MEDIA, MESSAGE & MEDIUMS Risk and opportunity in the new world

OVERVIEW

>  The Landscape >  Global Mind Shift >  The Risks >  The Stumbles >  The Opportunities >  Choose Your Own Adventure – Media Interactions – Social Infrastructure – Questions

Do you think social tools are important to your organization? •  Yes •  No

Photo  Credit:  kevindooley  

Only 13.5% of CFOs surveyed viewed social tools as important to their organizations    

Source:  Deloi1e  /  MIT  Sloan  Survey  

THE LANDSCAPE

www.RedSkyPR.com  |  @jessflynn  

Democratization of Communication

Photo  Credit:  xJasonRogersx  

 

Low Cost Free Publishing

 

With or Without You

www.RedSkyPR.com  |  @jessflynn  

 

Speed of Thumbs

10  

 

Mobile, Impatient, Curious

 

No More Gatekeepers

12   Source:  Jaime  Derringer  

The Landscape

Earned

Paid Owned

The Landscape

Earned

Paid Owned

Website  

Facebook  Page  

Whitepaper  YouTube  Channel  

Webinar  

Direct  Mail  

TV  Commercial  

Outdoor  

SEM/Paid  Search  

Print  Ads  

News  Coverage  

Blog  Posts  

Word  of  Mouth  

Posts,  Links,  Shares  

Reviews  

LinkedIn  

PPC  

Banner  Ads  

The Landscape

Earned

Paid Owned

STRANGERS  CUSTOMERS  

FANS  

The Landscape

Paid Owned Earned Organic

EVANGELISTS  

17  

18  

THE RISKS

Most Important Risk Sources in the Next 5 Years

41%  

32%  

30%  

27%  

27%  

Global  Economic  Environment  

Government  Spending/Budget  

Regulatory  Changes  

Social  Media  

Financial  Risk  

Source:  Deloi1e/Forbes  Insights  2012  Risk  Management  Survey  

Where Digital Risk Resides

Danger From Within >  Breach of Confidentiality >  Financial Disclosures >  Social Media Account

Ownership >  Personal Profiles | HR >  Oversharing

Danger From Outside >  Malicious Rumors >  Corporate Intelligence >  Cyber Attacks >  Online Commentary >  24/7 Coverage >  Everyone is a Source

Where Digital Risk Resides

Courtesy:  Technobabble  2.0    

The Stumbles

The Stumbles

WHAT CAN GO WRONG WITH SOCIAL MEDIA HAS MUCH LESS TO DO WITH THE NEW MEDIUM AND MUCH MORE TO DO WITH TRADITIONAL STANDARDS OF CONDUCT.

Wall Street Journal

The Stumbles

27  

28  

29  

THE OPPORTUNITIES

“'If you were a CFO back in the early 1990's

and I came to you and said I wanted to

implement e-mail, and you asked,

‘What's the ROI?’ could you have gotten

an answer?” Nigel Fenwick

Forrester Research

32  

33

 

Thought Leadership

Photo  Credit  kevindooley  

 

Be the Publisher

“Audiences want and value informative content from knowledgeable parties… that includes journalists, topic-specific experts and marketers.” 

36  Source:  Weber  Shandwick  //  The  Social  CEO  

37  

360 Social

Internal External >  Customer Service >  Peer-to-Peer Knowledge

Sharing >  Market Research >  Focus Groups

>  Cross-department collaboration

>  Knowledge-sharing >  Corporate memory >  Large company connectivity >  Employee engagement

““If only HP knew what HP knows,

we’d be three times more productive.”

Lew Platt HP CEO

Red  Sky  Public  Rela`ons  |  www.RedSkyPR.com  |  208.287.2199  

360 Social

Choose Your Own Adventure

A.  Media Interactions

B.  Social Infrastructure

C.  Questions 41  

“You can have brilliant ideas,

but if you can’t get them across,

your brains won’t get you anywhere.”

Lee Iacocca

> Never do an interview “on the spot” > Be genuine. Be friendly. Be yourself. > Keep statements positive and honest > Speak in sound bites > Restate key messages often > Never say anything you wouldn’t want

repeated > Practice. Practice. Practice. > Follow-up and clarify  

Golden Rules

Triangle Messaging

Message 1

Message 3

Story or Statistic

Message 2

Technique: Bridging

Used to move from what the reporter wants to discuss to what YOU want to discuss. It involves dealing with the reporter’s question briefly and honestly, and then promptly following that response with your key messages

>  “I don’t know the answer to that specifically, but what I do know is…

>  “That used to be the focus. What has evolved is…”

>  “No, let me explain…” >  “Yes, and in

addition…”

Technique: Hooking

Used to influence the next question you will be asked. Hooking calls for you to end your message that requires a follow-up question from the reporter.

>  “You’ll be excited to learn what our scientific studies show.”

>  “There are several points that we find extremely important.”

>  “You’d probably be interested in some of our planned activities.”

Technique: Flagging

Alerts the reporter to what you consider the most important points. It is a good way to emphasize the key point or points you want the audience to remember.

> “The most critical point to remember is…” > “I’ve talked about a lot of things today. It boils down to these three things…” > “Just follow these five tips…” > “What I want to be sure you understand here is…” > “If there’s one point viewers need to understand….”

Situation: Correcting An Error

Always correct errors, mistruths or mischaracterizations in a journalist’s question. But don’t get bogged down in your response.

> “That’s not true.” > “That’s not true. As a matter of fact…” > “That’s not true. In fact…” > “That’s not true. What is accurate is…”

Situation: Repeating a Negative

Always answer questions in the positive. Never repeat a negative buzzword in a reporter’s question. Focus on what you are doing, not what you aren’t doing

> Q: Hasn’t your company been extremely slow to respond to data breaches?

> Wrong A: Our company hasn’t been extremely slow in responding to breaches.

> Right A: No, in fact our company has been We’re proud of the fast

Situation: Speculating

Avoid answering hypotheticals and speculating. Reporters use this technique to find information you would not normally provide. Beware of ‘what if,’ ‘let’s say,’ and ‘what would happen?’

> Q: Let’s say that a major fraud ring is discovered on Black Friday, what would happen to your e-commerce revenue? > A: I won’t address hypotheticals, but I can tell you that our fraud solution system is focused on protecting our customer’s data 24/7, 365 days a year.

“If you have nothing to say,

say nothing.” Mark Twain

THANK YOU!jessicaflynn@redskypr.com@jessflynn #

Image  Credit:  Suchitra  Prints  

 

Listen, Plan, Listen, Engage

Keep in Mind

>  Disclosure >  Transparency >  Flexibility >  Preparation >  Dedicated

Resources >  Paranoid

Pragmatism

Keys to Digital Reputational Awareness

>  Know who are the communicators

>  Know where your communication channels exist

>  Know who covers you

>  Imagine nightmare scenarios

>  Identify your crisis team

PLAN    ACCORDINGLY  

>  Understand where your customers, employees, competitors ‘live’ online

>  Set up simple tracking mechanisms via Google Alerts –  Your company

–  Your executives

–  Your competitors

>  ALL employees should be encouraged to listen and have channels to report concerns

LISTEN  ACTIVELY  

>  Be Accountable

>  Be Transparent

>  Be Genuine

>  Practice Disclosure

ENGAGE    GENUINELY  

Next Steps

Assess  •  Employee  Manual  •  Corporate  Policies  •  Exis`ng  Digital  Placorms  

•  Partner  Placorms  •  Vulnerabili`es  

Crad      •  Corporate  SM  Policy  •  Establish  Corporate  Channels  

•  Set  up  Alerts/Trackers  •  Crisis  Comm  Plan  •  Online  Dark  Pages    •  Template  Responses  

Communicate  •  Social  media  training  for  corporate  ‘voices’    

•  Social  media  best  prac`ces  guide  

•  Online  response  flow  chart  

THANK YOU!jessicaflynn@redskypr.com@jessflynn #