Managing crisis communications – the role of faculty marketing managers

© 2015 by PRecious Communications 1
CRISIS COMMUNICATIONS
YOUR REPUTATION IS PRECIOUS …
Lars Voedisch
Principal Consultant
lars@preciouscomms.com
@larsv

© 2015 by PRecious Communications
• Independent, boutique communications consultancy
• Based out of Singapore, at home in Asia and Europe
• Globally connected via affiliation with
About Us…
+65 – 3151 4760
larsvoedisch
21 Club Street
#02-11
Singapore 069410
connect@preciouscomms.com
Facebook.com/PReciousComms
Twitter.com/PReciousComms

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

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

Nestlé's social media crisis
Nestlé
unwillingly put
public attention
to
Greenpeace's
video campaign
10

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

21

22

23

24

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

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
31Source: 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

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

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
49

• 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

Managing crisis communications – the role of faculty marketing managers

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