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PRCA Expert Briefing - Issues and Crisis Management and the Evolving Media Landscape
The document discusses expert crisis management strategies employed by Publicasity, covering various high-profile cases including trials and contamination crises. It emphasizes the importance of proactive issues management and the integration of social listening to anticipate and address crises effectively. Additionally, it outlines a comprehensive framework for training and preparation that Alltech implemented in collaboration with Publicasity to enhance their crisis response capabilities.
PRCA Expert Briefing - Issues and Crisis Management and the Evolving Media Landscape
- 1. Expert Briefing: Issues andcrisis management and the evolving media landscape Philippe Jeanjean & Jenny Holliday 26 September 2013Outcomes Matter | Copyright Publicasity 2013
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- 3. Actual work handledby Publicasity crisis team • Corporate manslaughter trial • £53m Securitas Robbery and subsequent trial Publicasity was represented on Police Gold Group • Horsemeat contamination (2013) in UK • Halal meat contamination • Melamine contamination • Simon Sing Libel trial • Closure of UK HQ – major pharma company • Various death in services cases • Murder, kidnapping and other serious crimes • Product recalls Our Crisis Capabilities Post Analysis • Capture key media on and off line • Impact measurement • Critique and hone response • Learn from the event • Report and benchmark for future Implementation & Support • Highly experienced Publicasity team available 24/7 • Frontline Publicasity press office • Strategy and messaging established • Monitoring, reporting and story development Preparation • Write a Crisis plan • Identify business threats with client • Involve all front line staff in protocols • Rigorously train key spokespeople • Scenario workshops to test plan and entire team • Independently review and refine crisis plans • Hone Q&A
- 4. Proactive Crisis Planning TheChallenge Alltech is a global feed business with interests in animal nutrition which extend into the human food chain. Due to its size, international spread and diverse functions spanning manufacturing and laboratory testing and analysis coupled with sponsorship of major equestrian sporting events, Alltech’s stakeholders are many and varied. The Outcome Publicasity worked with a cross-functional Board level team, now known as the ROC (Reputation Overview Committee) Group to put a plan and training programme in place which has since been rigorously tested on live crisis situations. The Insight Alltech had the foresight to recognise that as the business moved into new areas, stakeholders that had historically been distant would become more influential to the success of the business. The Approach Alltech called on Publicasity’s expertise in crisis management to come up with a framework that could be rolled out globally and across every function of the business. The functions required of issues management to avoid crises are: • Identifying issues and trends • Evaluating their impact and setting priorities • Establishing a position for your organisation • Designing an organisational action and response to help achieve the position • Implementing the plans
- 5. Reactive Crisis Management • For 10 years handled all issue and crisis work • integration of P&O Trans • European affecting 32,000 employees in 5 European countries in a £140m deal that involved closing a Head Office and the loss of 00’s of jobs • Death in Service issues and all HR matters • Handled all media relations following road traffic accidents and health and safety issues • Communication involved liaising with our client and local police to ensure accurate reporting, align communication and draft statements for the media • Strategic consultancy on horsemeat crisis & Halal contamination • Core link with client’s customers’ comms teams to align messaging • Reactive and proactive media relations with national newspapers, broadcast news and trade media • Many issues handled including planning matters in and around the Cranfield complex • Succession management issues • Reputational issues surrounding overseas partner universities in other continents • Acted as main media spokesperson on behalf of client following £53m robbery from Tonbridge depot • Part of “Gold Group” involved in setting Strategy with the Police during the investigation • Handling media communications on behalf of client around the subsequent trial at the Old Bailey
- 6. • Issue orcrisis? • How does a crisis unfold? • Case study examples • Preparing for and managing a crisis Prepare Respond Learn • Any questions? Content
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- 8. A crisis is: • an issue that has got out of control by not being identified and managed properly • a sudden event that happens without warning and is beyond control Issues management: • is not the same as crisis management • is a planning process to anticipate emerging issues and deal with them before they reach crisis stage • is proactive, social listening is key Crisis management: • refers to responding to a crisis and containing it once it has developed and been identified • although it can be prepared for, is reactive A few definitions
- 9. How does acrisis unfold
- 10. Impact of socialmedia Anyone can influence The long tailSpeed of Spread Lack of controlReal-time response
- 11. Who is involved IndustryInfluencers *Wildcard Customers Bloggers Activists Curators Journalists Employees ?
- 12. How does itspread
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- 17. How did Dominosrespond?
- 18. How did Domino’sdo? • Recognised seriousness • Took control • Responded via both traditional and social media • Focussed on approach to core audience through CEO • Apologised and communicated changes • Launched Twitter as a response channel and to open dialogue to regain trust Outcomes matter • The alert came from a consumer affairs blog site • No employee policy for social media • Delayed reaction • No digital crisis management plan • Lack of online surveillance • Lack of social media presence • Low knowledge of online influencers
- 19. Learnings • Knowyour audience, you may know it’s a hoax but do they? • Time is of the essence • The internet is no longer about broadcasting what you want heard, you have to monitor all conversations not just those you’re engaged in Two things we didn’t anticipate. The first thing we didn’t anticipate was the pass along value, or the pass along nature of this particular video, because there was a lot of “Man, you ought to see this going on”. And the sheer explosion of interest from the traditional media. Tim McIntyre, Vice President, Communications, Domino’s Pizza
- 20. What was theimpact?
- 21. Preparing for and managinga crisis
- 23. Ten point preparation Toneof voice Develop internal policies Cascade to business Develop social media crisis plan Points of view document Develop a taskforce Stakeholder mapping Media training Messaging workshop Crisis training Confident Trustworthy Approachable Professional
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- 26. Example - SocialMedia Crisis Plan 1. Take a health check Where are you being talked about? What is being said? 4. Know who and where your enemies are and how they react 2. Use social listening for early diagnosis of an issue Monitor the brand Filter for issues Filter for influential influencers/commentators 5. Build a friendly network of influencers who can spread the crisis response 6. Containment Don’t try and engage everyone Decide if a response is appropriate Don’t censor comments Use video to get your message across 3. Test team responses Have they read the SM policy? Who is the go to person? Where can they get information from? How is information evaluated?
- 27. Ten point response CommunicateEscalate? Go on front foot Engage in dialogue Triage Pinpoint spokesperson Proactive or reactive Follow messaging and tone of voice Act quickly Apologise and communicate change
- 28. Good things cancome from a crisis • Testing your crisis management procedure • Refining early warning process – social listening • Identifying new spokespeople • Raising company/brand awareness • Being seen as a responsible business • Catalyst for change - learn from mistakes and implement changes – product, process, behaviour improvement • Heightened awareness of stakeholder reaction
- 29. Any questions? Thank you LondonOffice 15 Kean St | Covent Garden | London WC2B 4AZ Tel: 020 7632 2400 | Fax: 020 7240 2520 Hertfordshire Office 4 The Waterhouse | Waterhouse St | Hemel Hempstead | Herts HP1 1EN Tel: 01442 261 199 | Fax: 01442 236 401 Contact: [email protected]