SOCIAL MEDIA CRISIS MANAGEMENT LESSONS AND LEARNINGS. Fernando Cuscuela CEO

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1 SOCIAL MEDIA CRISIS MANAGEMENT LESSONS AND LEARNINGS Fernando Cuscuela CEO Everypost

2 RULE #1: IF YOU RE GOING TO BE ON SOCIAL, YOU NEED TO BE SOCIAL

3 THAT MEANS YOU RE GOING TO NEED TO INTERACT WITH YOUR AUDIENCES

4 HOWEVER, YOU CANNOT PLEASE ALL OF THE PEOPLE ALL OF THE TIME

5 AND IF IT CAN GO WRONG, IT PROBABLY WILL GO WRONG

6 AVOIDING SOCIAL MEDIA DOES NOT MEAN YOU AVOID NEGATIVE COMMENTS, THOUGH

7 AND IGNORING NEGATIVE COMMENTS CAN HAVE A NEGATIVE BUSINESS IMPACT

8 89% OF US HAVE STOPPED DOING BUSINESS WITH A BRAND DUE TO POOR SERVICE

9 50% OF CONSUMERS EXPECT A RESPONSE TO A QUESTION WITHIN ONE WEEK, OR THEY STOP DOING BUSINESS WITH THEM ALTOGETHER

10 THIS YEAR, QUESTIONS ASKED ON BRAND PAGES HAVE INCREASED BY 85%

11 BUT CAREFUL MANAGEMENT OF NEGATIVE COMMENTS CAN ACTUALLY ADD VALUE

12 IT S 7 TIMES CHEAPER TO KEEP AN EXISTING CUSTOMER THAN IT IS TO WIN A NEW ONE

13 RESPONDING PAYS DIVIDENDS 71% VS 19% OF CONSUMERS WHO DO RECEIVE A RESPONSE GO ON TO RECOMMEND THE BRAND OF CONSUMERS WHO DO NOT RECEIVE A RESPONSE GO ON TO RECOMMEND THE BRAND

14 WHEN COMPANIES RESPOND TO CUSTOMER SERVICE REQUESTS IN SOCIAL MEDIA, THOSE CUSTOMERS SPEND 20% - 40% MORE WITH THE COMPANY.

15 40% OF UNRESOLVED SOCIAL COMPLAINTS RESULT IN COSTLY CALL CENTRE CALLS

16 SO HOW CAN YOU MANAGE NEGATIVE COMMENTS IN SOCIAL MEDIA?

17 ONE RULE TO RULE THEM ALL

18 FAILING TO PREPARE IS PREPARING TO #FAIL

19 PLAN AHEAD DON T WAIT UNTIL SOMETHING GOES WRONG

20 START TODAY BY DEFINING YOUR POLICIES AND PROCEDURES (P&P)

21 IDENTIFY WHO WILL BE RESPONSIBLE FOR DEALING WITH ISSUES IN ADVANCE

22 CREATE A LIST OF EMERGENCY CONTACTS IN LEGAL, PR AND CORP COMMS TEAMS

23 EDUCATE ALL RELEVANT PEOPLE ON YOUR P&P, AND REHEARSE A FEW SCENARIOS

24 MAKE SURE EVERYONE CAN FIND THE P&P EASILY IN THE EVENT OF A CRISIS

25 ? BUT WHAT SHOULD YOUR P&P DEFINE?

26 FIRSTLY, IT SHOULD SET THE HOUSE RULES FOR YOUR SOCIAL MEDIA COMMUNITIES

27 THINGS TO INCLUDE IN COMMUNITY RULES LEGAL OR MORAL RESTRICTIONS (E.G. AGE LIMITS) DEFINITION OF TROLL ACTIVITY AND HOW YOU LL MANAGE IT HANDLING PROMOTION OF COMPETITORS OR SOLICITATION USE OF PROFANITY OR HATE LANGUAGE (SEXISM, RACISM, ETC.) CRIMINAL ACTIVITY (E.G. FRAUD, LIBEL, HARASSMENT, COPYRIGHT) INAPPROPRIATE CONTENT (E.G. PORNOGRAPHY OR VIOLENCE) SPAM, LINK BAITING, OR PROPAGATION OF VIRUSES OR MALWARE RULES FOR YOUR STAFF, ESPECIALLY AROUND CONFIDENTIALITY MANAGING EXPECTATIONS AROUND RESPONSE TIMES CONTACT DETAILS TO REDIRECT SERIOUS OR PRIVATE ISSUES

28 SENSE CHECK WHETHER RULES OR THEIR DEFINITION COULD CREATE OTHER ISSUES

29 @$#&! NEXT, DEFINE YOUR APPROACH TO DEALING WITH NEGATIVE INCIDENTS

30 3AS APPROACH ALERT ASSESS ACT IDENTIFY ISSUES AS EARLY AS POSSIBLE, IDEALLY BEFORE THEY ESCALATE DETERMINE THE SEVERITY OF EACH ISSUE, AND INVOLVE RELEVANT STAKEHOLDERS MANAGE EACH ISSUE AS EFFICIENTLY AND EFFECTIVELY AS POSSIBLE

31 ALERT

32 FIRST, DECIDE HOW YOU LL MONITOR SOCIAL MEDIA FOR RELEVANT MENTIONS

33 SELECT THE RIGHT SOCIAL MEDIA LISTENING TOOL FOR YOUR NEEDS

34 TOOLS FOR EVERY BUDGET ENTRY LEVEL READING THROUGH POSTS ON SOCIAL MEDIA SITES AND SETTING UP GOOGLE ALERTS INTERMEDIATE USING FREE OR LOW-COST TOOLS TO AUTO-IDENTIFY SPECIFIC BRAND MENTIONS ADVANCED INVESTING IN PROFESSIONAL TOOLS TO AUTO-IDENTIFY AND TRACK MENTIONS

35 WHAT SHOULD YOU LISTEN FOR? DIRECT SPECIFIC BRAND OR PRODUCT NAME MENTIONS SECONDARY OTHER BRAND- RELEVANT MENTIONS (E.G. CEO S NAME) RELATED MENTIONS OF OTHER IMPORTANT ELEMENTS (E.G. COMPETITORS)

36 IDENTIFY WHO WILL BE RESPONSIBLE FOR LISTENING AND MONITORING ACTIVITIES

37 WHERE SHOULD YOU LISTEN? OWNED CONVERSATIONS PEOPLE HAVE WITH YOU IN CHANNELS YOU OWN OR CONTROL & ORGANIC CONVERSATIONS PEOPLE HAVE ABOUT YOU IN CHANNELS YOU DO NOT OWN OR CONTROL

38 WHEN SHOULD YOU LISTEN? AUTOMATED SET UP AUTO-ALERTS THAT TRIGGER AN ACTION WHEN SOMETHING IMPORTANT HAPPENS AT INTERVALS TASK A PERSON TO CHECK MENTIONS AT REGULAR INTERVALS TO IDENTIFY THE NEED FOR ACTION

39 ASSESS

40 CAPTURE RELEVANT ACTIVITY AS SOON AS YOU SEE IT IN CASE SOMETHING CHANGES

41 ! DETERMINE THE SEVERITY OF THE INCIDENT

42 A SIMPLE ASSESSMENT FRAMEWORK NO INCIDENT (HANDLE AS NORMAL COMMUNITY ACTIVITY) IGNORE ( TROLL ACTIVITY DOES NOT MERIT A RESPONSE) DELETE (ACTIVITY THAT CONTRAVENES GROUND RULES ONLY) ACKNOWLEDGE (RESOLUTION NOT REQUIRED OR NOT POSSIBLE) RESOLVE DIRECTLY ESCALATION REQUIRED EMERGENCY (CALL THE CEO)

43 DOES THE ISSUE NEED A RESOLUTION, OR JUST AN EMPATHETIC RESPONSE?

44 WATCH OUT FOR WILDFIRES ISSUES THAT OTHER PEOPLE FUEL AND SHARE

45 NEVER FEED THE TROLLS

46 BEWARE OF LEGAL AND REGULATORY REQUIREMENTS AND RESTRICTIONS

47 ASSIGN OR ESCALATE ANY ISSUES WHERE NECESSARY (AS PER YOUR P&P)

48 CONSIDER ETHICAL ISSUES (E.G. SHOULD AN ALCOHOL BRAND REPLY TO MINORS?)

49 LOG INCIDENTS FOR LATER REFERENCE, AND TO IDENTIFY TRAINING OPPORTUNITIES

50 ACT

51 BEFORE YOU DO ANYTHING, TAKE A DEEP BREATH AND COUNT TO TEN

52 HOW YOU HANDLE THE ISSUE IS OFTEN MORE IMPORTANT THAN THE ISSUE ITSELF

53 GREAT RESPONSE GUIDELINES BE TIMELY: RESPOND QUICKLY BUT CAREFULLY BE ATTENTIVE: THINK AND ACT LIKE A 5-STAR CONCIERGE BE EMPATHETIC: SHOW PEOPLE YOU CARE ABOUT HELPING BE INSIGHTFUL: IDENTIFY THE REAL ISSUE CAUSE vs. SYMPTOMS MANAGE EXPECTATIONS: ON TIMING AND POTENTIAL OUTCOMES WORK WITH DIFFERENT TEAMS TO DELIVER A RESOLUTION COMMUNICATE IN WAYS THAT HELP OTHER PEOPLE TOO BE AUTHENTIC: REINFORCE THE BRAND, BUT ACT LIKE A HUMAN

54 DON T OVERREACT, AND NEVER LOSE YOUR TEMPER

55 USE PERSONALITY AND HUMOUR WHERE POSSIBLE, BUT BE CAREFUL AND SENSITIVE

56 89% OF CUSTOMERS ARE MORE SATISFIED WHEN THEY GET A QUICK RESPONSE

57 QUICK?

58 DON T DELAY YOUR INITIAL RESPONSE 32% OF CONSUMERS EXPECT A RESPONSE WITHIN 30 MINUTES 42% OF CONSUMERS EXPECT A RESPONSE WITHIN ONE HOUR

59 BUT THERE S A SUBTLE DISTINCTION RESPONSE LETTING PEOPLE KNOW THAT YOU VE SEEN THEIR POST AND THAT YOU RE FOLLOWING UP VS RESOLUTION ADDRESSING THE UNDERLYING ISSUES AND DELIVERING SOME FORM OF ACTUAL RESOLUTION

60 START WITH A SIMPLE ACKNOWLEDGEMENT TO SHOW PEOPLE YOU RE WORKING ON IT

61 LET PEOPLE KNOW THAT THEIR FEEDBACK IS GENUINELY IMPORTANT TO THE BRAND

62 PEOPLE WHO TAKE THE TIME TO COMPLAIN LIKELY CARE ABOUT MAKING A DIFFERENCE

63 IDENTIFY HOW LONG A RESOLUTION WILL TAKE, AND SET PEOPLE S EXPECTATIONS

64 IT S OFTEN WISE TO CRAFT BEST PRACTICE RESPONSES TO COMMON ISSUES UPFRONT

65 ASIDE: IF IT S A COMMON ISSUE, IT S BETTER TO FIX THE ISSUE S CAUSE

66 IF NECESSARY, POST AN APPROPRIATE, PUBLIC, PERSONALIZED HOLDING MESSAGE

67 BUT AVOID STOCK RESPONSES THAT LACK EMPATHY AND IRRITATE PEOPLE

68 TREAT EVERYONE WITH THE CARE AND ATTENTION OF A 5-STAR HOTEL CONCIERGE

69 WHERE POSSIBLE, TAKE THE RESOLUTION CONVERSATION SOMEWHERE PRIVATE

70 THIS IS TO ENSURE YOU DELIVER THE BEST SERVICE, NOT SO YOU CAN HIDE THINGS

71 GATHER ALL OF THE FACTS, AND MAKE GENTLE CORRECTIONS WHERE NECESSARY

72 HOWEVER, REMEMBER THAT EMOTIONS AREN T RATIONAL, SO EMPATHY IS CRITICAL

73 SORRY APOLOGIZE WHENEVER THE BRAND IS AT FAULT, BUT BEWARE OF LEGAL IMPLICATIONS

74 TRACK PROGRESS TOWARDS RESOLUTION AND KEEP ALL INVOLVED PARTIES UPDATED

75 IDENTIFY HOW, WHERE AND WHEN YOU LL COMMUNICATE THE EVENTUAL RESOLUTION

76 THINK BEFORE YOU ACT!

77 COULD THE RESPONSE BE MISINTERPRETED, OR EVEN MAKE THE SITUATION WORSE?

78 IT S WISE TO GET A SECOND OPINION BEFORE REPLYING TO SENSITIVE ISSUES

79 MAKE SURE YOU UNDERSTAND THE LEGAL IMPLICATIONS OF YOUR RESPONSE

80 ENSURE YOUR RESPONSES REINFORCE YOUR BRAND S VALUES AND POSITIONING

81 WHEREVER RELEVANT, POST A PUBLIC FOLLOW-UP TO THE ORIGINAL MENTION TOO

82 KEEP MONITORING FOR FURTHER FEEDBACK OR AN EVOLUTION TO THE ISSUE

83 WORK WITH INTERNAL TEAMS TO ADDRESS THE CAUSE(S) OF THE UNDERLYING ISSUE(S)

84 GETTING STARTED TODAY

85 3AS: SET-UP CHECKLIST 1. DEFINE YOUR COMMUNITY HOUSE RULES 2. SELECT THE RIGHT LISTENING TOOL(S) FOR YOUR NEEDS 3. IDENTIFY THE PEOPLE RESPONSIBLE FOR MONITORING 4. IDENTIFY AND ENGAGE YOUR EMERGENCY CONTACTS 5. AGREE WHAT YOU SHOULD MONITOR FOR 6. DETERMINE WHICH CHANNELS TO MONITOR 7. SPECIFY YOUR MONITORING SCHEDULE (AUTOMATED OR HUMAN) 8. UNDERSTAND LEGAL, REGULATORY AND ETHICAL REQUIREMENTS 9. CREATE YOUR INCIDENT SEVERITY FRAMEWORK / CLASSIFICATION 10. DEFINE YOUR INCIDENT LOGGING PROCESS AND PROTOCOLS 11. SET BENCHMARK RESPONSE TIMES 12. RECOMMEND RESPONSE APPROACH BY SOCIAL PLATFORM 13. DEFINE BRAND VOICE AND TONALITY FOR RESPONSES 14. IDENTIFY COMMON ISSUES AND DEFINE BEST PRACTICE RESPONSES 15. IDENTIFY THE RELEVANT PRIVATE FORUM FOR HANDLING ISSUES 16. DEVISE FEEDBACK LOOP TO HELP REMEDY UNDERLYING CAUSES

86 Fernando Cuscuela CEO Everypost THANK YOU!

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