Boxing Clever: How to Safeguard your Company's Reputation Online
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A short talk on why organisations must reinforce their reputational defences from an online perspective, and how they can do so
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Boxing Clever: How to Safeguard your Company's Reputation Online
- 1. BOXING CLEVER HOW TO SAFEGUARD YOUR COMPANYāS REPUTATION IN THE DIGITAL AGE FTP University, Hanoi - December 2016 Amcham Philippines, Manila ā June 2015 CPC&
- 2. ABOUT CHARLIE POWNALL ā¢ Managing Director of CPC & Associates. Previously Regional Managing Director of Burson- Marsteller (Asia-Pacific), WPP, SYZYGY AG, Reuters, European Commission ā¢ Over twenty yearsā experience in communications planning & strategy, public relations, issues & crisis communications, digital marketing, social media, government communications, political advocacy, speechwriting, journalism ā¢ Set up and ran the European Commission's first rapid rebuttal unit. Led communications for 15x over-subscribed SYZYGY AG IPO. Grew Burson-Marsteller's digital/social offer and capability across Asia by average 80% per year ā¢ Author, Managing Online Reputation: How to Protect Your Company on Social Media (Palgrave Macmillan, Alpha Books). WPP Atticus Award (2011) for Managing Corporate Reputation in the Digital Age white paper ā¢ Global experience; over nine years in Asia. Chairman, Communications & Marketing Committee, American Chamber of Commerce in Hong Kong (2012-15) 2charliepownall.com CPC&
- 3. 3charliepownall.com YIN & YANG OF REPUTATION CPC&
- 6. āFloat like a butterfly, sting like a beeā Muhammed Ali 6charliepownall.com CPC&
- 11. charliepownall.com 11 CPC& THE ACTIVIST ATTACK
- 19. ā¢ Listen continuously ā¢ Respond quickly ā¢ Act decisively ā¢ Be sensitive and proportionate ā¢ Communicate persuasively ā¢ Prepare thoroughly ā¢ Collaborate closely SO WHAT? CPC& 19 charliepownall.com
- 20. THREE PREROGATIVES 20 CPC& 1. Hone your strategy 2. Strengthen your core 3. Sharpen your reflexes charliepownall.com
- 21. āThe hands canāt hit what the eyes canāt seeā Muhammed Ali 21charliepownall.com CPC&
- 22. Source: EIU, Clifford Chance - 2014 TOP RISKS FOR BOARDS 22 charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
- 23. IMPACT OF RISKS 23charliepownall.com CPC& Source: EIU, Clifford Chance - 2014 Source: Clifford Chance, EIU - 2014
- 24. Source: EIU, Clifford Chance - 2014 ISSUES OF CONCERN 24charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
- 25. RISK TYPES 25charliepownall.com CPC& ā¢ Political pressure ā¢ Regulatory changes ā¢ Religious/cultural/political controversies ā¢ Societal outrage ā¢ Cyber attacks ā¢ Health scares ā¢ Hostile takeover bids ā¢ Natural disasters ā¢ Political unrest ā¢ Sabotage & extortion ā¢ Corporate/strategic failure ā¢ Corporate governance failure ā¢ Fraud/malpractice ā¢ Poor employee behaviour ā¢ CEO dismissal ā¢ Employee injuries/death ā¢ Industrial disputes ā¢ IT system failures ā¢ Product quality EXTERNALINTERNAL ISSUE-LED INCIDENT-LED
- 26. ā¢ Reputation, reputation, reputation ā¢ Cyber attacks, social engineering, confidentiality, privacy ā¢ Freedom of expression, harassment, defamation ā¢ IP: impersonation, hijacking, copyright, trademarks ā¢ Poor employee behaviour/comments ā¢ Marketing, social media programmes, automation ā¢ Online reviews, customer service ā¢ NGO & community activism ā¢ Rumours, misinformation, disinformation ā¢ Smoking guns ONLINE/SOCIAL MEDIA RISKS CPC& 26 charliepownall.com
- 27. IGNITES AMPLIFIES SUSTAINS CPC& HOW SOCIAL MEDIA IMPACTS REPUTATION 27charliepownall.com
- 28. RISK PLANNING PROCESS 28charliepownall.com CPC& Identify Assess likelihood Assess controls Assess impact Score & rank Prioritise Develop plan
- 29. HIGH MODERATE LOW CPC& -LIKELIHOOD+ - IMPACT + SEVERE SCORING RISKS 29charliepownall.com
- 30. 30 Critical ā¢ Extensive breach of customer data ā¢ Kidnapping of an employee ā¢ Major damage to a firmās physical assets during an earthquake or terrorist operation Severe ā¢ Allegations of corruption amongst a firmās senior leadership ā¢ External leak about serious and unexplained injuries to employees at work ā¢ Threat of legal action by a major investor over the accuracy of a firmās financial statements Significant ā¢ Escalating allegations of use of child labor amongst a companyās suppliers ā¢ Community protests about local environmental damage ā¢ Campaign by a global NGO to boycott a companyās products Moderate ā¢ An escalating online rumor about a controversial product ingredient ā¢ A public complaint about a faulty product by a celebrity customer ā¢ A backlash to an unexpected price increase or brand marketing campaign Low ā¢ Known though uncontroversial concerns about a product circulating online ā¢ Negative online feedback to a media article on employee compensation ā¢ A one-off complaint on Facebook by a customer about poor quality product packaging RANKING THREATS charliepownall.com CPC& Ā© Charlie Pownall/CPC & Associates
- 31. 31 Source: D. Diermeier - 2008 REPUTATION MANAGEMENT SYSTEM DECISION SYSTEM INTELLIGENCE SYSTEM IMPACT ASSESSMENT EARLY WARNING ALERT FEEDBACK ACTIONABLESTRATEGY-DRIVEN charliepownall.com CPC&
- 33. CPC& BUSINESS INTELLIGENCE REPUTATION MANAGEMENT IP/BRAND PROTECTION MARKETING & COMMUNICATION PUBLIC/PHYSICAL SAFETY COMPLIANCE CYBER SECURITY MARKET RESEARCH CUSTOMER SERVICE EMPLOYEE BEHAVIOUR ONLINE LISTENING TOOL TYPES 33charliepownall.com See: https://charliepownall.com/resources/online-risk-and-reputation-monitoring-tools/
- 34. 34 ONLINE THREAT ASSESSMENT QUANTITATIVE QUALITATIVE TONEVISIBILITY VIRALITY INFLUENCE MOTIVATION VALIDITY RELATIONSHIPS CONTEXT IMPACT ON BUSINESS & REPUTATION charliepownall.com CPC& Ā© Charlie Pownall/CPC & Associates
- 35. CPC& THREAT ESCALATION SOPs 35charliepownall.com MODERATE SEVERE CRITICAL Issue ā¢ An escalating online rumour about a controversial product ingredient ā¢ A public complaint about a faulty product by a celebrity customer ā¢ A backlash to an unexpected price increase or brand marketing campaign ā¢ Allegations of malfeasance amongst senior leadership ā¢ External leak about serious and unexplained injuries to employees at work ā¢ Threat of legal action by a major investor over the accuracy of a firmās financial statements ā¢ Extensive customer data breach ā¢ Kidnapping of an employee ā¢ Major damage to physical assets Threshold(s) ā¢ Volume xx/deviance % ā¢ Sentiment xx/deviance % ā¢ Volume xx/deviance % ā¢ Sentiment xx/deviance % ā¢ Volume xx/deviance % ā¢ Sentiment xx/deviance % Assessment ā¢ Platform manager, Listening team, Communications, Topic expert ā¢ Communications, Public Affairs, Legal, Topic expert ā¢ Crisis Team, Communications Approval ā¢ Communications ā¢ Public Affairs ā¢ Crisis Team Response time ā¢ 12 hours ā¢ 6 hours ā¢ 3 hours
- 36. 36 -SEVERITY+ - LONGEVITY + INCIDENT CRISIS PROBLEM ISSUE charliepownall.com FORMULATING THE RIGHT RESPONSE Ā©CharliePownall/CPC&Associates CPC&
- 37. charliepownall.com ā¢ Not responding ā¢ Responding too slowly ā¢ Being dishonest ā¢ Being partially honest ā¢ Deflecting blame ā¢ Over-reacting ā¢ Too much disclosure ā¢ etc RESPONSE PITFALLS CPC& 37
- 39. Ā© Charlie Pownall/CPC & Associates CPC& THREAT RESPONSE TOOLBOX 39charliepownall.com REMOVE MINIMISE RECTIFY HIDEBLOCK SUPPRESS RETRACT REFRAME ATTACK DENY OFFLOAD LEAVE THREATEN EVADEDIMINISH SHARE ARBITRATE ADMIT STRENGTHENREBUILDRESTORE CONVERT REPLACE MITIGATE JUSTIFY LITIGATE PROMOTE PREVENT
- 40. CRISIS PLAN 40charliepownall.com CPC& ā¢ Definitions ā Crises ā Incidents ā Issues ā¢ For each scenario ā Roles & responsibilities ā Objectives & strategy ā Policies, protocols, checklists ā Relevant stakeholders/opinion-formers ā Pre-approved messages/statements ā¢ CMT, R&Rs and contact details
- 41. CPC& charliepownall.com 41 TRAIN YOUR TEAMS
- 43. 43charliepownall.com TO CONCLUDE ā¢ Many online reputation threats, each of which differ according to the organisation, industry and operating context ā¢ Listen carefully to understand the broad range of risks to your business and reputation, and how the internet/social media impact these risks ā¢ Digitise your threat listening, decision-making and response systems across all channels in advance of a incident/crisis occurring, ensuring senior management are in the loop ā¢ Develop a comprehensive, practical crisis, incident and issue response plan ā¢ Respond quickly, firmly, sensitively and proportionately to threats, using the appropriate mix of business, communications, legal and technological tools ā¢ Always bear your long-term reputation in mind ā¢ Practice hard. CPC&
- 44. āPlans are useless, but planning is usefulā Dwight D. Eisenhower 44charliepownall.com CPC&
- 46. 46charliepownall.com THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com CPC&