3. Agenda
New Crisis Communications landscape
Crisis Communications vs Reputation Management
How to track Reputation/CC effectively on the web?
– Who
– What
– When
– Where
– How
Business Case: International Luxury Group
4. Context
Our client, a leader in the luxury business, had to deal with:
A crisis:
One of its brands has launched a limited edition of one of its products, dedicated to a high profile
national figure in a local market. Local Media and Social Media denounced it to protect their
national hero, who was an active supporter of a simple way of life. The brand was forced to
freeze the launch of this product.
An opportunity:
A Chinese couple, traveling in Paris, had a very good experience with a sales representative from
one of their Boutiques. On their return to Beijing, they posted a positive review on relevant
forums. The boutique manager received more than 100 phone calls from China a few hours
after the reviews had been posted. Everyone now wants to deal with this sales representative.
5. Before Social Media…
Limited number of sources
1.Press & mass media
2.Web
3. Official documents
4.Intranet
5. Informal networks
Limited number of
stakeholders
1.Customers
2.Employees
3.Providers
4.Regulatory bodies
5.Government bodies
6.Audit & Advisory firms
6. After Social Media
New Stakeholders
1.Customers
2.Employees
3.Providers
4.Regulatory bodies
5.Government bodies
6.Audit & Advisory firms
7.Professional associations &
networks
8.Media
9. Activists
10.NGOs…
New Sources…
1.Press & mass media
2.Web
3. Official documents
4.Intranet
5. Informal networks
6. Blogs
7. Forums
8. Facebook
9. Twitter…
New SUBJECTS to deal with
1.Strategy
2. CSR
3. Innovation
4.Compliance
5. Product quality
6. Governance
7. Leadership
7. Local NGO
Website
BBC
Whistle Blower
a.k.a.
security guard,
employee
Press Release
or Conference
with
Local Media
Local NGO
Local News
Blog Translators
Press Release
or
Conference
International
NGOs
International
Media
International
Blogs
International
NGO Website
Day 1
Day 6-7
Day 4-5
Day 8: A Bad Day at
Headquarters
A Bad Day at HQ
8. Aligned HQ & Markets Global PR & Product PR
Objective:
1 – Provide HQ with worldwide clippings consolidation platform
2 – Provide HQ with consistent media analysis throughout all markets
3 – Provide markets with PR operational solution to enhance productivity & efficiency
Challenges:
1 – Integrate 17+ clipping providers worldwide
2 – Organize indexation + valuation services in 25 languages
3 – Reduce analysis costs – 110 000 clips
Benefits:
1 – Weekly exhaustive media analysis & pressbook (inline)
2 - Risk analysis
3 - Product & Event AVE analysis
4 – 100% automated process
Phase 1
International PR Project Cartier
9. HQ & Markets Global PR Solution
Objective:
1 – Provide HQ with worldwide monitoring platform
2 – Provide HQ with consistent analysis throughout all markets online/offline
3 – Provide markets with communications operational solution to enhance productivity
& efficiency
Challenges:
1 – Different risks/opportunities across countries, cultures and languages
2 - Myriad of online monitoring local providers and agencies
3 – Too much information
Benefits:
1 – Weekly exhaustive media analysis & pressbook (inline)
2 - Emerging Risk Analysis
3 - Product & Event AVE analysis
4 – 100% automated process
Phase 2
10. Proactive management strategies can yield a competitive advantage
Latent/ emerging
issue
Public issue Politicized
issue
Legislative/
Regulatory
Issue
Traditional Public Affairs/
Lobbying initiatives
Stakeholder Engagement Zone
Broad Communication Zone
Traditional PR
Stakeholder and Issue Engagement Lifecycle
Issue Cycle
Early Warning Zone
Issue Response Strategy
1. Reduce uncertainty in the
planning process
2. Select highest impact issues
3. Gain additional lead time
4. Transform trends into
opportunities
5. Attune to emerging societal
expectations
Corporate Opportunity
Proactive corporate
communications programs
11. New Challenges, New Solutions
Connect to the right
Stakeholder Audience
Orchestrate Effective
National & Global
Infrastructure
Measure
Communications
Success
Identified
Collected
Tiered
Maintained
+
=
Communications
Management Platform
Enabled teams and
processes
Proactive engagement
Increased impact of
communication
Measurable success
Corporate
Communications
Portfolio
12. Crisis intelligence or reputation?
Crisis Intelligence
Reputation
Objectives
Monitoring and
Analysis of the Crisis
Understand
Stakeholders
Perceptions
Value of Information
INSIGHT
CREDIBILITY
RELEVANCE
IMPACT
INFLUENCE
SEGMENTATION
13. Who, What, Where, Where, How
How to effectively track
your reputational risk in
times of crisis?
15. Connected to Stakeholders
Comprehensive
centralised database of
government, academic,
NGOs and other
stakeholders
Customized and
segmented by role,
organization, priority, etc
Custom ‘On-demand’
audience collection
service
Automatically refreshed
and updated
Country Level
Local
Level
18. Where?
EDITORIAL
MIX
UGC
Personal, activist
blogs…
Forums, newsgroups &
BBS
Social Networks
Twitter – Experts
Twitter – personal
accounts
Professional &
expert blogs
Wikipedia
Analyst Research
Participatory Journalism
Online Press Specialized press
Corporate,
institutional
websites
Specialized
websites
Comments
19. How?
Listen to pertinent signals!
Smart Indexing Technology qualitatively enriches
information and allows users access to relevant
selected topics.
Measure your reputational impact!
Automatically calculate the sentiment of articles
in your target languages (including Mandarin,
Arabic and Russian) allowing users to measure
reputational impact.
Monitor sources which deserve it!
An Influence Rating provides a rank and weight to
online material to measure the impact of these
sources. Based on specific parameters it allows
users to segment dedicated website sources where
you and your competitors are positioning.
Track your Reputation Worldwide!
Your technology should be familiar with Latin
and Non-Latin characters and alphabet enabling
competitive intelligence professionals to track
and measure their markets and reputation in
these markets
Multilingual Monitoring
Sentiment AnalysisSmart Indexing Technology (SIT)
Influence Rating (IR)
20. Engagement with Stakeholders Offline
•Online engagement platform to
outreach on crisis scenarios
•Drive fast, personalized mass
communications
•Push Technology, flexible
outreach (email, mail, fax, SMS)
•Web based for access
anywhere
•Relationship tracking and
history
Polic
y
upda
te
Lates
t
resea
rch
pieceEvent
invite
Happ
y
B-day
Fast, Personalized mass
communications
Push Technology, Flexible sending (email,
mail, fax, SMS), Mass-customization
(names, titles, protocols, etc)
Event Management
Ex. Speaking Tours, seminars, Key
Opinion Leader Liaison programs
Project / Campaign management
Roles, owners, content, activities, targets, etc
Brand, data, issue, product,
crisis driven communications
leveraging:
• Trade shows
• Opinion Leader Liaison
programs
• CSR campaigns &
materials
• Diamond awareness
programs
• Communiqués
• Mailings
• Road shows (speaker
tours)
• Information meetings
• Seminars
• 1:1, 1: few meetings
Educate | Inform | Motivate | Activate | Maintain
21. A 3-step approach
…
EDITORIAL
ZONE MIXTE
UGC
Personal, activist
blogs…
Forums, newsgroups &
BBS
Social Networks
Twitter – Experts
Twitter – personal
accounts
Professional &
expert blogs
Wikipedia
News websites
Participatory Journalism
Online Press Specialized press
Corporate,
institutional
websites
Specialized
websites
Comments
EDITORIAL
ZONE MIXTE
UGC
Personal, activist
blogs…
Forums, newsgroups &
BBS
Social Networks
Twitter – Experts
Twitter – personal
accounts
Professional &
expert blogs
Wikipedia
News websites
Participatory Journalism
Online Press Specialized press
Corporate,
institutional
websites
Specialized
websites
Comments
ALERTS
REFERENCE
PANEL MAINSTREAM
Engagement with Stakeholders Online
27. An example of search string
• CSR :("social response*" or CSR or "sustainable development" or "responsible metal*
sourcing" or (green w/4 (policy or responsib* or behaviour* or practice*)) or ((environment*
atleast/2 environment*) or "environment* protection" or "working environment") or "blood
diamond*" or "conflict diamond*" or (war W/2 diamond*) or "conflict gold" or ((gold or
gem* or "precious stone*" or diamond* or ruby or rubies) w/4 (extract* or exploit* or
"worker* right*" or "working condition*" or "human health" or "human right*")) or ethic* or
recycl* or fundraising or (child* w/4 (labour or work)) or (carbon W/3 (neutral or offset* or
emission* or reduction or footprint)) or "climate change" or ((environmental or social or
ethical) pre/1 (impact* or performance or project*)) or "employee engagement" or
(renewable pre/2 (energ* or waste)) or "greehouse gas" or "product disposal" or (water
pre/3 (usage or wast* or consumption or contamin* or pollution)) or "responsible sourcing"
or "mining practice*" or ((mercury or cyanide or chemical*) W/5 (pollution OR contamination
OR environment OR ecology OR soiling OR discharge)) or (contamin* W/4 (soil or air)) or
"sulfuric acid drainage" or "waste material*" or "toxic chemical*" or disciminati* or racis* or
"animal abuse" or peta or (diamond W/3 transparency) or "conflict free diamonds" or "rough
diamond act" or ("diamond trade" w/5 (traffic* or illicit*)))
28. Outcomes
• Examples of detected risks:
No VIP lines in Japanese shops => Customer Dissatisfaction
Lack of washing instruction labels on clothes => major Customs Problem
Carving up living animals by a supplier’s subcontractor => Media Crisis
with NGO
• Examples of detected opportunities:
Identification of opinion leaders in forums to launch an online campaign
Detect worst and best practices to help the brand create its fan page on
Facebook
Identification of best practices in the boutique of a competitor, which can
directly be adapted to our customer’s best practices.
29. Yes No
Product Launch
Event. Cocktail.
Dinner. Speech
and off home.
7 AM
Lunch meeting
with Tier 1 Opinion
leader. Who last
met him? Who can
brief me?
Pick up red phone for
crisis in Denmark. Which
favourable opinion
leaders could help the
local team?
Project planning
Bloggers Campaign.
How can we
escalate our
influence?Catch up on
online news and
alerts on Social
Media. Get ready
for meetings &
Q2 report.
Check event
registration
for Regional
Authority
roundtable.
Mail new CSR initiative to
1236 European officials,
955 journalists...and
tweet it to 400
followers!
9 AM 11 AM 1 PM 3 PM 5 PM 8 PM
Wake. Grab
coffee. Scan
Blackberry &
press review
for any issues.
Now with the right tools, the new day in the life…
31. Understanding and
optimizing the impact of
Campaigns; Monthly,
Day to Day
Dashboard Categories
1) Elite Audience Profile – Tier,
Organization
2) Elite Audience Profile - Topic of
Interest
3) Outreach Profile - by Audience,
Campaign and Program
4) Outreach Profile – by Activity
Measured Outcomes- 360° program visibility
Execution metrics (coverage of
material issues, communications
received, delivery metrics, timing,
frequency, channel, preferred
source)
Quality Metrics (quality of the
messages/substance of
communications
Relevance Metrics (relevance,
usefulness of communications)
Influence Metrics (contribution of
communication to change in perception,
commitment level, behavior)
Periodic Measurements ("Pulse" or
"snapshot" measurements, formal
assessments)
Activities Output Outcomes
32. Takeouts
• Good crisis mgt is all about preparedness
• Practice is as important as the plan
• Show empathy, manage expectations and “reach out”.
• Be ready with an effective response.
• Invest in the appropriate technology to analyse your
stakeholders responses to your crisis management tactics
across all communications channels.
33. It takes 20 years to
build a reputation and
five minutes to ruin it.
If you think about it,
you'll do things
differently
- Warren Buffett
34. Thank you…
Leesa Fogarty
Vice President
Northern Europe & APAC
Augure UK Limited
Leesa.Fogarty@augure.com
+44 (0) 7970 621188
Hinweis der Redaktion
While all crises are unique, they share these traits: “the element of surprise” “insufficient information” “quick pace of events” “intense scrutiny”That Intense Scrutiny is Linked to New Communication Channels and Media – Social Media.Not all “Problems” Constitute a “Crisis”. By asking yourself, if the problem threatens to :severely affect the organization’s normal workflow and distract senior management2) affect the organization’s financial well being?3) hurt the organization’s image and reputation in the eyes of critical constituencies?
Early Warning Zone:Identify, monitor & select issues for action by probability of occurrence & estimated severity of impactIssue Response Strategy From proactive to interactive to accommodative to reactiveStakeholder Engagement ZoneBroad Communication ZoneTraditional Public Affairs/ Lobbying initiatives to create, change or defeat issue legislation
StrengthsWhat is your company’s message and promise to your stakeholders on this issue?ImprovementsDo our stakeholder perceptions reflect our message and promise?How do the media and other intermediaries describe us?Have we identified gaps between intent and perceptionIssuesAre your strategies consistent across stakeholders and regions?Are our communications across the value chain consistent?
The perceptions of the way this company acts as an organization and how it operates within the context of the issues facing the sector could have been negative resulting in significant cost increases and prospective loss of competitive advantage.A large difference in market capital vs. reputational capital has led to significant strategic risks in 3 principle areas:ReputationSustainabilityLicense to operate
Alerts from Google, YouTube, Twitter, RSS etcReference panel of all key topics, entitiesMainstream monitoring sources such as User Generated Content, Mixed Media and Editorial
.
It is not necessarily the reality of how a business manages a crisis that will determine its fate. It's how the organisation is perceived to have managed the crisis: in many ways a crisis turns into a very public, very high stakes audit of management's competence. Get it right and the organisation's reputation and value can be enhanced; get it wrong and serious – and sometimes terminal damage – can result.Monitor your stakeholders, review the influence of your activities, measure the impacts and benchmark.
Good crisis management is all about preparedness. An army spend its life to participate in exercises before it goes to war. In crisis Management practice is as important as the plan.It makes all the difference if a company is ready for all aspects of crisis management, leadership, structure, competence, process. Many companies are ready to face an emergency operationally or a business threat — with a business continuity plan — but not all are ready to defend their reputations in the face of extreme public scrutiny.Characteristics of effective Crisis Management EffortsPlace high value on issue managementThe most effective crisis management takes place before the problem escalates out of control during the "incubation" phase. Some of the biggest potential crises have been identified and addressed before they ever escalated out of control: this is crisis management at its best. This requires an organisational culture that is vigilant for potential crises, has open lines of communication from staff to management, and a willingness to address unpleasant truths. Central to Toyota's problem was its perceived delay in identifying and addressing the situation in the first place. Whatever Toyota says now, and however well it acts, there is a perception from its stakeholders that it ignored the problem until it was forced to take action. Corporate denial appears to have been the order of the day, with the company following the advice of the Japanese proverb: "If it stinks, put a lid on it."Show empathy, manage expectations and reach out. Be ready with an effective response.
Reputation Management is not just for the world’s largest companies…