My lecture @MassChallengeCH last week. I was thrilled to be part of that exciting program and certainly one of the most largest Start-up accelarating Program worldwide. Always interesting to share with next gen project holders about communications, reputation and crisis management.
1. WHY YOU SHOULD CARE
ABOUT CRISIS
(COMMUNICATIONS).
Lausanne, Septembre 21, 2017
2. 3
1. Some definitions
2. Crisis management VS Crisis communications
3. Know your business!
4. Examples & learnings
5. Key steps
6. Conclusion
AGENDAor not…
3. 3 characteristics separating crises from other unpleasant
occurrences:
1. Surprise
2. Threat
3. Short response time
DEFINITIONwhat is a crisis ?
4. DEFINITIONcrisis management
By definition a crisis is an unexpected and detrimental
situation or event.
Crisis communication can play a significant role by
transforming the unexpected into the anticipated and
responding accordingly.
5. The communication crisis is the effort taken by a company to
communicate with the public and stockholders when an
unexpected event occurs that could have a negative impact
on the company's reputation. This can also refer to the efforts
to inform employees or the public of a potential hazard which
could have a catastrophic impact.
Crisis Communication refers to a special wing which deals
with the reputation of the individuals as well as the
organization. Crisis communication is an initiative which aims
at protecting the reputation of the organization and
maintaining its public image.
DEFINITIONcrisis communications
7. COMMUNICATIONSis and always will be
• A transmitter (The communicator)
• A message (The campaign)
• A channel (The communication tool)
• A receiver (The audience)
Just the paradigm changed !
8. « Public relations are a key
component of any operation in this
day of instant communications and
rightly inquisite citizens. »
Alvin Adams, American Entrepreneur
(1804 – 1877)
9. COMMUNICATIONgoals during a crisis
• Reassure
• Reestablish trust
• Demonstrate you are in control
• Reflect a positive image
• Be consistent
• Show proximity (in word & acts)
• Work on synergies
Don't forget internal audiences
11. • Marketing communications (the product)
• Institutional communications (the company)
• Internal communications (the employees)
• Reputational management (overall)
• Investors relations (financial)
All targets, actions, channels, strategies you use in your daily
business will be involved in a crisis situation.
COMMUNICATIONareas & targets
12. TO AVOID @ all costs
• To not let the press and media representatives do their job
• Let anyone express themselves in front of the camera
• Hide problems and consequences
• Speculate (causes, origins, consequences )
• Improvise
• Share partial information (concious omission)
• Raise false hopes
• Excuse yourself or being surprised
• Designate a responsible person
• Bring past crisis into the discussion
• Work under pressure
13. FOCUS & GIVEpriority to
• Facts that are 200% confirmed
• Know what can be said
• Inform staff members and employee first
• Assure consistancy among Crisis Response Team
members
• One single spokesperson (at a time).
• Inform the media outlets and take into considerations their
deadlines
• Accompany the journalists
• Press material up to date (text, images, graphs, schemes,
videos, animations)
14. DUTIES& responsabilities
• Handel a situation that could harm the activities of the
company
• Pursue the daily operations, keep your business running
• Adapt your plan to the on-going crisis
• Manage the crisis in a flexible way but centralized
• Coordinate the missions, internal and external resources.
• Analyze information
• Engage with employees, media, public, authorities
proactively and in a targeted way.
15. « It takes 20 years
to build a reputation
and five minutes to ruin it »
Warren Buffet
American businessman and investor
30. 31
• Identify any potential crisis for your company
• Conduct an internal vulnerability audit
• List best-case / worst case scenarii
• Practice monitoring and social listening actively
• Involve all relevant internal department & resources
ASSESS & IDpotential risks
31. 32
• Set up a Crisis Taskforce with clear duties for each member
• Elaborate clear guidelines
• Nominate spokesperson(s) and train them
• Conceptualize a Crisis Communication Guidebook
• Define a clear workflow and communications channels
DEFINEcommunication framework
32. 33
• Establish and communicate a member list of the taskforce
• Develop holding statements and responses
• List and select the appropriate tools (print / digital / others)
• Keep your information up-dated
• Map your stakeholders (media representatives inc.)
PREPAREkey actions & tools
33. 34
• Train your Crisis Taskforce members
• Adapt your crisis scenarii accordingly to your company
evolution.
• Drill exercises
• Update all useful material on a regular basis
• Enhance your tools when ever possible.
• Inform all parties on significant changes.
• After a crisis reassess your processes and learn out of your
failures.
TEST, EXECUTE& review
34.
35. « Be prepared for the worst,
hope for the best. »
Thank you for your attention.
Notas do Editor
Wei chi
What is a crisis in your line of work ?
From where can it come ?
80% before – 20% during
What type of crisis : natural / production / malfunction of a product (Tesla Car / Lexus in USA) / sexisme – embezzelment – racial discrimination – gender discriminaition – cultural differences that lead to misunderstanding… death of top management (what is 1 of 2 founders – the geek one dies?) – how do you assure continuity – what will be the reactions of your BA /VA etc….
Source :
http://managementstudyguide.com/crisis-communication.htm
http://www.communication-sensible.com/portail/
http://money.howstuffworks.com/business-communications/how-crisis-communication-plans-work.htm
http://www.ready.gov/business/implementation/crisis
http://www.businessdictionary.com/definition/crisis-communication.html
http://fr.wikipedia.org/wiki/Gestion_de_crise
MAIS VOILÀ – les temps changent !!!!!
Fusion (Le Temps / Hebdo => Newsroom)
Consolidation (Groupe de presse TA Media => titres d’Edipresse / Mais aussi groupe internationaux Axel Springer + Ringier)
Effectif en baisse (licenciements de 30 journalistes (15% des effectifs) chez 24 heures / TdG => conséquence directes sur la façon de travailler et surtout sur le champs des possibles.
Yesterday communications was:
Advertising (what you buy)
PR (what you get)
Design (the tools).
Meaning :
Clear roles
A limited number of possibilities
Before it was all about LINEAR Communication A=> TOOL => B
Shanon Beaver Model
Do you agree with this quote ? Yes
Who might have said this ?
https://en.wikipedia.org/wiki/Alvin_Adams
Tony Hayward – BP CEO during Deepwater horizon crisis in the Gulf of Mexico (2010)
Matos – ex. Plane crash – plane type etc.
Do you agree with this quote ? Yes
Who might have said this ?
https://en.wikipedia.org/wiki/Alvin_Adams
Tony Hayward – BP CEO during Deepwater horizon crisis in the Gulf of Mexico
ProductSamsung Galaxy S7
ServicesAshley Madison – personal datas
ProductionMars – metal in the candy bar
PeopleAffaire Kerviel in France
ProvidersFindus Horse Gate
Tony Hayward – BP CEO during Deepwater horizon crisis in the Gulf of Mexico
4 years later – when you surch up Abercomby and fitch on your Youbute channel….
Example in Switzerland : Travel BOXES => bad report on Kassenstruz (Swiss German TV) => 2 years later, after having corrected the legal disclaimer still on the 1st page.
https://www.youtube.com/watch?v=O95DBxnXiSo
Wording !!!! 2010! (april 20th)
They certainly had one of the most powerfull brand claim “Das Auto.” Even in French TV ads. Brand story telling was great (Beatles through out the ages / The Golf 1 – 2 – 3….).
The opportinity : the dieselgate will most definitively accelarate the offer in hybride or electrical vehicle (see the annoucement made by Volvo – no combustion engines by 2020).
11 mars 2011 => during WE !
They almost killed the brand.
Tony Hayward – BP CEO during Deepwater horizon crisis in the Gulf of Mexico