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Social media in crisis
communication



                  A presentation by

                  Ulrich Gartner
             Gartner Communications

                   December 2011

               www.gartnercommunications.com


                                               Seite 1
Some social media facts



7 years: total length of videos uploaded to Youtube each day
3 billion: no. of Youtube videos watched each day
3: no. of times this exeeds the combined audience of ABC, CBS and NBC
72 million: no. of people who watched the Royal Wedding on Youtube
43%: no. of online video viewers who watch less TV as a result (BBC
survey, 2006)
800 million: no. of active Facebook users
50%: no. of Facebook users who log in every day
200 million: Tweets per day on twitter
5.900: no. of US newspaper journalists laid off in 2008

                                                                        Seite 2
The world is changing




7 on a scale from 1 to 10
The average rating of the „general importance of social media
in crisis situations today“




                 Source: Gartner Communications Survey August 2010 – 91 participants from 31 countries
                                                                                                         Seite 3
The world is changing




                        Source: Gartner Communications Survey August 2010
                                                                            Seite 4
But… are we ready?




                     Source: Gartner Communications Survey August 2010
                                                                         Seite 5
CRISIS COMMUNICATION
BASICS

                       Seite 6
A crisis is…



“an unstable or crucial time or state of affairs in
which a decisive change is impending; especially
one with the distinct possibility of a highly
undesirable outcome.”

Merriam-Webster




                                                      Seite 7
A social media crisis is:



„a crisis issue that arises in or is amplified by
social media, and results in negative mainstream
media coverage, a change in business process,
or financial loss.“




                                          Source: Altimeter Group
                                                              Seite 8
Source: Annual ICM Crisis Report: News Coverage of Business Crisis 2010
                                                                          Seite 9
You simply are part of it


 Companies don„t „decide“ whether they want „to be in social
  media“
 The dialogue is out there – your only choice is whether to
  actively participate or not
 You must - at least - listen to what„s being said about you




                                                                Seite 10
RESPONDING TO A CRISIS


                         Seite 11
Crisis response: the road to
disaster

                                                                 Media dig
                                                                                       Massive
                                                                  up older
                      Problem                Massive                                 reputational
                                                                    sins,
    Problem           becomes                negative                                     and
                                                                 prejudices
                       public                publicity                                 financial
                                                                     are
                                                                                       damage
                                                                 confirmed




   Deny that                                                                         All credibility
                  Play down the               Deny                Give in
   there is a                                                                       lost for a long
                     problem              responsibility      (half-heartedly)
    problem                                                                               time



                "The Gulf of Mexico      “BP, Transocean,      “We care about     “We will make BP
                is a very big ocean.     Halliburton blame    the small people”      pay for the
                 The amount of oil       each other in Gulf       Carl- Henric      damage their
                 and dispersant we            Oil Spill”           Svanberg,        company has
                are putting into it is    Business Week          Chairman, BP         caused”
                  tiny in relation to                           „I want my life    Barack Obama,
                    the total water                                 back“           US President
                       volume“                                  Tony Hayward,
                    Tony Hayward,                                  CEO, BP
                       CEO, BP
                                                                                                       Seite 12
So - it„s much better to…




                                                                 Keep
                      Show
Acknowledg                                                   stakeholder          Fix problem
                    concern for         Address the
   e the                                                      s informed           and close
                      those              problem
 problem                                                         about                crisis
                     affected
                                                               progress



While starting to   While avoiding     While pro-actively   While continuing            While
 collect further    statements that     communicating       to collect further     communicating
  information       could be legally     what you do             details            learnings and
                       premature                                                 resulting changes
                                                                                       (if any)




                                                                                                 Seite 13
Crisis assessment matrix


                                                                 High impact on
                                                                    publics

                                          Natural disaster                         Negligence




                                                                                                                Systematic; internal trigger
           Accidental; external trigger




                                                                                            Systematic Fraud

                                          Blackmailing

„Victim“                                                                                                                                       „Culprit“




                                                                                  Product failure



                                                                                              Cartel law suit
                                                Harrassment Infidelity


                                                                  Low impact on
                                                                     publics
                                                                                                                                                           Seite 14
Social media change crisis
evolution
Public impact




                                  Time                                           Time
                                         Traditional
                                         crisis curve   Social media
                 Mainstream                              crisis curve
                media threshold


                     Buzz                       Dange
                                                  r
                                                Zone




                     Issue           Problem                            Crisis          Time
                                                                                           Seite 15
CASE – QANTAS AIRLINES
2011

                         Seite 16
Case: Qantas Airlines; ash cloud in June 2011

 Greatest disruption of Qantas„ operations in history
 Over 120,000 people affected by cancellations or delays
 Call centers and service desks inundated by passengers

 Corporate Twitter and Facebook accounts completely
  dedicated to ash cloud updates and direct responses to
  coustomers
 Several hundred tweets every hour
 Video featuring chief pilot describing reasons for not flying
  – 13,000 views in the first week, and lots of positiv
  feedback

                                                                  Seite 17
Statistics:

 Twitter followers up 68%
 No. of tweets up 360% versus normal periods
 Direct twitter conversations with over 2,000 people

   Facebook fans up by 12%
   42 wall posts
   9,269 comments/likes
   387 wall posts by fans
   3.3 million news feed impressions


                                                        Seite 18
Seite 19
CASE – US AIRWAYS


                    Seite 20
One passenger has a bad
experience




                          Seite 21
The company responds badly




                             Seite 22
Posts are being deleted




                          Seite 23
The story gains momentum




                           Seite 24
Corporate facebook page
inundated




                          Seite 25
Online dialogue explodes




                           Seite 26
Mass media cover the story
globally




                             Seite 27
GETTING ORGANIZED


                    Seite 28
Common organizational pitfalls


      Lack of                                       Lack of guidelines
                           Lack of overview                                  Lack of preparation
   understanding                                     und processes

  „Put me on twitter!“      SM activities split
                                                      „Who is entitled to    Relations, techniques,
„Social media„s not for     across numerous
                                                          what?“                   resources
         us“              different departments

     Demonstrate
   relevance (case                                                                  Identify key
   studies, ongoing             One central                                   influencers upfront;
                                                     Create social media
conversations about            responsibility                                understand netiquette
                                                      policy/guidelines;
   your company or         (based in corporate                               of differnen platforms;
                                                    define escalation tree
 industry); raise risk       comms!); define                                 adapt general content
                                                    and alarm procedures;
awareness; establish      objectives and targets;                              and messaging to
                                                       define approval
  basic social media        establish complete                                     social media
                                                     procedures; create
 monitoring; provide         monitoring of all                               requirements; provide
                                                        infrastructure
 trainings and share             activities                                  adequate multi-media
     best practice;                                                                  materials
      „laboratory“


                                                                                                  Seite 29
Social media policy - elements


 Transparency rules:
  Authenticity and full-disclosure
 Commentary rules:
  Off-limits phrases; defamation, discrimination etc.
 Disclaimer rules:
  „Views expressed are my own“; no corporate logo in individual profiles;
  etc.
 Confidentiality rules:
  Proprietary information, privacy rights of employees, etc.
 Brand value rules:
  Respecting, and contributing to brand integrity

 Education
  Formal training, best-practice-sharing, „laboratory“
 Social Media Monitor
  The company„s „public persona“ on the web; social media on enterprise
  level
                                                                                Source: marcelmedia
   For concrete examples, visit http://socialmediagovernance.com/policies.php                    Seite 30
Simple ground rules



   Pay attention
   Review context
   Mind the channel
   Address promptly
   Acknowledge first
   Don‟t overthink
   Be open
   Fix the problem
   Tell your story

                        Seite 31
Four key indicators to watch




              Buzz                             Velocity                       Momentum                           Sentiment

•Accumulated no. of activities      •How often an item is            •No. of activities on a day       •Tonality of opinions
 at a given point in time            copied, shared, downloaded       minus no. of activities on the    expressed in posts, tweets
•Relative: activities in relation    etc. within a given period of    previous day                      etc.
 to other topics                     time                            •Indicates a trend in the         •Indicates publics‘ (changing)
•Indicates the importance of        •Indicates how quickly a topic    topic‘s future                    attitudes towards the topic
 the topic in question               is spreading                     importance/lifetime




                                                                                                                                        Seite 32
Example


120                                                                                                            Accumulated no. of posts


100


 80


 60
                                                                                              No. of new posts
 40                                                                                           in previous week                     Buzz
                                                                                              divided by 7 days
                                                                                                                                   Momentum
 20                                                                                                                                Velocity


  0
      Day 1Day 2Day 3Day 4Day 5Day 6Day 7Day 8Day 9 Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day
                                                    10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
-20


-40
                                         New posts on day minus
-60                                     new posts on previous day


                                                                                                                                              Seite 33
Preparation process




                                                        Resources,                    Content
                                                                                      creation
                             Scenario
                                                         processes,                      and
  Crisis mapping             planning                                                                            Training, s
                                                            infra-                    relation-
  (click for more)           (click for                                                                          imulation
                                                         structure                    building
                              more)
                                                          (click for                  (click for
                                                           more)                       more)




Identify crisis sources   Identify                 Define members of           Create general          Crisis training, media
with highest likelihood   stakeholders, informat   crisis team and             content/templates for   training, crisis
and damage potential      ion sources etc.;        supporting staff; alert     different scenarios     simulation, etc.
                          anticipate crisis        and escalation              (e.g. holding
                          development and          procedures;                 statements, fact
                          define response          infrastructure (e.g.        sheets, general
                          procedures               intranet, monitoring, s     Q&As, contact lists;
                                                   ervices, dark sites         dark site
                                                   etc.); crisis room          content, etc.);
                                                   facilities; etc.; compile   establish relations
                                                   information in crisis       with identified key
                                                   handbook, etc.              stakeholders and
                                                                               multipliers, etc.


                                                                                                                                Seite 34
Crisis Mapping




                 Back to flowchart




                                     Seite 35
Scenario Planning



For each scenario:

  Identification and profiling of relevant influencers online
  Opponents, potential supporters?
  Which channels/platform could play a major role?
  Definition of „crisis“ threshold?
  Learnings to draw from similar scenarios?




                                                                Back to flowchart




                                                                                    Seite 36
Resources, process, infrastructure



For each scenario:

  Social media specialists as part of the crisis team
  What supporting resources are needed?
  Which sources to monitor? Keywords? tools?
  Choice of suppliers
  Alert procedures: who informs whom?
  Approval procedures, authorization
  Contact lists for pro-active social media outreach
  Preparation of outlets, channels, accounts
  Inclusion of social media aspects in crisis manual    Back to flowchart




                                                                            Seite 37
Content creation and relations



For each scenario:

  Content:
     Adaptation of press materials for social media use
     (length, tonality, multimedia…)
     Concrete wordings to be used in social media posts
     Etc.


  Relation-building
     Pro-active outreach to key influencers
     Briefings, meetings, dialogue
                                                          Back to flowchart
     Etc.


                                                                              Seite 38
Contact

         Ulrich Gartner
         Gartner Communications
         Walther-von-Cronberg-Platz 2
         D-60594 Frankfurt am Main
         Phone +49 69 7191 6850                                      ulrich.gartner@gartnercommunications.com
         Mobile +49 171 56 57 953                                    www.gartnercommunications.com


Shanghai Präsentation | © Gartner Communications | www.gartnercommunications.de | November 2012                 Seite 39

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Social media and crisis communication

  • 1. Social media in crisis communication A presentation by Ulrich Gartner Gartner Communications December 2011 www.gartnercommunications.com Seite 1
  • 2. Some social media facts 7 years: total length of videos uploaded to Youtube each day 3 billion: no. of Youtube videos watched each day 3: no. of times this exeeds the combined audience of ABC, CBS and NBC 72 million: no. of people who watched the Royal Wedding on Youtube 43%: no. of online video viewers who watch less TV as a result (BBC survey, 2006) 800 million: no. of active Facebook users 50%: no. of Facebook users who log in every day 200 million: Tweets per day on twitter 5.900: no. of US newspaper journalists laid off in 2008 Seite 2
  • 3. The world is changing 7 on a scale from 1 to 10 The average rating of the „general importance of social media in crisis situations today“ Source: Gartner Communications Survey August 2010 – 91 participants from 31 countries Seite 3
  • 4. The world is changing Source: Gartner Communications Survey August 2010 Seite 4
  • 5. But… are we ready? Source: Gartner Communications Survey August 2010 Seite 5
  • 7. A crisis is… “an unstable or crucial time or state of affairs in which a decisive change is impending; especially one with the distinct possibility of a highly undesirable outcome.” Merriam-Webster Seite 7
  • 8. A social media crisis is: „a crisis issue that arises in or is amplified by social media, and results in negative mainstream media coverage, a change in business process, or financial loss.“ Source: Altimeter Group Seite 8
  • 9. Source: Annual ICM Crisis Report: News Coverage of Business Crisis 2010 Seite 9
  • 10. You simply are part of it  Companies don„t „decide“ whether they want „to be in social media“  The dialogue is out there – your only choice is whether to actively participate or not  You must - at least - listen to what„s being said about you Seite 10
  • 11. RESPONDING TO A CRISIS Seite 11
  • 12. Crisis response: the road to disaster Media dig Massive up older Problem Massive reputational sins, Problem becomes negative and prejudices public publicity financial are damage confirmed Deny that All credibility Play down the Deny Give in there is a lost for a long problem responsibility (half-heartedly) problem time "The Gulf of Mexico “BP, Transocean, “We care about “We will make BP is a very big ocean. Halliburton blame the small people” pay for the The amount of oil each other in Gulf Carl- Henric damage their and dispersant we Oil Spill” Svanberg, company has are putting into it is Business Week Chairman, BP caused” tiny in relation to „I want my life Barack Obama, the total water back“ US President volume“ Tony Hayward, Tony Hayward, CEO, BP CEO, BP Seite 12
  • 13. So - it„s much better to… Keep Show Acknowledg stakeholder Fix problem concern for Address the e the s informed and close those problem problem about crisis affected progress While starting to While avoiding While pro-actively While continuing While collect further statements that communicating to collect further communicating information could be legally what you do details learnings and premature resulting changes (if any) Seite 13
  • 14. Crisis assessment matrix High impact on publics Natural disaster Negligence Systematic; internal trigger Accidental; external trigger Systematic Fraud Blackmailing „Victim“ „Culprit“ Product failure Cartel law suit Harrassment Infidelity Low impact on publics Seite 14
  • 15. Social media change crisis evolution Public impact Time Time Traditional crisis curve Social media Mainstream crisis curve media threshold Buzz Dange r Zone Issue Problem Crisis Time Seite 15
  • 16. CASE – QANTAS AIRLINES 2011 Seite 16
  • 17. Case: Qantas Airlines; ash cloud in June 2011  Greatest disruption of Qantas„ operations in history  Over 120,000 people affected by cancellations or delays  Call centers and service desks inundated by passengers  Corporate Twitter and Facebook accounts completely dedicated to ash cloud updates and direct responses to coustomers  Several hundred tweets every hour  Video featuring chief pilot describing reasons for not flying – 13,000 views in the first week, and lots of positiv feedback Seite 17
  • 18. Statistics:  Twitter followers up 68%  No. of tweets up 360% versus normal periods  Direct twitter conversations with over 2,000 people  Facebook fans up by 12%  42 wall posts  9,269 comments/likes  387 wall posts by fans  3.3 million news feed impressions Seite 18
  • 20. CASE – US AIRWAYS Seite 20
  • 21. One passenger has a bad experience Seite 21
  • 22. The company responds badly Seite 22
  • 23. Posts are being deleted Seite 23
  • 24. The story gains momentum Seite 24
  • 27. Mass media cover the story globally Seite 27
  • 28. GETTING ORGANIZED Seite 28
  • 29. Common organizational pitfalls Lack of Lack of guidelines Lack of overview Lack of preparation understanding und processes „Put me on twitter!“ SM activities split „Who is entitled to Relations, techniques, „Social media„s not for across numerous what?“ resources us“ different departments Demonstrate relevance (case Identify key studies, ongoing One central influencers upfront; Create social media conversations about responsibility understand netiquette policy/guidelines; your company or (based in corporate of differnen platforms; define escalation tree industry); raise risk comms!); define adapt general content and alarm procedures; awareness; establish objectives and targets; and messaging to define approval basic social media establish complete social media procedures; create monitoring; provide monitoring of all requirements; provide infrastructure trainings and share activities adequate multi-media best practice; materials „laboratory“ Seite 29
  • 30. Social media policy - elements  Transparency rules: Authenticity and full-disclosure  Commentary rules: Off-limits phrases; defamation, discrimination etc.  Disclaimer rules: „Views expressed are my own“; no corporate logo in individual profiles; etc.  Confidentiality rules: Proprietary information, privacy rights of employees, etc.  Brand value rules: Respecting, and contributing to brand integrity  Education Formal training, best-practice-sharing, „laboratory“  Social Media Monitor The company„s „public persona“ on the web; social media on enterprise level Source: marcelmedia For concrete examples, visit http://socialmediagovernance.com/policies.php Seite 30
  • 31. Simple ground rules  Pay attention  Review context  Mind the channel  Address promptly  Acknowledge first  Don‟t overthink  Be open  Fix the problem  Tell your story Seite 31
  • 32. Four key indicators to watch Buzz Velocity Momentum Sentiment •Accumulated no. of activities •How often an item is •No. of activities on a day •Tonality of opinions at a given point in time copied, shared, downloaded minus no. of activities on the expressed in posts, tweets •Relative: activities in relation etc. within a given period of previous day etc. to other topics time •Indicates a trend in the •Indicates publics‘ (changing) •Indicates the importance of •Indicates how quickly a topic topic‘s future attitudes towards the topic the topic in question is spreading importance/lifetime Seite 32
  • 33. Example 120 Accumulated no. of posts 100 80 60 No. of new posts 40 in previous week Buzz divided by 7 days Momentum 20 Velocity 0 Day 1Day 2Day 3Day 4Day 5Day 6Day 7Day 8Day 9 Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day Day 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 -20 -40 New posts on day minus -60 new posts on previous day Seite 33
  • 34. Preparation process Resources, Content creation Scenario processes, and Crisis mapping planning Training, s infra- relation- (click for more) (click for imulation structure building more) (click for (click for more) more) Identify crisis sources Identify Define members of Create general Crisis training, media with highest likelihood stakeholders, informat crisis team and content/templates for training, crisis and damage potential ion sources etc.; supporting staff; alert different scenarios simulation, etc. anticipate crisis and escalation (e.g. holding development and procedures; statements, fact define response infrastructure (e.g. sheets, general procedures intranet, monitoring, s Q&As, contact lists; ervices, dark sites dark site etc.); crisis room content, etc.); facilities; etc.; compile establish relations information in crisis with identified key handbook, etc. stakeholders and multipliers, etc. Seite 34
  • 35. Crisis Mapping Back to flowchart Seite 35
  • 36. Scenario Planning For each scenario: Identification and profiling of relevant influencers online Opponents, potential supporters? Which channels/platform could play a major role? Definition of „crisis“ threshold? Learnings to draw from similar scenarios? Back to flowchart Seite 36
  • 37. Resources, process, infrastructure For each scenario: Social media specialists as part of the crisis team What supporting resources are needed? Which sources to monitor? Keywords? tools? Choice of suppliers Alert procedures: who informs whom? Approval procedures, authorization Contact lists for pro-active social media outreach Preparation of outlets, channels, accounts Inclusion of social media aspects in crisis manual Back to flowchart Seite 37
  • 38. Content creation and relations For each scenario: Content: Adaptation of press materials for social media use (length, tonality, multimedia…) Concrete wordings to be used in social media posts Etc. Relation-building Pro-active outreach to key influencers Briefings, meetings, dialogue Back to flowchart Etc. Seite 38
  • 39. Contact Ulrich Gartner Gartner Communications Walther-von-Cronberg-Platz 2 D-60594 Frankfurt am Main Phone +49 69 7191 6850 ulrich.gartner@gartnercommunications.com Mobile +49 171 56 57 953 www.gartnercommunications.com Shanghai Präsentation | © Gartner Communications | www.gartnercommunications.de | November 2012 Seite 39