Social Media Crisis Planning: A Case Study

Jonathan Hemus
Jonathan Hemus Director, Insignia Communications

Posted on February 11th 2013

Social Media Crisis Planning: A Case Study

I landed back in the UK this morning fresh from a two day crisis management workshop with a client in South Africa.  The purpose of the workshop was to ensure that they would be ready to protect the business and its reputation in the event of an incident.  They recognised that there’s simply no time to develop a crisis communication plan or undertake crisis management training when the incident occurs.

Stepping off the plane I logged on to Twitter only to release an avalanche of tweets about horsemeat in Findus’s beef lasagne. The crisis communication response from Findus indicates that it had under-prepared for such a situation and was therefore poorly placed to preserve its reputation.

What are the tell-tale signs that indicate this and how can other businesses learn from them?

1) Poorly presented information on its website

Findus does have a statement about the situation at the bottom of its homepage and on its contact us page.  But it looks as though it has been hastily put there without any thought as to its design or positioning, and it lacks a heading of any kind.

Advice: Consider beforehand how you will use your website to communicate in a crisis and pre-prepare templates to be uploaded in the event of an incident.

2) Inappropriate messages on its website

Findus’s homepage proudly proclaims that it uses “only the best ingredients” and another page exclaims “you can trust us” alongside a picture of a “beef” lasagne. On a normal day, these messages are fine. Today, they look hollow, unprofessional, or even bad taste jokes.

Advice: Review all marketing and promotional activity (including your website) in the light of a crisis and change, cancel or delete anything which is unhelpful to your plight.

3) Inability to communicate with consumers

Findus’s “contact us” page includes a contact form, but unfortunately it is “currently unavailable”. So consumers turn to the telephone helpline, only to receive a recorded message.

Advice: In a crisis, you need to connect directly with your stakeholders and be able to cope with the hundreds or thousands of inquiries which may ensue. Set up channels beforehand which are robust, well-resourced and available for use in the heat of a crisis.

4) Absence from social media

The Findus “contact us” page includes an invitation to “follow us on Twitter”: click on the link and you are taken to @CrispyPancakes1 whose most recent tweet appeared more than two years ago. Many people are tweeting to that address making comments, jokes and asking questions. So far, no one has received a reply. There’s also a link to Facebook, but that does not lead to a Findus page either: some commentators suggest that it has been taken down in light of the crisis. If so, surely that’s the opposite of what they should be doing at a time like this?

Advice: Social media is the melting pot in which crises are brewed. The horsemeat saga is all over Twitter with everyone from government ministers, Chris Evans, comedians and worried consumers all having their say. You must gear up to use social media to communicate latest facts and engage with your stakeholders (don’t forget that journalists are heavy users of Twitter and use the channel to inform many of their articles).

5) Absence of a spokesperson

Driving home this morning I turned on BBC Radio 4’s Today Programme to hear that “Findus refused to provide a spokesperson.” As a consequence, an issue which could cause enormous harm to the brand was covered in great detail on an opinion-forming programme without the company having any opportunity to shape that discussion.

Advice: When you are at the heart of a major crisis focused on your business, it almost always makes sense to field a spokesperson: your voice needs to be heard. Invest in crisis media training and ensure that you know who your best spokespeople are and identify at least two deputies in case your first choice is unavailable.

If you manage a food company, one day your products will be contaminated. If you run an airline, one day, one of your planes will crash. If you make cars, one day there will be a safety recall.  And all of these situations are recoverable.

But only if you engage in crisis management planning and training beforehand.

Jonathan Hemus

Jonathan Hemus

Director, Insignia Communications

For further insights into and advice on crisis and reputation management, follow Jonathan on Twitter @jhemusinsignia, subscribe to Insignia Communication's YouTube channel or view our website.

About Jonathan Hemus:

Jonathan is an experienced communication counsellor with over 25 years’ experience providing reputation management advice and training to world leading organisations and brands. He is known for his specialist expertise in crisis communication and is a highly regarded trainer and coach.

At Insignia he has developed plans and delivered training to prevent and prepare for crisis, and advised organisations in the midst of major incidents and issues. He has advised organisations including Diageo, Disney, the International Cricket Council, Lafarge, Novartis, Procter and Gamble, PwC across Africa, Asia, Europe, the Middle East and North America.

Jonathan is a regular media commentator on reputation management matters having featured on Sky News, BBC TV and radio, Al Jazeera, CNN, The Times of London and a wide range of international, regional and sector-specific media. He has also spoken on reputation management, crisis communication, PR and reputational risk management at national and international conferences and events.

 

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Comments

nat_mestevller
Posted on February 12th 2013 at 3:50PM

It always amazes me how big multinational companies are sometimes so unprepared. I wonder where the problem lies. Personally, I think it should be very easy for them to hire a group of professionals to try and save their brand image.

By the way, I don't think just because you own an airline, your planes will necessarily crash, but I get your point....

Jonathan Hemus
Posted on February 13th 2013 at 1:18PM

Hi Natalie

Thanks for your comment: it used to amaze me too, but unfortunately it no longer does. The key to protecting reputation lies in the planning phase - hiring a group of professionals now may help, but it would have been better to have hired them before the incident!

I take your point re airlines, but my view is that you have to expect that one day it will happen to you whether it's this week, next year or in fifty year's time.

If more businesses adopted this attitude rather than the opposite mentality (it will never happen to us) many more businesses, reputations and jobs would be protected.

Jonathan

 

 

lkinoshita
Posted on February 14th 2013 at 11:58PM

Thanks Jonathan! I'm sharing this via email today with a client in the midst of a community crisis. You did a great job of summarizing the key points!

Melw1310
Posted on February 15th 2013 at 12:05AM

A very insightful article, thanks Jonathon. It's true that being prepared is key to effectively managing an issue or crisis for a brand. Great example with the current horse meat fiasco too.

Your point about reviewing all marketing - including website copy across all pages - is something that is often overlooked when dealing with a crisis. 

 

jaskim23
Posted on February 15th 2013 at 12:24AM

Great article.

I wonder if in this case it comes down to organisational culture (which comes from the top). Openness, transparency, and consumer care are obviously not part of their culture. If it was, I am sure you would see a totally different approach to handling this crisis.

RichardHealth
Posted on February 15th 2013 at 12:33AM

Great article Jonathan. It is amazing how many organisations seem to overlook crisis management. I have worked for 30 + years with groups, ranging from media to government and too often, crisis management is only looked at after they have had a crisis.

For many, they feel intimidated at the time and cost of CM; those who are supplying the training always seem to offer only one model (usually the most time consuming and expensive).

No one likes to cut corners, but there is an opportunity for a savvy CM operator (3rd party) to develop an easy (and relatively inexpensive) model for small to medium sized organisations. There is always the option to upgrade after they get their head around the smaller (simpler) model.