Managing crisis communications – the role of faculty marketing managers

© 2015 by PRecious Communications 1

CRISIS COMMUNICATIONS YOUR REPUTATION IS PRECIOUS …

Lars Voedisch

Principal Consultant

[email protected]

@larsv

© 2015 by PRecious Communications

• Independent, boutique communications consultancy

• Based out of Singapore, at home in Asia and Europe

• Globally connected via affiliation with

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Singapore 069410

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PRecious Partners

Brands PRecious Communications and our consultants have worked with . . .


1. unexpected (i.e., a surprise)

2. creates uncertainty

3. is seen as a threat to important goals

4


• Be (Seen) Innovative –

But Please Don t Take Any ‘isk, Use Only Proven Methods

The BIG Cultural Dilemma

5


Online Engagement? Customers are very demanding!

[Brands] have to surprise me, not only meet

my needs, but anticipate my needs.

By using social media exclusively, I think the

company has to

answer me whenever I have a question,

enlighten me whenever I complain,

and thank me whenever I compliment

them.

Source: The Language of Love in Social Media - Firefly Millward Brown 6

http://www.fireflymb.com/Libraries/Social_Media_Study/2010_SocialMediaStudy_SummaryReport.sflb.ashx


What is reputation management for you?

7

Quick discussion:

What is reputation for

you?


Reputation

8

[rep-yuh-tey-shuhn]

What is a reputation?

The beliefs or opinions that are held by

someone or something by the community

or general public.


Nestlé's social media crisis

9

Material/Nestle_Killer_Greenpeace.flv


Nestlé's social media crisis

Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

10

Material/Nestle_Killer_Greenpeace.flv


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page

11


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page

Nestlé: To repeat: we

welcome your comments,

but please don't post using

an altered version of any of

our logos as your profile

pic--they will be deleted

12


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page







Now it even went worse with all

kinds of criticism, allegations and

simple insults being posted (e.g.

bottled water dispute in the US,

killi g a ies …)

13


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page











killi g a ies …)

Key learnings:

Control? You never had

it.

Don't use lawyers to

take things off the

Internet

Admit it, stop it, and

apologize. FAST!

Customers criticizing

you are telling you

something very

valuable

14


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page











killi g a ies …)

15

Key learnings:


it.


take things off the

Internet


apologize. FAST!


you are telling you

something very

valuable


Nestlé

unwillingly put

public attention

to

Greenpeace's

video campaign

Activists

change their

Facebook

profile photos

to anti-Nestlé

slogans and

start posting to

the Nestlé fan

page











killi g a ies …)

16

Key learnings:


it.


take things off the

Internet


apologize. FAST!


you are telling you

something very

valuable

What are your

Rules of Engagement?

A crisis response protocol?

How fast can you react?

Who decides?


By the time you hear the

thunder, it s too late to build the ark.


Crisis Fundamentals

Emergence:

Issue gets

public

Spreading:

Growing

interest

Establishment:

Full crisis

Erosion:

Relevance

declines

Potential:

Known areas

YOU?

18


Crisis Fundamentals

Emergence:

Issue gets

public

Spreading:

Growing

interest

Establishment:

Full crisis

Erosion:

Relevance

declines

Potential:

Known areas

YOU?

19

When a crisis happens:

Get it fast,

Get it right,

Get it out, and

Get it over!

Your proble o ’t i pro e ith age. N. Augustine, CEO Lockhead Martin

Time is crucial for managing risk as

it allo s you to stay in the dri er seat


Holistic View of Crisis Management

20 Source: Issue Management and Crisis Management: - Tony Jaques

http://www.issueoutcomes.com.au/Websites/issueoutcomes/Images/Relational model PRR.pdf



21



22



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Crises—What are the main causes?

25

1. Management Decisions / Indecisions

2. Human Error / Mistakes

3. Operational or Mechanical Problems

4. Acts of God


The majority of all crises come from within an organization.

26


Understanding how crises evolve

27

On average over the past 20-

years, only about one-third

of all crises were the sudden

type – fires, explosions,

natural disasters and

workplace violence.

Source: Annual ICM Report 2011 – Institute for Crisis Management

http://crisisconsultant.com/wp-content/uploads/2012/07/2011CrisisReportICM-1.pdf


Let’s talk busi ess

28

Not e…

Who has a

crisis

plan? Nope :)


What should that plan be?

• Scenario evaluation

• Action plan

• Financial planning

• Issue monitoring

29


What belongs into a Crisis Management Plan?

30

1. Executive Summary: Why, How, What, When &

Where

2. Type of Crisis Rating: Issue, Problem / Incident,

Crisis

3. Roles and Responsibilities: Team & Individual,

Senior Management, Crisis Team, Line

Managers, All Employees

4. Central Control: Where, when, how –access to

key resources

5. Procedures: Event specific checklists, what to

do when

6. Toolkits: Prepared templates, drafts for

Source: Crisis/ Issue Management, Best Practice – Saunders-McDermott


Example: Washington State University

31 Source: Crisis Communications Plan – WSU

1) Speed: Do we have a crisis situation

2) Focus & Care: Take action and care for

people; look at the facts

3) Concern & Control: Look at your reputation

http://alert.wsu.edu/utils/File.aspx?fileid=3923



32

GOAL: Timely determination if the incident or emergency

situation requires invoking this plan.

OBJECTIVES:

1. Decision made by Crisis Communication Team to release

warning and notification

2. If delay of warning/notification release will have life-safety

implications, pre-approval for authorized personnel to

release initial message without Senior staff decision

Source: Crisis Communications Plan – WSU




33

GOAL: Provide timely and accurate warning and notification to

the University Community of any known danger or threat that

could affect their safety and well-being.

OBJECTIVES:

1. Activation of appropriate communication resources quickly

and efficiently

2. Provide clear directions on what people need to do in

response to the emergency situation

3. Identify who needs to be informed

4. Communicate facts about the situation and minimize

rumors





34

GOAL: Demonstrate clearly that WSU is on top of the issue, is

managing it appropriately and is providing for the needs of

those in the University Community affected by the incident.

OBJECTIVES:

1. Restore a sense of confidence and order within the

University

2. Clearly demonstrate the University leadership is addressing

the needs of the University Community




Crisis Communications

Nobody cares how much you know,

u til they k o ho u h you are. Theodore Roosevelt

35


• What constitutes a real crisis

• Scenario planning (internal / external)

• Business continuity vs. communications

• Assessing potential crisis issues (audit)

• Crisis-management team responsibilities

• Setting up emergency communication

plans (internal / external; channels)

• Regular checks, updates, refreshers

• Activation plans (e.g. for external partners)

Before the Crisis

REPUTATION CRISIS PREPAREDNESS

36









What are the main

issues and how to

address them?


And now a look at the corporate world

45

Background:

1) Siemens

just

announced

a new

record

profit

2) Layoff of

over 1300

staff

announced


How to Deal with Comments—YOUR Response Plan

46

• Comment / Blog Post

Validity

• Level of Responsibility

• Level of Respect

• The Commenter is a Troll

/ Rager

• The Commenter is a

Spammer by Nature

http://www.flickr.com/photos/jeremiah_owyang/3154057414/


The BIGGER Picture: What’s Your E gage e t Pla ?

47

What can/should your staff say – or not?

Do you have a proper escalation path?

How do you get ready for eta ode?


Any questions or

comments?

SUMMARY


About PRecious Communications International Communications Expertise with a Passion for Technology

• PRecious Communications is a young and energetic, yet strategic

communications and public relations consultancy serving B2C and B2B

companies

• Our focus is on corporate communications, crisis management, public

relations and social media.

• It combines a clear business-oriented approach with a focus on measurable

results that tie dire tly i to its lie ts o erall o u i atio s o je ti es. • The firm is run out of Singapore and serves clients throughout Asia Pacific.

• PRecious was officially started in early 2012 by Lars Voedisch, an experienced

global communications and business professional with 15 years expertise in

gro i g, a agi g a d defe di g leadi g glo al ra ds reputatio a ross industry sectors.

Background & Expertise

• Combined work experience include: AIESEC, AT&T, Citi, Coca Cola, DBS, DHL,

Dow Jones, EDS, GIC, Honda, HP, Huawei, ING, InMobi, Lenovo, Motorola,

OpenNet, Palm, Panasonic, Porsche, Procter & Gamble, Yahoo!, VMware

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• Communications Strategy

• Traditional & Social Media

Relations

• Digital Engagement

• Crisis Preparedness &

Management

• Internal Communications

• Media Training

• Analysis, Measurement,

Research

Your reputation

is PRecious…

Our Service Offerings

Education

Managing crisis communications – the role of faculty marketing managers