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Why Building Brand Breadth Important for Crisis Management

Why Building Brand Breadth Important for Crisis Management

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Published by iGo2 Group
There are two keys to how Brand Breadth helps in a crisis, the first is in pre-engagement - with customers and beyond in social media. The second is in triaging or segmenting the pre-engaged customer base and and the social media presence and working with those segments pro-actively in different ways, with different strategies, to achieve a common goal of restoration of brand trust.
There are two keys to how Brand Breadth helps in a crisis, the first is in pre-engagement - with customers and beyond in social media. The second is in triaging or segmenting the pre-engaged customer base and and the social media presence and working with those segments pro-actively in different ways, with different strategies, to achieve a common goal of restoration of brand trust.

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Published by: iGo2 Group on Apr 17, 2012
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4/17/12Why building Brand Breadth important for Crisis Management | iGo2 Group1/5igo2group.com/blog/why-brand-breadth-crisis-management/
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Why building Brand Breadth is important for CrisisManagement
Tuesday,April 17, 2012//BLOG In previous posts we introduced and explained thehow social strategy enables Brand Resilienceand how Resilience incorporatedseveral brand elements including Brand Depth and “Brand Breadth” and in particular how Brand Breadth can be used to enhanceBrand Resilience. The theme of these posts is Brand Resilience, and how that aids during a
brand crisis
– the subject of this third post in the series (the final one is the “How To”). There are two keys to how Brand Breadth helps in a crisis, the first is in
pre-engagement -
with customers and beyond in social media. The second is in triaging or 
segmenting
the pre-engaged customer  base and and the social media presence and working with those segments pro-actively in different ways, with different strategies,to achieve a common goal of restoration of brand trust.But before we get to those two key activities, it’s important to understand how
social assets
and
crisis management
arelinked, and how the risks and exposures in social can be
developed as positive assets
to be used in the times of a brand crisis.Firstly let’s be clear about what we mean by a brand crisis. We don’t mean a flood or a earthquake but rather the type of eventswhich led to Qantas being awarded 3 places in theTop Ten Biggest PR Disasters of the Year (in Australia) – #1 for thegrounding of its world-wide fleet at zero notice, #2 for the Qantas Luxury “bashtag” debacle, and #5 for the “golliwog” socialmedia promo. There are a multitude of others and in factSimplyZestyseems to run a weekly roundup, and the infamousDomino’s YouTube eventepitomises the potential brand damage. These are events which are initiated in social media by acompany, its employees, or the public.We’ll just review what Brand Resilience is, and for the fuller definition take a quick look back atBrand Resilience 2 – socialstrategy and brand breadth.
Recap the Brand Resilience model
Brand Resilience is a function of Brand Promise + Brand Experience (Depth & Breadth) + Brand Friction + Brand Stock.We define Brand Experience as containing two components – Depth and Breadth. A marketing & advertising-led Brand Promiseis only PR until it is “operationalised” – which is the Brand Experience. The Promise creates expectations of future value delivery,whereas the Experience is realised value. Where the Brand Experience fails the Brand Promise, or adversely reflects on the
 
4/17/12Why building Brand Breadth important for Crisis Management | iGo2 Group2/5igo2group.com/blog/why-brand-breadth-crisis-management/
Brand or Brand Promise, we usually say that the organisation lacks Brand Depth (examples are given inPart 1).Brand Depth represents the collective operational touch-points of the Experience. Brand Breadth is a new idea which embracesall the “non-operational” touch-points, and especially social media and the “
social presence
” of a brand. This concept of Breadth is crucially important today for brands, because it has a significant impact on Brand Resilience. One of the pillars of Breadth is social, but it is not about social media marketing, rather it’s about extending the power of social business, as a businessstrategy, into brand protection.
How a crisis plays out in the media
When such a crisis occurs it develops in a predictable way – as insightfully researched and laid out by Australian PR consultantand author Jane Jordan-Meier inher book , “The Four Highly Effective Stages of Crisis Management: How to manage the media in the digital age”. There are clearly defined, identifiable stages that the media, both old and new, report a crisis:Stage 1, where the spotlight is beaming squarely on
the incident
– the “breaking news” stage where people want to knowmore about the event itself;Stage 2, where the beam broadens from the event to
the “victims” and the response
– how could this have happened,how is the organisation responding, who is responding, who is the perpetrator? As Jordan-Meier explains it:
This stage is key. This is the make it or break it stage, the reputation forming stage, the stage where therallying on social media sites, both negative and positive, becomes a focal point. The spotlight, withwidening and growing intensity, points at the organization and persons who appear to be at the center of the storm. It will roam around and catch whoever will talk about what’s just happened. Experts start to appear on CNN, victims start talking in-depth about their experiences, and the organization starts to give its side of the story.
Stage 3, is the
blame
and finger pointing stage, with the key focus being “why”, and everyone has an opinion. The spotlighthas become a floodlight and your crisis is beamed everywhere in every channel by the informed and the uninformed;Stage 4, the spotlight begins to dim as you’ve reached the fallout /
resolution stage
. The caveat being that your “sin” isforever recorded and discoverable – you can’t take it back and a crisis might flare anew again if you slip up.That’s the predictable pattern, and the good news is that
you can prepare
for it. The bad news is that it now happens at lightningspeed, which means that you need to prepare ahead and to sow some fertile ground – which is one of the key elements in“preparation” and Brand Breadth. We’ve seen that many brand crises are where social media marketing has backfired – clearlyin the case of social media marketing a Crisis Management review stage can easily be incorporated into the planning stage.
Brand Breadth and social presence
Being advocates of social business as a business strategy we’re using “social presence” to mean something in that context, andrelatively prosaic. Firstly we mean the assets comprising your visibility, currency, reach and influence in the social media – whatwe’d call your social architecture. Add into that activity, relevance, content, people, coordination, consistency and you generate asocial presence value, which is a core element of Brand Breadth.In other words you can build a social presence, but to
elevate it
into social presence value and hence Brand Breadth you haveto be able
to do something 
with that social presence relative to your business objectives and relevant business strategy. Thatmeans that it is not just “engagement” per se, for the sake of it. And it also means that the internal processes, people and platforms have to be suitable, synced and aligned in order to make use of the social presence value.The
combination
of social presence value and the internal social business strategy and processes is the
infrastructure
of BrandBreadth.We’re building on these ideas in order to be able to demonstrate
how
they are used in a brand crisis
 so bear with us
and check the next post 
.
Expanding the assets you bring to bear in a crisis
Traditionally in a brand crisis you have just your internal organisational assets and capabilities to bring to bear. The manner inwhich you are able to effectively marshal external assets and resources to assist depends on planning, preparation and practice,and relationships and their strength and value are part of that. Today you need to be able to use social media and social business practices as assets and get beyondthe fears and doubts, otherwise they will surface as liabilities,
 particularly in Stage 2 of a

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