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Our Playbook for Digital Crisis and Issue Management 3.0

We set out to answer these questions and ended up writing “Our Playbook for Digital Crisis Management 3.0.” Born out of our global experience preparing for and responding to brand and corporate crises, it’s now part of our global training program.

We wanted to understand how social media was fundamentally changing the way we approach crisis management. We wanted to marry established crisis practices with the most evolved thinking in social media marketing and social business practices. We also wanted to be highly practical – today’s experts need a suite of apps they can quickly access when a crisis threatens to break.

Our Playbook for Digital Crisis and Issue Management 3.0

  1. OurPlaybookforDigitalCrisis&IssueManagement3.0APreviewUnderstanding and Planningfor a Crisis in the Social Media AgeRachel Caggiano | Senior Vice PresidentMay 2013
  2. 2Table of ContentsPurpose ……………………………………………………………………………A New Approach………………………………….………………………………..Crises Today: A Primer ….………….…………………….……………………....Five Trends in Crisis Management Today…..……………….………………….Framework and Apps for a New Approach...……………………………………Case Studies for a New Approach..…...………………………………………....3410172427
  3. 3Crisis Response Has ChangedSocial media has changed how information is spread and how people formopinions. It has changed how brands communicate with stakeholders, and howthose stakeholders communicate with each other. Social media has alsochanged how brands manage their reputations – every day, but especiallyduring times of crisis.Because of these factors, social media has fundamentally changed crisismanagement.In order to effectively help a brand through a crisis – or, more importantly,prevent a crisis – today’s marketers, communicators and public relationspractitioners must also be experts in the social space.Social@Ogilvy has developed a detailed Playbook designed to articulate a newapproach to crisis: one that marries established crisis practices with the mostevolved thinking in social media marketing and social business practices. It’salso designed to be highly practical – providing checklists, templates and othertools that can be quickly downloaded, should a crisis hit.This document offers a preview of that “how-to,” born from our global experiencepreparing for and responding to brand and corporate crises.Social media crises aresteadily on the rise – upfrom 1 in 2001 to 10 in2011 – but, even worse,76% of them werepreventable, had theorganizations invested inproper training.–Altimeter, Social BusinessReadiness, August 2011 Purpose of this Playbook
  4. 4A New ApproachWhy do we need a new approach?There is a growing risk for brands and corporations. While crises haveoccurred since humans started making mistakes, the growth of social medianow makes these mistakes visible to mass audiences in real time.Social media has given groups and individuals an even playing field. It haselevated the “vocal minority,” powered the consumer watchdog, and givenhuge impact to “hacktivists” and socialized groups like Greenpeaceand PETA.It has revolutionized the news cycle. The citizen journalist now feedstraditional media, and vice versa. A local story quickly becomes a globalstory on the Internet. Meanwhile, search engines favor the fresh and viral,and consumers turn there first for information on an emerging issue.Social media has evolved the art of storytelling and the use of contentonline. Stories are core to human belief, and social media gives brands newways to demonstrate their values and earn belief. Emotional and visualstorytelling techniques matter more, but detractors skillfully wield thesesame techniques.Understanding these trends and knowing how to employ techniques aroundstakeholder engagement, community management and content activationgive today’s experts a new, complete framework to understand and plan fora crisis in the social media age.
  5. 5Social-Savvy Hacktivists More Impactful Than EverGreenpeace and TheYes Men launchelaborate hoax pokingfun at Shell’s Articdrilling plans.Activism againstbrands can now goviral and be amplifiedvia social media.
  6. 6Social Feeds a Crisis Cycle at Web SpeedA “United BreaksGuitars” video goesviral, causing a majordrop in brand equity.The world can nowtweet their troubleswith brands — withhigher expectations forswift justice.
  7. 7Social Breeds a Million Forensics ExpertsTesco promises toinstall cameras alongsupply chain afterhorsemeat-scandal.Social gives consumerwatchdogs strongertools for fact-checking,and fuels greaterdemand fortransparency.
  8. 8Social Fuels Search and Search Favors the ViralDriving internationalbuzz, more than 8million people turn toYouTube to watch RedBull’s Stratos event.Amidst buzz,consumers turn tosearch first forinformation, giving viralnews great impact.
  9. 9Social Allows Emotional, Visual Stories to Break ThroughIn aftermath of a brakepedal scandal, Toyotaturns to consumerstories of safety.Social now givesbrands a morepersonal, more directway to connect withconsumers.
  10. Crises Today: A Primer
  11. 11Traditional Crisis TriggersINTERNAL TRIGGERS• Environmental Issue or Accident• Investigation, Lawsuit, Fine, Settlement• Poor Financials or Stock Performance• Structure/Ownership Issue (e.g. merger)• Management Change/Dismissal• Incident/Allegation of Mismanagement• Incident/Allegation of Wrongdoing• Product Defect/Recall• Employee Complaint/Issue• Labor Dispute• Workplace Injury/FatalityEXTERNAL TRIGGERS• Natural Disaster• Terrorist/Criminal Threat/Incident• Activist Issue/Protest• Structure/Ownership Issue (e.g. hostiletakeover)• Consumer Complaint/Issue• Category/Industry Issue• Competitor Threat
  12. 12Characteristics of Crises TodayWhat type of crises will you likely see?The majority of crises we see are typically internally-triggered. However, externally-triggered crises canquickly lead to an internal crisis.We will typically see the following types of issueslead to crises – often accelerated via social:• Poor customer service• Poor marketing practices• Poor public or influencer relations• Poor governance
  13. 13Poor Customer ServiceAttributesConsumer service problem. Badresponse or non-response onFacebook. Bad experience with abrand representative offlineor online.Potential AccelerantsDisregard for customer concernsand questions. Tone-deafreaction by the brand.Video of FedEx delivery man throwing computer monitor isuploaded to YouTube, quickly gaining millions of views andsetting off a crisis for the brand.
  14. 14Poor Marketing PracticesAttributesUnfavorable consumer reactionto advertising or otherexternal communication.Potential AccelerantsFailure to understand customersentiment or upsettingkey segments.A poorly planned marketing tactic by McDonald’s backfireson Twitter where consumers used the #McDStories hashtagto highlight negative experiences with the brand.
  15. 15Poor Public RelationsAttributesOpinion or story posted onlineby angry, disgruntled orconfused customer.Potential AccelerantsGlobal reach of site or blog.Many influencers joiningtogether. Crossover totraditional media.Filmmaker Kevin Smith, aka “Silent Bob,” live tweets hisexperience with Southwest Airlines alleging he was thrown off aflight for being “too fat.”
  16. 16Poor GovernanceAttributesEvidence of brand orrepresentative exercising poorjudgment. Uncoordinated effortsacross organizational silos.Potential AccelerantsLoss of life or othertragic circumstances.An agency employee mistakenly sends an inappropriate,vulgar tweet from Chrysler’s official Twitter account.
  17. Five Trends in CrisisManagement Today
  18. 18SmartFive Trends in Crisis Management TodaySOCIALMEDIACRISIS…is the new fast.…is the new listening.…is the new way to earn belief.…are the new influencers.…is the new key to buildingrelationships.PerceivingStorymarketingSocialadvocatesReal-timedata
  19. 19But over-reacting in hastecan fan the flames.Today’s experts need to be smarter,faster. They must be deliberativeand exercise judgment for the mostappropriate response.1. Smart is the new fast.We use search to findwhat other people sayabout productsSpeed is critical.Rapid decision-making andnearly instantaneous responseare requirements in today’s world.
  20. 20Listening is a given.Social media allows isolatedcustomer service issues to becomeovernight viral hits. But simplylistening isn’t enough.2. Perceiving is the new listening.We use search to findwhat other people sayabout productsBut data-driven, emotionalradar is the newrequirement.Today’s experts need finely honedemotional radar as well as keenanalytics skills to convert social datainto insights.
  21. 21But story marketing is thenew way to earn attentionand advocacy.Today’s experts must be masterstorytellers who know how tomarket content to build belief anddrive action.Anyone can publishcontent.Hacktivism is the new form of socialprotest, and parody content is thenew social currency.3. Story marketing is the new way to earn belief.We use search to findwhat other people sayabout products
  22. 22But orchestratingcommunity and content toscale advocacy is key.Today’s experts must be masterrelationship managers, knowing howto drive advocacy while carefullymanaging detractor voices.Engagement with fans anddetractors alike isexpected.Entering into co-creation with fans isone of the deepest forms ofengagement, but can leave brandsvulnerable to vocal critics.4. Social advocates are the new influencers.We use search to findwhat other people sayabout products
  23. 23But social and searchintelligence can fuelactions that buildrelationships.Today’s experts know how to buildrelationships by converting socialdata into a deep knowledge andunderstanding of their audience.The focus group is dead.Marketers can no longer rely onintermittent research to find out howtheir customers feel.5. Real-time data is the new way to build relationships.We use search to findwhat other people sayabout products
  24. Framework & Appsfor a New Approach
  25. 25A New Framework for Crisis ManagementReadinessTeam & ProtocolsRadarListening & DetectionResponseIssues & CrisesRecoveryReporting & RebuildReadiness Response Radar Recovery CRISIS
  26. 26Our Suite of Crisis AppsListeningPost PlusThreat LevelScorecardConversation CriteriaWorksheetResponseMatrixCommunityManagementPlaybookConversation ImpactReportThree-LevelResponsePlanTeamFinderCrisis Path PlannerSocial PlatformChecklistReadiness Radar Response RecoveryCrisis ContentCalendarSocial + SearchAd PlanProactiveContentCalendarPost-MortemLearningReport
  27. 27Method for identifying threats and assessing risk triggered by internal andexternal events.Monitoring report that distills social data into actionable insights to inform crisisresponse.Pre-determined action plan for three main risk scenarios: Red Flag, YellowFlag and Green Flag.Framework for assessing the severity of the message and messenger(s) todetermine appropriate escalation and response actions.Crisis Path PlannerListening Post PlusThree-Level Response PlanThreat Level ScorecardContact matrix collecting the information needed to mobilize the new crisisteam and activate across social channels in real-time.Team FinderThe Apps: Defined
  28. 28Framework for organizing approved response messaging for multiplestakeholders across traditional and social channels.Response MatrixMethod for documenting evolving keyword lists, hashtags and conversationtrends to optimize listening efforts.Conversation CriteriaWorksheetEditorial calendar to organize and set cadence for crisis messaging acrosstraditional and social platforms.Crisis Content CalendarSet of specifications to ensure all social platforms are optimized for crisismessaging and content activation.Social Platform ChecklistThe Apps: DefinedGuidelines and best practices for conversation and relationship managementto ensure community managers are coordinated in crisis response.Community ManagementPlaybook
  29. 29Analysis of social data to measure the impact of crisis response activities anddeliver insights to optimize response tactics.Conversation Impact ReportCombines social advertising, search marketing and other paid media to amplifycrisis messaging and extend the reach to the right stakeholders.Social + Search Ad PlanEditorial calendar to organize and set cadence for transitioning from crisis toproactive messaging across traditional and social platforms.Proactive Content CalendarMeasures the impact of response methods and captures recommendations forrefining processes, tools and policies for improved crisis readiness.Post-Mortem LearningReportThe Apps: Defined
  30. Case Studies
  31. 31Mexico:Telling Mexico’s UntoldStory
  32. BP:Using Social Media ToDemonstrate Actions
  33. Experience in socialmedia will help yourespond fast … andappropriatelyMoleskine:Responding to FosterConversations WithConcerned customers.
  34. Experience in socialmedia will help yourespond fast … andappropriatelyUPS:Using Courage toEngage with“Maddened” Fans
  35. KFC Malaysia:Using Social to Quell aViral Mess
  36. Experience in socialmedia will help yourespond fast … andappropriatelyQantas:Using Crisis toReinforce Values
  37. 37Rachel CaggianoSenior Vice President | Social@OgilvyEmail: rachel.caggiano@ogilvy.comTwitter: @rcaggianoLinkedin: with usJohn BellGlobal Managing Director | Social@OgilvyEmail: john.bell@ogilvy.comTwitter: @jbell99Linkedin:

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We set out to answer these questions and ended up writing “Our Playbook for Digital Crisis Management 3.0.” Born out of our global experience preparing for and responding to brand and corporate crises, it’s now part of our global training program. We wanted to understand how social media was fundamentally changing the way we approach crisis management. We wanted to marry established crisis practices with the most evolved thinking in social media marketing and social business practices. We also wanted to be highly practical – today’s experts need a suite of apps they can quickly access when a crisis threatens to break.


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