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Reputation Management: Dealing with the Fallout of a Data Breach
May 124:00 pm – 5:15 pm
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Panelists
Jim MoorheadManaging Director, U.S. Public Affairs and Crisis, Burson‐Marsteller
Chris ChiamesVice President, Corporate Affairs, Orbitz Worldwide
Linn FreedmanChair Privacy & Data Security Team, Robinson + Cole
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(In)famous Cyber Incidents
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Three Pillars Define Corporate Reputation
CitizenshipSupports good causes
Environmentally consciousGood place to work
TransparentEthical
Trustworthy
Communications & Engagement
Cohesive corporate narrativeThought leadership
Stakeholder engagement Third‐Party advocates
PerformanceIndustry leader
Good customer serviceStrong managementStrong shareholder
value
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New products and services
Financial performance
Their corporate purpose
Employees
Social responsibility
Regulatory and legal issues
US Public Wants to Hear More From Corporations
TOO MUCHNOT ENOUGH THE RIGHT AMOUNT DON’T KNOW
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The more prepared you are, the more quickly you will be able to engage.
Evolution of a Crisis
“EXPECTATION GAP”
Info vacuum filled by speculation, criticism, alarm, anger
Perceived leadership void
ESCALATINGSTAKEHOLDERDEMANDS
Traditional media Social media
LOSS OFREPUTATION
Stakeholders lose confidence, feel betrayed
LOSS OFCONTROL
Others drive discussion,prescribe solutions
INSUFFICIENTCOMMUNICATION
Due to: Incomplete data Understandable legalconcerns Bureaucracy Anger
SURPRISE
Failure to: Anticipate Recognize Manage
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Crisis Management Preparation for Corporate Counsel
• Crisis Management Team in place pre‐breach• Vendor contracts in place, including crisis management firm
• Communications plan developed and tested• Tight control of message throughout organization
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Crisis Management Preparation forCorporate Counsel
• Anticipate/prepare for litigation in all communications with media, consumers and regulators– Protection of attorney‐client privilege
• Cooperation/sharing with regulators and law enforcement‒ Corporate reputation
• Lessons Learned from data breaches
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“The history of the failure of war can almost be summed up in two words: too late…”
General Douglas MacArthur
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Our POV: Keys to Data Breach Management
Put victims first.
Communicate sooner, not later.
Prepare for a moving target.
Be transparent about not being transparent.
Validate your strategy through opinion research.
Work as a team.
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Instructive Define crisis Top crisis questions How choose spokesperson
Develop a Crisis Communications Plan
PracticalMobilization triggers First 24 hours checklist Initial statement
Predictive Specific plans for high‐priority scenarios
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Assess Situation Gather the facts Evaluate threat to reputationMonitor traditional and social media
Tools and Processes Will Enable You To
Respond Rapidly Draft initial statement Develop crisis‐specific messagingManage media (proactive/reactive)
Address Stakeholder Needs Produce stakeholder‐specific messages Engage third‐party validators Anticipate key stakeholder questions