty years’ experience in communications planning & strategy, public relations, issues & crisis communications, digital marketing, social media, government communications, political advocacy, speechwriting, journalism • Set up and ran the European Commission's first rapid rebuttal unit. Led communications for 15x over-subscribed SYZYGY AG IPO. Grew Burson-Marsteller's digital/social offer and capability across Asia by average 80% per year • Author, Managing Online Reputation: How to Protect Your Company on Social Media (Palgrave Macmillan, Alpha Books). WPP Atticus Award (2011) for Managing Corporate Reputation in the Digital Age white paper • Global experience; over nine years in Asia. Chairman, Communications & Marketing Committee, American Chamber of Commerce in Hong Kong (2012-15) 2charliepownall.com CPC&
  3. 3. 3charliepownall.com YIN & YANG OF REPUTATION CPC&
  4. 4. 4charliepownall.com CPC&
  5. 5. 5charliepownall.com CPC&
  6. 6. ‘Float like a butterfly, sting like a bee’ Muhammed Ali 6charliepownall.com CPC&
  7. 7. 7 THE FURIOUS CUSTOMER charliepownall.com CPC& https://www.youtube.com/watch?v=PKUDTPbDhnA
  8. 8. 8 charliepownall.com CPC&
  9. 9. 9 charliepownall.com CPC&
  10. 10. 10 charliepownall.com CPC& https://www.youtube.com/watch?v=4ESU_PcqI38
  11. 11. charliepownall.com 11 CPC& THE ACTIVIST ATTACK
  12. 12. charliepownall.com 12 CPC&
  13. 13. charliepownall.com 13 CPC&
  14. 14. charliepownall.com 14 CPC&
  15. 15. THE POLITICAL ATTACK charliepownall.com CPC& 15
  16. 16. charliepownall.com CPC& 16
  17. 17. charliepownall.com CPC& 17
  18. 18. charliepownall.com CPC& 18
  19. 19. • Listen continuously • Respond quickly • Act decisively • Be sensitive and proportionate • Communicate persuasively • Prepare thoroughly • Collaborate closely SO WHAT? CPC& 19 charliepownall.com
  20. 20. THREE PREROGATIVES 20 CPC& 1. Hone your strategy 2. Strengthen your core 3. Sharpen your reflexes charliepownall.com
  21. 21. ‘The hands can’t hit what the eyes can’t see’ Muhammed Ali 21charliepownall.com CPC&
  22. 22. Source: EIU, Clifford Chance - 2014 TOP RISKS FOR BOARDS 22 charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
  23. 23. IMPACT OF RISKS 23charliepownall.com CPC& Source: EIU, Clifford Chance - 2014 Source: Clifford Chance, EIU - 2014
  24. 24. Source: EIU, Clifford Chance - 2014 ISSUES OF CONCERN 24charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
  25. 25. RISK TYPES 25charliepownall.com CPC& • Political pressure • Regulatory changes • Religious/cultural/political controversies • Societal outrage • Cyber attacks • Health scares • Hostile takeover bids • Natural disasters • Political unrest • Sabotage & extortion • Corporate/strategic failure • Corporate governance failure • Fraud/malpractice • Poor employee behaviour • CEO dismissal • Employee injuries/death • Industrial disputes • IT system failures • Product quality EXTERNALINTERNAL ISSUE-LED INCIDENT-LED
  26. 26. • Reputation, reputation, reputation • Cyber attacks, social engineering, confidentiality, privacy • Freedom of expression, harassment, defamation • IP: impersonation, hijacking, copyright, trademarks • Poor employee behaviour/comments • Marketing, social media programmes, automation • Online reviews, customer service • NGO & community activism • Rumours, misinformation, disinformation • Smoking guns ONLINE/SOCIAL MEDIA RISKS CPC& 26 charliepownall.com
  27. 27. IGNITES AMPLIFIES SUSTAINS CPC& HOW SOCIAL MEDIA IMPACTS REPUTATION 27charliepownall.com
  28. 28. RISK PLANNING PROCESS 28charliepownall.com CPC& Identify Assess likelihood Assess controls Assess impact Score & rank Prioritise Develop plan
  29. 29. HIGH MODERATE LOW CPC& -LIKELIHOOD+ - IMPACT + SEVERE SCORING RISKS 29charliepownall.com
  30. 30. 30 Critical • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation Severe • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements Significant • Escalating allegations of use of child labor amongst a company’s suppliers • Community protests about local environmental damage • Campaign by a global NGO to boycott a company’s products Moderate • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign Low • Known though uncontroversial concerns about a product circulating online • Negative online feedback to a media article on employee compensation • A one-off complaint on Facebook by a customer about poor quality product packaging RANKING THREATS charliepownall.com CPC& © Charlie Pownall/CPC & Associates
  31. 31. 31 Source: D. Diermeier - 2008 REPUTATION MANAGEMENT SYSTEM DECISION SYSTEM INTELLIGENCE SYSTEM IMPACT ASSESSMENT EARLY WARNING ALERT FEEDBACK ACTIONABLESTRATEGY-DRIVEN charliepownall.com CPC&
  32. 32. 32 DIGITAL LISTENING/COMMAND CENTRE charliepownall.com CPC&
  33. 33. CPC& BUSINESS INTELLIGENCE REPUTATION MANAGEMENT IP/BRAND PROTECTION MARKETING & COMMUNICATION PUBLIC/PHYSICAL SAFETY COMPLIANCE CYBER SECURITY MARKET RESEARCH CUSTOMER SERVICE EMPLOYEE BEHAVIOUR ONLINE LISTENING TOOL TYPES 33charliepownall.com See: https://charliepownall.com/resources/online-risk-and-reputation-monitoring-tools/
  34. 34. 34 ONLINE THREAT ASSESSMENT QUANTITATIVE QUALITATIVE TONEVISIBILITY VIRALITY INFLUENCE MOTIVATION VALIDITY RELATIONSHIPS CONTEXT IMPACT ON BUSINESS & REPUTATION charliepownall.com CPC& © Charlie Pownall/CPC & Associates
  35. 35. CPC& THREAT ESCALATION SOPs 35charliepownall.com MODERATE SEVERE CRITICAL Issue • An escalating online rumour about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign • Allegations of malfeasance amongst senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements • Extensive customer data breach • Kidnapping of an employee • Major damage to physical assets Threshold(s) • Volume xx/deviance % • Sentiment xx/deviance % • Volume xx/deviance % • Sentiment xx/deviance % • Volume xx/deviance % • Sentiment xx/deviance % Assessment • Platform manager, Listening team, Communications, Topic expert • Communications, Public Affairs, Legal, Topic expert • Crisis Team, Communications Approval • Communications • Public Affairs • Crisis Team Response time • 12 hours • 6 hours • 3 hours
  36. 36. 36 -SEVERITY+ - LONGEVITY + INCIDENT CRISIS PROBLEM ISSUE charliepownall.com FORMULATING THE RIGHT RESPONSE ©CharliePownall/CPC&Associates CPC&
  37. 37. charliepownall.com • Not responding • Responding too slowly • Being dishonest • Being partially honest • Deflecting blame • Over-reacting • Too much disclosure • etc RESPONSE PITFALLS CPC& 37
  38. 38. 38 BUSINESS THREAT RESPONSE OPTIONS TECHNOLOGICAL LEGAL COMMS charliepownall.com CPC&
  39. 39. © Charlie Pownall/CPC & Associates CPC& THREAT RESPONSE TOOLBOX 39charliepownall.com REMOVE MINIMISE RECTIFY HIDEBLOCK SUPPRESS RETRACT REFRAME ATTACK DENY OFFLOAD LEAVE THREATEN EVADEDIMINISH SHARE ARBITRATE ADMIT STRENGTHENREBUILDRESTORE CONVERT REPLACE MITIGATE JUSTIFY LITIGATE PROMOTE PREVENT
  40. 40. CRISIS PLAN 40charliepownall.com CPC& • Definitions – Crises – Incidents – Issues • For each scenario – Roles & responsibilities – Objectives & strategy – Policies, protocols, checklists – Relevant stakeholders/opinion-formers – Pre-approved messages/statements • CMT, R&Rs and contact details
  41. 41. CPC& charliepownall.com 41 TRAIN YOUR TEAMS
  42. 42. CPC& charliepownall.com 42 LEADERSHIP REPORTING Source: Alva
  43. 43. 43charliepownall.com TO CONCLUDE • Many online reputation threats, each of which differ according to the organisation, industry and operating context • Listen carefully to understand the broad range of risks to your business and reputation, and how the internet/social media impact these risks • Digitise your threat listening, decision-making and response systems across all channels in advance of a incident/crisis occurring, ensuring senior management are in the loop • Develop a comprehensive, practical crisis, incident and issue response plan • Respond quickly, firmly, sensitively and proportionately to threats, using the appropriate mix of business, communications, legal and technological tools • Always bear your long-term reputation in mind • Practice hard. CPC&
  44. 44. ‘Plans are useless, but planning is useful’ Dwight D. Eisenhower 44charliepownall.com CPC&
  45. 45. QUESTIONS? 45charliepownall.com CPC&
  46. 46. 46charliepownall.com THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com CPC&

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