Social Media for Crisis Communications

SOCIAL MEDIA FOR CRISIS COMMUNICATIONS

KUALA LUMPUR | November 20, 2014

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Charlie Pownall | CPC & Associates

1. Changing crisis landscape

2. Responding to a crisis

3. Preparing for a crisis

Agenda

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• Product quality

• Workplace injury

• Labour dispute

• Closure

• Environmental abuse

• Discrimination

• Leadership ethics

• Litigation

• Supply chain mgmt

• etc

INTE

RN

AL

EXTE

RN

AL

• Nationalism

• Natural disaster

• NGO activism

• Competitor assault

• Hostile takeover

• Customer complaint

• Whistleblower

• etc

Traditional crisis triggers

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STRATEGIC

SOCIETAL

TECHNOLOGICAL

OPERATIONAL

BEHAVIOURAL

LEGAL

FINANCIAL

New crisis triggers

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The role of social mediaRole of social media

IGNITE AMPLIFY DEEPEN SUSTAIN

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Social deepens reputation damage

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• Can strike from anywhere

• Harder to manage

• Shorter & sharper

• Travel faster & further

• Stay longer

Crisis challenges

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Harder to manage

Source: Burson-Marsteller, 2013

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More rumours & misinformation

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Need for dialogue

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• 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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1. Changing crisis landscape

2. Responding to a crisis

3. Preparing for a crisis

Agenda

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• 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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Establish the right tone

CONCERN COMMITMENT

CONTROL CONFIDENCE COMPETENCE

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1. Move fastRebut rumours & misinformation

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1. Move fastTell your story convincingly

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Apologise on Twitter

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1. Changing crisis landscape

2. Responding to a crisis

3. Preparing for a crisis

Agenda

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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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STRATEGIC

SOCIETAL

TECHNOLOGICAL

OPERATIONAL

BEHAVIOURAL

LEGAL

FINANCIAL

Identify vulnerabilities

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2. Listen to audiencesIdentify online threats

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Assess impact

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MODERATEHigh likelihood,

low impact

SEVEREHigh likelihood,

high impact

LOWLow likelihood,

low impact

HIGHLow likelihood,

high impact

-LI

KEL

IHO

OD

+

- IMPACT +

Prioritise actions

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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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2. Listen to audiencesPolicies & protocols

• Messaging

• First response

• Ongoing external communications

• Employee communications

• Online influencers

• Online conversations

• Local considerations

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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, Listeningsquad, Comms

• 24 hours

• Listening squad, Comms, Public Affairs

• 12 hours

• Comms, Public Affairs, Crisis team

• 3 hours

Escalation & turnaround

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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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7 steps to crisis readiness

• Create & train team

• Prepare content & channels

• Build relationships

Beyond the plan

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QUESTIONS?

COMMENTS?

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THANK YOU.

@cpownall+44 20 3856 [email protected]