Presentation to PR conference in Kuala Lumpur on how social media can be used to communicate during a crisis, focusing on how to prepare and respond.

1. SOCIAL MEDIA
FOR CRISIS
COMMUNICATIONS
KUALA LUMPUR | November 20, 2014
CPC&
Charlie Pownall | CPC & Associates

2. 1. Changing crisis landscape
2. Responding to a crisis
3. Preparing for a crisis
Agenda
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3. • Product quality
• Workplace injury
• Labour dispute
• Closure
• Environmental abuse
• Discrimination
• Leadership ethics
• Litigation
• Supply chain mgmt
• etc
INTERNAL
EXTERNAL
• Nationalism
• Natural disaster
• NGO activism
• Competitor assault
• Hostile takeover
• Customer complaint
• Whistleblower
• etc
Traditional crisis triggers
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4. STRATEGIC
SOCIETAL
TECHNOLOGICAL
OPERATIONAL
BEHAVIOURAL
LEGAL
FINANCIAL
New crisis triggers
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5. The role of social mediaRole of social media
IGNITE AMPLIFY DEEPEN SUSTAIN
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6. Social deepens reputation damage
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7. CPC&
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8. CPC&
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9. • Can strike from anywhere
• Harder to manage
• Shorter & sharper
• Travel faster & further
• Stay longer
Crisis challenges
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10. Harder to manage
Source: Burson-Marsteller, 2013
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11. More rumours & misinformation
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12. Need for dialogue
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13. • Consumer goods & services
• Energy & natural resources
• Professional/local services
• Financial services
• Internet & e-commerce
• Government
• High profile individuals
Who’s most at risk?
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14. 1. Changing crisis landscape
2. Responding to a crisis
3. Preparing for a crisis
Agenda
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15. • Recognise the issue
• Acknowledge the urgency of the situation
• Demonstrate it is being taken seriously
• Express empathy for those affected
Move fast – Holding statement
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16. CPC&
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17. CPC&
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18. Establish the right tone
CONCERN COMMITMENT
CONTROL CONFIDENCE COMPETENCE
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19. CPC&
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20. 1. Move fastRebut rumours & misinformation
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21. CPC&
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22. 1. Move fastTell your story convincingly
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23. CPC&
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24. Apologise on Twitter
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25. CPC&
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26. 1. Changing crisis landscape
2. Responding to a crisis
3. Preparing for a crisis
Agenda
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27. 4. Develop plan & protocols
• Crisis & issues definitions
• Goals & measurement
• Online stakeholders & influencers
• Policies & protocols
• Content, channels & tools
• Team & R&Rs
• Contacts
Social media crisis communications plan
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28. STRATEGIC
SOCIETAL
TECHNOLOGICAL
OPERATIONAL
BEHAVIOURAL
LEGAL
FINANCIAL
Identify vulnerabilities
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29. 2. Listen to audiencesIdentify online threats
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30. Assess impact
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31. MODERATE
High likelihood,
low impact
SEVERE
High likelihood,
high impact
LOW
Low likelihood,
low impact
HIGH
Low likelihood,
high impact
-LIKELIHOOD+
- IMPACT +
Prioritise actions
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32. 2. Listen to audiences
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
Crisis/issue categories
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33. 2. Listen to audiencesPolicies & protocols
• Messaging
• First response
• Ongoing external communications
• Employee communications
• Online influencers
• Online conversations
• Local considerations
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34. MODERATE SEVERE CRITICAL
• 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
• 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
• Extensive breach of
customer data
• Kidnapping of an employee
• Major damage to a firm’s
physical assets during an
earthquake or terrorist
operation
• Platform manager, Listening
squad, Comms
• 24 hours
• Listening squad, Comms, Public
Affairs
• 12 hours
• Comms, Public Affairs, Crisis
team
• 3 hours
Escalation & turnaround
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35. 2. Listen to audiences
• Develop & evaluate social media programs
• Listen to analyse online discussions
• Manage online discussions
• Develop & distribute content
• Create & manage online advertising
Social media crisis team: Skills
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36. 7 steps to crisis readiness
• Create & train team
• Prepare content & channels
• Build relationships
Beyond the plan
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37. QUESTIONS?
COMMENTS?
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38. CPC&
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THANK YOU.
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