Monday, February 11, 2013

Crisis PR: Are You Ready to Take Down Your Website?

When crisis strikes, a previously unexceptional company website can quickly become an embarrassment  This is what happened to frozen food company Findus when tests revealed that their beef lasagne was actually horse lasagne.

At the time that this was revealed the company's website featured the offending product in the center of the home page, which is hardly surprising since this is one of the company's flagship products. More embarrassingly the text on the home page also emphasized "Using only the best ingredients and a generous pinch of imagination", which in the light of the contamination seemed at best inappropriate.The "best ingredients" seemed even more hollow than usual and the "pinch of imagination" ironic.

Findus UK Website 8 February 2013

Findus UK Website 9 February 2013

On 9 February Findus took down this page and replaced it with a simple statement about the crisis, in plain black writing on a white background. The text is apparently the text of a press release -- they even left in the "ENDS" at the end of the text.  This is a smart move, providing consumers with the information they need and removing pre-crisis messages that only invite ridicule.

Findus UL Website 9 February 2013

Findus UK Website 9 February 2013

Findus handling of the case is an interesting example and a reminder to everyone to check that their crisis plans address this issue. When a crisis strikes are you ready to take down your website and replace it with an alternate? If you haven't checked this recently here are three questions to ask yourself or your digital communications team.

WHAT'S THE PLAN?  First of all everyone should have a plan for taking down the website when there is a PR crisis.  It's better if the plan is brief since you might need to refer to it in an emergency, but it should include who decides, who actually does the work and some guidelines about what you take down. Is it just the first page? Are you adding just a "cover" or are you taking down the entire contents of the site? Ideally you should have a checklist to make sure that the appropriate actions can be done correctly, quickly and under pressure.

HOW LONG DOES IT TAKE?  It's also useful to know how long the process takes, from getting the takedown order to the alternate site going live. Management is likely to ask this and if the answer feels uncomfortably slow then you should spend some time working to streamline the process. When you are estimating the time take into account also the time taken to locate the people you need. A crisis might happen on a weekend or a holiday. What are your plans A and B for that?

HAVE YOU EVER TESTED THE PLAN?  Crisis plans are very useful but it is risky to rely on an untested plan. If you really want to be sure that the plan works then the best way is to actually try it one day. Imagine that there is some crisis, prepare a harmless dummy alternate page, go through the approval cycle and then ask your web team to briefly post it online at a time of little traffic. To avoid mishaps the dummy alternate page should not contain any realistic crisis content, just a maintenance message.

Making sure you have a plan for your website is just one part of a comprehensive crisis communication plan, but a very important one. This is one of the channels you can use to communicate directly with consumers, getting out your own messages without any filtering. It is also important because at a time when you are finding it difficult to keep up with media enquiries some journalists will refer to your website, and to leave pre-crisis content both looks like you are not in control and exposes you to ridicule.

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Related Posts About Crisis Communication

Social Media Crisis Management: Odimax's Emergency Stop
What the Shortmail Tweetstorm Teaches About Social Media Monitoring

Tuesday, February 5, 2013

Why Culture Factors Make Agreeing Plans so Difficult

Many times people have asked me why it is so hard to get an answer to an email.  There are many reasons for this. It could be simply that the other person is too busy or that your mail is not written very well, but in international business the reasons are often cultural. Sometimes it is because of different ideas about hierarchy or the different value attached to relationships in business (see Three Non-Obvious Ways Culture Affects Email).  But there is also another culture factor involved that I am seeing increasingly often – the differing attitudes to planning.

People who come from the “synchronic” cultures where flexibility is considered a strongly positive value tend to be comfortable about plans that are sketched in roughly and then revised many times.  In contrast, people who come from strongly “sequential” cultures tend to treat schedules as something more rigid that must be respected and feel uncomfortable about changes.

One of the effects of this difference is in the way people plan future events and this, in turn, explains why sometimes it can be so hard to get a response to an apparently simple message involving plans.  When a synchronic person sends a plan it is maybe just a tentative schedule and they expect to revise it later when they have more information.  For this reason they can often get back to you very quickly, but the plan they propose is not necessarily definitive.  On the other hand a strongly sequential person will not send any plan until they are certain that it is definitive because they do not think that it can be changed.

As long as people work with others sharing the same values there are no problems, but there are often conflicts and misunderstandings when the two types of people are trying to plan together.  These misunderstandings are in roughly two classes. First there are the situations where a synchronic person “floats” a tentative plan and asks for inputs then a sequential person takes a long time to respond because they believe that they must give an absolutely final response that can never be changed. The first person is expecting a quick response along the lines of “this looks ok but I’ll need to get back to you later” but instead there is a very long silence.  The second misunderstanding is when the sequential person sends out a plan that is actually very final but synchronic readers misinterpret it as a rough proposal and not confirmed. Again there might be a long delay because they are waiting for a final version later that never comes.

Waiting for answers to emails that never come is a common problem in intercultural communications.  There are often different explanations in each case but the general solution is always the same:  understanding.  If you understand the cultural background of a person it is easier to interpret correctly their communications.  And when that is not enough a good real-world solution is to talk and ask what is actually meant and understood.  This can be done through a discussion of the shared and unshared values and practices of people who work together, either through a formal workshop or an informal discussion. 

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