CHAPTER 4: CRISIS RESPONSE IN SOCIAL MEDIA
1.
The Drawbacks of Social Media in Business
a.
Lot
of time is required
b.
Qualified
personnel are required
c.
Need
to pay for interesting ones
d.
Can
spread bad things
e.
Problems
more visible
f.
Exposed
to trolls
g.
Extortion
problems
h.
Privacy/
security issues
i.
Competitor
study business
j.
Narcissistic
approach bring failure
k.
Frequently
changing
l.
Demographic
groups use social media differently
m.
Employees
by mistake harm brand image
2.
Three Characteristics of a Crisis Response
a.
Quick
response - the “one hour rule”
b.
Consistency
– need to speak with one voice
c.
Openness
– available to the media and willing to disclose information as well as being
honest about its current situation.
3.
Social Media Crisis Response
a.
Identify
the source of the problem
b.
Categorize
the issue as a crisis or a problem
c.
Use
an internal flowchart to execute actions
4.
Ten Step Social Media Crisis Response
a.
Before the crisis
i. Get crew together
ii. Define a crisis
iii. Identify key
message
iv. Create
communication guidelines
v. Monitor updates
using mention
b.
During the crisis
i. Get in under
control
Pause
scheduled post
Publicly
acknowledge what’s going on
Inform
team
Post
long-form response on website
c.
After the crisis
i. Assess brand
impact
ii. Reflect on
response
iii. Prepare for
long-term
iv. Update crisis response plan
CHAPTER 5: BRAND VALUES AND SOCIAL MEDIA CRISIS COMMUNICATION
1.
The Differences Between a Social Media Crisis and a
Social Media Issue.
a.
THE SIMILARITIES
-
Overwhelming
significant
-
Need
to be responded to
-
Can
be evolve into crisis
-
Need
communication plan
b.
Social media crisis- negative impact on brand’s
reputation
-
Strong
negative emotional impact
-
Fall
under pre-determined categories of crisis situations
-
Situation
goes viral
-
Potential
reputational damage
c.
Social media issue- does not impact brand’s
reputation, escalate into crisis
-
Campaign
gone wrong
-
Negative
comments/ discussion posted online
-
Unacceptable
comments
-
Negative
customer service issues
-
The
circulation of online rumors
-
Online
technical errors
-
Miscommunication
2.
How To Draw a Line Between Negative and Unacceptable
Comments on SOCIAL MEDIA
a.
Negative comments: anything that is post/ tweet about
brand
-
Need
to be responded and give opportunity to turn unhappy customer/ fan into
life-long supporter
-
Shine
brand in most negative light
-
Contradicts/challenges
brand in some way
-
Complaint,
annoyance, grievance shared/posted by customer/fan
b.
Unacceptable comments: profanity, racism, offense
-
Should
be deleted. Check whether perpetrator genuine/fake. If genuine- apologize and
tell why unacceptable
c.
After you’ve drawn the line, State the Policy
-
Make
line clear for any and all viewers, fans and customers engaging on page
3.
Brand or Company Values
-
Responsibility,
innovation, goals, teamwork, customers, excellence, ethics, trust
4.
What Do Your Brand Values Have to do With Your Crisis
Communications?
-
Brand
values connect to stakeholders and build relationships
-
Easy
to lose sight of values and damage reputation
-
Broken
values damage relationships are hard to repair
5.
How can you protect your organization from losing
sight of your brand’s values in a crisis?
a.
Define brand and/or company values
b.
Remember them always
c.
Plan crisis in advance
6.
How A Brand’s Values Help Survive Crisis?
a.
Everyone in the business knows, understand and
supports the values
b.
The public can see that the brand and employees follow
these values
c.
All crisis communication is designed to strengthen
these values and communicates them in a way that makes people want to listen
CHAPTER 6: RISK ASSESSMENT
1.
DEFINITION OF A GAFFE
a.
Oxford
dictionary: an unintentional act or remark causing embarrassment to its
originator; a blunder
b.
Cambridge
dictionary: a remark or action that is a social mistake and not considered
polite
c.
Macmillan
dictionary: an embarrassing mistake that you make in public, especially one that
offends or upsets someone
2.
RISK ASSESSMENT - How to Identify, Prevent and Plan
for the Risks
a.
Start by assess the risk before launch campaigns
b.
Plan for the risk
c.
Conduct another quick risk assessment before the
campaign goes live/ is launched
3.
How to Launch a Successful Hashtag Campaign
a.
Assess the risk
b.
Choose hashtag carefully- don’t be too neutral but be
positive
c.
Plan ahead
d.
Monitor 24/7
4.
The Preventable Social Media Crisis
-
With A Simple Game of Devil’s Advocate (someone who pretends to disagree in
order to have a good discussion about something
-
plan
devil’s advocate
-
always focus on the positive approach
-
have an editor revise the messaging/ content
5.
How to Stop Your Company Getting Stung Over Social
Media Gaffes
a.
Stop being unfriendly (impersonal) with invites
b.
Stop forgetting to check tone of wording
c.
Stop failing to get social
d.
Stop posting private stuff on walls and comment
sections
6.
How to Resolve A Crisis that has Emerged from
Misinterpretation or Miscommunication?
a.
Respond immediately
b.
Publicly correct the misinterpretation
c.
Be sympathetic and take responsibility
d.
Learn your lesson
CHAPTER 7:
OFFENSIVE CRISIS MANAGEMENT STRATEGY
1.
What is an Offensive Crisis Management Strategy?
Proactive
approach to crisis management where an organization develops an offensive
posture an takes advantage of the crisis as an opportunity for creating a
positive public opinion.
2.
When is the Right Time to Implement an Offensive
Crisis Management Strategy?
When
the business has been wronged to a point of irreparable or long-lasting damage
3.
Fight Fire with Fire - Filing A Lawsuit
Sue
when company has been the target and to protect stakeholders and reputation
4.
Reactive Strategy – Offensive Response:
·
Attack
-
Challenge
an accusation of wrongdoing
-
Used
when accuser is negligent/malicious
-
Encourage
opponent to retreat/refrain from future critic/misconduct
-
Only
used when evidence clearly shows that the accusers grossly overstated
·
Embarrassment
-
Lessen
an opponent’s influence by using shame/humiliation
·
Shock
-
Attempt
to startle and agitate the mind/emotions
-
Surprise,
fear, disgust, strong/unexpected stimulus
·
Threat
-
Involve
the promise that harm will come to the accuser/ the purveyor of fake news
-
In
form of lawsuit for defamation
-
Public
threats if the information cannot be disputed in another way
·
Standing Firm
-
Need
to restate action/position as matter of principle, allowing whatever
consequences occur
CHAPTER 8: WHEN TO
TALK AND WHEN TO SHUT UP
1.
BEING STRATEGIC
a.
STRATEGY
i. Get ahead of the
story
ii. Ensure consistency
in messaging
iii. Provide key
stakeholders with timely, transparent and compassionate communications
iv. Position
organization to the stakeholders and the public as the voice of trust,
credibility and leadership
b.
THE CHALLENGES
i. Challenges #1 -
Legal Hesitations
Tasked
with protect organization from legal exposure and risk may resist taking a proactive
crisis communication approach
ii. Challenges #2 –
Ignorance
Leadership
may have chose to communicate in a very minimalistic way/maybe not at all
2.
BUILDING YOUR OWN COMMUNICATIONS TEAM
a.
Draft organization’s crisis communication
b.
Draft approved by correct people
c.
Disseminate to all relevant stakeholder owners
d.
Monitor and engage on social media platforms
e.
Receive and respond to media inquiries
f.
Translate approve message into different language
3.
DEVELOPING PRACTICAL INTERNAL PROCESSES
a.
Finalize organization’s crisis communication strategy
b.
Modify the communication based on feedback
c.
Disseminate approved communication to all relevant
stakeholders
4.
DEVELOPING PRACTICAL EXTERNAL PROCESSES
a.
Telephone
b.
Email
c.
Website
d.
Intranet
or Password Protected Portal
e.
Face
to Face Communication
f.
Social
Media/ Mobile Technology
g.
The
Dark Section Strategy
h.
The
Press Release
5.
THE ORDER OF CRISIS COMMUNICATION
a.
The emergency level of the crisis
b.
Those directly impacted
c.
Stakeholder expectations
d.
Legal/ regulatory requirements
e.
The luxury of times
CHAPTER 9: SUCCESS
IS A DRESS REHEARSAL
1.
NOT A TABLETOP EXERCISE
2.
MAKING IT COUNT
a.
Identify areas that need to be strengthen
b.
Testing internal and external
c.
Help the team to better understand
d.
Test team’s ability
e.
Strengthen team’s crisis management skills, confidence
and experience
f.
Focus on team building and strengthen cross department
relationship
3.
DEVELOPING THE SCENARIO
a.
How did it occur
b.
What is the extent of the impact
c.
How much will confirm at the beginning of the exercise
d.
At what points will news of the incident become public
e.
How
will the exercise continue to unfold?
f.
How will the exercise escalate?
g.
Who needs to be involved in its department
h.
What if the team manages the simulation exceptionally
well
i.
Who will the exercise end
4.
PUTTING THE PIECES TOGETHER
a.
Scripts
b.
News articles and blog posts
c.
Social media or social networksites
5.
DEBRIEFING STAGE
a.
Allow
the team to process their experience.
b.
Share
opinions and reflect on the experience, the scenario, and the effects of the
exercise.
c.
Identify
and discuss group’s strengths.
d.
Identify
and discuss weaknesses and gaps.
e.
Discuss
and align on next steps for strengthening organization’s crisis ready culture.
6.
BETTER IS ALWAYS POSSIBLE
a.
Too
hung up on fine-tuning words – resulted in less timely crisis communication.
b.
People’s
characteristics – broken telephone effect.
c.
The
crisis war room was physically too small.
7.
FURTHER CONSIDERATIONS
a.
How
often should you perform this simulation exercise?
b.
How
long does it generally take to develop a crisis simulation?
c.
Do
people respond differently to a simulation vs real crisis? If they know it was
only a drill?
d.
Should
you take your crisis communication team by surprise?
e.
Should
you tell your external stakeholders about these simulation exercises?
CHAPTER 10:
PUTTING PEOPLE FIRST
1.
Who are most important people
a.
Stakeholder
i. Internal: board
members, employees, families, trustees, volunteers
ii. External: fans,
supporters, government, contractors, customers, general public, insurance
providers, investors, legislators, media, shareholders, vendors, suppliers
2.
Meeting expectations
a.
Notified
b.
Transparency
c.
Timely,
consistent communication
d.
Listen
and validate feelings and emotions
e.
Two-way
communication
f.
Communicated
with human beings-not lawyers, logo, systems
g.
Answers
to most pertinent questions
h.
Organization
hold itself accountable and responsible
CASE STUDY OF
CRISIS COMMUNICATION IN NEW MEDIA
1.
OREO’S POLICY
Oreo’s
Facebook page is a fun, family-friendly community where people can share their
passion for Oreo and interact with those who love the world’s favorite cookie.
While they are excited to hear from fans, postings to the Oreo Facebook page
are not representative of the opinions of Oreo or Kraft Foods, nor is their
accuracy confirmed. Kraft Foods expects users will not post content that falls
into certain negative categories and reserves the right to remove such posts.
Categories of content that may be removed include abusive, defamatory, obscene,
fraudulent, deceptive or misleading content; violation of intellectual property
rights; violation of laws or regulations; offensive content; and unsolicited
new product innovations or advertising ideas. Instructions are provided for
users who wish to “Unlike” the official Oreo page from Kraft.
2.
SOCIAL MEDIA ISSUES
a.
CAMPAIGN GONE WRONG SITUATION (BIC FOR HER)
2012:
BIC launched new line of pens marketed specifically for women in 2012.
Widespread criticism and ridicule on social media. Users mock the idea of
gendered pens
b.
NEGATIVE COMMENTS/DISCUSSION ONLINE (STARBUCKS
ARGENTINA)
2015:
customer posted photo of barista’s hand with tattoo of map of Falkland,
territory between Argentina and UK. Saw tattoo as symbol of support for the UK
and called for boycott of starbucks
c.
MISCOMMUNICATION ON BEHALF OF THE BRAND (AMERICAN RED
CROSS)
2011:
employee of American Red Cross accidentally tweets about getting drunk on beer
but retweet by users
d.
ONLINE TECHNICAL ERRORS (BOINGO)
2012:
Boingo, wireless internet provided experienced technical error that cause users
receive email with subject line “Your Boingo Wifi account has been canceled”
made users confused and angry
3.
BRAND/COMPANY VALUES
a.
FACEBOOK
2018:
data of millions of users had been harvested without their consent by a
political consulting firm. The scandal led to widespread calls for increased
regulation of social media companies.
b.
STARBUCKS COFFEE
2015:
launched a campaign encouraging customers to discuss race relations with
baristas. The campaign was criticized for being tone-deaf and insensitive
c.
CHICK-FILL-A
2012:
CEO made comments opposing same-sex marriage. The comments led to boycotts and
protests against the fast-food chain.
4.
PLAN FOR THE RISK: NINJA TURTLE PROMOTIONAL POSTER
2014:
promotional poster for the Teenage Mutant Ninja Turtles movie that showed the
turtles jumping out of an exploding skyscraper. The poster was criticized for
being insensitive in light of the 9/11 attacks.
5.
CONDUCT QUICK RISK ASSESSMENT BEFORE CAMPAIGN
LIVE/LAUNCHED: BRITIS AIRWAYS: INTO THE INDIAN OCEAN
2013:
tweeted a message that read “We’re sorry for any offence caused by our tweet
yesterday. Our original tweet was intended to reflect our new route from London
to Kuala Lumpur, which stops in the Maldives. We got it wrong and we’re sorry.”
The tweet was in response to a previous tweet that read “Discover the Indian
Ocean’s hidden gems. Fly to the Maldives with British Airways. #VisitMaldives.”
Many users criticized the tweet for being insensitive in light of the
disappearance of Malaysia Airlines Flight 370.
6.
CHOOSE HASHTAG CAREFULLY- DON’T BE TOO NEUTRAL BUT BE
POSITIVE
a.
#MCDSTORIES
2012:
launched a Twitter campaign. encouraging users to share their positive
experiences with the fast-food chain using the hashtag #McDStories. The
campaign backfired when many users began sharing negative stories and
criticisms of the company.
b.
MYNYPD
2014:
The New York Police Department launched a Twitter campaign in 2014 encouraging
users to share photos of themselves with police officers using the hashtag
#MyNYPD. The campaign backfired when many users began sharing photos of police
brutality and criticizing the department.
7.
UNION STREET GUEST HOUSE (HOTEL’S LUDICROUS POLICY)
2014:
The hotel had a policy of fining guests $500 for negative reviews posted online
by anyone in their party. The policy was widely criticized as being unfair and
anti-consumer.
8.
10 HUGE SOCIAL MEDIA GAFFES BY HUGE COMPANIES
a.
UK-BASED WALKERS CRISPS
2017:
Walkers Crisps launched a social media campaign that allowed users to upload
their photos to Twitter, which would then be inserted into a video featuring
former soccer player Gary Lineker. However, the campaign was hijacked by
pranksters who uploaded photos of notorious criminals and dictators, which were
then featured in the videos
b.
CHRYSLERAUTOS
2011:
Chrysler employee stuck in traffic tweeted on the official account, which was
critical of the city of Detroit, where the company is based. The tweets were
widely criticized, and the company had to issue an apology
c.
ENTENMANN’S
2014:
Entenmann’s, a baked goods company, posted a tweet that used the hashtag
#notguilty to promote its products. However, the hashtag was also being used by
people who were tweeting about the verdict in the trial of George Zimmerman,
who was accused of killing Trayvon Martin. The tweet was widely criticized, and
the company had to issue an apology
d.
NEW ENGLAND PATRIOTS
2015:
the New England Patriots’ Twitter account posted a tweet that was intended to
thank the team’s followers for reaching one million followers. However, the
tweet included a racial slur, which was widely criticized. The team had to
issue an apology
e.
DISNEY JAPAN
f.
2015: Disney Japan tweet congrats on “thrilling day”
in Japanese coincide with 70th anniversary of atomic bombing of
Nagasaki
g.
DELTA AIR LINES
2014:
Delta Air Lines tweeted a picture of a giraffe to celebrate the US World Cup
victory over Ghana. The tweet was criticized for being culturally insensitive
h.
EQUIFAX INC
2017:
Equifax Inc, a credit reporting agency, suffered a data breach that exposed the
personal information of millions of people. The company’s response to the
crisis was widely criticized, and the CEO had to issue an apology
i.
YAHOO! FINANCE
2017:
Yahoo! Finance posted a tweet that was intended to promote a story about
President Trump’s plans to increase the size of the U.S. Navy. However, the
tweet included a racial slur, which was widely criticized. The company had to
issue an apology
j.
LG FRANCE
2014:
LG France mocked the iPhone 6 bending issues from an iPhone account.
k.
YOUTUBE CREATORS
2017:
YouTube Creators, the company’s official Twitter account for creators, posted a
tweet that was intended to congratulate the winners of the Streamy Awards.
However, the tweet included a picture of the wrong American flag, which was
widely criticized
l.
ADIDAS
2017:
Adidas sent an email to customers who had completed the Boston Marathon, with
the subject line “Congrats, you survived the Boston Marathon.” The email was
widely criticized, and the company had to issue an apology .
m.
US DEPARTMENT OF EDUCATION
2017,
the US Department of Education posted a tweet that was intended to promote the
work of civil rights activist W.E.B. Du Bois. However, the tweet misspelled DeBois’
9.
REACTIVE STRATEGY – OFFENSIVE RESPONSE
a.
ATTACK: SCIENTOLOGY
2008:
Church of Scientology was under fire after a video of Tom Cruise discussing his
beliefs in the church was leaked online. The church responded with an
aggressive legal campaign against the video’s creators, which included issuing
cease-and-desist letters and filing lawsuits
b.
EMBARRASMMENT: CENTER FOR MEDICAL PROGRESS VS PLANNED
PARENTHOOD
2015:
Center for Medical Progress released a series of videos that purported to show
Planned Parenthood officials discussing the sale of fetal tissue. Planned
Parenthood responded by launching a social media campaign and releasing
statements that condemned the videos as misleading and heavily edited
c.
SHOCK: PETA VS MCD
2000:
PETA launched a campaign against McDonald’s that featured graphic images of
animal cruelty. The campaign was designed to shock viewers and draw attention
to the treatment of animals in the fast-food industry. McDonald’s responded by
launching a counter-campaign that emphasized the company’s commitment to animal
welfare
d.
STANDING FIRM: STARBUCKS “WAR ON CHRISTMAS”
2015:
Starbucks faced backlash from some customers who felt that the company’s
holiday cups were not “Christmassy” enough. Starbucks responded by standing
firm on its decision to use plain red cups, arguing that the cups were meant to
be a blank canvas for customers to decorate as they pleased
10.
DEVELOP THE SCENARIO: CYBERSECURITY INCIDENT
2017:
Equifax, one of the largest credit reporting agencies in the United States,
suffered a massive data breach that exposed the personal information of
millions of customers. The company’s initial response to the breach was widely
criticized for being slow and inadequate, leading to a significant loss of
trust among its customers
11.
PUTTING PEOPLE FIRST: CEO OF UNITED AIRLINES, OSCAR
MUNOZ
2015:
United Airlines CEO Oscar Munoz suffered a heart attack and underwent a heart
transplant. The company’s initial response to the situation was criticized for
being insensitive and lacking empathy. However, the company later issued a
public apology and took steps to improve its crisis communication strategy
12.
INTERNATIONAL PAPER MILL EXPLOSION
2019:
a paper mill in Jay, Maine, owned by International Paper, experienced a massive
explosion that caused significant damage to the facility and injured several
employees. The company’s response to the incident was praised for its
transparency and timely communication with employees, the media, and the public
13.
WELLS FARGO $3 BILLION SETTLEMENT FOR FAKE ACCOUNTS
SCANDAL
2020:
Wells Fargo agreed to pay $3 billion to settle a lawsuit related to the
creation of fake accounts by its employees. The company’s response to the
scandal was criticized for being slow and inadequate, leading to a significant
loss of trust among its customers.
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