Social media presents a pool of opportunities for the growth of businesses. It is now easier for enterprises to market their products easily and cheaply, promptly respond to customer’s enquiries, among other benefits. On the other hand, it also poses huge risks to them. It is now easier for unhappy customers to complain and share their bad experiences with anyone on the web. Former employees can spread falsehood or some company secrets that may not be fit for public ears. Competitors can easily take advantage of your company’s crisis by escalating the woes of another and throwing a minor crisis out of proportion using the social media.

1. STREAM C Thought
Leadership
WHAT’S THE ROLE OF
SOCIAL MEDIA IN BCM?
The two sides of Social Media: Social Media as a
very specific scenario for disaster or social media
within a disaster

2. About me
• International
Consultant
– Australia/ Europe
– China
– Vietnam
– Malaysia
• Banking/ Finance
Dominique C. Brack, SBCI
www.Reputelligence.com
R t lli • Military/ Government
dbrack@reputelligence.com • Highly strategic
• New media
N di

3. • The two sides of Social
Media
– Social Media as a very
specific scenario for
disaster or
– Social media within a
disaster

4. WHAT IS SOCIALMEDIA? A
QUICK PRIMER

5. Question to
the business?

6. Discussion

7. A View

8. Conclusion

9. Why me?

10. A RISK VIEW

11. Ignorance
•Underestimation
(lack of knowledge)
Senior Management/
Executives
Data
Sensibility
Frustration
•Overestimation
New Employees/ Gen Y
IT‐ Affinity

12. Best case
Ignorance
•Underestimation
(lack of knowledge)
Senior Management/
Executives
Data
Sensibility
Frustration
•Overestimation
New Employees/ Gen Y
IT‐ Affinity

13. Social media incidents follow a very specific pattern and
y p p
dynamic. Understanding the pattern and dynamic behind
social media events and incidents can significantly improve
resiliency. When does an incident become a crisis?
THE PROBLEM LIFE CYCLE

14. Lifecycle
Level of
Public interest/ # involved parties
Influence •Government
CLM Zone •Bodies
•Groups
•Public Media,
•Politicians
•Press
•Activists,
Level of •Scentists
Formalism •Intellectuals
•Academia
•Personal
•$ •$ •$
•$ •$•$
•$•$•$ •$
•$ •$ •$ •$
•$ •$•$ •$
•$ •Involvement
•Single •Trend
Single T d •Systemic
S stemic •Request
Req est •Claim
Claim •Formal •Settlement •Latent
S ttl t L t t
Event •Claim •Regulation
Time

15. CLM Zone
• Characteristics:
– Everything is happening at light speed
ey g s appe g a g
– Hyper transparency is expected
– Dialogue are as important as information
– Within a crisis you have a million friends
– There are no secrets
– Update y
p your CV

16. Response
Before C i i
B f Crisis During C i i
D i Crisis
Monitoring/ Weekly reporting. Daily or even hourly
Reporting Monitoring of all relevant media monitoring.
(internet, print etc )
(internet print, etc.)
Stakeholder Relationship building establishing trust Involvement of the supporters
Analysis and credibility with supporters. Sustain and allies.
and develop relationships plan and
execute exercises and project. Rally
with your allies. Bonding.
Communic Establishing a communication strategy. Activation of the collaboration
ation Identification of the key stakeholder in platform. Establishing
Strategy your industry. Train staff. Building a communication.
collaboration platform. Dark web.
p
Response Development of a company blog, Use of the existing
website, twitter handle, YouTube etc. communication channels and
Manifest your social media presence. paths. Distribute information
Claim
Cl i your space. timely and lead the di l
ti l d l d th dialog.

17. "THE TIME TO REPAIR THE ROOF
IS WHEN THE SUN IS SHINING.“
- JOHN F KENNEDY
F.

18. SELF INFLICTING/INTERNAL
SOCIAL MEDIA CRISES

19. Examples
Streisand Effect

20. Examples

21. An internal crisis can turn in a heartbeat into a full blown
media crisis with material damage to your company.
EXTERNAL SOCIAL MEDIA
CRISIS

22. Dell
• Jeff Jarvis
• A worn out case study?

23. Today

24. Today
• Over 24,000 Dell employees have
undergone social media training.
• Some 3,000 became internally certified to
use social media on behalf of the
company (3 training courses).
• Customer service and social media
responders for 11 languages.

25. AGGREGATION IS THE KEY
WORD

26. Examples

27. Examples
http://www.google.com/search?q=nestle+killer&hl=en&client=firefox

28. Examples

29. Speed
27 Minutes Before Press

30. Reactions
• Even if the users shown tweeted it first, I
wouldn’t believe it for a second until I heard
it from a reputable media outlet, so in the
end, who really cares who broke the news
first?
• There are only a few things where 27
g
minutes would make a difference to me;
impending tsunami, foreign attack, etc.

31. HOW TO USE SOCIAL MEDIA
FOR CRISIS MANAGEMENT

32. Examples
Research In Motion
•Mike Lazaridis
Mike
•straightforward explanation
•without offering a timeline
•Tttw “apologize”: 18 seconds

33. Examples
JetBlue
•David Neeleman
•early adopter, 2007
•130,000 stranded passengers
•clearly working without a script
•never explicitly apologized
•lost his job a few months later

34. Examples
Domino’s Pizza
•Patrick Doyle
•YouTube apology
•members dismissed
•felony warrants for their arrest
•Tttw “apologize”: 14 seconds.
p g

35. Examples
Who Tttw (in sec )
sec.)
Skype, CEO Tony Bates 13
Groupon CEO Andrew 34
Mason’s
Netflix CEOReed Hastings
Hastings, 17
COO Andy Rendich
Eurostar CEO Richard Brown 5
BP Tony Hayward 38
Sony Kazuo Hirai 19
Toyota Jim Lentz, Jon Williams 20 (240)

36. HOW QUICKLY CAN YOU MAKE
YOUR CEO APOLOGIZE?

37. SOCIAL MEDIA CRISIS A VALID
BCM EXERCISE ? !

38. How
• Identify the kind of crisis you could face.
– erroneous tweet
– rogue employee
– full scale industrial accident
• Work that across different channels like
Facebook, Twitter, video channels, blogsg
and online media.
• It’s about as close to managing a real crisis
It s
as you can get.
• Adrenalin and stress levels throughout the
simulation are high.

39. Debrief
• M k copies and record all tweets, status updates, blog
Make i d d ll t t t t d t bl
comments, etc.
• Keep copies of all digital communication
p p g
• Analyze website traffic and search volume patterns
• Where did the crisis break?
• When?
• Where did it spread, and how?
• Did your internal notification work? (who detected it first ?)
• How did your response protocol work?
• Any supporters/ allies rising to y
y pp / g your defense? (
(THX!)
)
• Employees informed?
• Information Gap public and internal?

40. Tips
• Constantly monitor. • Know the difference
• Key things to track: between a social media
– Organization name
i i attack and a single
– CEO and other high- negative comment.
profile people • Be able to respond in
– Marquee products or real time to negative
services by name publicity. Waiting a
– Social
S i l media accounts (if
di t single day can be too
not tracking with social
media tools)
late.
– Your blog name • Understand the impact
– Your events that a social media
– Competitors
C tit attack could have on
your company.

41. Contact

43. ?
Answer
Answer
Quest‐
Q Yes
Y Yes
Start known Answer
ions ?
?
No No
Thank the Tell the time
audience is up, sorry!
Leave the
room