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Crisis Communications and Social Media. Training facilitated by Ketchum Pleon for IBM Benelux. Case presented in Bruxelles @ IABC event. By Yves van Seters and Andrada Morar
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© 2011 IBM Corporation
Andrada Morar – Ketchum Pleon
Yves Van Seters – IBM
Bruxelles, 25th October 2011
Social Media induced Crisis Communication
© 2011 IBM Corporation
Andrada MorarHead of Social Media, Ketchum Pleon Benelux
Yves van SetersTeam Leader Media Relations & External CommunicationsIBM Benelux
© 2011 IBM Corporation3
The internet acts as a catalyst breaking geographical and time barriers in a matter of seconds.
The online gatekeeper is now your
consumer.
© 2011 IBM Corporation
Set-up
Exercise in Crisis Communication
Teams Present– External Communications– Internal Communications– Corporate Security Officers
Teams were unaware this was a Crisis Communication Exercise
Exercise was split in three parts– Briefing 1 – Setting the Stage– Briefing 2 – Set the Stage on Fire– Briefing 3 – Aftercare
Teams had 15 min only to respond on every new situation
© 2011 IBM Corporation5
© 2011 IBM Corporation
The Start
Translation: “Who lost his #IBM USB on the Intercity ?”Translation: “Who lost his #IBM USB on the Intercity ?”
© 2011 IBM Corporation
Briefing 1 – Setting the Stage
Internal Comm’s
Document with background info
Facts– USB-stick lost on the train– Found by student - Hacked within 2 min– USB-drive contains Customs database
documents– E-mail from Client Exec
Goal– IBM CGM sent email requesting counsel how to
prepare mgr-mail for Key Acoounts
External Comm’s
Document with background info
Facts– IBM branded USB-stick found on the train– Found by student - Hacked within 2 min– USB-drive contains Customs database
documents stating the export tax amounts paid by Philips – Major IBM client
– Incident is heavily discussed on Twitter– Tweets forwarded by external Contact
© 2011 IBM Corporation
The Plot Thickens….
© 2011 IBM Corporation
Fan mail pouring in
© 2011 IBM Corporation
Briefing 1 – Setting the Stage (Continued)
Internal Comm’s
Document with background info
Facts– USB-stick lost on the train– Found by student - Hacked within 2 min– USB-drive contains Customs database
documents– E-mail from Client Exec
Goal– IBM CGM sent email requesting counsel how to
prepare mgr-mail for Key Acoounts
External Comm’s
Document with background info
Facts– IBM branded USB-stick found on the train– Found by student - Hacked within 2 min– USB-drive contains Customs database
documents stating the export tax amounts paid by Philips – Major IBM client
– Incident is heavily discussed on Twitter– Tweets forwarded by external Contact– E-mail from spokesperson State Secretary
Goal– IBM CGM sent email requesting counsel how to
prepare mgr-mail for Key Acoounts
© 2011 IBM Corporation
Fan mail kept pouring in
© 2011 IBM Corporation
Action Plan
Action mode of External Comm’s– Action 1: Forget to involve Internal Comm’s
– Action 2: Monitoring in Social Media
– Action 3: Fact finding ? • Is it ours ? Is the content confirmed ?
– Action 4: What with the customer ?
– Action 5: Prepare Briefing CGM and preliminary Statement
Briefed CGM on the steps taken/planned:
•Monitoring => Started / Ongoing
•Fact Finding => Started / Ongoing
•Customer Care => Started
•Draft Statements => being validated
Briefed CGM on the steps taken/planned:
•Monitoring => Started / Ongoing
•Fact Finding => Started / Ongoing
•Customer Care => Started
•Draft Statements => being validated
© 2011 IBM Corporation
Briefing 2 - Setting the Stage on Fire
Internal Comm’s
Prepare an internal statement
(Lucky Bastards !)(Lucky Bastards !)
© 2011 IBM Corporation
Briefing 2 - Setting the Stage on Fire
External Comm’s
Philips Corp. Comm was contacted– They declare facts will be further examined – they can neither deny or confirm
figures
Tax authority contacted– Will present their own statement later– IBM CGM on his way for crisis meeting with Secretary of State
Twitterstream still alive and growing, story picked up by Bloggers and online media
Goal– Prepare Statement and prepare expressions
© 2011 IBM Corporation
Action Plan
You’re on your own– No help from customers
Try to contain issue online
– Monitoring ongoing conversations
– Find angles to contain the stream
– Find/identify influencers to bring correct messaging• What messaging ?
– Engage in Dialogue
Brief/ prepare CGM for his crisis meeting with Tax authorities– Statement
Pressure = on– Still no facts confirmed
© 2011 IBM Corporation
Briefing 2 - KA-POWKA-POW
External Comm’s
IBM spokesperson asked to comment the incident on live radio– Request accepted
Philips– Facts need more investigation – at this point neither confirmation or denial– No Spokes on live radio
Tax Authorities– Will come with own statement later on the day– No Spokes on live radio
Radio Host confirms student who found/hacked USB drive will be in studio
© 2011 IBM Corporation
Action Plan
High Pressure on team
Islands of action– Monitoring– Preparing Statement CGM– Preparping Radio interview
No sense of priority anymore
Pulled together a ‘It wasn’t me’-Statement – Impossible to know if this was an IBM’er who lost his stick or not ? – IBM branded is no excuses; we give them away– USB is outdated – IBM uses secured clouds to exchange data– Contacted the customers– Can’t confirm if data is valid or not– No further Comments
© 2011 IBM Corporation
The result
© 2011 IBM Corporation
Outcome
Student:– The man sitting across me on the train forgot his USB-drive– I tweeted so the man could retrieve his stick– When nobody replied, I accessed the stick to see if I could find an address or so– Things got out of hand
IBM– We never thought of contacting the Person who started the tweet– We never asked the USB stick back
© 2011 IBM Corporation
Briefing 3 - Aftercare
The training provided a valuable insights
Speed: The speed in which an online crisis develops still surprises the most skilled and experienced communications professionals;
Internal stakeholders: Interaction with internal stakeholders provided a lot of insights about the struggle communications professionals meet when needed to involve the leadership of big organizations;
The power of integration: Organizing the training in real-life Broadcast Facilities provided an extra layer of depth in the training. The power of integrated plan: traditional and social. Managing both in the same time.
Internal procedures: One of the key learnings was the fact that IBM’s internal crisis procedures no longer provided a framework to handle ‘the new crisis’
© 2011 IBM Corporation
Crisis preparedness 2.0
© 2011 IBM Corporation
Crisis response 2.0 approach
Provide Focus – speed is critical
Measure Impact through structured questioning
Set Goals for response
DiagnoseDiagnose
ManageManage
RedefineRedefine
Apply Strategies based on a 360° view
Determine Best Voice authentic, experienced
Engage blog, Twitter, Facebook, etc.
Harmonize actions with words
Improve capabilities to meet higher expectations
Weigh keywords to balance legacy of crisis
Measurement
© 2011 IBM Corporation23