Following on from our digital communications feature in the last edition of Bulletin, Ketchum’s James Donnelly, SVP Crisis Management, and Kristin Reagan, Omnicom BMA Resident, write about how social media have changed - and haven’t changed - how best to handle a crisis.

The definition of “crisis” has changed dramatically in recent years with the proliferation of social networks such as Twitter, YouTube and Facebook. While the immediacy, velocity and virality of today’s crises make things tougher to manage, the core crisis management strategy does not need to change dramatically.

Crisis Evolution

• Crises tend to be even more consumer-oriented than ever before.
• With the proliferation of social networks, the truth surrounding a crisis easily becomes clouded. Companies can no longer control the message and contain the crisis the way they once did.
• Although crises today spread more rapidly due to greater access to information, attention spans and concentration are more fractured than ever before.

• First, diagnose what is going on. Then, act and manage. Reflect on the values of the corporation. Finally, if required, redefine your online presence.
• Ask yourself, “What is the right thing for me to do?” instead of “What is the right thing for me to say?”
• Tell the truth and tell it fast.
• Have a team ready to deal with the traditional media. Have another (experienced) team solely dedicated to dealing with the social networks. Make sure there is institutional agreement and alignment on how all of these communications channels can be used in a crisis.
• Make sure the tactic for responding to a crisis is driven by the company’s overarching goals and strategy. Connect with the audiences who matter the most to the future success of the corporation in question.
• Remember that anyone who has a cell phone in their pocket is a broadcaster. Everyone is an investigative reporter.
• Don’t forget about those millions of people who are not on Facebook or Twitter. If those people are a part of your target audience, you cannot ignore them during a crisis.
• Know when to stop engaging. For example, if a company finds it difficult to change the opinions of a determined detractor, it might be best to step away.
• Be prepared for the fact that you will not win every argument. Some people go online simply to argue.
• Ask yourself, “What is our current online profile? Is it consistent with our values and assets?” This is a good question both for crisis preparedness and when managing an emerging crisis.
• Think positively. By addressing a crisis in the digital space, you are capable of knowing what your consumers are thinking at all times, and this is a great advantage.

James Donnelly’s Crisis Questions

Before charting out premature Twitter and YouTube responses, ask yourself the following questions:

• Who are your online audiences that really matter?
• Are these important audiences the people that are angry? If not, can the angry audiences have an effect on them?
• What online presence do you currently have that can be leveraged?
• If you build new online channels, you will be building new relationships – are you prepared to maintain those new relationships?
• Who’s the best “voice” for each channel?

Crisis Management Experts in China

• Chris Liu
  partner and chief business officer
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• Simeon Mellalieu
  general manager, Ketchum Hong Kong
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• Nick Wheeler
  general manager, Ketchum Beijing
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• Darby Doll
  general manager, Ketchum Shanghai
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• Clem Lau
  senior vice president
  digital communications
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