instantkarma

Instant feedback is going to get you – a cautionary lesson

One of the most damaging and cringe-worthy moments in the Ardent Leisure response to the deaths at Dreamworld was the sight of Ardent CEO, Deborah Thomas, live on-air asserting that that a family had been contacted when she was seemingly not in possession of the full facts.

She was asked if the company had reached out to the mother of the two adult siblings who died on the Thunder Rapids ride. She said they had.

When told that one of mothers, Mrs. Dorset, was watching and had told the journalist who had asked the question that no one from the company had actually contacted her, Ms Thomas then change her statement to say that the company did not know how to contact Mrs. Dorset. The reporter then gave Ms. Thomas Mrs. Dorset’s mobile number.

Crisis management lesson: When fronting the media and you are not absolutely certain of your position don’t try to muddle through. If you have not done something yourself don’t assume it has been done and state it as a fact. If you don’t know or are not sure, say you don’t know or are not sure. That may not be the best outcome, but it’s better than getting it wrong because today’s instant media feedback loop will catch you out and make you look a fool, or worse.

theage

How hard can it be?? The transition from print to digital

The two leading Fairfax Media properties for decades were The Age and The Sydney Morning Herald. And didn’t advertisers know it.

Often referred to as being ‘rivers of gold’ the spend on advertising in their voluminous publications were the stuff ad rep’s dreams are made of.

That was then. Now, both papers have been reduced to wafer thin tabloid-sized weekday editions with virtually no advertising and barely a page of classifieds or public announcements.

There could be no better demonstration of Fairfax’s fall from grace than the post AFL Grand Final edition of The Age. Made up of only 40 pages, 13 of which were sport, and carrying only two half page colour ads.

So how hard could it have been to get so few ads right? Apparently too hard. The Age ran an ad from Western Bulldogs supporters,  University of Victoria, congratulating them on a fine season and a great effort despite not winning the flag.

Notice anything unusual? The Age’s ad department clearly did not.

One mistake isn’t the be-all-and-end-all but it’s not just one mistake. Industry insiders tell us that there is a constant stream of similar mistakes that, in most cases, are only picked up once the client or agency puts in a call.

Fairfax has all but given up the ghost on print and, it would appear, allocated resources elsewhere. They are focussed on online content but even there questions abound. The content deal with the Huffington Post has opened them to the accusation of becoming nothing much more than ‘click-bait’ focussed. And the recently revamped online editions for the leading mastheads do little to disprove that theory.

Fairfax’s mismanagement of the transition to digital has left fertile ground for more agile competitors. Witness the arrival of The Guardian with a digital only Australian edition.

Companies and organisations are faced with an increasingly segmented media landscape. There is now a combination of online ‘broadcasters’ and digital ‘narrowcasters’ that businesses need to work with in order to get their messages through to their target audience. A ‘publish and pray’ media release will not do the job. Actually, it never really did.

It is a rapidly changing and evolving media environment and RMK+A harnesses its media expertise to continually review the risks and opportunities for its clients’ media engagement needs.

WHO-IS-CONNECTED-TO-MY-CAR

Who Is Connected To My Car?

Imagine. The driverless and connected car. The Jetsons meets Blade Runner, with wheels– for now!

The benefits are mind-boggling – but so too are the challenges affecting safety, privacy, regulation, law enforcement, and more.

Yet, to the general community, car makers don’t appear as alert and active as they could be in confronting these issues. Do they understand the value of engaging with major stakeholders long before the technologies swamp markets with unexpected vulnerabilities and are hit heavily by retrospective regulation?

So, keep imagining. You enter your “car”, without even a fob, and merely utter your destination. The Occupant ID and GPS already know you. The electric powertrain whirrs. You’re off, as you swivel on a monocoque-encased seat to face …. your workstation, where once was a steering wheel and dashboard.

Is this automotive nirvana for real?

Would you be in your seat, “unnecessarily” scanning the road; fretting about whether those twitchy 50 on-board modules are blinded by the sun and will plough you into a truck? Or would you be totally disengaged? What will be your legal obligation in terms of being “in control”? We’ve seen the first fatality already with a driverless Tesla.

But while the current question may be whether program engineers can foresee every permutation of personal safety risk, this is far from the only issue. In fact, the connected car will no longer be just your car. It is your life, your possessions, your history, your business, your misdemeanors, your purchases, your buying, travel and driving habits and all that can be communicated by networks.

What happens when you being driven along and, abruptly, everything powers down? As the vehicle slides itself safely into a roadside bay, a message instructs: “Your vehicle authority is suspended.”

It seems your bank has won a court order to take over your vehicle … it’s about a disputed payment, or a business debt, or an identity anomaly, or … Whatever. But what is clear is you are not in control. The cloud, and everyone connected to it, can potentially and remotely take control.

What else can happen? May creditors pinpoint your location to serve you? Can mobile salespeople intercept you in car parks? Will alienated spouses find you? Are business secrets accessible via your mobile platform? You, and your data, are an open “book”. Legal use of data may come with the purchase or lease of your vehicle, and on-selling deals done without you; like online software. Do we really understand what will be done with our data?

Of course all of this may be solved with a combination of regulation, legislation and technology.

But is the automotive industry active enough in shaping the outcome before it is shaped for it?

There is a huge task ahead in co-ordinating stakeholder relations, community consultation and government relations to draw the parameters of acceptability for communities and customers.

Without this, the legislation and regulation will come anyway – especially after some data breach, like the census scenario. At that point everything will happen to the car industry, not with it.

We see the opportunity to be active now and to allow customers and communities to shape the local evolution of the connected car … rather than try to do this after a crisis. The question is: will the car industry be caught asleep at the wheel?

SOCIAL-MEDIA-PUSHING-FOR-CRISIS-MANAGEMENT-CHANGE

Social Media Pushing For Crisis Management Change

Within one minute of a Boeing 777 crash-landing at San Francisco International Airport in 2013, it was on Twitter with a photo from an eye-witness observer. Within 30 minutes the number had risen to more than 44,000 tweets with photos and videos taken by survivors.

The wave of social media coverage illustrated three phenomena which have vastly complicated the challenge facing communication professionals in the aftermath of an incident.

Firstly, the sheer number of people actively using social media platforms each month is now passed the two billion mark; potential “citizen journalists” or 28% of the world’s population.

The second is mobility: more than half of all internet access globally is via mobile devices, such as smart phones, tablets, and notebook computers.

Thirdly, the impetus to interact more with communities (stakeholders) through social media directly derives from dissatisfaction with traditional media.

% of online adults who use the following social media websites, by year

 

More than half the planet now owns a mobile phone, with unique users now exceeding 3.6 billion. Globally active mobile subscriptions now exceed 7.1 billion, suggesting that the average phone owner maintains almost 2 active subscriptions.

If an incident occurs in a populated area, or at a highly visible location, eyewitnesses or participants can now capture and share images of the event, upload videos or post comments via their mobile devices before any organisation, or government department concerned may even be fully aware of what has happened.

Once the story breaks on social media, the opportunity to provide factual information and influence the developing narrative is reduced to minutes.

However, social media channels, such as Twitter and Facebook, provide organisations with an equal opportunity to reach the news media and other audiences quickly and to provide constantly updated information in an emergency.

Effectively harnessing the power of social media should be a top priority for all organisations and, therefore be an integral part of any organisation’s plans to respond to an accident or major incident. It goes without saying, that the time to prepare for an accident or serious incident is before it occurs, and these preparations should be exercised on a routine basis.

RMK+Associates has the background, experience and front-line history to help governments and organisations with their crisis management plans and responses to ensure they are fully prepared for, and capable of responding to any incident.