According to AON’s 2017 Global Risk Management Survey, reputation risk and brand damage remain senior executives number one concern. Between 2000 and 2018 the impact – both negative and positive, on shareholder value of a reputational crisis has doubled. Companies that managed crises poorly in 2000 on average lost 15% of shareholder value over the next 12 months. By 2018 that had doubled to 30%. Companies that managed crises well had a 10% increase in shareholder value in 2000 but in 2018, that had risen to 20%. The primary driver? Social media.
Social media is now commonly used by most companies as a key part of their marketing strategy. They recognize that social media is about engaging and building relationships with consumers. When an incident or product recall happens however, they go silent.
There is no more important time for companies to be engaging with consumers than when they have questions and concerns about the company and its products. There is perhaps no other industry more sensitive to online commentary than the hospitality industry. A study in 2016 showed that a company’s response to negative commentary had the largest impact on consumers view of the hotel and failure to respond at all was the most costly.
Incidents and product recalls are defining moments for companies in terms of their relationships with consumers. Social media provides an opportunity to engage consumers and answer questions and address concerns with accurate information. Failure to respond allows misinformation, rumor and speculation to circulate and a crisis becomes inevitable.
This course will provide participants with tools to prepare for and respond effectively to consumers over social media when an incident occurs.
Learning Objectives:
By the end of this course, participants will be able to:
- Identify the key principles of incident and crisis management and what causes incidents to escalate
- Respond appropriately to questions and concerns expressed over social media to prevent them from escalating
- Use tools and guides to help assess incidents and develop an effective response strategy
- Monitor social media responses and measure effectiveness
- Practice key skills in a realistic social media crisis simulation
Who will Benefit:
Employees from all industries where engaging with consumers is a key part of their business, particularly food and consumer goods companies will be benefited by this workshop.
- Consumer response managers and representatives
- Brand managers
- Marketing managers
- Quality and technical managers
- 8:30–8:59 AM Meet & Greet
- 9:00–11:00 AM Principles of social media crisis management
- What causes incidents to escalate?
- How has social media changed the way companies manage incidents?
- How is management of social media in a potential crisis different to traditional crisis management?
- Case studies in effective – and not so effective crisis management.
- 11:00–12:00 PM Monitoring for social media incidents and identifying which ones you should respond to.
- Identifying sites that may be talking about your products and brand
- Monitoring processes and tools
- Identifying escalating incidents and triggers – what types of incidents are you looking for?
- 12:00-1:00 PM Lunch
- 1:00-2:30 PM Initial response to a social media incident:
- Which comments should you respond to?
- What should you say and how should you say it?
- Creating and using template responses effectively.
- 2:30–3:00 PM Refreshments Break.
- 3:00-4:30 PM LIVE: Social media crisis simulation (Part 1)
Practical exercise in managing the initial stages of an incident. Group exercise where teams will be expected to respond to a simulated consumer comments on a variety of social media platforms. Responses will be reviewed and discussed.
- 8:30–8:59 AM Meet & Greet
- 9:00 -11:00 AM Incident assessment
- Stakeholder analysis – identifying stakeholders and anticipating and managing concerns and expectations.
- Market analysis – how the incident environment affects how stakeholders react
- Impact analysis – looking at best case and worse case scenarios and their potential impact on the business
- 11:00AM-12:00PM Developing an effective response strategy
- Components of an effective strategy
- Balancing external expectations and longer term business interests
- Establishing objectives
- Monitoring and measuring communications effectiveness
- 12:00-1:00 PM Lunch
- 1:00- 2:00 PM Social media communications planning.
- Resourcing a response
- Creating key messages
- Identifying the best channels
- Writing and posting statements and FAQ’s
- Responding to questions and concerns
- 2:00 – 3:45 PM LIVE: Social media crisis simulation (Part 2)
Continuation of practical exercise in managing an incident. Group exercise where teams will be expected to respond to a series of simulated inputs over a variety of platforms. Responses will be reviewed and discussed.
- 3:45-4:30 PM Discussion of the simulation exercise
- 4:30PM Review and Close
Steve Hather
Risk, Product Recall and Crisis Management Coach, Trainer and Consultant for Food and Consumer Goods Companies
Steve Hather has been a trainer and consultant in risk management, security, business continuity, product recall and crisis management for over 25 years.
A qualified teacher by training, Steve started his career in risk management with the Australian government in counter-terrorism, a role which included designing and managing national counter-terrorism exercises and a 15 month secondment to the FBI in Atlanta establishing and working in the Olympic Intelligence Centre for the 1996 Atlanta Olympics. On his return to Australia he was seconded to the NSW Police as Director, Olympic Intelligence Centre before being recruited by The Coca-Cola Company.
Steve was a member of the international working group that developed the new International Standard for Product Recall (ISO 10393) and its related standard – the International Standard for Product Safety (ISO 10377). He was also involved in the development of the US Standard for Organisational Resilience. He is a sought after speaker at conferences on consumer product safety, product recall, incident management and crisis management.
Steve has worked with many of the “who’s who” in the Australian food industry including Foster’s Group, LION, Murray Goulburn, Coles Supermarkets, Coca-Cola Amatil, George Weston Foods, Goodman Fielder, Cheetham Salt, Kellogg’s and Treasury Wine Estates; right through to small food and beverage manufacturers.
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Darling Harbour
A lively harbourside precinct, Darling Harbour is just a 10-minute walk from Sydney city centre. One of Sydney's largest dining, shopping and entertainment precincts has a full calendar of outdoor events as well as one of the city's most restful spots, the Chinese Gardens of Friendship.
Taronga Zoo
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The Rocks
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Sydney Tower
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Museum of Contemporary Art
The Museum of Contemporary Art (abbreviated MCA) in Sydney, Australia is an Australian museum solely dedicated to exhibiting, interpreting and collecting contemporary art, both from across Australia and around the world. It is housed in the Art Deco-style former Maritime Services Board Building on the western edge of Circular Quay.
