dealing with a digital crisis
DESCRIPTION
How to manage a crisis using the Internet and social mediaTRANSCRIPT
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Dealing with a digital crisis. European Chamber of Commerce, Taipei November 03, 2010
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
What we’re going to cover today
What’s driving issues and crisis today
Crisis communications approach and framework
How to manage issues before they escalate
How to respond during a crisis
Recovering from a crisis
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Q: Which, if any, of the below are reasons why you feel it is more difficult to plan for a crisis today? (Among those who feel it is more difficult to plan)
Companies feel vulnerable
Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Q: How likely do you think it is that your company will experience any of the following potential crisis in the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis)
Global
Controversial company developments 50%
Online or digital security failure 47%
Logistic difficulties 47%
Intense regulatory scrutiny of your product or company 45%
Critical or negative new media campaigns 43%
Danger to product safety 42%
Technical accidents 40%
Intense political scrutiny of your product or company 40%
Criminal actions 33%
Digital seen as an ever bigger threat
Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Q29-37: How likely do you think it is that your company will experience each of the following in the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis)
GL
OB
AL
AP
AC
EU
US
LA
TA
M
53% 54%
GL
OB
AL
AP
AC
EU
US
LA
TA
M
Product safety the top concern in Asia
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Product quality
Health & safety
Lay-offs/closures
Environment
Human rights
Equal employment
Nationalism
Monopolisation
Issues & crisis triggers
Data loss
Supply chain management
Whistleblowers
Customer service
Disgruntled employees
Greenwashing
Marketing
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Supply chain management
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
DISTRIBUTES
Truth, half truth, untruth
ESCALATES
The role of the Internet
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
A crisis is not a ‘crisis’ until…
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis framework
Prepare
Respond
Reassure
Recover
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis preparedness – social media policy
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis preparedness – community guidelines
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis preparedness – social media listening
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis plan & checklist
Crisis leader, core team & alternates
Crisis team roles & responsibilities
Spokespeople
Approval processes
Stakeholder & influencer lists
Communications channels
Monitoring tools (online & offline)
Communications templates
– FAQ, holding statement, press release etc
List of external advisors & suppliers
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis framework
Prepare
Respond
Reassure
Recover
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Reach
EARNED
PAID
+ Control -
OWNED
Communications mix
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
#1 Listen continuously
#2 Move fast
#3 Be accurate
#4 Be patient
#5 Be transparent
#6 Be consistent
#7 Be responsive
#8 Be human
#9 Be sincere
#10 Don’t be heavy-handed.
10 online crisis communications principles
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
• 10.38am: A consumer went to Drugstore X to purchase nutritional product and was told they had been recalled and they had no stock at the moment
• 11.46am: Rumor up in online that a hero nutritional products had just been recalled in a leading drugstore (Drugstore X) in Hong Kong
• 12.56pm: Apple Daily caught the rumor online and called ABC company to clarify
• 1.15pm: Internal assessment and confirmed there was no such recall. It was just a rumour
• 1.30pm: Confirmed with Drugstore X that it was misunderstanding among the Drugstore staff
• 1.50pm: Take immediate action to liaise with the website with a clarification note posting online to cease the rumor spreading
• 2.15pm: Alert immediately the retail chains and aligned them with the agreed media messages
• 2.30pm: Prepare Customer Relations Representatives (hotlines) with agreed key messages that align with media statement
• 3.00pm: Negotiate with retail outlets on stock availability
• 3.30-4.30pm: Reply to in-coming media enquiries online and in print
#2 Move fast
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
#10 Don’t be heavy-handed
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Crisis framework
Prepare
Respond
Reassure
Recover
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Make people feel involved
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications
Thank you.
Charlie Pownall
Managing Director (Asia-Pacific) - Digital [email protected] @cpownall