From a chair in the marketing department, it’s too easy to look only at the world that, well, you can actually see.  The problem is that – while your optics on other parts of the company may be zero – those other zones may be your greatest weakness.  And they’re operating in the webosphere 24/7.

You know, for example, that your company has plants in the Far East or does business with farms, but – unless you’re on this or that executive committee – your true knowledge of the goings on out in the field is extremely low.

Low, that is, until a video hits YouTube and becomes a sensation. That great campaign your team has been lovingly preparing for six months? Forget about it. No one would believe it, and everyone’s in crisis mode, anyway.

Not having a broad handle on your organization’s practices in the farthest reaches of the value chain might have been acceptable 10 years ago, but –  in the age of social media – companies have to be more aware of their soft spots: the activities that are vulnerable to miscommunication, misinterpretation or true mishandling.

How your company handles farmed salmon or trucker hours or car seat testing isn’t in the CMO’s purview, but you better believe that it sits on every marketer’s desk, every day, like a ticking time bomb.

Tick, tick, tick.

There are also plenty of examples where marketers have voluntarily entered the social media jungle, unprepared for the attacks that even a child could have told them might come.

It is smart marketing  – not “negativity” – to have an unblinkingly honest view of your brand and to protect its vulnerabilities. Every brand in the world has ’em. McDonald’s in the US and Waitrose in the UK (hashtags #McDStories and #waitrosereasons, respectively) are both recent examples of powerful brands putting a toddler in front of a Twitter truck and expecting her not to get run over. Maybe she won’t, but do you really want to find out?

Of course, most of the challenges that brands face in social media aren’t new. People have always groused about poor service or “hated” this brand or another. The difference is that now every consumer is one tweet away from telling the universe about it.

Take the case of Progressive Insurance. When New Yorker Matt Fisher’s sister died in a car crash, Fisher wrote a scathing blog post. In one week, Marketwatch claims the company lost 1,000 customers, with another 1,600 saying that they would never do business with the insurer. Plus the news coverage was unbelievable.

Now, was Progressive wrong in this case? I have no idea. Do any of my friends have any personal knowledge of this particular situation? Nope.  But that didn’t stop them from tweeting and retweeting while the story was hot.

NBC News said it best: “the “lessons from [the] Progressive screw up” are that “when it’s Twitter vs. lawyers, take Twitter.”

The insurer settled the Fisher family’s lawsuit within three or four days.

In essence, social media simply amplifies your strengths and weaknesses. It creates a level of transparency that forces advertisers to live by what they say.  Or else.

And by the way, could a consumer just be “out to get” your company and stage some awful stunt that gets picked up worldwide? Yes, and that’s happened. In the meantime, you endure a week of hell, claiming your legitimate innocence, while the brand gets shredded.

So – what to do? Brands need to prepare for and anticipate the downside. A food company may want to think about how its ingredients are selected. A QSR might want to do the same. A shoe or computer company will want to think about its manufacturing policies and whether there are any parties that would relish revealing a damaging factoid.

This is not paranoia and, as I said, it’s not negativism. In my opinion, it’s actually the greatest thing you can do to protect what you care about. Everything’s easy when everything’s good. If the organic material hits the fan, how will you protect your assets and the consumers who believe in you and who need to understand what happened? What message do you want to communicate, and how, when and who will do it?

Don’t wait to figure this out. Sit down in private with your agencies and your leadership and create a plan for what you’ll do when a true or not-true-but-fast-moving event occurs. Know what you’ll do in the short term, and determine whether there would be any possible adjustments to the marketing message or the business overall in the long term.

The truth is that most brands aren’t doing heinous things, but there is a wide gulf between that truth and what actually might happen to you on the Web. Every week, I see a brand looking like a deer in headlights after some goof-up on a social network. When will we get it?

Prepare for what you should assume will be the inevitable. It doesn’t mean it’ll happen, but – if it does and you’re ready – the payoff is the preservation of brand value, your company’s reputation, your employees’ commitment and much more.

The bottom line is that living in a castle and thinking your brand is just fabulous is a mistake. Everyone’s got vulnerabilities. That’s business.

A version of this post was first published HERE by M&M Global.

 

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