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CIPR Cymru | Managing a social media crisis

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Simon Collister & Associates
Simon Collister & Associates

Presentation on managing crisis communications using social media. Delivered to CIPR Cymru as part of their Social Summer events, 12th April, 2012.

Actualités & PolitiqueTechnologieBusiness
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Managing Social Media Crises simon collister CIPR Cymru | social summer 2012
Tonight, tonight! > Social media crises in context > Eurostar case study > Some practical insights > Show and Tell?
What is a crisis? • Cornelissen (2004) argues an organisational crisis is: “a point of great difficulty or danger to an organisation possibly threatening its existence and continuity, that requires decisive change”
What is a social media crisis? Altimeter Group define a social media crisis based on the possible range of impacts for an organisation A social media crisis is: “An issue that arises in or is amplified by social media, and results in [or is likely to result in] negative media coverage, a change in business process, or financial loss.”
Identifying crisis levels Financial loss Level 3 Change in Level 2 business process Negative media Level 1 coverage
> Anyone remember this…?
> Anyone remember this…? Clever campaign strategy that utilised Nestle’s anticipated corporate response and the viral potential of social media
Negative media coverage Change in business process Financial loss
> What’s the current situation?
Negative media coverage Change In business process Source: Altimeter Group: Social Readiness
Source: Altimeter Group: Social Readiness
Source: Altimeter Group: Social Readiness
Source: Altimeter Group: Social Readiness
Significant because it shows that simply managing your own platforms or communities is NOT ENOUGH to prevent or deflect a potential crisis Source: Altimeter Group: Social Readiness
Managing a social media crisis in real-time
Eurostar during normal service
Crises always happen on weekends!
Not normal service
With competitors fueling the fire
So, how did we respond?
> While we had a blog, Twitter account and Facebook Page, these were branded with the ‘Little Break, Big Difference’ strapline > ‘Eurostar’ branded profiles weren’t up-and- running
• We used the ‘Little Break’ blog to respond with video and written statements asap • We engaged in conversations taking place on the blog
• FAQs and customer service information was collated from customer queries and published • This was updated in as close to real- time as possible
Using key influencers to spread the word
Twitter responding in action
Facebook responding in action
Normal service resumed?
> Some practical insights
> Be alert to new crisis triggers > Watch for ‘meta-crises’ > New technology brings new problems > Facebook timeline and crisis comms > Don’t forget search
> Triggers: remember this? Source: Altimeter Group: Social Readiness
> Are these *new* triggers? Source: Altimeter Group: Social Readiness
> What about meta-crises? > Social media can trigger a crisis within a crisis > This poses unseen problems for PR professionals that Nestle’s inappropriate response actually aren’t 100% social triggered and exacerbated a further, meta-crisis media savvy
> Adidas social media “Shitstorm”
> Adidas social media “Shitstorm” The ‘shitstorm’ was caused by the fact that Adidas appeared to be deleting critical posts creating a wider ‘meta-crisis’ for the brand
> Beware auto-moderation > Some platforms, e.g. Facebook and Hootsuite, apply automatic detection systems to hold or even delete offensive content > Great under normal circumstances but can be a major issue when your organisation is under scrutiny (e.g. Adidas Shitstorm) as it looks like you might be censoring communication
> Twitter limits tweets > Twitter limits daily number of tweets for accounts currently set at 1,000 > Fine under normal situations but not during a crisis
> Facebook Timeline and crisis comms > Greater control for admins over page content and layout > Potential for ‘page hijacking’ minimised > Ability to private message people
> But… > History can potential trigger crises! > Take Fanta for example…
> Greater personalisation limits control > Brands can no longer get an exact overview of what is being said about them on Facebook; friends provide context for what users see > Content only has to include a brand mention, not be from a Page fan or be tagged content
> Don’t forget paid search
> In summary
• Plenty to think about…. • The main insight is to not stop thinking… and planning… and thinking… and planning • Continual and rapid evolution of socially mediated communications environment means planning frameworks are good, but require constant re-evaluation and updating
> Time for a Show & Tell?
> Do you have a social media crisis plan in place? > Do you know what a potential crisis might look like? > Have you mapped your key online influencers? > Have you got monitoring set-up? > Are there any internal barriers to real-time engagement?
Questions? simon.collister@gmail.com @simoncollister www.simoncollister.com

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CIPR Cymru | Managing a social media crisis

  • 1. Managing Social Media Crises simon collister CIPR Cymru | social summer 2012
  • 2. Tonight, tonight! > Social media crises in context > Eurostar case study > Some practical insights > Show and Tell?
  • 3. What is a crisis? • Cornelissen (2004) argues an organisational crisis is: “a point of great difficulty or danger to an organisation possibly threatening its existence and continuity, that requires decisive change”
  • 4. What is a social media crisis? Altimeter Group define a social media crisis based on the possible range of impacts for an organisation A social media crisis is: “An issue that arises in or is amplified by social media, and results in [or is likely to result in] negative media coverage, a change in business process, or financial loss.”
  • 5. Identifying crisis levels Financial loss Level 3 Change in Level 2 business process Negative media Level 1 coverage
  • 6. > Anyone remember this…?
  • 7. > Anyone remember this…? Clever campaign strategy that utilised Nestle’s anticipated corporate response and the viral potential of social media
  • 8.
  • 9. Negative media coverage Change in business process Financial loss
  • 10. > What’s the current situation?
  • 11. Negative media coverage Change In business process Source: Altimeter Group: Social Readiness
  • 12. Source: Altimeter Group: Social Readiness
  • 13. Source: Altimeter Group: Social Readiness
  • 14. Source: Altimeter Group: Social Readiness
  • 15. Significant because it shows that simply managing your own platforms or communities is NOT ENOUGH to prevent or deflect a potential crisis Source: Altimeter Group: Social Readiness
  • 16. Managing a social media crisis in real-time
  • 18. Crises always happen on weekends!
  • 21. So, how did we respond?
  • 22.
  • 23. > While we had a blog, Twitter account and Facebook Page, these were branded with the ‘Little Break, Big Difference’ strapline > ‘Eurostar’ branded profiles weren’t up-and- running
  • 24. • We used the ‘Little Break’ blog to respond with video and written statements asap • We engaged in conversations taking place on the blog
  • 25. • FAQs and customer service information was collated from customer queries and published • This was updated in as close to real- time as possible
  • 26. Using key influencers to spread the word
  • 30. > Some practical insights
  • 31. > Be alert to new crisis triggers > Watch for ‘meta-crises’ > New technology brings new problems > Facebook timeline and crisis comms > Don’t forget search
  • 32. > Triggers: remember this? Source: Altimeter Group: Social Readiness
  • 33. > Are these *new* triggers? Source: Altimeter Group: Social Readiness
  • 34. > What about meta-crises? > Social media can trigger a crisis within a crisis > This poses unseen problems for PR professionals that Nestle’s inappropriate response actually aren’t 100% social triggered and exacerbated a further, meta-crisis media savvy
  • 35. > Adidas social media “Shitstorm”
  • 36. > Adidas social media “Shitstorm” The ‘shitstorm’ was caused by the fact that Adidas appeared to be deleting critical posts creating a wider ‘meta-crisis’ for the brand
  • 37. > Beware auto-moderation > Some platforms, e.g. Facebook and Hootsuite, apply automatic detection systems to hold or even delete offensive content > Great under normal circumstances but can be a major issue when your organisation is under scrutiny (e.g. Adidas Shitstorm) as it looks like you might be censoring communication
  • 38. > Twitter limits tweets > Twitter limits daily number of tweets for accounts currently set at 1,000 > Fine under normal situations but not during a crisis
  • 39. > Facebook Timeline and crisis comms > Greater control for admins over page content and layout > Potential for ‘page hijacking’ minimised > Ability to private message people
  • 40. > But… > History can potential trigger crises! > Take Fanta for example…
  • 41. > Greater personalisation limits control > Brands can no longer get an exact overview of what is being said about them on Facebook; friends provide context for what users see > Content only has to include a brand mention, not be from a Page fan or be tagged content
  • 42. > Don’t forget paid search
  • 44. • Plenty to think about…. • The main insight is to not stop thinking… and planning… and thinking… and planning • Continual and rapid evolution of socially mediated communications environment means planning frameworks are good, but require constant re-evaluation and updating
  • 45. > Time for a Show & Tell?
  • 46. > Do you have a social media crisis plan in place? > Do you know what a potential crisis might look like? > Have you mapped your key online influencers? > Have you got monitoring set-up? > Are there any internal barriers to real-time engagement?
  • 47. Questions? simon.collister@gmail.com @simoncollister www.simoncollister.com

Notes de l'éditeur

  1. In reality, not as linear as this indicates…..
  2. In reality, not as linear as this indicates…..
  3. Reality is that most SM crises are level 1 & 2 crises….. Not financial lossThe fluid nature of SM can mean ‘low level’ crises occur/bubble-up regularly and dissipate
  4. But the volume of crises is increasing – partly due to sheer increase of adoptionMeans PR professionals exposure to crises will rise and as per Nestle, handled badly can escalate into Level 3 crises…
  5. Causes are also interesting…..- social media’s ability to expose bad practice,services or products is key cause of crisis… classic case of saying, not doingAlso influencer relations…. How many people have mapped the social media landscape to identify, understand and build relationships with key influencers?Are these triggers/causes new??? Discuss in more detail later on…..
  6. No single source of crisis….. Problematic for effective management with limited resources
  7. Managing your own platforms IS NOT ENOUGH…Monitoring of wider landscape is crucialInfluencer relations is crucial
  8. Indicates the granular level of interaction – replicated many times over the crisis
  9. Extensive and regularly updated FAQs on the blog meant we could sign-post people to single destination for informationBut real-time engagement was still essential – to answer specific questions and demonstrate proactive comms management
  10. The Fanta brand was created as a way for the Coca-Cola company to continue trade with Nazi Germany and avoid trade restrictions…….!