Having recently completed the dissertation aspect of my MSc qualification, it seemed timely to revisit the crux of the subject area which I explored, for the purposes of an initial blog.
My area of study focused specifically on social media crisis management, and the technicalities of proactivity, prevention and management.
I set out to analyse, collate and form information (and practical tactics) which could help businesses/organisations/public figures minimise risk and protect reputation during (and in advance of) social media crises.
As a communications consultant I work (on a daily basis) with various clients who operate within the digital sphere. Providing digital consultancy is part of my daily routine, and having worked on large scale crisis projects with commercial clients, I became fascinated by this area of communication.
The hand of business has, in many ways been forced into the age of social media. Businesses are now well aware of the market potential within social media and, with research showing that 82% of people are more likely to trust a company which engages on social media, businesses are left with little choice but to communicate on digital platforms. Trust aside, social media is increasingly geared towards sales, thus, to avoid such a lucrative channel would be to limit market potential.
Despite the fact that social media has been growing steadily for over 10 years, my findings concluded that many businesses are (to this day) ill-equipped to deal with adverse social media situations, with many of the practices ad-hoc and reactive.
“Members can comment on your brand, and there’s not much you can do about it. The marketing channel is reversed- rather than top-down, things now move from the bottom up. Now that your customers can talk back, it pays to listen to what they have to say.”
There have been countless instances of social media crises at both a local and international level, and, interestingly, “during 2016, 19% of PR crises broke on Twitter, more than Facebook (16%), YouTube (4%) and blogs (4%). Brands appear more likely to receive criticism on Twitter than they are on other social networking platforms, with users being 17% more likely to send a negative tweet than a negative Facebook post.”
As noted by many voices of authority in this sphere, “a social media crisis can (in certain cases) be something that occurs offline and is then brought to social media channels, or it can begin on social media channels, and then spread.”
One notable, worldwide example of the former was with Volkswagen, when what started as a product feature, spiralled into a social media storm and created subsequent reputational damage. Volkswagen’s manner and speed of response was strongly criticised “with video apologies from respective CEOs the only posts addressing the crisis after more than a week.”
To conclude, here are 5 tactical recommendations for business (more to follow in next blog)
- Be prepared, a social media crisis can happen at any time- audit your social media channels to ensure you are equipped
- Create and implement an organisational crisis policy (particularly for organisations with multiple users)
- Make speedy decisions on action. Consider whether to reach out publicly (in a crisis situation) or take the conversation off line, and out of the public domain
- Tactics like disabling or reviewing posts (via Facebook) from visitors can be a useful first step in crisis situations. Also, think about how ‘boosted’ posts can take content out of your control and place it into (for example), previously banned page users and ‘non-likers’ of page
- Hide/delete unwanted or dangerous comments/posts/messages where necessary
John McManus graduated from Ulster University in December 2016 with an MSc in Political Lobbying & Public Affairs. He is a consultant at Turley PR & Public Affairs in Belfast. John can be contacted on Twitter @JohnPolMcManus and on LinkedIn: https://ie.linkedin.com/in/john-mcmanus-82509a49