Social Media for Crisis Communications

SOCIAL MEDIA FOR CRISIS COMMUNICATIONS

KUALA LUMPUR | November 20, 2014

Charlie Pownall | CPC & Associates

1. Changing crisis landscape

2. Responding to a crisis

3. Preparing for a crisis

Agenda

• Product quality

• Workplace injury

• Labour dispute

• Closure

• Environmental abuse

• Discrimination

• Leadership ethics

• Litigation

• Supply chain mgmt

• etc

• Nationalism

• Natural disaster

• NGO activism

• Competitor assault

• Hostile takeover

• Customer complaint

• Whistleblower

• etc

Traditional crisis triggers

STRATEGIC

SOCIETAL

TECHNOLOGICAL

OPERATIONAL

BEHAVIOURAL

FINANCIAL

New crisis triggers

The role of social mediaRole of social media

IGNITE AMPLIFY DEEPEN SUSTAIN

Social deepens reputation damage

• Can strike from anywhere

• Harder to manage

• Shorter & sharper

• Travel faster & further

• Stay longer

Crisis challenges

Harder to manage

Source: Burson-Marsteller, 2013

More rumours & misinformation

Need for dialogue

• Consumer goods & services

• Energy & natural resources

• Professional/local services

• Financial services

• Internet & e-commerce

• Government

• High profile individuals

Who’s most at risk?

Agenda

• Recognise the issue

• Acknowledge the urgency of the situation

• Demonstrate it is being taken seriously

• Express empathy for those affected

Move fast – Holding statement

Establish the right tone

CONCERN COMMITMENT

CONTROL CONFIDENCE COMPETENCE

1. Move fastRebut rumours & misinformation

1. Move fastTell your story convincingly

Apologise on Twitter

Agenda

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

STRATEGIC

SOCIETAL

TECHNOLOGICAL

OPERATIONAL

BEHAVIOURAL

FINANCIAL

Identify vulnerabilities

2. Listen to audiencesIdentify online threats

Assess impact

MODERATEHigh likelihood,

low impact

SEVEREHigh likelihood,

high impact

LOWLow likelihood,

low impact

HIGHLow likelihood,

high impact

- IMPACT +

Prioritise actions

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

2. Listen to audiencesPolicies & protocols

• Messaging

• First response

• Ongoing external communications

• Employee communications

• Online influencers

• Online conversations

• Local considerations

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

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

7 steps to crisis readiness

• Create & train team

• Prepare content & channels

• Build relationships

Beyond the plan

QUESTIONS?

COMMENTS?

THANK YOU.

@cpownall+44 20 3856 3599cp@charliepownallcharliepownall.com

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