Published on March 9, 2016
1. BAD BUZZ 2015: RESEARCH FINDINGS 643 bad buzz situations since January 2015 ( 1) (1) Inventory of significant instances of a bad buzz on English and French websites Bad Buzz February 2016
2. WHO ARE THE VICTIMS OF A BAD BUZZ? Worldwide brands are no longer the only victims of digital crises B to C 55%Public administration, public firms… SMEs 18% Associations/char ities 6% B to B 1% PROFILE OF BAD BUZZ VICTIMS
3. They are markedly different from the victims of traditional media crises: Media & Fashion are the two sectors most exposed to a bad buzz 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% SECTORS THE MOST EXPOSED TO A BAD BUZZ Media Fashion Culture Restaurant-‐Hotel Food Hi Tech Internet Retail Transport Equipment Other WHO ARE THE VICTIMS OF A BAD BUZZ?
4. WHERE DOES A BAD BUZZ BREAK OUT? The web is where a bad buzz most often appears 93% 7% PLACES WHERE A BAD BUZZ APPEARS Internet Traditional media
5. Twitter & editorial websites* are the main places where a bad buzz appears, followed by Facebook * sites,blogs Websites -‐ blogs 35% Twitter 36% Facebook 21% YouTube 4% Other 4% PLACES WHERE A BAD BUZZ APPEARS ON THE WEB WHERE DOES A BAD BUZZ BREAK OUT ON THE WEB?
6. BAD BUZZ: MAIN TRIGGERS 40% of bad buzz situations result from miscommunication Communication 40% Other initiatives (behavior, …) 60% EVENTS THAT TRIGGER A BAD BUZZ
7. BAD BUZZ: MAIN TRIGGERS 5 Taboos explain more than 60% of bad buzz: ethnical*, sexual & social discrimination, manipulation, disrespect towards clients *Ethnical & regional discrimination Ethnical/geograp hical discrimination 18% Sexual discrimination 13% Manipulation 11%Social discrimination 10% Disrespect towards clients 10% Deviant behavior 9% Non-‐ compliance with web rules 4% Animal cruelty 4% Physical discrimination 3% Disrespect towards the innocence of children 3% Other 15% DIGITAL TABOOS
8. WHEN HIT BY A BAD BUZZ, HOW DO ORGANIZATIONS REACT? Silence is no longer their number one reaction. Organizations(1) prefer to communicate (1) Companies, associations, charities, other organisations Releasing a statement 84% Keeping silent 14% Keeping silent but back tracking 2% REACTION
9. Organizations(1) are less likely to issue a mea culpa (1) Companies, associations, charities, other organisations Mea culpa 48% No mea culpa 52% AMONG THE ORGANIZATIONS WHICH PUBLISH A STATEMENT WHEN HIT BY A BAD BUZZ, HOW DO ORGANIZATIONS REACT?
10. REACTIONS ARE NOT ALWAYS APPROPRIATE… In 50% of cases, the response of the organization(1) has no positive impact: it does not calm web users down (1) Companies, associations, charities, other organisations 50%50% IS THE REACTION EFFECTIVE? Yes No
11. WHAT ARE THE MOST EFFECTIVE REACTIONS ? 1Communication: a necessary condition… 76% 24% REACTIONS OF THOSE WHO MASTERED A BAD BUZZ They issued a statement They didn't
12. 1Communication… not sufficient! 54%46% IMPACT OF COMMUNICATION Bad buzz that is less critical No positive impact WHAT ARE THE MOST EFFECTIVE REACTIONS?
13. 2 Mea culpa is an effective option Bad buzz that is less critical 76% No positive impact 24% IF MEA CULPA WHAT ARE THE MOST EFFECTIVE REACTIONS?
14. REACTION TO AVOID: CENSORSHIP Nearly 30% delete negative comments on Facebook Delete negative comments 27% Don't 73% CENSORSHIP ON FACEBOOK
15. RESEARCH METHODOLOGY Study of the English & French web from January 1st,2015 to December 31st,2015 to identify and analyze significant cases of a bad buzz affecting companies and public organizations of all sizes and in all sectors. A significant bad buzz (or digital crisis) is defined as any controversy which happens to be critical of a company or an organization and that takes place at least in two different locations on the web (at a significant or strong level). Some may be “covered ” offline as well. MMC’s proprietary methodology* used to evaluate the efficiency of the company/organization’s tactics when hit by a bad buzz hinges on the analysis of several key factors such as the: • Tone of web users’ comments following the reaction of the company/organization • Evolution of the number of “supportive” and “understanding” comments and opponents * The MMC methodology takes also other factors and criteria into account to further examine and refine the evaluation.
16. MMC: the expert In digital crises 20years of experience in crisis communication management & 6 years in digital crises Empower & support international brands http://mmc-‐communication-‐crise.com/
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