Published on March 6, 2013
Corporate Reputation & Risk Management mUmbrella & TCOʼs Social Media Academy
CORPORATE REPUTATION & RISK MGMT EARNED OWNED SOCIAL INSIGHTS & BEHAVIOURS FILM / AV PAID SHARED ENVIRONMENTAL ANALYSIS CONNECTION CREATE (LEAD) Channel, role, message & call-to- DIGITAL INTERACTIVE COMPETITORS / AUDIENCE actionBUSINESS /MARKETING Strategy Ideas Planning ExecutionOBJECTIVES BRAND ESSENCE / TOOLS / AMPLIFY (PARTNER) ASSET/CONTENT DESIGN ASSETS / EXPERIENCE Creative Development TCO PROPRIETARY TOOLS / BROADCAST EXPERIENCE TYPOGRAPHY EXPERIENCE DIGITAL MEASUREMENTS & INSIGHTS
Why is this important?• Reputation Management - protect the corporate reputation & brand• Risk Mitigation - voices can be ampliﬁed & issues can spread exceptionally fast via social - be prepared• Proactive - protect & strengthen your brand through social Socialrati.com
MISSION CONTROL http://www.youtube.com/watch?v=InrOvEE2v38 Socialrati.com
The way you respond & manage will make or break you “...by 2014 organisations that refuse to communicate with customers by social media will face the same level of wrath from customers as those that ignore todays basic expectation that they will respond to emails and phone calls...it has been predicted that responding to enquiries via social media channels will be the new minimum level of response expected..." Corporate Risk & Insurance
TONIGHT1. ACCC Ruling2. Risk Management Process - Be Prepared3. Five steps to manage your corporate reputation4. Workshop
BREAKING THE RULES
ACCC RULING“Marketing communicationon an advertising platform” Brands have “substantial control” over on page content
Companies can be liable for MISLEADING or DECEPTIVE postsEVEN IF POSTED BY ATHIRD PARTY! Small businesses should remove any of these comments as soon as they become aware of them. ʻWell-resourcedʼ businesses should take action within 24 hours of the post going live...
RISK MGMT PROCESSTWO KEY MEASURES TO PREPARE YOUR BRAND
Listen and learn According to KellerFay WOM Group, 10% of all conversations about brands occur online. This represents a considerable opportunity for businesses. More interestingly, of this 10%, just one quarter are motivated by advertising, which begs the question: What are the other three quarters of conversations being had about your brand or company? This is where the power of Social Media Listening (SML) kicks in.Think where does a crisis usually start?
Reactive and Proactive PROACTIVE REACTIVEMARKETING COLLECTION PROCESSING ANALYSIS RESULTS FUNCTION Trends Actionable insights Identiﬁcation of key Volume/type of Campaign/brand performance Search & keyword set-up conversations/KOL conversations Sentiment Analysis Brand Data scraping Track discussion of assets/ Active channels Customer response Data clean-up Association between assets/ sponsorships Reporting on agreed metrics sponsorships & brand Trends Identiﬁcation of key Risk mitigation/management Volume/type of Search & keyword set-up conversations/KOL/ Sentiment analysis conversationsCorporate Data scraping Stakeholders Active channels Actionable insights Data clean-up Track discussion of assets/ Association between assets/ Reporting on agreed sponsorships sponsorships & corporate metrics Trends Competitor Analysis Volume/type of Search & keyword set-up Identiﬁcation of key Share of Voice conversations Category Data scraping conversations/KOLs/ Active channels Consumer opinions & Data clean-up Stakeholders concerns Reporting on agreed Actionable Insights metrics On Brand/Company Communities Platforms Off Brand/Company Communities Platforms
1. PRE-EMPT COMMUNICATIONSTCO work with client & key stakeholders to conduct a risk assessment KEY CRITICAL WORDS LEGISLATION (EXISTING COMPETITORS AND UPCOMING) (PRODUCT) COMPETITORS KEY OPINION LEADERS (CATEGORY) RISK KEY POLICY MAKERS (BUSINESS, BRAND, SPONSORSHIP ASSETS CATEGORY) KNOWN PRODUCT EVENTS ISSUES KNOWN PRODUCT SUPPLY CHAIN NPDS WATCH OUTS CUSTOMERS
1. PRE-EMPT COMMUNICATIONSTCO work with client & key stakeholders to conduct a risk assessment KEY CRITICAL WORDS LEGISLATION (EXISTING COMPETITORS AND UPCOMING) (PRODUCT) COMPETITORS KEY OPINION LEADERS (CATEGORY) RISK Share within the business KEY POLICY MAKERS (BUSINESS, BRAND, CATEGORY) SPONSORSHIP ASSETS KNOWN PRODUCT EVENTS ISSUES KNOWN PRODUCT SUPPLY CHAIN NPDS WATCH OUTS CUSTOMERS
Trafﬁc Light SystemGreen (24 hours)Style of comment: spam, obscenities, anti-community behaviour etc.Frequency: OftenExample: “Help save the whales from Japanese whaling by clicking this link and liking this page”Amber (6 hours weekday, 24hours weekend)Style of comment: Question about product, brand & services.Frequency: OccasionallyExample: “I love Powerade but I heard that its production has been halted. Is this true?” “Who do I contact to get me a job selling Powerade”Red (2/4 hours regardless of day)Style of comment: Contentious issues surrounding the category, brand or business. This also includes anycommend which could be deemed as misleading.Frequency: InfrequentExample: “Powerade can make you into an Olympic athlete.”! “Powerade bottles are polluting the ocean and killing turtles”
What are your Code Red topics?This digital ﬁle / document contains conﬁdential information and has been prepared for discussion purposes only. TCO Pty. Ltd. claims ‘commercial in conﬁdence’ with respect to the contents. Please refer to our standard terms at the end of this document.
2. BE READY TO SWITCH ON (CODE RED ACTION)Have a plan in place on how a topic should be escalated to thepeople who make decisions
Escalation Plan Recommendation that you should develop a series of pre-approved updates that can used within the community.
What do you do in a crisis?0 -15 Category Red - Call Tree: Category Red Step away from the email 0 -15 15 -30 ongoing Alert community Client Internal Community Manager to Brand Manager manager of desired Process monitor issue approach & response Corporate Affairs Marketing Manager Get it agreed beforehand Know when to hit the button Marketing Director Escalate again if needed CEO
At the basis of all conversationFive key areas to ensure you are protecting your business, addressingcustomer concerns and strengthening your brand 1. Plan Ahead 2. Donʼt ignore 3. Mean it 4. Backtrack if needed 5. Be inﬂuential
1. Plan Ahead
2. Donʼt ignore the crisis & hope it will go away
3. Make sure you mean it
4. Backtrack if requiredBe Human. Admit when you have made a mistake
5. Be inﬂuential & change perceptionsWork to understand what the crux of the issue is.Address it. Own the issue and take control of it. Identify who the key opinion leaders are, and assess who in your audience is speaking out the loudest. Reach out to your supporters.
RECAP / KEY TAKEOUTS Companies can be liable for misleading or disruptive posts Be prepared. Plan out different scenarios and how you would react Ensure key issues and watch outs are shared within the business so communications can be pre-empted Listen proactively and react when required
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