Transcript
Page 1: Ogilvy Pr Swine Flu On And Offline Crises Management

The Ogilvy Public Relations Approach to:

Crisis & Issues Management This is a very brief overview of how we approach crises and issues preparedness; on and offline. Please take a look and let us know what you think. If you’d like to have a chat about any subject or issue raised in this presentation, why not drop us a line on;

+44 207 309 1105www.ogilvy.co.uk/ogilvyprTwitter: @ogilvyprlondon

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Ogilvy PR’s Approach to Crisis Management

Ogilvy PR believes that crisis management is not a formulaic process. Every crisis situation is unique and must be managed accordingly. Any set of rules or tools tailored too narrowly to the needs of a hypothetical crisis scenario would be too confining to be of practical value when a genuine crisis develops.

There are certain core principles beneath successful crisis management, however. Developing appropriate tactics on the basis of these principles enables an organisation’s leadership to remain focused and effective as crises unfold, which they usually do with blistering speed.

Once your management is grounded in the core principles and methodologies, Ogilvy PR can respond effectively to a wide range of distinct crises. Anticipating the types of crises that a company is likely to encounter can help develop useful frameworks. Further, the skills needed to implement a crisis response can be amplified and honed through simulations that put management through the paces of a realistic crisis situation.

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• Approximately 75% of what’s needed to handle a crisis effectively can be developed in advance

• Most crises can be averted

– Communications teams must be able to recognize the issue, act upon it and manage it before it becomes a crisis

– Issues management typically involves a campaign to change stakeholder opinions

• Some crises occur without warning

– Communications teams need well-crafted communications plans and defined roles to manage crisis and mitigate damage

– Crisis management typically involves rapid response in communicating accurately and transparently to stakeholders

Issues & Crisis Management – Our Philosophy

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It’s all about protecting your brand.

…and your brand is very likely your company’s largest investment and most valuable asset.

In an “information overload” environment, brands as purchasing decision tools matter more than ever…

Why Crisis Preparedness?

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How does a Crisis Begin?

“On average, 69-percent of all crises are the type that start out small and may take days, weeks or even months before they get out of control and draw public attention...”

--Institute for Crisis Management

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The Value in Planning

According to a study by the insurance firm Marsh,

every $1 spent in crisis planning is worth $7 in losses averted.

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The Cost of Not Planning

-15%

+7%

Share prices of companies that mishandle a crisis one year later

Share prices of companies that handle a crisis well one year later

Source: The Impact of Catastrophes on Shareholder Value: A Research Report Sponsored by Sedgwick Group (The Oxford Executive Research Briefings, Templeton College, Oxford, 1997)

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The Responsibility Scale: from Victim to Perpetrator

Natural Disasters

False Rumors

Workplace violence

Product Tampering

Equipment & Tech failure

Human error industrial accident

Human error harmful product

Organizational misdeeds

Victim

Accidents

Preventable

Source: Crisis Management & Communications by Coombs 2007

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So What’s Different Now?

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So What’s Different Now?

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So What’s Different Now?

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It’s a brave new world for brands...

…as has the broader social context• Increased access to information

• High profile corporate scandals

• Stakeholders who are better informed, closely coordinated and increasingly cynical

• More focus on corporate social responsibility

• Fewer product-based differentiators…more focus on brand values, versus price/features

The competitive landscape has changed…• Technological developments

• Global sourcing

• Easy access to pricing information

• Corporate brands, not just product brands

• Why not to buy a brand, versus why to buy

Why Crisis Preparedness?Changing Times

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But there’s one thing both sides agree on…

Brands = Targets "The flip side of the power and importance of a brand is its growing vulnerability.

Because it is so valuable to a company, a brand must be cosseted, sustained and protected.”

--Sameena Ahmad

Why Crisis Preparedness?Brands Are in the Cross-hairs

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Companies, like people, tend to think crises won’t happen to them…that well-known images like these come from other industries, remote places, or years ago…

Why Crisis Preparedness?Crises Are Inevitable

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…but if there’s one thing you can be sure of: a crisis will happen, to you.

We live in increasingly uncertain times…

More importantly, most corporate crises come from within…

Why Crisis Preparedness?Crises Are Inevitable

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INTERNAL• Environmental Issue/Accident

• Investigation/Lawsuit/Fine/Settlement

• Poor Financials/Stock Performance

• Structure/Ownership Issue (M&A, etc.)

• Management Change/Dismissal

• Incident/Allegation of Mismanagement

• Incident/Allegation of Wrongdoing

• Consumer Complaint/Issue

• Product Defect/Recall

• Employee Complaint/Issue

• Labor Dispute

• Workplace Injury/Fatality

EXTERNAL• Natural Catastrophe

• Terrorist/Criminal Threat/Incident

• Activist Issue/Protest

Of the 15 major crisis categories, only 3 have predominantly external triggers.

More than 75% of all corporate crises are triggered from within.

Of the 15 major crisis categories, only 3 have predominantly external triggers.

More than 75% of all corporate crises are triggered from within.

Why Crisis Preparedness?Most Crises Come from Within

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The fact that most crises come from within is actually good news.

It means you have a greater degree of control…

• Both in preventing potential crises from materialising.

• And in containing and managing them when they do happen.

Why Crisis Preparedness?Greater Control

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All crises cost money, but they don’t typically destroy brands and kill companies.

Why Crisis Preparedness?Your Response Matters Most

“You cannot always control what happens to you, but you can control how you deal with it. And in the end that’s what matters.”

Kurt P. Stocker

Northwestern University

“You cannot always control what happens to you, but you can control how you deal with it. And in the end that’s what matters.”

Kurt P. Stocker

Northwestern University

What destroys brands and kills companies is poor crisis management.

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To protect your brand in this environment, we recommend implementing BrandShield™

Three phases, each with a clear outcome.

1. Prepare

2. Respond

3. Recover

Prevent

Contain

Grow

Why Ogilvy Public Relations Worldwide?Focused on Outcomes

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1. Prepare• Preparedness Audit• Crisis Management Team Org./Training• Risk Assessment and Scenario Planning• Databases, Tools, Templates & Facilities• Simulations

Prevent

Contain

Grow

2. Respond• Situation Assessment• Immediate/Ongoing Research & Monitoring • Strategic Messaging (Releases, Statements, Q&As)• Systems/Documentation• 360-Degree Communications w/ All Stakeholders

)

3. Recover• Incident Analysis• Key Lessons (Ops. & Comms.)• Ongoing Issues Management• Brand/Stakeholder Audits/Comms. Plans

Why BrandShield?Clear Concrete Steps

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Why Ogilvy Public Relations Worldwide? Three Key Differentiators

• Deep crisis experience

• Deep brand expertise

• 360 degree capabilities

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What’s required today are experts at stakeholder relations, not just media relations.

And expertise in, and instant access to, multiple messaging media…

Why Ogilvy Public Relations Worldwide?360-Degree Capabilities

PR

Leads team, crafts key messages,

handles media and influencer

communications.

Hotlines, database capturing, analysis

of enquiries, opinion

research/tracking.

Alerts, announcement ads, (print, TV,

radio).

Media placement and

analysis.

Teledirect Advertising MindShare Interactive

Online crisis mngt. and web-based

communications.

Key Stakeholders

BrandShield

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We’ve developed four online practical steps we dovetail into all our crisis management stakeholder relations programmes.

Why Ogilvy Public Relations Worldwide?360-Degree Capabilities

1. Listen

2. Respond

3. Promote

4. Participate

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It’s Urgent to Listen

• Set up online monitoring: search terms, reporting schedule (determined by severity, how much discussion, and ability to respond).

–Who is talking?

–What are they saying?

–What’s the common thread?

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Respond

• Website

• Pressroom

• Homepage call-out

• Response microsite

• Off-Site Vehicles

• Press release

• Video

• Pledges and policy

• Commenting

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Promote

• Negative Keyword Marketing

• Use crisis-related terms

• Examples: “Disgusting Dominos”

• Video Responses

• Tag your video as a response

• Paid Media

• Targeted online ad buys

• Federated Media, Google Content Network

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Participate

• Commenting Guidelines

• Who should comment?

• How quickly?

• In what instances should theycomment?

• What are their objectives? What should they say?

• Commenting

• Prioritise influential voices, but do not neglect less influential.

• Correct misinformation.

• Ensure that the client’s “side of the story” is represented.

• Communicate that they are listening

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Monitor >

Weekly Reports Daily/Hourly Reports

Respond >

Promote >

Participate >

Conduct Blog/Online Monitoring

Develop List of Influential Bloggers Conduct Outreach to Bloggers / Comment on Blogs

Launch Client Blog Use Client Blog as Forum for Response

Set up Dark (Crisis) Sites Launch Dark (Crisis) Site

CRISIS HITS

Set up Online Crisis Collaboration Website Use Collaboration Site to Manage Communications Strategy

Update Client Website Homepage with Crisis Message

Keyword Marketing: Promote Crisis Site

Online Advertising: On Blogs or Websites as appropriate

CRISIS

Crisis Management Time Lapse

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