Boxing Clever: How to Safeguard your Company's Reputation Online
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A short talk on why organisations must reinforce their reputational defences from an online perspective, and how they can do so
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Boxing Clever: How to Safeguard your Company's Reputation Online
- 1. BOXING CLEVER HOW TO SAFEGUARD YOUR COMPANY’S REPUTATION IN THE DIGITAL AGE FTP University, Hanoi - December 2016 Amcham Philippines, Manila – June 2015 CPC&
- 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) 2charliepownall.com CPC&
- 3. 3charliepownall.com YIN & YANG OF REPUTATION CPC&
- 6. ‘Float like a butterfly, sting like a bee’ Muhammed Ali 6charliepownall.com CPC&
- 11. charliepownall.com 11 CPC& THE ACTIVIST ATTACK
- 19. • Listen continuously • Respond quickly • Act decisively • Be sensitive and proportionate • Communicate persuasively • Prepare thoroughly • Collaborate closely SO WHAT? CPC& 19 charliepownall.com
- 20. THREE PREROGATIVES 20 CPC& 1. Hone your strategy 2. Strengthen your core 3. Sharpen your reflexes charliepownall.com
- 21. ‘The hands can’t hit what the eyes can’t see’ Muhammed Ali 21charliepownall.com CPC&
- 22. Source: EIU, Clifford Chance - 2014 TOP RISKS FOR BOARDS 22 charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
- 23. IMPACT OF RISKS 23charliepownall.com CPC& Source: EIU, Clifford Chance - 2014 Source: Clifford Chance, EIU - 2014
- 24. Source: EIU, Clifford Chance - 2014 ISSUES OF CONCERN 24charliepownall.com CPC& Source: Clifford Chance, EIU - 2014
- 25. RISK TYPES 25charliepownall.com CPC& • Political pressure • Regulatory changes • Religious/cultural/political controversies • Societal outrage • Cyber attacks • Health scares • Hostile takeover bids • Natural disasters • Political unrest • Sabotage & extortion • Corporate/strategic failure • Corporate governance failure • Fraud/malpractice • Poor employee behaviour • CEO dismissal • Employee injuries/death • Industrial disputes • IT system failures • Product quality EXTERNALINTERNAL ISSUE-LED INCIDENT-LED
- 26. • Reputation, reputation, reputation • Cyber attacks, social engineering, confidentiality, privacy • Freedom of expression, harassment, defamation • IP: impersonation, hijacking, copyright, trademarks • Poor employee behaviour/comments • Marketing, social media programmes, automation • Online reviews, customer service • NGO & community activism • Rumours, misinformation, disinformation • Smoking guns ONLINE/SOCIAL MEDIA RISKS CPC& 26 charliepownall.com
- 27. IGNITES AMPLIFIES SUSTAINS CPC& HOW SOCIAL MEDIA IMPACTS REPUTATION 27charliepownall.com
- 28. RISK PLANNING PROCESS 28charliepownall.com CPC& Identify Assess likelihood Assess controls Assess impact Score & rank Prioritise Develop plan
- 29. HIGH MODERATE LOW CPC& -LIKELIHOOD+ - IMPACT + SEVERE SCORING RISKS 29charliepownall.com
- 30. 30 Critical • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation Severe • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements Significant • Escalating allegations of use of child labor amongst a company’s suppliers • Community protests about local environmental damage • Campaign by a global NGO to boycott a company’s products Moderate • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign Low • Known though uncontroversial concerns about a product circulating online • Negative online feedback to a media article on employee compensation • A one-off complaint on Facebook by a customer about poor quality product packaging RANKING THREATS charliepownall.com CPC& © Charlie Pownall/CPC & Associates
- 31. 31 Source: D. Diermeier - 2008 REPUTATION MANAGEMENT SYSTEM DECISION SYSTEM INTELLIGENCE SYSTEM IMPACT ASSESSMENT EARLY WARNING ALERT FEEDBACK ACTIONABLESTRATEGY-DRIVEN charliepownall.com CPC&
- 33. CPC& BUSINESS INTELLIGENCE REPUTATION MANAGEMENT IP/BRAND PROTECTION MARKETING & COMMUNICATION PUBLIC/PHYSICAL SAFETY COMPLIANCE CYBER SECURITY MARKET RESEARCH CUSTOMER SERVICE EMPLOYEE BEHAVIOUR ONLINE LISTENING TOOL TYPES 33charliepownall.com See: https://charliepownall.com/resources/online-risk-and-reputation-monitoring-tools/
- 34. 34 ONLINE THREAT ASSESSMENT QUANTITATIVE QUALITATIVE TONEVISIBILITY VIRALITY INFLUENCE MOTIVATION VALIDITY RELATIONSHIPS CONTEXT IMPACT ON BUSINESS & REPUTATION charliepownall.com CPC& © Charlie Pownall/CPC & Associates
- 35. CPC& THREAT ESCALATION SOPs 35charliepownall.com MODERATE SEVERE CRITICAL Issue • An escalating online rumour about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign • Allegations of malfeasance amongst senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements • Extensive customer data breach • Kidnapping of an employee • Major damage to physical assets Threshold(s) • Volume xx/deviance % • Sentiment xx/deviance % • Volume xx/deviance % • Sentiment xx/deviance % • Volume xx/deviance % • Sentiment xx/deviance % Assessment • Platform manager, Listening team, Communications, Topic expert • Communications, Public Affairs, Legal, Topic expert • Crisis Team, Communications Approval • Communications • Public Affairs • Crisis Team Response time • 12 hours • 6 hours • 3 hours
- 36. 36 -SEVERITY+ - LONGEVITY + INCIDENT CRISIS PROBLEM ISSUE charliepownall.com FORMULATING THE RIGHT RESPONSE ©CharliePownall/CPC&Associates CPC&
- 37. charliepownall.com • Not responding • Responding too slowly • Being dishonest • Being partially honest • Deflecting blame • Over-reacting • Too much disclosure • etc RESPONSE PITFALLS CPC& 37
- 39. © Charlie Pownall/CPC & Associates CPC& THREAT RESPONSE TOOLBOX 39charliepownall.com REMOVE MINIMISE RECTIFY HIDEBLOCK SUPPRESS RETRACT REFRAME ATTACK DENY OFFLOAD LEAVE THREATEN EVADEDIMINISH SHARE ARBITRATE ADMIT STRENGTHENREBUILDRESTORE CONVERT REPLACE MITIGATE JUSTIFY LITIGATE PROMOTE PREVENT
- 40. CRISIS PLAN 40charliepownall.com CPC& • Definitions – Crises – Incidents – Issues • For each scenario – Roles & responsibilities – Objectives & strategy – Policies, protocols, checklists – Relevant stakeholders/opinion-formers – Pre-approved messages/statements • CMT, R&Rs and contact details
- 41. CPC& charliepownall.com 41 TRAIN YOUR TEAMS
- 43. 43charliepownall.com TO CONCLUDE • Many online reputation threats, each of which differ according to the organisation, industry and operating context • Listen carefully to understand the broad range of risks to your business and reputation, and how the internet/social media impact these risks • Digitise your threat listening, decision-making and response systems across all channels in advance of a incident/crisis occurring, ensuring senior management are in the loop • Develop a comprehensive, practical crisis, incident and issue response plan • Respond quickly, firmly, sensitively and proportionately to threats, using the appropriate mix of business, communications, legal and technological tools • Always bear your long-term reputation in mind • Practice hard. CPC&
- 44. ‘Plans are useless, but planning is useful’ Dwight D. Eisenhower 44charliepownall.com CPC&
- 46. 46charliepownall.com THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com CPC&