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Managing the uncontrollable: Crisis management in the age of social media
- 1. Managing the Uncontrollable: Integrated
Communications in the Age of Social Media
Social or not – It’s
Media Relations
Managing effective
communications
Leveraging smart tools
to make smart
decisions
Lars Voedisch
Regional Head – Media Intelligence, APAC
Dow Jones and Company
lars.voedisch@dowjones.com
@larsv
© Copyright 2010 Dow Jones and Company |
- 2. Social Media still growing strongly:
24 percent year-on-year
Source: The Nielsen Company; Reach and Usage by Country / Apr 2010 (Home & Work)
© Copyright 2010 Dow Jones and Company |
- 3. Twitter is more popular in Japan than in the US,
Facebook basically not relevant
Service / US Japan
% of internet
users
9.8 % 16.3 %
62% 3%
Source: The Nielsen Company; Reach and Usage by Country / Apr 2010 (Home & Work)
© Copyright 2010 Dow Jones and Company |
- 4. Social Networking – It’s NOT just kids!
Popular Social Networks like Japanese Mixi
reach across age groups
7.4% 2.1% 9.4%
Age 10~19
Age 20~29
7.3%
Age 30~39
Age 40~49
Age 50
53.8%
Source: Japan Mobile SNS Study 2010
© Copyright 2010 Dow Jones and Company |
- 5. Social Media Relations: Everything Changes!?
Everything Changes Nothing Changes
It’s about two-way You’ve to manage
conversations relationships
You’ve to deal with more So it’s wires, print,
channels broadcast – and social
media
We HAVE to listen and
understand what’s said You already: monitor and
about us! analyze your media
coverage
What about those
negative comments and Not every negative
posts? comment means a crisis
The game get’s so much Already forgot newswires?
faster Look at trends over time
© Copyright 2010 Dow Jones and Company |
- 6. Social Media Relations: Everything Changes!?
Everything Changes Nothing Changes
It’s about two-way You’ve to manage
conversations relationships
Dealing with
Dealing with
You’ve to deal with more
channels (Social) Media is an ART: wires,and social
So it’s
(Social) Media is an ART:
broadcast –
print,
Authentic media
We HAVE to listen and Authentic
understand what’s said Relevant You already: monitor and
about us! Relevant analyze your media
What about those
Transparent
Transparent coverage
negative comments and Not every negative
posts? comment means a crisis
The game get’s so much Already forgot newswires?
faster Look at trends over time
© Copyright 2010 Dow Jones and Company |
- 7. Nestlé's social media crisis
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
© Copyright 2010 Dow Jones and Company |
- 9. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
don't post using an
photos to altered version of any
altered version of any
anti-Nestlé of our logos as your
of our logos as your
slogans and profile pic--they will be
profile pic--they will be
start posting deleted”
deleted”
to the Nestlé
fan page Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
© Copyright 2010 Dow Jones and Company |
- 10. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
Now it don't went using an all
post
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kinds of our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults being be
profile pic--they will
slogans and postedprofilebottledwater be
pic--they will
posted(e.g. bottled water
(e.g.
deleted”
start posting deleted”
dispute in the US, “killing
dispute in the US, “killing
to the Nestlé babies”…)
fan page
babies”…) Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
© Copyright 2010 Dow Jones and Company |
- 11. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
post Key learnings:
Now it don't went using an all
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kinds of our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults Control? Don't use
being
profile pic--they will be
slogans and profile pic--they will be
posted (e.g. bottledlawyers to take
posted (e.g. bottledwater
deleted” water
start posting deleted” “killing
dispute in the US, “killing off the
dispute in the US, things
to the Nestlé babies”…)
fan page
babies”…) Nestlé
Internet
unwillingly it,
Admit it, stop
put public
and apologize
attention to
Customers
Greenpeace's are
criticizing you
video
telling you
something very
campaign
valuable
© Copyright 2010 Dow Jones and Company |
- 12. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
post Key learnings:
Now it don't went using an all
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kinds of our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults Control? Don't use
being
profile pic--they will be
slogans and profile pic--they will be
posted (e.g. bottledlawyers to take
posted (e.g. bottledwater
deleted” water
start posting deleted” “killing
dispute in the US, “killing off the
dispute in the US, things
to the Nestlé babies”…)
fan page Nestlé babies”…) Internet
What are your
What are your unwillingly it,
Admit it, stop
Rules of Engagement? put public
Rules of Engagement? and apologize.
A crisis response protocol? FAST! to
A crisis response protocol?
attention
How fast can you react?Greenpeace's
How fast can you react? Customers
Who decides?
Who decides? video you are
criticizing
telling you
campaign very
something
valuable
© Copyright 2010 Dow Jones and Company |
- 13. The majority of all crises come from within
an organization.
© Copyright 2010 Dow Jones and Company |
- 14. Reputational Risk: It’s all about perception...
Establishment:
Full crisis
Erosion:
Spreading:
Relevance
Growing
declines
interest
Emergence:
Issue gets
Potential: public
Known areas
YOU?
© Copyright 2010 Dow Jones and Company |
- 15. Reputational Risk: It’s all about perception...
Establishment:
Full crisis
Erosion:
Spreading:
Relevance
Growing
declines
interest
Emergence:
Issue gets
Potential: public If a crisis happens:
Known areas
Get it fast,
Get it right,
YOU? Get it out, and
Get it over!
Your problem won’t improve with age.
© Copyright 2010 Dow Jones and Company N. Augustine, CEO Lockhead Martin |
- 16. Communications Objectives & Strategy
Use smart tools along your workflow!
Monitor Analyse Discover Engage
research & issues, trends opportunities & & pinpoint
promote & strategies for risks in time better the
the buzz impact to act influential
© Copyright 2010 Dow Jones and Company |
- 17. Monitor
What’s the Buzz?
It takes 20 years to build a
reputation and five minutes
to ruin it. If you think about
that, you’ll do things
differently.
Warren Buffet
© Copyright 2010 Dow Jones and Company | 17
- 18. Monitor Analyse
What are the Issues?
Break it down:
The best way to
manage crises is
to understand and
manage issues.
© Copyright 2010 Dow Jones and Company | 18
- 19. Introducing: MEDIA MONITOR for Factiva.com
Communications professionals can conduct on-the-fly
research and do-it-yourself (DIY) media analysis of
news and trends in both traditional and social media.
They can monitor emerging issues and trends by creating
and saving interactive charts to dashboards.
© Copyright 2010 Dow Jones and Company |
- 20. Analyse
What’s going on?
Who are they
talking about?
When is it
happening?
What is the
chatter about?
© Copyright 2010 Dow Jones and Company | 20
- 21. Analyse
If you need to look deeper
How bad (good) is it?
Where does a
CRISIS happen vs.
How does the story where does it
play out in traditional start?
and social media?
© Copyright 2010 Dow Jones and Company | 21
- 22. Analyse
Research-on-Demand
Management loves
compelling report.
Do you love
compiling them
from scratch?
© Copyright 2010 Dow Jones and Company | 22
- 23. Discover
Discovery Issues in Time to Act:
Toyota Crisis’ Key Topics
iPhone
“This is not about searching
knowns, this is about
uncovering unknowns and
understanding the context.”
© Copyright 2010 Dow Jones and Company | 23
- 24. Discover
Change: Mainly Positive
Topics Now for Toyota!
iPhone
“This is not about searching
knowns, this is about
uncovering unknowns and
understanding the context.”
© Copyright 2010 Dow Jones and Company | 24
- 25. Engage
Engage and understand the influencers
For most industries, PRINT is still king!
What they’re writing about…
…and how to contact them
Link content (news, posts) with the creators (journalists,
bloggers)
Quickly access everything you need to make decisions and
contact the right influencers
© Copyright 2010 Dow Jones and Company | 25
- 26. Managing the Uncontrollable
Leverage Dow Jones’ Tools and Expertise
Traditional Media Content: More than 25,000
publications and Web sites; 159 countries, 23 languages
Social Media Content: Millions of blogs and social
media sources, including boards and consumer review sites
Do-it-yourself media analysis: Enter just a few
keywords to get instant media analysis presented in interactive
charts
Visualisation: Save interactive charts on up to three
dashboards so that you can monitor topics for as long as they
stay in the news cycle.
Research-on-Demand: Benchmark or analyze issues,
events, campaigns. Monitor issue/crisis impact on stakeholders,
leveraging Dow Jones’ MediaLab’s global expertise and
resources.
© Copyright 2010 Dow Jones and Company |
- 27. Questions?
Thank you.
Lars Voedisch
Regional Head – Media Intelligence, APAC
Dow Jones and Company
lars.voedisch@dowjones.com
@larsv
© Copyright 2010 Dow Jones and Company |