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European Communication School: Social Media Session 6
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Transcript of European Communication School: Social Media Session 6
Session 6
Crisis, Power and Privacy
The aim of this session
• A look at crisis management in the social media world
• Data – who owns it and who controls it
There are now three types of crisis
3
A conventional crisis (but which
now plays out in a different way)
A crisis caused by customer /
consumer usage of social media
A crisis caused by your own usage of social media
A conventional crisis
4
A crisis caused by customer usage of social media
5
6
A crisis caused by corporate usage of social media (Twitter stupidity)
7
A more recent example
10
It is not just Twitter
11
How the rules have changed
12
Media
You Public
How the rules have changed
13
Media
You Public Connected
Public
How you are
handling the crisis
becomes as big a
part of the story
as the crisis itself
Threats and Opportunities
14
Threat = loss of control
Opportunity = direct communication
Traditional media Social media
It is a bit like
Except now…
16
There is no land
All crisis management plans have to be social media compliant
Now three basic principles
17
Real time monitoring
Social publication capability
New management process
The Big One
New management process
18
19
The Big Problem
The Bunker Mentality
Command and control
Two key principles
20
Speed of response
Manner of engagement
A good analogy – 24 hour news
21
Exec producer = your CEO
Rule number 1
22
Senior management have
to get involved right at
the start and stay in
direct control until the
crisis is over
Manner of engagement
23
Tone and message
Visibility / personality
Accesibility
Tone of response: Nestle example
24/##
Plus Facebook campaign
25
Plus the usual ‘off-line’ activity
26
Discussion
• You are Nestle’s head of corporate affairs
• What would you do in this situation?
What Nestle actually did
• Lobbied YouTube to have the video removed (citing a copyright complaint)
• Used copyright infringement as a threat to stop people using the altered version of their logo
• It got into arguments on its Facebook page
• Announced a ‘sticking plaster’ fix (suspending direct sourcing from Sinar Mas)
These actions encouraged yet more attention
And eventually…
29
Discussion
• Why do you think Nestle ‘caved in’?
Here is what I think
31
"I like some Nestle products so I qualify as a 'fan.' I would like Nestle to make them even better by removing palm oil. I would like to enjoy my Kit-Kats without feeling responsible for rainforest destruction and orangutan deaths."
Comment on Nestle Facebook page
It is the moderates, not the
activists, that now have a voice
A brief look at digital activism
32
The rise of ‘clicktivism’
33
Old way New way
A lot of action from a small group of ‘extremists’
Very little action from a large group of ‘moderates’
Implications for corporations
34
"I like some Nestle products so I qualify as a 'fan.' I would like Nestle to make them even better by removing palm oil. I would like to enjoy my Kit-Kats without feeling responsible for rainforest destruction and orangutan deaths."
It is your fans, not the
activists, you need to worry
about now
Multi-issue convenors: the new activists
35
“Don’t give us your money, give us your
voice”
Message
36
Old way New way
• Set of key messages
• Q&A documents • Holding
statements
• One story
• Multiple storytellers
Why a story?
37
• They are inherently social and conversational – people can relay a story
• They can be easily tailored to a wide variety of audiences and circumstances
• Spokespeople can provide their own interpretation and personalisation
• They become the strategy, allowing delivery and response to become tactics Uses narrative as its
means of comms control
Visibility / personality: Jet Blue
38
• 14 January 2007: an ice storm grounds low-cost airline JetBlue’s fleet.
• Passengers stranded in planes on the tarmac for up to 11 hours
• Only 17 of 156 scheduled flights are able to leave JFK
• 1000+ more cancellations due to displaced planes and crew
• 131,000 passengers affected
• Six days to restore normal operations
What JetBlue did
39
The jetBlue story
40
Discussion
• What was the jetBlue story?
• How well was it coming across?
Accessibility
42
What’s the process?
43
• Responding • Repeating • Redistributing
Correcting
Updating
Monitoring
Real time monitoring
44
Real time monitoring dashboard
45
• Tools that help you understand the environment (chart)
• Tools that give you the real-time information (radar)
47
Real time publication
49
Content &
Response
Process
Correcting Responding / Repeating / Redistributing
Updating
51
BP’s crisis hub
52
Management process in action
3Rs
Correcting
Updating
Monitoring
Storytellers Storyshapers
Defining the story
Updating the story
Recap of key points
1
• You can’t choose which environment you want your crisis to play-out within (social or traditional)
2
• You will have to develop a completely new management process
3
• Response direct to the public (not just media) is required in real time
4
• A 24/7 information stream is necessary with accessibility across all social channels
5 • 24/7 monitoring is essential
The Big Data Issue
Google’s defence
“No-one ‘sees’ the data”
So who sees the data?
So who sees the data?
• No one ‘sees’ the data (so no-one has control)
• We don’t see the data – we see pictures painted by algorithms, commissioned by …
Can you stop this from happening?
• The only way to stop this is to keep your data away from algorithms
• (or be in control of which algorithms your data is fed to)
Are we in control?
It is not just how the world sees you, it is how you see the world
Conclusion
• A huge amount of bullshit being talked about social media – By people who don’t really understand it – By people who claim to have a solution – By traditional media who want to kill it – By the owners of social media properties themselves
• There are very powerful vested interests who are trying to shape the space and control the way individuals use it
• We are at a defining moment – not just in marketing but in society
My view of social media
Be the black sheep
Thank You!