CIPR Cymru | Managing a social media crisis

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Presentation on managing crisis communications using social media. Delivered to CIPR Cymru as part of their Social Summer events, 12th April, 2012.

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  • In reality, not as linear as this indicates…..
  • In reality, not as linear as this indicates…..
  • Reality is that most SM crises are level 1 & 2 crises….. Not financial lossThe fluid nature of SM can mean ‘low level’ crises occur/bubble-up regularly and dissipate
  • But the volume of crises is increasing – partly due to sheer increase of adoptionMeans PR professionals exposure to crises will rise and as per Nestle, handled badly can escalate into Level 3 crises…
  • Causes are also interesting…..- social media’s ability to expose bad practice,services or products is key cause of crisis… classic case of saying, not doingAlso influencer relations…. How many people have mapped the social media landscape to identify, understand and build relationships with key influencers?Are these triggers/causes new??? Discuss in more detail later on…..
  • No single source of crisis….. Problematic for effective management with limited resources
  • Managing your own platforms IS NOT ENOUGH…Monitoring of wider landscape is crucialInfluencer relations is crucial
  • Indicates the granular level of interaction – replicated many times over the crisis
  • Extensive and regularly updated FAQs on the blog meant we could sign-post people to single destination for informationBut real-time engagement was still essential – to answer specific questions and demonstrate proactive comms management
  • The Fanta brand was created as a way for the Coca-Cola company to continue trade with Nazi Germany and avoid trade restrictions…….!
  • CIPR Cymru | Managing a social media crisis

    1. 1. Managing Social Media Crises simon collisterCIPR Cymru | social summer 2012
    2. 2. Tonight, tonight!> Social media crises in context> Eurostar case study> Some practical insights> Show and Tell?
    3. 3. What is a crisis?• Cornelissen (2004) argues an organisational crisis is: “a point of great difficulty or danger to an organisation possibly threatening its existence and continuity, that requires decisive change”
    4. 4. What is a social media crisis?Altimeter Group define a social media crisis based onthe possible range of impacts for an organisationA social media crisis is: “An issue that arises in or is amplified by social media, and results in [or is likely to result in] negative media coverage, a change in business process, or financial loss.”
    5. 5. Identifying crisis levels Financial loss Level 3 Change in Level 2 business process Negative media Level 1 coverage
    6. 6. > Anyone remember this…?
    7. 7. > Anyone remember this…? Clever campaign strategy that utilised Nestle’santicipated corporate response and the viral potential of social media
    8. 8. Negative media coverage Change inbusiness process Financial loss
    9. 9. > What’s the current situation?
    10. 10. Negative media coverageChange Inbusinessprocess Source: Altimeter Group: Social Readiness
    11. 11. Source: Altimeter Group: Social Readiness
    12. 12. Source: Altimeter Group: Social Readiness
    13. 13. Source: Altimeter Group: Social Readiness
    14. 14. Significant because it shows that simply managing your own platforms or communities is NOT ENOUGH to prevent or deflect a potential crisis Source: Altimeter Group: Social Readiness
    15. 15. Managing a social media crisis in real-time
    16. 16. Eurostar during normal service
    17. 17. Crises always happen on weekends!
    18. 18. Not normal service
    19. 19. With competitors fueling the fire
    20. 20. So, how did we respond?
    21. 21. > While we had a blog, Twitter account andFacebook Page, these were branded with the‘Little Break, Big Difference’ strapline> ‘Eurostar’ branded profiles weren’t up-and-running
    22. 22. • We used the ‘Little Break’ blog to respond with video and written statements asap• We engaged in conversations taking place on the blog
    23. 23. • FAQs and customer service information was collated from customer queries and published• This was updated in as close to real- time as possible
    24. 24. Using key influencers to spread the word
    25. 25. Twitter responding in action
    26. 26. Facebook responding in action
    27. 27. Normal service resumed?
    28. 28. > Some practical insights
    29. 29. > Be alert to new crisis triggers> Watch for ‘meta-crises’> New technology brings new problems> Facebook timeline and crisis comms> Don’t forget search
    30. 30. > Triggers: remember this? Source: Altimeter Group: Social Readiness
    31. 31. > Are these *new* triggers? Source: Altimeter Group: Social Readiness
    32. 32. > What about meta-crises?> Social media cantrigger a crisis within acrisis> This poses unseenproblems for PRprofessionals that Nestle’s inappropriate response actuallyaren’t 100% social triggered and exacerbated a further, meta-crisismedia savvy
    33. 33. > Adidas social media “Shitstorm”
    34. 34. > Adidas social media “Shitstorm” The ‘shitstorm’ was caused by the fact that Adidasappeared to be deleting critical posts creating a wider ‘meta-crisis’ for the brand
    35. 35. > Beware auto-moderation> Some platforms, e.g. Facebook andHootsuite, apply automatic detection systems tohold or even delete offensive content> Great under normal circumstances but can bea major issue when your organisation is underscrutiny (e.g. Adidas Shitstorm) as it looks likeyou might be censoring communication
    36. 36. > Twitter limits tweets> Twitter limits dailynumber of tweets foraccounts currently setat 1,000> Fine under normalsituations but notduring a crisis
    37. 37. > Facebook Timeline and crisis comms > Greater control for admins over page content and layout > Potential for ‘page hijacking’ minimised > Ability to private message people
    38. 38. > But…> History can potential trigger crises!> Take Fanta for example…
    39. 39. > Greater personalisation limits control > Brands can no longer get an exact overview of what is being said about them on Facebook; friends provide context for what users see > Content only has to include a brand mention, not be from a Page fan or be tagged content
    40. 40. > Don’t forget paid search
    41. 41. > In summary
    42. 42. • Plenty to think about….• The main insight is to not stop thinking… and planning… and thinking… and planning• Continual and rapid evolution of socially mediated communications environment means planning frameworks are good, but require constant re-evaluation and updating
    43. 43. > Time for a Show & Tell?
    44. 44. > Do you have a social media crisis plan in place?> Do you know what a potential crisis might looklike?> Have you mapped your key online influencers?> Have you got monitoring set-up?> Are there any internal barriers to real-timeengagement?
    45. 45. Questions?simon.collister@gmail.com @simoncollister www.simoncollister.com

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