10 Email Marketing Best Practices to Increase Engagements, CTR, And ROI
Building Trust and a Healthy Reputation from the Get-go
1. BUILDING TRUST AND
A HEALTHY REPUTATION
FROM THE GET-GO
Paperclip HK – November 23, 2015
Foreign Trade University, Hanoi - December 8, 2016
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2. ABOUT CHARLIE POWNALL
• Managing Director of CPC & Associates. Previously Regional Managing Director of Burson-
Marsteller (Asia-Pacific), WPP, SYZYGY AG, Reuters, European Commission
• Over twenty years’ experience in communications planning & strategy, public relations,
issues & crisis communications, digital marketing, social media, government communications,
political advocacy, speechwriting, journalism
• Set up and ran the European Commission's first rapid rebuttal unit. Led communications for 15x
over-subscribed SYZYGY AG IPO. Grew Burson-Marsteller's digital/social offer and capability
across Asia by average 80% per year
• Author, Managing Online Reputation: How to Protect Your Company on Social Media (Palgrave
Macmillan, Alpha Books). WPP Atticus Award (2011) for Managing Corporate Reputation in the
Digital Age white paper
• Global experience; over nine years in Asia. Chairman, Communications & Marketing Committee,
American Chamber of Commerce in Hong Kong (2012-15)
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17. charliepownall.com
• Not responding
• Responding too slowly
• Being dishonest
• Being partially honest
• Deflecting blame
• Over-reacting
COMMON RESPONSE PITFALLS
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18. 1. Move fact
2. Act decisively
3. Be honest and open
4. Be human, sincere and empathetic
5. Express your side of the story clearly and
persuasively
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INCIDENT/CRISIS RESPONSE PRINCIPLES
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"The nature of the dispute and in particular the
manner in which it was conducted, irrespective
of any comments alleged to have been made, is
adjudged to be not only of concern to the public
but viewed by us as detrimental to the standing
of our company, unbecoming of a manager of
our brand and prejudicial to our good name."
"Therefore, we have immediately relieved the
manager of his position."
"Such an incident reflects in no way the values
of Daimler AG and we sincerely apologize for
the concerns raised by this matter and the views
that people have felt obliged to express
following the reports of this regrettable matter".
Source: Daimler Greater China 21
23. • What can we say? Anything substantive?
• What can’t we say? What’s our likely legal liability?
• Which stakeholders do we need to be talking to?
• What’s their likely reaction?
• Who should speak on our behalf?
• Proactive or reactive?
FIRST RESPONSE CONSIDERATIONS
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26. WHAT TO SAY WHEN A CRISIS BREAKS
• Acknowledge the issue
• Show empathy with those impacted
• Recognise the urgency of the situation
• Demonstrate it is being taken seriously
• Promise to keep those impacted updated
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28. • Ensure flawless customer experience
• Understand and exceed expectations
• Lead from the front
• Instil your values in all you do and say
• Be consistent in what you say and do
• Be honest, transparent and open
• Prepare properly for things going wrong.
YOU WILL SURVIVE & PROSPER IF YOU …
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