Ogilvy Pr Swine Flu On And Offline Crises Management

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  • 1.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 youd like to have a chat about any subject or issue raised in this presentation, why not drop us a line on;+44 207 309 1105 www.ogilvy.co.uk/ogilvypr Twitter: @ogilvyprlondon

2. Ogilvy PRs 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 organisations 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. 3. Issues & Crisis Management Our Philosophy Approximately 75% of whats needed to handle acrisis 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 4. Why Crisis Preparedness? Its all about protecting your brand.In an information overload environment, brands as purchasing decision tools matter more than everand your brand is very likely your companys largest investment and most valuable asset. 5. How does a Crisis Begin? On average, 69-percentof all crises are the typethat start out small andmay take days, weeks oreven months before theyget out of control anddraw public attention... --Institute for Crisis Management 6. 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. 7. The Cost of Not PlanningShare prices of companies that mishandle a crisis one+7% year laterShare prices of-15%companies thathandle a crisis wellone year laterSource: The Impact of Catastrophes on Shareholder Value: A Research Report Sponsored by Sedgwick Group (The Oxford Executive Research Briefings, Templeton College, Oxford, 1997) 8. The Responsibility Scale: from Victim to PerpetratorNatural DisastersVictim False Rumors Workplace violence Product TamperingAccidentsEquipment & Tech failure Human error industrial accident Human error harmful productPreventableOrganizational misdeedsSource: Crisis Management & Communications by Coombs 2007 9. So Whats Different Now? 10. So Whats Different Now? 11. So Whats Different Now? 12. Why Crisis Preparedness?Changing TimesIts a brave new world for brands... The competitive landscape has changed Fewer product-based Technological developmentsdifferentiatorsmore Global sourcingfocus on brand values,versus price/features Easy access to pricing information as has the broader social context Increased access to information Corporate brands, High profile corporate scandalsnot just product brands Stakeholders who are better informed, Why not to buy a closely coordinated and increasingly cynicalbrand, versus why to More focus on corporate social responsibilitybuy 13. Why Crisis Preparedness?Brands Are in the Cross-hairsBut theres one thing both sides agree on Brands = Targetsquot;The flip side of the powerand importance of a brand isits growing vulnerability.Because it is so valuable toa company, a brand mustbe cosseted, sustainedand protected.--Sameena Ahmad 14. Why Crisis Preparedness?Crises Are Inevitable Companies, like people, tend to think crises wont happen to themthat well- known images like these come from other industries, remote places, or years ago 15. Why Crisis Preparedness? Crises Are Inevitablebut if theres 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 16. Why Crisis Preparedness? Most Crises Come from WithinINTERNALEXTERNAL Environmental Issue/Accident Natural Catastrophe Investigation/Lawsuit/Fine/Settlement Terrorist/Criminal Threat/Incident Poor Financials/Stock Performance Activist Issue/Protest Structure/Ownership Issue (M&A, etc.) Management Change/Dismissal Of the 15 major crisis Incident/Allegation of Mismanagement categories, only 3 have Incident/Allegation of Wrongdoing predominantly external Consumer Complaint/Issuetriggers. Product Defect/Recall Employee Complaint/Issue More than 75% of all Labor Dispute corporate crises are triggered from within. Workplace Injury/Fatality 17. Why Crisis Preparedness? Greater ControlThe 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. 18. Why Crisis Preparedness? Your Response Matters MostAll crises cost money, but they dont typically destroy brands and kill companies. You cannot always control What destroys brands what happens to you, but and kills companies is poor crisis you can control how you management. deal with it. And in the end thats what matters. Kurt P. Stocker Northwestern University 19. Why Ogilvy Public Relations Worldwide? Focused on OutcomesTo protect your brand in this environment, we recommend implementing BrandShieldThree phases, each with a clear outcome.1. PreparePrevent2. RespondContain3. RecoverGrow 20. Why BrandShield? Clear Concrete Steps1. Prepare Preparedness Audit Crisis Management Team Org./Training Risk Assessment and Scenario Planning Prevent Databases, Tools, Templates & Facilities Simulations 2. Respond Situation Assessment Immediate/Ongoing Research & MonitoringStrategic Messaging (Releases, Statements, Q&As) Contain Systems/Documentation 360-Degree Communications w/ All Stakeholders) 3. Recover Incident Analysis Key Lessons (Ops. & Comms.)Ongoing Issues Management Grow Brand/Stakeholder Audits/Comms. Plans 21. Why Ogilvy Public Relations Worldwide? Three Key Differentiators Deep crisis experience Deep brand expertise 360 degree capabilities 22. Why Ogilvy Public Relations Worldwide? 360-Degree Capabilities Whats required today are experts at stakeholder relations, not just media relations. And expertise in, and instant access to, multiple messaging mediaBrandShieldPR Teledirect Advertising MindShareInteractive Leads team, crafts Hotlines, databaseAlerts,Media placement Online crisis mngt. key messages,capturing, analysis announcement and and web-based handles media and of enquiries,ads, (print, TV,analysis. communications. influencer opinion radio).communications. research/tracking. Key Stakeholders 23. Why Ogilvy Public Relations Worldwide? 360-Degree Capabilities Weve developed four online practical steps we dovetailinto all our crisis management stakeholder relationsprogrammes.1. Listen 2. Respond 3. Promote 4. Participate 24. Its 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?Whats the common thread? 25. Respond Website Pressroom Homepage call-out Response microsite Off-Site Vehicles Press release Video Pledges and policy Commenting 26. Promote Negative Keyword Marketing Use crisis-related terms Examples: Disgusting DominosVideo Responses Tag your video as a responsePaid Media Targeted online ad buys Federated Media, Google Content Network 27. Participate Commenting Guidelines Who should comment? How quickly? In what instances should they comment? What are their objectives? What should they say? Commenting Prioritise influential voices, but do not neglect less influential. Correct misinformation. Ensure that the clients side of the story is represented. Communicate that they are listening 28. Crisis Management Time Lapse CRISIS HITS CRISIS Weekly Reports Daily/Hourly ReportsMonitor >Conduct Blog/Online MonitoringSet up Online CrisisCollaboration Website Use Collaboration Site to Manage Communications Strategy Update Client Website Homepage with Crisis Message Respond > Set up Dark (Crisis) Sites Launch Dark (Crisis) SiteKeyword Marketing: Promote Crisis Site Promote >Online Advertising: On Blogs or Websites as appropriate Launch Client Blog Use Client Blog as Forum for Response Participate > Develop List of Influential Bloggers Conduct Outreach to Bloggers / Comment on Blogs