The document provides information on managing unexpected situations and crises that can occur on social media. It discusses tips for handling social media disasters such as responding quickly and empathetically. Examples are given of crises experienced by companies like Domino's Pizza, Gap, United Airlines, and Maker's Mark. The importance of monitoring social media and having a prepared crisis response plan is emphasized. Advice is also provided on addressing different types of negative commenters, such as complainers and trolls, in a constructive manner.

1. [ MANAGING THE UNEXPECTED ]

2. Brand Reputation | The Reputation Economy
• In The News
• Net Promoter Score
• The Reputation Economy
• Social Media and PR Disasters
• Tips for Handling Social Media and PR Disasters
• Social Media Complainer Personas
• Responding to Trolls, Negative Comments
http://www.reputationinstitute.com/
[ MANAGING THE UNEXPECTED ]

3. [ IN THE NEWS. . . ]
Are Sponsored Social Posts the Most
Effective Marketing Channel?
• Social media users say sponsored social
messages are equally—if not more—
effective as other types of marketing
tactics, according to the results of a July
2015 survey.
• Sponsored social messaging on still-
maturing platforms like Periscope,
Snapchat and Instagram scored higher
than on “traditional” social platforms,
such as Facebook and Twitter.
Source

4. [ IN THE NEWS. . . ]

5. [ IN THE NEWS. . . ]
Facebook may also be building
a Kickstarter competitor
In yet another bid to become
the Internet, Facebook quietly
introduced a new tool to help
nonprofits raise money for
social causes and disaster relief.
The fundraising app, which lets
nonprofits create campaign
pages for donations directly on
the platform, is being tested
with 37 partner organizations.
Source

6. [ IN THE NEWS. . . ]
Source
Google+ has a new look.
The social network everyone
loves to scorn hinted earlier
this year that Plus would focus
more on uniting people based
on interest. The new design—
currently opt-in only—is the
fruit of that strategy.
The refinements put Google+'s
Communities and Collections
front and center, and boasts a
rebuilt, streamlined look across
mobile and desktop.

7. Net Promoter
From Wikipedia, the free encyclopedia
Net Promoter is a management
tool that can be used to gauge the
loyalty of a firm's customer
relationships. It serves as an
alternative to traditional
customer satisfaction research.[1]
[ NET PROMOTER SCORE ]

8. Net Promoter
From Wikipedia, the free encyclopedia
“Net Promoter Score" is a
customer loyalty metric developed
by (and a registered trademark of)
Fred Reichheld, Bain & Company,
and Satmetrix. It was introduced
by Reichheld in his 2003 Harvard
Business Review article "One
Number You Need to Grow".
[ NET PROMOTER SCORE ]

9. The Net Promoter Score, or NPS®, is based on the fundamental
perspective that every company’s customers can be divided into
three categories: Promoters, Passives, and Detractors.
By asking one simple question — How likely is it that you would
recommend [your company] to a friend or colleague? — you can
track these groups and get a clear measure of your company’s
performance through your customers’ eyes.
[ NET PROMOTER SCORE ]

10. The Net Promoter Score, or NPS®, is based on the fundamental
perspective that every company’s customers can be divided into
three categories: Promoters, Passives, and Detractors.
Customers respond on a 0-to-10 point rating scale and are
categorized as follows:
• Promoters (score 9-10) are loyal enthusiasts who will keep
buying and refer others, fueling growth.
• Passives (score 7-8) are satisfied but unenthusiastic customers
who are vulnerable to competitive offerings.
• Detractors (score 0-6) are unhappy customers who can damage
your brand and impede growth through negative word-of-
mouth.
[ NET PROMOTER SCORE ]

11. [ NET PROMOTER SCORE ]
Source

12. [ NET PROMOTER SCORE ]
Source

13. [ NET PROMOTER SCORE ]
Source
Net Promoter Score Benchmark Study, 2015
• USAA’s insurance business earned the highest NPS (70), followed by Lexus (62) and
Mercedes-Benz (62).
• Comcast TV service (-17) earned the lowest NPS, followed by two firms that also had
scores below -10: Time Warner Cable TV service and McDonalds.
• Nine companies fell 30 or more points below their industry averages: RadioShack,
McDonalds, eMachines, Travelers, Super 8, 7-Eleven, and Spirit Airlines.
• Nine other companies improved by more than 15 points: AirTran Airways, Baskin
Robbins, Virgin America, Regions Bank, Citizens Bank, BMW, Southern California Gas,
Morgan Stanley Smith Barney, and Food Lion.

14. [ NET PROMOTER SCORE ]
Source

15. [ NET PROMOTER SCORE ]
Source
The value of a positive online share is 9.5 percent, which means
that shared reviews or recommendations over social networks
increase the value and desirability of products.

16. [ THE REPUTATION ECONOMY ]
2012 Reputation Institute

17. Forbes: http://onforb.es/ZkZ4VX
What is the reputation economy?
• The reputation economy is an environment where brands are
built based on how they are perceived online and the promise
they deliver offline.
• It’s a marketplace where professionals are treated like products,
and are rated, commented on, and judged based on reputation.
• Positive brand interactions will amount to new opportunities
and negative ones will diminish a brands reputation publicly.
• In a sense, this economy will create a marketplace that will
serve as a modern permanent record for personal brands, and a
centralized database for recruiters worldwide.
[ THE REPUTATION ECONOMY ]

18. [ THE REPUTATION ECONOMY ]
Source

19. [ SOCIAL MEDIA & PR DISASTERS ]

20. [ WHAT HAPPENED? ]
Domino’s Pizza Employee’s Handling of Food
Domino’s Pizza employees posted a video of poor food handling on
YouTube. The video quickly went viral on social media channels and
was seen by millions of people.
The story was picked
up by major media
outlets. This hurt
Domino’s reputation
and sales decreased
significantly after the
crisis.

21. [ THE RESPONSE ]
Domino's Pizza Australia - We're Serious About Food Safety
(Disgusting Dominos People Response)

22. [ WHAT HAPPENED? ]
October 2010
Brought into the world on Gap.com on October 4, 2010, the logo
was supposed to signify Gap’s transition from “classic, American
design to modern, sexy, cool,” according to company
spokesperson Louise Callagy.
Source: http://on.mash.to/10jsvt3

23. "Ok. We’ve heard loud and clear that you don’t like the new logo. We’ve
learned a lot from the feedback," the company said on its Facebook Page.
"We only want what’s best for the brand and our customers. So instead of
crowdsourcing, we’re bringing back the Blue Box tonight."
The backlash against Gap's new (and now defunct) logo was intense. Beyond
the thousands of tweets and Facebook status updates deriding its design,
people found other creative ways to protest the new logo. A fake Twitter
account has gathered thousands of followers, and Gap logo generators have
quickly gone viral.
Source: http://on.mash.to/10jsvt3
[ THE RESPONSE ]

24. In the spring of 2008, Sons of Maxwell were traveling to Nebraska
for a one-week tour and my Taylor guitar was witnessed being
thrown by United Airlines baggage handlers in Chicago. I discovered
later that the $3500 guitar was severely damaged.
They didn't deny the experience occurred but for nine months the
various people I communicated with put the responsibility for
dealing with the damage on everyone other than themselves and
finally said they would do nothing to compensate me for my loss.
Source: http://socialmediatoday.com/SMC/109126
[ WHAT HAPPENED? ]

25. After United repeatedly declined to reimburse him for the damage,
Dave Carroll wrote a now-famous song decrying their customer
service and their brand. It was funny, justified and smart.
Source: http://huff.to/13cCnss
The damage to United's brand was undeniable.
• The YouTube video was posted on July 6, 2009. It amassed
150,000 views within one day, prompting United to contact
Carroll saying it hoped to right the wrong.
• The video garnered over half a million hits by July 9, 5 million
by mid-August 2009, and 10 million by February 2011.
[ WHAT HAPPENED? ]

26. After his song made its way across the Internet, Carroll
received a call from United offering to pay for his beloved
guitar. As you'll see, Carroll politely declined.
[ THE RESPONSE ]

27. Maker's Mark had emailed loyal customers on Feb. 9 to say it was
lowering its proof to 84, or 42% alcohol, in order to address a
supply shortage driven by bourbon’s surging popularity in the
United States and certain other markets like Australia, Germany,
and Japan. The announcement, first reported by Quartz, spread
quickly in social media, rising from a small firestorm to an all-out
backlash.
The company defended
itself in interviews,
saying the taste wouldn’t
change, but it didn’t
help.
[ WHAT HAPPENED? ]

28. Maker’s Mark said today that
it will not reduce the amount
of alcohol in its bourbon after
a weeklong backlash on social
media chastened the famed
distillery.
The reversal speaks to how brands often misjudge their relationship
with customers, who can now vote more powerfully with their
Twitter accounts than with their wallets.
“What we’ve learned is that this is the customer’s brand,” Maker’s
Mark COO Rob Samuels, grandson of the bourbon’s creator, said
today in an interview. “It was an overwhelming response, we
listened all week, and tomorrow morning we’ll immediately return
Maker’s Mark to 90 proof.”
[ THE RESPONSE ]

29. RIM’s Lack of Response to Blackberry Outage is Bad CSR
Millions of BlackBerry users remained without service on
Wednesday (Oct. 2011) as a three-day outage spread to North
America. It’s coming up on the fourth day of outages and RIM still
has not managed to sort out the problem with its private server
which as left millions of Blackberry users with no connectivity.
Blackberry has already been steadily losing market share to Apple
and Samsung and this kind of PR/CSR fiasco only emphasizes the
reasons why customers have fled.
[ WHAT HAPPENED? ]
Source

30. After nearly four full days of global RIM BlackBerry service
outages, RIM founder and co-CEO Mike Lazaridis finally stepped
forward to offer his apologies for the service disruptions.
[ THE RESPONSE ]
https://youtu.be/zQ1esvGae_s

31. [ GETTING AHEAD OF THE ISSUE ]
Zappos CEO: Transparency helped employees during layoffs
In November 2008, Zappos.com, the online shoe retailer, very
publicly laid off nearly 8 percent of its workforce. The truth is, the
company didn't intend for everything to be so public. It just was,
due to the social media darling's corporate culture of transparency.
To some companies, this might've created bit of a public relations
nightmare or a crisis to manage. For Hsieh and his team, it was
something to embrace.
Source

32. If you watched the Zappos employee Twitter feed post-layoff, you would've seen
a few things:
• Centralized reaction, which allowed the company insight on how to best
handle sensitive situations with both laid off and current employees
• An outlet for each employee to react in a way that they know they would be
heard -- by management, fellow employees, the media, and other listeners
• Public, thoughtful interaction between employees and management
• Laid off employees using the venue to plant seeds for future employment
opportunities
• Communication with other laid off employees of other companies, and a new
birth of networking
Source: http://www.zdnet.com/blog/feeds/zappos-ceo-transparency-helped-employees-during-layoffs/309
[ GETTING AHEAD OF THE ISSUE ]

33. [ SOCIAL MEDIA CRISIS RESPONSE TIPS ]
Every company should have an updated, readily accessible
social media crisis plan that represents each of its
departments, because a crisis can range from an executive faux
pas to poor customer service to a product malfunction.

34. • Cross training your response team over time will increase the strength,
speed and agility of your brand crisis management action plan, and close any
gaps that might occur from vacations or staff change.
• Reply and respond to the crisis first where the crisis began! If the crisis
erupts on YouTube, the first response should be from your video guru from
the department most closely tied to the crisis subject, not a Facebook post.
Yes, all social networks will get involved over time, but do appropriate triage
at the start.
• Set up a monitoring dashboard for keywords, customer names and user
names that will help you follow up after the crisis is resolved. Having that
report will help prevent the problem from recurring.
Source: All-Star Social Media Crisis Response for Brands; Salesforce Marketing Cloud
[ SOCIAL MEDIA CRISIS RESPONSE TIPS ]

35. • Don’t jump on a trending topic without checking out why it is trending! If the
brand is trending because of a tragedy, you will need to approach your crisis
solution with great sensitivity. If it’s trending because of satire or parody, you
will need to approach it with humor. To jump in with your defensive mode
turned on may lead to greater issues. Be aware!
• A crisis may need C-level intervention or response if it involves legal issues or
violations, employee misconduct, fraud or something similar. In these cases,
the first response should come from the top. An example would be the
Dominos Pizza YouTube scandal, which involved health violations and
employee misconduct.
Source: All-Star Social Media Crisis Response for Brands; Salesforce Marketing Cloud
[ SOCIAL MEDIA CRISIS RESPONSE TIPS ]

36. [ 5 TYPES OF SOCIAL MEDIA COMPLAINERS ]

37. [ COMPLAINER-CUSTOMER PERSONAS ]
• For every complaint expressed, more than 25 go unregistered, according to
some studies; rather than complain, the vast majority of those dissatisfied
customers simply take their business elsewhere.
• More and more consumers are now using social media to interact with brands;
yet, most customer complaints, questions, and comments remain unanswered
by those brands.
• Social media is an empowering channel for consumers and gives many of them
a voice, because they wouldn't otherwise have the time, resources, or energy
to actively log complaints through traditional channels.
• Accordingly, social media now plays a unique and increasingly critical role in
protecting both brand equity and customer loyalty.
Source: MarketingProfs.com; http://bit.ly/ZdFibN

38. Source
[ COMPLAINER-CUSTOMER PERSONAS ]

39. [ COMPLAINER-CUSTOMER PERSONAS ]
Source

40. [ COMPLAINER-CUSTOMER PERSONAS ]
Source

41. [ COMPLAINER-CUSTOMER PERSONAS ]
Source

42. [ COMPLAINER-CUSTOMER PERSONAS ]
Source

43. [ COMPLAINER-CUSTOMER PERSONAS ]
Source

44. [ RESPONDING TO NEGATIVE COMMENTS ]

45. “How you handle a negative comment says much more
about you than the comment itself,” said Shama
Kabani, CEO of The Marketing Zen Group. “Removing a
comment can lead to others accusing you of censorship
and, at worst, can lead to a PR disaster.”
[ RESPONDING TO NEGATIVE COMMENTS ]

46. WHAT IS A TROLL?
• Trolls are a type of public spam that is usually illicit and unrelated
to your business. Their language is strong and emotive and it is
designed to get you to react. If you respond they win.
• They are hunting for attention and gain their energy by eliciting a
response on a public forum that they don’t deserve. Usually they
don’t have a large social network audience of their own but are
relying on your social networks to leverage and amplify the
message.
Source
[ RESPONDING TO NEGATIVE COMMENTS ]

47. UNFORTUNATELY, TROLLS ABOUND IN THE ONLINE WORLD AND CAN
DROWN OUT THOSE OFFERING CONSTRUCTIVE CRITICISM.
• How can you tell the haters from those that are worth
responding to?
• How can you manage your time when it comes to responding
to criticism?
Advice
Taking a proactive presence on social media will allow you to
respond and have a better chance of controlling your brand
image online. Don’t just delete.
Source
[ RESPONDING TO NEGATIVE COMMENTS ]

48. 4 SOCIAL MEDIA MONITORING AND MANAGEMENT TIPS
Before you engage in any responses to complaints, consider the
following general policies as a guidelines to how you monitor and
manage your handling of negative comments and complaints.
1. Track all complaints (this can be done internally or externally by a
“community manager”)
2. Respond quickly in public
3. Stay positive publicly
4. Deal with details privately
This will assist you in stopping minor issues becoming a major public
relations disaster.
[ RESPONDING TO NEGATIVE COMMENTS ]
Source

49. VALID COMPLAINTS AND TROLLS
Negative comments come in two main types: Valid complaints and
Trolls. Real complaints are problems that customers are having with
your products or services that you need to address.
Valid Complaints.
When a valid customer complaint shows up on one of your social
media sites, take action quickly.
1. First, document the comment in case it ends up being deleted so
that you can keep track of the conversation.
2. Take some time to think through a response. Don’t take the
comment personally. The customer has had a frustrating
experience with your product and is seeking you out, giving you a
second chance.
3. Handle the issue with tact and respect.
[ RESPONDING TO NEGATIVE COMMENTS ]
Source

50. RESPONDING
• When you respond, use a respectful and even playful tone to
keep the mood light and friendly. Admit that you messed up.
Use your customer service policy here: the customer is always
right (unless it is a completely unfounded complaint).
• Publicly send an apology on the social media site because you
are dealing with more than just that one customer.
• Privately contact the customer who complained and fix the
specific problem by giving a discount or some benefit that fits
the problem.
[ RESPONDING TO NEGATIVE COMMENTS ]
Source

51. RESPONDING
• Share how your business plans to fix the problem in the future.
Explain with the appropriate amount of detail what went
wrong and what you have done to fix the problem for all of
your customers.
• The more transparent you are here, the more trust you will
gain from your customers.
[ RESPONDING TO NEGATIVE COMMENTS ]
Source

52. [ RESOURCES ]
http://bit.ly/WEyJ5l http://bit.ly/ZxpLqy

53. [ Questions, Comments, Concerns? ]