Embed Size (px)
DESCRIPTION
Social media policies your organisation can adopt and what they entail; Adjust your processes: Are you on 24/7 alert?; What is your first line of defense; and engagement?; Is the customer always right? How do you choose to (re-)act?
Citation preview
©2011 Dow Jones & Company
Rules of Engagement How to Get Your Organisation Social-Media-Ready
• Social media policies your organisation can adopt and what they entail
• Adjust your processes: Are you on 24/7 alert?
• What is your first line of defense; and engagement?
• Is the customer always right? How do you choose to (re-)act?
Lars Voedisch - @larsv
Managing Media Consultant, APAC
Dow Jones and Company
People
Processes
Policies
©2011 Dow Jones & Company
27,000+ global sources17M+ companies35M+ executives16M+ Websites and blogs
150+ researchers130,000+ indexes
Media/VC/Risk
2,000 journalists84 bureaus18,000+ daily news items
Other People’sContent
Dow JonesResearch
Dow JonesNews,
Commentary & Analysis
MainstreamMedia
Web/SocialMedia
3
Not just news – news plus information plus insight
©2011 Dow Jones & Company
The world we live in…
©2011 Dow Jones & Company
Online Engagement? Customers are very demanding!
[Brands] have to surprise me, not only meet my needs, but anticipate my needs. By using social media exclusively, I think the company has to
answer me whenever I have a question, enlighten me whenever I complain,and thank me whenever I compliment them.
Source: The Language of Love in Social Media - Firefly Millward Brown
©2011 Dow Jones & Company
Challenge within Organizations:Who „owns‟ Social Media?
Source: Blurring Lines, Turf Battles and Tweets: The Real Impact of Integrated Communications on Marketing and PR
©2011 Dow Jones & Company
Challenge within Organizations:Who „owns‟ Social Media?
Source: Blurring Lines, Turf Battles and Tweets: The Real Impact of Integrated Communications on Marketing and PR
Who Cares?
©2011 Dow Jones & Company
Nestlé's social media crisis
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
©2011 Dow Jones & Company
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile
photos to
anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
©2011 Dow Jones & Company
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile
photos to
anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any
of our logos as your
profile pic--they will be
deleted”
©2011 Dow Jones & Company
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile
photos to
anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any
of our logos as your
profile pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being
posted (e.g. bottled water
dispute in the US, “killing
babies”…)
©2011 Dow Jones & Company
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile
photos to
anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any
of our logos as your
profile pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being
posted (e.g. bottled water
dispute in the US, “killing
babies”…)
Key learnings:
Control? Don't use
lawyers to take
things off the
Internet
Admit it, stop it,
and apologize.
FAST!
Customers
criticizing you are
telling you
something very
valuable
©2011 Dow Jones & Company
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
Activists
change their
profile
photos to
anti-Nestlé
slogans and
start posting
to the Nestlé
fan page
Nestlé: “To repeat: we
welcome your
comments, but please
don't post using an
altered version of any
of our logos as your
profile pic--they will be
deleted”
Now it even went worse with all
kinds of criticism, allegations
and simple insults being
posted (e.g. bottled water
dispute in the US, “killing
babies”…)
Key learnings:
Control? Don't use
lawyers to take
things off the
Internet
Admit it, stop it,
and apologize.
FAST!
Customers
criticizing you are
telling you
something very
valuable
What are your
Rules of Engagement?
A crisis response protocol?
How fast can you react?
Who decides?
©2011 Dow Jones & Company
Who are you stakeholders?
Dealing with Social Media:Who could be talking about you online?
14
©2011 Dow Jones & Company
Dealing with Social Media:What is your first line of defense – or engagement?
15
Who handlesSocial
Media?
Marketing
Intern
ReceptionistCustomer
Service
PR
?
Agency
IT
Helpdesk
All staff
Ops Manager
Sales
Exec
©2011 Dow Jones & Company
Dealing with Social Media:What is your first line of defense – or engagement?
16
Who handlesSocial
Media?
Marketing
Intern
ReceptionistCustomer
Service
PR
?
Agency
IT
Helpdesk
All staff
Ops Manager
Sales
Exec
Remember: The customer, shareholder,
journalist… does not care about your internal structures or
budget!
©2011 Dow Jones & Company
Does every scenario need the same response?
Time
Impact
Analyze
Engage
Monitor
Discover
PeopleProcessPolicies
©2011 Dow Jones & Company
Monitor Analyse Discover
research &
promote
the buzz
issues, trends
& strategies for
impact
opportunities &
risks in time
to act
Engage
& pinpoint
better the
influential
Use smart tools along your workflow!
Communications Objectives & Strategy
©2011 Dow Jones & Company
19
Understand the context?
It takes 20 years to build a
reputation and five minutes to ruin
it. If you think about that, you‟ll do
things differently.Warren Buffet
©2011 Dow Jones & Company
20
iPhone
“This is not about searching
knowns, this is about
uncovering unknowns and
understanding the context.”
Dow Jones Insight/FactivaDiscover Opportunities and Threats
©2011 Dow Jones & Company
21
Where does a
CRISIS happen vs.
where does it start?How does the story
play out in traditional
and social media?
How bad (or good) is
it?
What‟s really going on?
©2011 Dow Jones & Company
Should brand responses on social media be real-time? You have a choice!
• The industry/space you are in
• Is the team ready to handle the extra, new workload?
• Sudden bursts of enthusiasm cannot be sustained
• You have a choice in setting average response times
• An open query on social media is not the same as putting a phone call on hold!
• The obvious – financial/budgetary considerations
• Influencer engagement Vs Social CRM
• Responses Vs interactions
Source: Should brand responses on social media be real time – Beast of Traal
Some considerations
©2011 Dow Jones & Company
Where it starts… and never end!
Source: Social Media Examiner – How to Develop a Social Media Content Strategy
• You need to know what your customers, audience or community want to talk about and be willing to engage in those conversations.
• You need to know where your audience wants to have conversations; in other words, where they “hang out” online.
• You need to measure the results of your conversations to see which ones catch fire.
©2011 Dow Jones & Company
How to Deal with Comments –YOUR Response Plan
• Comment / Blog Post Validity
• Level of Responsibility
• Level of Respect
• The Commenter is a Troll / Rager
• The Commenter is a Spammer by Nature
Source: PR 2.0 Comment Response Chart
©2011 Dow Jones & Company
Social Media Policy Checklist
• Do you have a social media policy?
• Is your policy easy to read? Can you make it an engaging experience?
• Is it welcoming to employees and customers, or does it sound like it was written by lawyers?
• In addition to your policy, are you educating your employees on how to properly use social media in a way that will help them as well as help tell your brand story?
25
Source: Is Your Social Media Policy Hurting Your Brand? - MENG
©2011 Dow Jones & Company
Social Media Policies – More than Common Sense?
26
The main question: Do you trust your employees?
©2011 Dow Jones & Company
Social Media Policy - Examples
27
TransparencyProtection
RespectResponsibility
Utilization
RespectResponsibility
Representation
©2011 Dow Jones & Company
Social Media Policy - Examples
28
TransparencyProtection
RespectResponsibility
Utilization
RespectResponsibility
Representation
©2011 Dow Jones & Company
Social Media Policies – More than Common Sense?
• Purpose (encouragements or laws; personal / business use)
• Dos (e.g. respect copyrights; say who you are…)
• Don’ts (e.g. forget your day job; get personal, …)
• Escalation process & Contacts
• Implementation plan!!!
29
What should be included?
Useful Resources:• Social Media Daily: 6 Key Elements of a Social Media Policy
and Why You Need Them• Social Media Policy Templates: Lessons Learned for 20 IT
Social Media Policy Documents• Social Media Governance – 164 Company Policies
©2011 Dow Jones & Company
You DON’T have Social Media Access?
• Productivity (Productivity increases 9% among employees who are
able to access the Net for fun during work – University of Melbourne study)
• Attacks from Hackers (If the U.S. Military can do it, so can your
organization)
• Data Leaks (… but you DO have email, mobile phones, blackberry’s…)
• Slows a company’s internet connection (Bandwidth is the
paper of the digital age)
Common (questionable) reasons for blocking SNS
Source: Demolishing Barclay Communications‟ blocking argument point by point – Stop Blocking!
©2011 Dow Jones & Company
When You’re Wrong, Say Sorry…
• Don't RE-act right away. Take a little time to understand fully what
your critics are upset about and why.
• Acknowledge those who took the time to bring the issue to light. Don't be angry with them. In a very big way, they are helping your public
image. What they've voiced out loud, you can bet many others have thought.
• Admit the mistake and apologize. No one wants to hear a
justification. They want a sincere acceptance that you didn't live up to expectations and a simple apology.
• Take ownership of the situation and state how you will do better in the
future of make the present situation better.
• Ask for forgiveness and for folks to stick with you as you make the needed changes.
• Then put your new plan into action and follow through!
31
Source: When You're Wrong, Say You're Sorry - SOLUTIONS: Social Media
©2011 Dow Jones & Company
How @Toyota Turned #toyotafailInto a Social Media PR Win
32
Source: How @Toyota Turned #toyotafail Into a Social Media PR Win - CoTweet
©2011 Dow Jones & Company
How @Toyota Turned #toyotafailInto a Social Media PR Win
33
Source: How @Toyota Turned #toyotafail Into a Social Media PR Win - CoTweet
Key Learnings
1) Speed is critical (on Twitter)2) Honesty is a virtue3) Brands have to be on alert in order to
correct any false assumptions before they reach critical mass
4) Track it
©2011 Dow Jones & Company
Crisis Survival Lessons for the Social Media Age
• Size doesn’t matter
– A failure to engage a captive and influential audience represents an utter misunderstanding of the power that online communities wield in crisis.
• What Got You Here, Won’t Get You There
– It is essential to at least assuage consumer fears by acknowledging the problem and affirming that all that can be done is being done
• You Can Not Advertise Out of Crisis
– Traditional advertising and brand/reputation management cannot work in a galaxy where crisis moves at the speed of light.
34
Source: 3 Crisis Survival Lessons for the Social Media Age – Dallas Lawrence/Mashable
©2011 Dow Jones & Company
Crisis Survival Lessons for the Social Media Age
• Size doesn’t matter
– A failure to engage a captive and influential audience represents an utter misunderstanding of the power that online communities wield in crisis.
• What Got You Here, Won’t Get You There
– It is essential to at least assuage consumer fears by acknowledging the problem and affirming that all that can be done is being done
• You Can Not Advertise Out of Crisis
– Traditional advertising and brand/reputation management cannot work in a galaxy where crisis moves at the speed of light.
35
Source: 3 Crisis Survival Lessons for the Social Media Age – Dallas Lawrence/Mashable
In a crisis, consumers need honest answers and
they need them fast – and no messaging vehicle is better suited to meet this demand than those fueling
the crisis in the first place.
Transparent engagements in the online communities, where your customers already live,
provide a credible and direct channel for the answers they need.
©2011 Dow Jones & Company
Rules of Engagement – Thinks to Consider
36
Get your processes right• Monitor • Analyze• Discover• Engage / Respond
What you need:• Scenario planning & Reaction Plans• Guidelines• Monitoring Post (Access)
There is no one-size-fits-all• Better start small than not at all• Form a team• Have fun!
PeopleProcesses
Policies
©2011 Dow Jones & Company
‘Classic’ Case Study: Domino’s YouTube Experience
• Domino’s Pizza Chain discovered the power of viral marketing last month: two employees in the US filmed "prank" videos of themselves stuffing cheese up their noses and then putting it into sandwiches.
• The video went popular on YouTube (over 1 million views), and Twitter lit up with disgusted customer complaints.
• Domino’s apologized and put its own President on YouTube, started a Twitter response site;
• Still: In just a few days, Domino’s reputation was damaged.
Who in YOUR company would go on Youtube?
What to wear?What to say?
Who to talk to?Are you ready?
Nobody will wait for you…!
©2011 Dow Jones & Company
Questions?
Lars Voedisch
Managing Media Consultant, APAC
Dow Jones and Company
@larsv
Thank you.
@larsv
©2011 Dow Jones & Company
Rules of Engagement How to Get Your Organisation Social-Media-Ready
• Social media policies your organisation can adopt and what they entail
• Adjust your processes: Are you on 24/7 alert?
• What is your first line of defense; and engagement?
• Is the customer always right? How do you choose to (re-)act?
Lars Voedisch - @larsv
Managing Media Consultant, APAC
Dow Jones and Company
People
Processes
Policies
@larsv
