Dealing with a digital crisis

Dealing
with a
digital
crisis.
European Chamber of
Commerce,
Taipei
November 03, 2010

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


What we’re going to cover today

 What’s driving issues and crisis today

 Crisis communications approach and framework
 How to manage issues before they escalate
 How to respond during a crisis
 Recovering from a crisis

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Companies feel vulnerable
Q: Which, if any, of the below are reasons why you feel it is more difficult to plan for a crisis today?
(Among those who feel it is more difficult to plan)

Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Digital seen as an ever bigger threat
Q: How likely do you think it is that your company will experience any of the following potential crisis
in the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis)
Global
Controversial company developments

50%

Online or digital security failure

47%

Logistic difficulties

47%

Intense regulatory scrutiny of your product or company

45%

Critical or negative new media campaigns

43%

Danger to product safety

42%

Technical accidents

40%

Intense political scrutiny of your product or company

40%

Criminal actions

33%

Source: Digital Crisis Preparation Study – Burson-Marsteller/Penn Schoen Berland, August 2011
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Product safety the top concern in Asia
Q29-37: How likely do you think it is that your company will experience each of the following in
the next 6-12 months? (Top 2 Very + Somewhat likely to experience this type of crisis)

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

US

EU

APAC

LATAM

GLOBAL

US

EU

54%
LATAM

APAC

GLOBAL

53%


Issues & crisis triggers

Product quality
Health & safety
Lay-offs/closures

Data loss
Supply chain management
Whistleblowers

Environment
Human rights
Equal employment

Customer service

Disgruntled employees

Nationalism

Greenwashing

Monopolisation

Marketing

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Supply chain management

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Customer service

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Whistleblowers

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Disgruntled employees

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Marketing

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


The role of the Internet

ESCALATES
DISTRIBUTES

Truth, half truth, untruth
Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


A crisis is not a ‘crisis’ until…

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis framework

Prepare

Recover

Respond

Reassure

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis preparedness – social media policy

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis preparedness – community guidelines

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis preparedness – social media listening

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis plan & checklist
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Crisis leader, core team & alternates
Crisis team roles & responsibilities
Spokespeople
Approval processes
Stakeholder & influencer lists
Communications channels
Monitoring tools (online & offline)
Communications templates
– FAQ, holding statement, press release etc
 List of external advisors & suppliers

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Crisis framework

Prepare

Recover

Respond

Reassure

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


Communications mix

PAID

EARNED
Reach

OWNED

+

Control

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

-


10 online crisis communications principles
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10

Listen continuously
Move fast
Be accurate

Be patient
Be transparent
Be consistent
Be responsive
Be human
Be sincere
Don’t be heavy-handed.

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


#1 Listen continuously

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


#2 Move fast
• 10.38am: A consumer went to Drugstore X to purchase nutritional product and was told they
had been recalled and they had no stock at the moment
• 11.46am: Rumor up in online that a hero nutritional products had just been recalled in a
leading drugstore (Drugstore X) in Hong Kong
• 12.56pm: Apple Daily caught the rumor online and called ABC company to clarify
• 1.15pm: Internal assessment and confirmed there was no such recall. It was just a rumour

• 1.30pm: Confirmed with Drugstore X that it was misunderstanding among the Drugstore staff
• 1.50pm: Take immediate action to liaise with the website with a clarification note posting
online to cease the rumor spreading
• 2.15pm: Alert immediately the retail chains and aligned them with the agreed media
messages
• 2.30pm: Prepare Customer Relations Representatives (hotlines) with agreed key messages

that align with media statement
• 3.00pm: Negotiate with retail outlets on stock availability
• 3.30-4.30pm: Reply to in-coming media enquiries online and in print

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


#3 Be accurate

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications


#4 Be patient

Burson-Marsteller l Asia-Pacific l Evidence-Based Communications