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MSLGROUP is Publicis Groupes PR, speciality communications and engagement group, advisors in all aspects of communication strategy: from consumer PR to employee communications, from public affairs to reputation management and from crisis communications to event management. With more than 2,900 people, its offices span 22 countries. Adding affiliates and partners into the equation, MSLGROUPs reach increases to 4,000 employees in 83 countries. Today the largest PR network in Greater China and India, the group offers strategic planning and counsel, insight-guided thinking and big, compelling ideas followed by thorough execution. Learn more about us at: www. mslgroup.com+ http://blog.mslgroup.com+ Twitter+ YouTube
Foreword
Who was behind the smear campaign against Zhang Ziyi? Who came up with trust McDonalds, dont trust CCTV? If Siemens had proactively apologized, would Lao Luo still have destroyed his refrigerator? How did Guo Meimei, within two days of posting a picture, become the discussion point for over a million netizens?
Chinese social media have developed rapidly over the last ten years. Starting with BBS forums and moving on to blogs, the focus today is on social networking sites like the Chinese equivalents of Facebook and Twitter: Renren.com and Sina weibo, respectively. For the first time, social media allows the Chinese public to circumvent the traditional state-owned media, giving them a platform to express their opinions. Social media authors are sometimes surprised to discover their new ability to influence public opinion. Many weibos have accumulated more than a million views, shares or followers succumbing to the snowball effect. Journalists also turn to influential weibos for stories. Social media allows businesses and brands to engage in timely and continuous dialogue with consumers and the public. By the end of February 2012, more than 130,000 businesses had registered official Sina weibo accounts. Pressure to increase follower volumes and activity levels have led PR managers and digital agencies to do all they can to attract the attention of netizens. In addition to daily posts about the company, companies offer everything from raffles and free trials to in-store promotions and after-sales services. Even polls on weibo generate volumes of activity. Just as companies continue to leverage social media for marketing purposes, negative coverage and the potential for issues and crises to develop and escalate in online forums is an increasing source of concern for PR professionals. In fact, fear of negative comments is one of the reasons that some companies have not yet created official weibo accounts. So how can communications professionals fully leverage the weibo channel while avoiding social backlash? How
We dont have an official account in Sina Weibo yet because we are afraid it will become a platform for consumer complaints.
should companies respond to negative online voices? How can they manage issues and prevent crises, so as to protect business and brand reputation? The Art of Weibo Crisis Management tries to answer these questions by employing best practices from our own experience of managing social media crises for large multinationals in China. We hope that this whitepaper will serve as a checklist and source of ideas for corporate managers, as well as for all of our PR colleagues fighting on the weibo frontlines at companies and agencies in China.
Ethics Watch out for shortcuts that may look effective but will most likely cause further damage
Many managers in China still believe - to their detriment - that it's possible to cover up or remove negative reports using money or "guanxi". This is no longer the case. Although such solutions may initially look "successful", they are tantamount to sweeping the real problems under the carpet. And the risks of discovery are increasing - recently, a number of companies have had positive commentaries or deletions traced back to their PR departments or agencies, leading to public outcry and damage to their reputations.
Flexibility Stay on top of developments and quickly adjust direction as an issue develops
Change is the only constant. Social media crises tend to be extremely fast-moving, undulating by the minute with the flow of public opinion. Because of this, companies need to develop attentive listening skills to online commentary. They must also build the capability to instantly analyze and gauge online opinion and continuously adjust strategies and tactics.
Customization Understanding the different roles that social and traditional media play in a crisis
Social media and traditional media each have their own advantages. Communications professionals must become skilled at choosing media strategies tailored to the characteristics and challenges of each particular issue or crisis that confronts them.
With social media, news is no longer local or isolated. Anything can gain widespread exposure on the Internet. Before, a single consumer could purchase a fake product, post a disgusting photo of it on weibo, and have media tag it to make it go viral. Now, netizens dont need the media: they just see the photo, our brand, and have a negative association, damaging our overall reputation.
evolves in social media? Of course, the most important determinant is the overall attention received. So how can we evaluate the level of attention, and when should we prepare for action? The following observations can help us form a framework for making decisions. There is no single blanket number or percentage: Companies and products have different critical attention levels. Some products are used by millions of people while others are more exclusive. A rule of thumb: the larger the volume of consumers, the
McDonalds Official Verified Account: McDonalds China is very concerned with the reports on CCTV about non-compliant operations at our Beijing Sanlitun restaurant. We are launching an immediate investigation into this isolated incident and will deal with the issue in a serious and resolute manner, taking concrete measures in order to express our regret to consumers. As a result of this issue, we will enforce the implementation of all standard procedures, and provide safe and sanitary food for consumers. We welcome and are grateful for oversight from the government, media, and consumer.
the incredibly fast transmission in Chinese social media. This issue also illustrates another important point in social media issue management: you must have a readily available channel so that you can respond quickly and effectively when challenged online. When we discussed the Consumer Rights Day issue with in-house PR managers and other colleagues, they frequently raised that McDonalds had an established official weibo account which helped them deal with this issue. Frankly, I am really scared what would happen to our company if we faced an issue like they did. Up to now, our management has not been able to agree on establishing our own social media channel. If we had an issue, we wouldnt have a channel to defend ourselves. We know that many managers, especially those that work in highly visible industries such as food & beverage, retail, consumer electronics and services, are worried that social media platforms such as official weibo sites can provide a platform for consumers to complain. In spite of these worries, we strongly advise companies to establish their own channels. It is possible, however, to create multiple platforms with different purposes: a brand weibo, CSR weibo, product weibo, and after sales service weibo for example. Having several platforms administered by different departments not only helps to avoid content clutter, but also provides more effective interaction with different types of followers.
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in the Social Media Age, but companies must also ensure that Crisis Team members are internetsavvy.
Decision Maker
President or Managing Director
Crisis Team
Marketing Manager, PR Manager, HR Manager, In-house Counsel, etc. PR Agency, Law Firm, etc.
External support
Legal consultant, Government relations consultant Analyst Support media Opinion leaders ...
A well-trained, experienced Social Media Team needs to be in place. The companys Crisis Team must be up-to-date: clear responsibilities and reporting lines still hold The language tone must be casual and personal, in line with the online community you are addressing. Language that comes across as formal, corporate speak or aloof will hazard immediate outcry.
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avoided. However, instead of immediately engaging in dialogue with Lao Luo and the other affected consumers, Siemens simply published an official announcement saying that any consumer encountering a problem should contact Siemens 24-hour customer service number and declaring Siemens Home Appliances is committed to contacting every customer immediately to provide on-the-spot service. In particular, the company did not admit to any quality problem with its products. The issue did not go away. Consumers complained online that they had indeed been contacted, but that Siemens failed to provide any solution. To address the increasing amount of negative comments online, Siemens published another statement in November, nearly one month later, containing the following main points: Siemens refrigerators adhere to Chinese quality standards; Siemens has already discussed this matter with Luo; Siemens has already expressed its stance on the matter and is willing to provide service to any consumers that have any issues.
Several weeks into the issue, Siemens still considered Luo as the main problem, but in fact, an analysis of the online sentiment shows that ordinary consumers were more upset with Siemens cold attitude and lack of responsibility. Online commentators increasingly felt that Siemens was trying to hide a major quality problem from consumers. On the surface, Siemens statements look like a company trying its best to take responsibility, but instead, consumers interpreted the lack of
Official announcement
an apology as a reason to criticize the company further. A different tone would have made a huge
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negative online sentiment. In our opinion, there is only one situation where deleting information is warranted: when a company is facing a systematic campaign of malicious gossip or untrue accusations. In this situation, companies should openly and transparently cooperate with media and related online platforms to delete such content. There are two reasons to avoid any other intervention through deletions: Deleting a weibo post may seem easy, but unless you are a highly capable hacker, you will leave a trail that can be traced in online communities. Several companies have recently been exposed through the actions of their PR departments or PR agencies that promise quick solutions to issues.
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Done?
leading Chinese movie star Zhang Ziyi. Zhang was invited to serve as image ambassador for one of our clients products. At the time the actress was also the subject in a speculative poster outside her home which had been disfigured with black ink. Suddenly, a number of online postings appeared, ruminating about Zhangs finances and personal life, and questioning her moral integrity. In the course of a single week, the MSL team collected more than 14,000 related posts from various social media platforms. A closer look at the data revealed something interesting: many of the posts were related to each other. The wording of most posts was identical or highly
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Interest Level
Genuine Issue
Prepare and release an official statement; if you dont have the facts, acknowledge stakeholder concerns initially and convey how the issue will be addressed.
Malicious Attack
In addition to the official statement, take immediate measures to remove malicious content and seek legal support.
High
Low
Evaluate crisis potential and how to prevent escalation or prepare for a crisis.
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@McDonalds: We have observed that some netizens have started spontaneous weibo campaigns to express support for McDonalds. We express our sincere thanks to netizens for this attention, and at the same time want to officially announce that such campaigns are in no way initiated by McDonalds China. McDonalds China continues to sincerely welcome the scrutiny of the government, media and consumers.
We must be cautious when facing negative news in todays social media. One slip and its another bad news cycle. Even worse, it could escalate into a crisis.
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when: The issue concerns only the company itself, as opposed to government agencies or the entire industry; The issue mainly affects consumers or end users, as opposed to partners or other stakeholders; The issue is relatively straightforward and the risk of
secondary issues and complications is relatively low. Traditional media still provides an authoritative platform for companies to clarify the facts and to lead and guide public opinion on a complex issue. Therefore, its sometimes necessary to focus first on traditional media, sometimes to the point of avoiding social media engagement altogether. Social media should also be avoided in highly sensitive cases such as when there is strong nationalist or patriotic sentiment or when consumers may be prone to other extreme emotional reactions.
Traditional media or social media? A crisis management balancing act in the Social Age
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they occur. Best-in-class companies tend to consider the following three areas:
Conduct a "Social Media Immersion Workshop" to help the Crisis Team and senior management understand the social media landscape and how a communications crisis breaks online. This hands-on workshop gives attendees common knowledge about a crisis and build consensus on the appropriate systems and mechanism to manage it.
Understand
Develop a crisis management manual with a detailed structure of the Crisis Team, roles and responsibilities, reporting lines, and decision-making framework. Conduct scenario planning with preprepared statements, standardized Q&A, and relevant action steps. Include external resources and outside support where relevant.
Prepare
Give the Crisis Team the opportunity to fine-tune its skills in a full-blown Social Media Crisis Simulation, which combines the challenges of managing traditional media with real-time simulation of the online environment.
Practice
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offices or at MSL China. Every effort is made to make the simulation true. By using our proprietary tools, participants are pressed to respond quickly to broadcasts, articles and news flashes. The MSL China team prepares message documents targeting various stakeholders, media interviews, legal documents, and other materials depending on how the crisis media team behaves during the simulation. The MSL Crisis Communications Team has created, customized and conducted crisis communications training and simulation exercises for management groups in a wide range of industries and geographies. Recent assignments include clients from the following sectors: FMCG Retail Utilities and energy Construction Manufacturing Public sector Professional Services, for example investment banks and law firms The MSL Crisis Communications Team has vast
experience within crisis management, crisis benchmark workshops, developing crisis plans and handbooks and post-crisis assessments. Ask us how we can adapt one of our offerings for you.
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MSL China regularly publishes Executive Whitepapers with insights and comments on trends, the industry and society as a whole. To get information from MSL China or to subscribe to future whitepapers, as well as to contact us for any other matter, please send us an e-mail on greaterchina@mslgroup.com or call us +86 21 5169 9311 (SH) or +86 10 8573 0688 (BJ). MSL China Executive Whitepaper December 2012 Copyright MSL China