Gérer la relation aux parties prenantes dans un contexte de crise A l'occasion de la 4e édition parisienne des conférence anti-corruption du C5, Managing Third Party and Counterparty Relationship Risks (9-10 octobre), Audrey Rousseau, directrice du pôle corporate a participé à une session sur la limitation des dommages en termes de réputation en cas de crise. http://www.c5-online.com/2014/588/managing-third-party-and-counterparty-relationship-risks

1. The Crisis
Management 3.0
Playbook
Audrey Rousseau | Corporate practice director
September 2013

2. Ancient crisis:
2

3. And a little closer:
3

4. Crises in media: since around a decade
4

5. Crises in social media: within a handful of days
5

6. Crises in social media: within a couple of days
6

7. 7

8. Crisis today: The triggers

9. Poor Governance
Attributes
Evidence of brand or
representative exercising poor
judgment. Uncoordinated efforts
across organizational silos.
Potential Accelerants
Loss of life or other tragic
circumstances.
9

10. Poor Customer Service
Attributes
Consumer service problem. Bad
response or non–response on
Facebook. Bad experience with a
brand representative offline or
online.
Potential Accelerants
Disregard for customer concerns
and questions. Tone-deaf
reaction by the brand.
10

11. Poor Marketing Practices
Attributes
Unfavorable consumer reaction
to advertising or other external
communication.
Potential Accelerants
Failure to understand customer
sentiment or upsetting key
segments.
11

12. Acting “hackivists”
12

13. Employees gone wild
Attributes
Inappropriate image carried out
by employees.
Potential Accelerants
Brand values are contradicted.
13

14. “LOL”: twittos like to tease
Accelerants for all
14

15. A certain taste for fail
15

16. Stay awake even in times of good news
16

17. Still some brand are pyromaniac
http://www.youtube.com/watch?v=RaNfoclPlRo
17

18. So, how to get out of a crisis?

19. Can anyone recover from a crisis?
http://www.youtube.com/watch?v=hVXMJGIdwZM
19

20. It’s actually possible to reactivate a dying crisis
20

21. It’s about jumping on…
21

22. … And can be worth a million +
22

23. The must have of crisis
management today

24. Social is the new crisis
Smart
Perceiving
SOCIAL
MEDIA
CRISIS
…is the new “fast”.
…is the new “listening”.
Content
marketing
…is the new “éléments de
langage”.
Social
advocates
…is the new influencers.
Real-time
data
…is the new “lire l’AFP and
écouter les news”
24

25. Handling a crisis
today
Anticipation and training
Teams and protocols
Minute-to-minute
action plans
Response
Readiness
Crisis
Recovery
Radar
Detection and evaluation
A trust-recovery strategy
25

26. There was a time when PR faced crisis in
an ocean of loneliness… The time’s gone!
HR Lead
Internal
comms.
Specialist
Content
specialist
Operations
manager
Spokesperson
Lead
Crisis
Manager
Soutien
psychologique
Search
specialist
Community
manager
Legal team
Social
media
leader
Public/
media
relations
leader
26

27. Empower allies to
engage
Influencer
Management
Creating
Creating
remarkable
appropriate
content
content
Engaging
the right
influencers
Content
Activation
Community
Management
Driving communities
to advocate and
take action
27

28. Effective Escalation
TIP
A crisis doesn't always “start yellow” – be
ready for an issue at any level, and fast
acceleration!
Green Threat Level
Low influence messenger, low
threat content
High Influence Messenger
15
Small issue that can be handled
exclusively by local market brand or
communications teams.
Greenpeace launches
hoax against Shell Oil
involving website, online
videos and UGC contest.
Yellow Threat Level
Moderately influential messenger,
moderately threatening content.
Local issue that has high potential
to spread to other markets.
Low Threat
Message
0
15
High Threat
Message
Red Threat Level
High influence messenger, high
threat content.
Issue of multi-market relevance
that many divisions must work
together to solve.
0
Low Influence Messenger
28

29. Community Management during
a crisis: A source of fail
AVOID
 Trying to play tricks
 Potential second levels of interpretation
 Over-reacting by responding to messages
which don’t call for an answer
 Lose sight of authentic response:
transparency ranks first
 Create fake profiles
 Omit to coordinate all those who could
play a role
 Work alone
 Think that one can clean up the web
without any damage
 PANIC
29

30. Learning and Changing
Learn from failure:
Get ready – and do it better – to do
something you’d never have done
earlier!
30

31. Winners vs. Losers:
Reputation Matters
1. Strong leadership by the CEO
2. Rapid, credible response
3. Coordinated communications –
internally and externally
4. Honest and sensitive
communications
5. Prompt analysis and dissemination
of relevant information
20
15
10
5
0
-5
-10
-15
-20
0
20
40
60
80
100
120
140
160
180
200
220
240
260
Event Trading Day
31