What's Next: Risk & Reputation in the New Digital World
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Social media channels provide many opportunities for brands but they also pose significant threats: cyber attacks, product recalls and issues of integrity to name a few. When a crisis strikes, the speed of online media can be paralysing. How can marketers safeguard brand reputation and recover from threats that are beyond direct control?
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What's Next: Risk & Reputation in the New Digital World
- 1. Powered by What’s Next: Risk & Reputation in the New Digital World
- 2. Welcome Peter Hirsch Global Consulting Partner Ogilvy Consulting Dayoán Daumont Consulting Partner Ogilvy Consulting
- 3. Tell us where you are dialing in from! What’s the weather like in your city?
- 4. Do you want this deck? It will be available for download shortly after the webinar on: slideshare.net/socialogilvy And the recording up on facebook.com/OgilvyConsulting
- 5. April 4, 2018 Reputation Risk Management
- 6. WHY CRISES MATTER Data from Oxford Metrica Within any 5 year period, there is an 80% chance of a company losing at least 20% of its value over and above the market in a single month
- 7. MANAGING CRISES WELL MAKES A DIFFERENCE -20 -15 -10 -5 0 5 10 15 20 0 20 40 60 80 100 120 140 160 180 200 220 240 260 Event Trading Day ValueReactionTM (%) Data from Oxford Metrica ValueReaction Companies with successful crisis response Companies with unsuccessful crisis response
- 8. CHARACTERISTICS OF COMPANIES WITH SUCCESSFUL CRISIS RESPONSE • Robust prevention and mitigation systems • Well-tuned crisis response program • Balanced reputation recovery o Effective crisis planning and the design of the response infrastructure enables: • Crisis avoidance • Speed of response • Decisive decision making • Message consistency • Responses that are truly aligned with stakeholder expectations, thereby mitigating reputational damage and speeding recovery
- 9. DEFINING A CRISIS A crisis is any event or series of events that seriously threaten an organization's reputation and business future A crisis is also a negative event or series of events, that, if handled well, can burnish the reputation of an organization
- 10. CRISIS TYPES Financial Fraud Data Privacy Breaches Natural Disasters Product Failure Workplace Misdemeanors Marketing/Customer Service Mistakes
- 11. WHAT HAPPENS IN A CRISIS Spreading Reputational Damage Flawed and hasty decision- making Freeze up and no decision- making Failure to see the big picture beyond the threat to the organization
- 12. THREE PILLARS OF CRISIS MANAGEMENT Crisis Prevention Crisis Response Crisis Recovery
- 14. CRISIS PREVENTION, MITIGATION AND RECOVERY ❑ Rapid response process ❑ Rapid response logistics ❑ Crisis process training and simulation Crisis Response Reputation Recovery ❑ Issue map ❑ Issue influencer and stakeholder map (on and offline) ❑ Issue management process and infrastructure ❑ Parallel pathways in place as crisis enters acute phase: Structure Situation Strategy Solution ❑ Graduated scale down, aligned with stakeholder expectations ❑ Sentiment tracking ❑ Ongoing franchise activities and milestones management ❑ Iconic change programme (e.g. Suicidality Scale post-AZ case) Preparation
- 15. ISSUES MANAGEMENT INFRASTRUCTURE Monitoring Critical Issues Preparation Issues Escalation Process
- 16. ISSUES MAPPING This process involves mapping your business value chain against trends in four forces -- demographics, technology, economics and culture The process identifies emerging trends just over the horizon that could create problems
- 17. CRISIS PREVENTION AND MITIGATION Issues Mapping Issues Management Infrastructure Crisis Response Process and Logistics
- 18. CRISIS RESPONSE PROCESS AND LOGISTICS Cross-functional Crisis Council Crisis Triage Process Off-site response capabilities Pre-approved digital "shells”
- 19. CRISIS RESPONSE
- 21. OUR JOB IN A CRISIS Gather and analyze incoming data and reports Provide an outsider’s perspective on the story arc Promote calm and rational decision- making Help organize work flows so that the right things get done in the right order Help triage media flow Document
- 22. PRIORITY WORKFLOWS Holding Statement Team and sub-team set up Fact finding Monitoring Outreach to authorities when appropriate Usually not much more than known facts, expressions of compassion and commitments to collaboration
- 23. LEADERSHIP AND TEAM FORMATION Critical to appoint crisis team leader and sub-team leaders Sub-teams should be organized by stakeholder group Crisis Team Leader Monitoring Media Outreach Fact Finding Liaison Between Sub-teams Documentation Communications Creation* Scenario Planning *Including social media and web activities
- 24. THE FIRST WAVE Intense internal fact-finding Identifying worst case scenarios Predicting the story arc Identifying heroes, villains, accelerants and retardants
- 25. THE RESPONSE Absolutely no rush to judgment or to find scapegoats Focus completely on those who have been hurt or damaged, organization comes later Examine causation: stupidity or evil? In other words, did a process fail or was deliberate bad behavior involved? Choose spokespeople and communications methodology -- focus on facts, actions and express concern about those affected
- 26. BEYOND THE FIRST WAVE Suspension of affected business activities or individuals pending investigation Independent panel of experts Collaboration with authorities Policy change Compensation/Make goods Continuous communication Depending on process failure or individual culpability, there are a range of options
- 27. WHAT TO DISCLOSE There is no moral obligation to be completely transparent However, your level of transparency (within legal limitations) should correspond to what a reasonable person would want to know about what has happened and what you are doing about it. This varies by situation Your disclosures should neither cause panic nor create false confidence
- 28. WHEN TO DECLINE When there is no new information (you can communicate this) When the media is simply looking for more color to write a second day story Even if you have favorable news, consider that your first priority is to starve the story of oxygen
- 29. WHERE TO PLAY: YOUR WEB PAGES If it’s an ongoing issue for you You need to regularly update Your position on the issue is frequently distorted
- 30. WHERE TO PLAY: SOCIAL COMMUNITIES If you can sustain the outreach: Best for lower temperature but sustained issues Requires a lighter tone Willingness to cede some control If you run the community, you must publish everything not obviously crude or defamatory
- 31. WHERE TO PLAY: ACTIVIST SITES Best for high temperature issues you have chosen to engage on in other media Expect to be disrespected (your target is the waverers) Don’t attempt “one-off” interventions Engage the organization off-line as well
- 32. WHERE TO PLAY: YOUR BLOGS Once up, always running Weekly frequency is lowest threshold Best for ongoing stakeholder issues
- 33. WHERE TO PLAY: OPINION-FORMING BLOGS No sock puppets! Expect your PR efforts to be treated as part of the dialogue Best used when your issues are part of a louder public debate Practice mainstream news level verifiability
- 34. CROSS PLATFORM LINKS AND INTEGRATION Website to YouTube Twitter to blog Facebook page to industry links Linkedin group to podcast Cross platform tagging
- 35. SPOTTING BOTS Bots make up 52% of all web traffic They post a lot Bots love anonymity Bots live to amplify Ben Nimmo, Sr. Fellow, Atlantic Council’s Digital Forensic Research Lab
- 36. CRISIS RECOVERY
- 37. CRISIS RECOVERY Don't declare a crisis over prematurely When a crisis goes to the heart of an organization's reason for being, recovery requires a new relationship with stakeholders The deeper crisis, the longer you must appear to be engaged with it, sometimes for years Disengage gradually but explain each step Don't forget your employees need to heal too
- 38. THE 7 PRINCIPLES (Almost) every crisis is preventable Speak to the “pain,” not just the “harm” Social is your friend, not foe The arc of a crisis is predictable Be human It’s not over when you say it’s over Be patient
- 39. Questions? Peter Hirsch Global Consulting Partner Ogilvy Consulting Dayoán Daumont Consulting Partner Ogilvy Consulting
- 40. Thank you.