Chief financial officers have dealt with auditors since the days of the abacus. Smart chief technology officers bring in friendly hackers to test the ability of firewalls to withstand cyber attacks. Facilities managers conduct evacuation drills.

However, aside from airlines and a few industries susceptible to high-profile incidents, it is rare to see mandated, periodic reviews of a company’s crisis communications plan.

Update with care

For organizations that have a mandatory annual review of their crisis communications plan, the task may be relegated to a junior staffer who lacks the skill or authority to make major changes. This is a mistake.

A rubber-stamp process that simply updates staff phone trees and media lists is dangerous because many of a company’s newest communications channels and techniques to reach stakeholders could be missing from a legacy crisis plan.

Many PR professionals used 2009 to experiment with social media, speaking with influential audiences directly rather than through one-way messaging with the help of mainstream media gatekeepers. The numbers told the story: As Facebook surged past 350 million unique users, a record number of daily newspapers folded in 2009, plagued by a deepening recession and debt.

As organizations of all sizes began building social media communities, their dalliance was often short-lived and lacked scale. Other organizations have proven that they are worthwhile enough to earmark significant marketing dollars.

Any 2010 crisis communications planning needs to consider an organization’s new social channels — whether on internal networks like Jive Software andYammer or externally via platforms such as YouTube, Twitter and Facebook.

Learn from others’ crises

Following the devastating January earthquake in Haiti, communicators who used social media channels not only reached customers and brand loyalists, but also reached influential mainstream media. For instance, when American Express waived fees for merchants accepting earthquake-assistance donations, the company found that their tweets quickly made their way in news coverage.

Pleas for doctors and nurses to help in Haiti also spawned rumors that American Airlines and JetBlue Airways were flying medical personnel to the ravaged nation. Within minutes, the @jetBlue Twitter feed, which has attracted an astonishing 1.5 million followers, dispelled the misinformation and directed would-be volunteers to an organization that validates credentials of nurses and doctors willing to help.

Of course, the nature of social media is that everyone is a publisher. Because consumers can generate content that is sometimes incorrect — or, worse yet, deliberately disparaging — organizations that embrace social media must be extra vigilant.

If left unchecked, third-party postings and comments on the wall of a brand’s Facebook fan page can spread rapidly and become amplified by a social media influencer or a mainstream outlet. The damage can be immediate and profound.

Use your own channels

Brands that are proficient in distributing their own content — from simple tweets to polished thought-leadership white papers, webinars and videos — should ensure that their fans and followers know about critical news as it happens. Waiting hours or days to comment leaves room for rumor mongering and speculating.

As we’ve learned from mature social media programs, like the one run by Ford Motor Company’s Scott Monty, the crowd generally accepts that instant answers are not always available during a crisis. Monty and his staff have earned respect from fans and followers by promptly replying, even if the Ford response is something as innocuous as, “I just read your tweet and am looking into the situation.”

For fans, just knowing that someone is on duty and moderating the channel may be enough to calm the frayed nerves of an angry consumer.

But being awake and in touch via social media channels is not enough to keep a corporate reputation intact while under siege. It’s one thing to promise a reply and something quite different if no one in senior management is willing to go on the record in social media, just like in mainstream print and broadcast. An organization’s social media team should have access to senior communications executives to address the issues of those making noise online. Common sense should dictate whether to do this outreach publicly or privately.

Tone down commercial content

On Sept. 11, 2001, my office window in New York overlooked the flashy billboards in Times Square. The brands advertising their wares in lights just two miles north of the World Trade Center should have been unplugged immediately. In reality, it took a day or two for most of the signs to go dark or for advertisers to replace them with appropriate messages of sorrow, charity or patriotism.

Just as airlines have long enforced a policy to immediately pull their ads from TV and print after any major crash involving a passenger plane, brands using new media must have a kill switch built into their crisis plans.

It was hurtful to see animated beer ads on Broadway on Sept. 12, 2001. As crisis communications plans are created and updated, it’s critical to remember the many consumer touch points between a brand and its publics: the Web site, ad campaigns, events and pre-scheduled company announcements unrelated to the crisis.

Stay aware, active

While I don’t know of a magical solution that lets a company’s entire marketing program instantly switch off, there are powerful tools to prevent gaffes within the most widely used social networks. Among the features that apply to crisis situations:

• Moderation consoles that capture posts and comments, matching them against “black lists” of words and phrases that an organization may not want on its Facebook wall. These tools also display comments made to pages that are only weeks or months old, eliminating the possibility of disparaging content being buried deep within a fan page. An “escalation” feature allows questions posed by fans to be e-mailed to experts for faster responses.

• Page management tools to schedule the publication of content in advance. Some crisis scenarios can be anticipated, so approved responses can be loaded into the tool for faster responses. These tools also let administrators suspend campaigns without the intervention of third-party vendors.

• Self-service application dashboards allow organizations to publish customized content quickly for their Facebook page. Using these tools, a company, agency or nonprofit could quickly move from a sales-oriented page to one that distributes information about an incident or engages fans to support benevolent nonprofits.

Many of today’s consumers gather information in real time. This can lead to big rewards for organizations that learn to behave like media companies, attracting an audience and then earning trust by communicating continuously through the good times as well as the bad.

(I wrote this piece for PRSA’s monthly newspaper, “Tactics.“  It was published in the April edition.)

PR Week was kind enough to make me a guest blogger for the week of SxSW.  Like any reporter, I captured more material than I was able to use.  Here’s some interesting happenings that caught the eye of my faithful Flip:

Check In For Charity — Use of the location-based social network FourSquare was central to a promotion at SxSW to benefit Save the Children’s Haitian relief effort. Porter Novelli worked with StudioGood President Chris Noble, interviewed here, to execute the campaign, in which Microsoft and Paypal contributed 25 cents for each check-in on Foursquare in Austin during SxSW Interactive. As of March 14, the goal of $15,000 had been achieved.

FourSquare — Tristan Walker chatted with me about FourSquare’s involvement in the http://checkinforcharity.com benefit for Haitian children, and how organizations can work with his company on similar campaigns. Walker also addressed the competitive energy at SxSW between FourSquare and Austin-based Gowalla.

Move over Facebook Connect. Twitter co-founder Evan Williams used his keynote speech at SxSW Interactive to demonstrate how the micro-blogging platform will integrate more easily with third-party web sites.

A key benefit of the new @Anywhere platform is the ability to follow people directly from web sites they visit. Web site owners will see additional “tweets” about their content, said Williams, adding that the inclusion of Twitter’s full stream of public content on Google, Bing and Yahoo has allowed users to find relevant information more easily.

“There are 50 million tweets a day,” Williams told a packed auditorium in the Austin Convention Center. “You may see 100 of them. But are they 100 that will really help you out?”

Using a short video to demonstrate @anywhere, Williams said launch partners will include The New York Time, Amazon, Salesforce, eBay, the Huffington Post, Meebo, Yahoo, Advertising Age and Digg.

Among the features is the generation of a “hover box” that appears when visitors to a @anywhere partner sites mouses over a bold-faced company name or the byline of an author. With one click, and without leaving the partner web site, users can add that individual or organization to their Twitter followers list, said Williams.

The SxSW session used a slow-moving interview format, with no input from Twitter users or audience members, resulting in a steady stream of people exiting the auditorium as well as a online complaints from Twitter users.

A sampling:

@omarg: “How dry would you like that keynote? REEEAAL dry?”

@MattSummers Half expecting the moderator to ask @ev his favorite color

@jackiehuba: Just heard sirens outside. Too late to resuscitate this keynote

@daniel7720this has fail whale written all over it

GM’s been all over SXSW.  Branded power strips juiced up iPhones and laptops while select visitors at the Chevy lounge scored test drives of the 2011 Volt electric car.

When one of Chevy’s fleet of SXSW sedans cruised to the curb at Frog Design’s swank party at Austin’s Mexican American Cultural Center last night, my New York City cab-hailing instincts kicked in.

I opened the passenger door and asked the drive if he was heading toward the convention center.  Before he could answer, I sensed someone else was vying for the same cab, er Chevy courtesy shuttle.  Was it another slightly toasted SXSW reveler?

Nope, it was Christopher Barger, global director of social media at General Motors.

Needless to say, it wasn’t a good time to start talking about the cool Facebook apps my colleagues at Context Optional, had created for Kia, Audi, Hyundai and Toyota.  I managed to mumble a goodnight and told Chris that, while sober in Austin, I too was driving a Chevrolet: a base-model Cobalt, courtesy of Enterprise Rent-a-Car.

Chris drove off in his chauffeurred Chevy.  I shoe-horned myself into an aging Austin taxicab (Dodge) with five newfound SXSW friends and headed for the HappyCog party.

Photo credit: http://www.flickr.com/photos/coloradosteve/

Underdogs are often in the best position to do things right.

That’s what I’ve been seeing at Spring Nextel, the beleaguered wireless player in a space dominated by AT&T, Verizon and T-Mobile.

Despite having retail stores that resemble 1970s-era bus depots, iffy network coverage in rural areas and a lack of sexy gadgets like the iPhone, Sprint Nextel is getting a few things right:

• Pre-paid businesses that operate on the Sprint network, like Boost and Virgin, are going strong

• Adoption of Google Android-ready devices offer a welcome alternative to those who have not pledged their lives to RIM or Apple

• Customers actually have a voice thanks to Sprint’s commitment to social platforms

Led by Dan Hesse — a CEO known for accessibility to employees and partners, and for starring in the brand’s TV spots — Sprint has attracted a large Facebook following of 165,000+ fans, with whom the company engages using tools like a vanity video upload tool. Fan posts and comments are plentiful, and Sprint quickly enters the dialog to when queries are lobbed in its direction.

The latest social media extension for Sprint is the creation of a Twitter feed — @sprintcare — that acts as a giant fire extinguisher for smoldering service issues.  Richard Pesce, who manages social media and digital communications, for Sprint Nextel, chatted with me at a recent BDI event about how the company is successfully using Twitter.

Along with brands like @jetBlue, @southwestair, @comcastcares and @americanexpress, Sprint has made it convenient for customers who would prefer to be a VIP in social media rather than calller number 652,985 in a queue at a generic call center.  Social customer relationship management is in its infancy, but efforts like these are important first steps.

When the dining room of a popular gourmet restaurant in Manhattan was gutted by fire, the refrigerators were packed with expensive food that needed a new home — fast!   The solution: a donation of truffle butter, fiddleheads and other goodies to a nearby soup kitchen.

Same goes for leftover crusty French baguettes, asparagus spears whose tips have been used by a finicky chef and pans of fresh tuna steaks trimmed to the wrong size and rejected by the intended restaurant.

These tasty donations — a regular occurrence at Broadway Community’s Inc.’s soup kitchen, on Broadway at West 114th Street in Harlem — are a stark contrast to the institutional-sized No. 10 cans of food heated up and ladled out at many facilities serving the underprivileged.

The stories I hear from my wife of 23 years, Maureen Fitzpatrick, sous chef at the gourmet BCI soup kitchen, never cease to amaze me.  After preparing today’s lip-smacking lunch of lamb tagine, Maureen raced to her cookbooks for details on blinis and creme fraiche. Why? Because Wednesday’s meal promised to be even more incredible, thanks to the donation of an $1,100 tin of Petrossian caviar by someone who wants to remain anonymous.

Chef Michael Ennes and volunteers like Maureen and chefs John and Bob are able to add back a bit of dignity for the 200 or so souls who are served restaurant-style — no paper plates –  in the basement of Broadway Presbyterian Church.

Thanks to a generous connoisseur of caviar, the kitchen’s last meal of 2009 will be world-class fare in a world that has been less than fair.

There’s something special about a guy who isn’t a rock star yet has three times the Twitter followers of Bob Dylan.  He’s not a deep-pocketed electronics retailer, yet his social media presence dwarfs Best Buy.

Jeremiah Owyang is an influencer in Web strategy, a futurist, a gadfly and — most important of all — someone who listens, studies, engages and shares.  A partner in the newly formed consulting firm Altimeter Group, Owyang earned his nearly 60,000 followers the hard way.

Since I dived into the social web after leaving PR Newswire, I found that Owyang’s Forrester research reports provided a well-grounded reality check that validated fundamental shifts in consumer behavior, marketing methodologies and the demand for new PR and marcom tools.  He’s routinely quoted by CMOs during conferences and, unlike many celebrities, @jowyang almost always tweets back immediately.

During my recent visit to Altimeter Group’s new headquarters in San Mateo, California, Owyang showed no signs of being jet-lagged, despite returning less than a day earlier from one of his frequent overseas speeches.  He also demonstrated keen knowledge of an increasingly confusing vendor community supplying social media monitoring, analysis and curation tools.

To illustrate why the public relations industry should familiarize itself with social customer relationship management systems, Owyang shared an anecdote about how appliance maker Whirlpool  failed to appease a disgruntled customer, and the damage it caused due to that customer’s ability to influence millions through social media.

“Customers do not care what department you’re in,” said Owyang, predicting that some forward-thinking companies will take on the challenge of building smart systems that inform Support, PR, Marketing, Product Development and offer a single view of the customer no matter where they touch the company.

I am aware of one large food manufacturer whose PR department is heading into the new year with amped up monitoring capabilities and a plan to pipe real-time data into their customer service call centers.  If the readers of PounceNow are aware of organizations where PR is embracing the challenge, please comment on this post.

“Take a penny leave a penny” is a welcome sign at cash registers.

Sadly, I’ve seen far fewer of these spare change jars as retailers would rather weigh my pockets down with 97 cents of change rather than giving up 3 cents that could go toward rent, workers, utility bills and suppliers.  The recession has clearly made even once-generous businesses of all sizes into penny pinchers.

That’s why I was pleasantly surprised to see this week’s innovative corporate social responsibility campaign from Pepsi.

In the first test of the philanthropic power of the GPS-based social network Foursquare, Pepsi is pledging 4 cents to the not-for-profit Camp Interactive for each point earned by Foursquare users.  The campaign encourages more iPhone , Blackberry and Android  users to “check in” with Foursquare all around town, all day, knowing that the pennies will add up.

What does Foursquare get out of the deal?  Thanks to a good cause and a deep-pocketed sponsor, Foursquare will experience a supercharged rate of entries to its database from users who log in their favorite hip bars, restaurants, coffee shops, health clubs and other venues.  In fact, I just added the New York Public Library’s new Grand Central branch to Foursquare (that’s 4 cents more, Camp Interactive).

Harnessing the excitement of consumer technology will continue to set innovative brands apart in 2010.  A few years ago another Pepsi brand, Dorito’s, was among the first to stage a YouTube-based contest for the funniest amateur ad, to be aired on the Superbowl.  Since the advent of inexpensive mini camcorders, like Cisco’s Flip and Kodak’s Zi series, it’s become affordable even for charities in third-world countries to create engaging content for global audiences.  (Nokia sponsored a contest around the crowd-sourced translation of those videos for the charity PlanUSA.org)

It took just one visit to the website of Camp Interactive, the Bronx-based youth program that mixes technology with outdoors activities, to see  another creative CSR linkage to another Fortune 500, Chase.

Unlike Pepsi’s decision to spend 4 cents at a time, Chase made its budget clear at the outset: $5 million.  Through a very smart Facebook application, the bank is using crowd-sourcing in a very different way.  Facebook users are rallying support for their favorite charities, and Chase will divvy up its $5 million based on that input.

The San Francisco-based social media agency Context Optional worked with Chase and is also behind super projects that highlight socially responsible programs for Toyota Prius, Target and ToysRUS.

As print and broadcast spending slows, CMOs appear to be channeling more resource into their community-giving outreach via social media.  Working with the New Jersey firm S3, coffee and tea maker GoodEarth is pledging 50% of its profits to charity through the end of February. The larger, Nasdaq-listed  Green Mountain Coffee, which uses the platform JustMeans for its responsibility program, is extremely active and global, making loans to hurricane-ravaged growers in Mexico and sponsoring river cleanup efforts closer to home.

With mass media atrophying and consumers refusing to be swayed by spin, it will become increasingly critical for organizations of all kinds — small and large businesses, associations, NGOs, political candidates, celebrities, etc. –  to demonstrate their commitment to doing good.  Professional communicators tuned into best practices will be far more likely to win new business, promotions and a seat at the table in this new paradigm.

Don’t let the mustard-colored sports coat fool you.  Tom Kunz is one hip CEO.

As head of Cenury 21 Real Estate LLC, Kunz is in an industry that’s being disintermediated by the Internet      and ravaged by the recession.  Yet I have never met a more positive, open-minded and technology-friendly executive.

What does he do right:

• He’s not afraid to experiment. Century 21 pulled its TV advertising budget and spent the cash to bolster its presence online. Kunz says brand recognition for the franchise was already in the high 90s, so there was no reason to spend millions on 30- and 60-second image spots.  The company is contemplating a switch back to TV, but it would be a web-based format where Century 21 branding was visible at all times on the screen.

• He understands the time-sensitive nature of news. When Congress extended incentives aimed at first-time homebuyers, Kunz dropped what he was doing to record a 2 minute presentation on a tiny, inexpensive Flip video camera. His comments were up on Century 21’s YouTube channel within minutes.  As of today, the video had been watched nearly 1,700 times.
• He takes counsel from Matt Gentile, Century’s 21’s director of corporate and brand communications. In an interview with PR Week’s Eric Iacono, during the Next conference, Kunz talked about making media outreach in local markets a priority.  By incorporating interviews with local print and broadcast media into trips, and inviting local Century 21 franchisees to participate, the organization lands extended coverage rather than the short soundbites afforded by national media.
• He doesn’t hoard good information. While many CEOs would stay silent about marketing strategies, Kunz is a walking dictionary definition for transparency, even sharing his age (61) with the crowd.  As for naysayers, he advises them to watch the AT&T  “Lost Dog” YouTube spot to explain power of social media.

I also liked Tom’s ability to be self-effacing in a manner that seemed genuine:  “I’m a gadget freak,” he told those attending the Next event at the Waldorf Astoria. “It doesn’t mean I know how to use them all, but I buy them all.”

Tom was kind enough to do a short interview with me following his appearance at Next. Please excuse my camera work, as his head is halfway out of the frame for portions of the video.  Yet another reason I never worked in TV.

My former boss had a funny line to describe how often the owner of a mid-sized New York investor relations agency showed up at free media breakfasts:  “He’d show up to the opening of an envelope.”

These days, any exec who attended the plethora of events aimed at professional communicators would be hard pressed to get their work done — assuming their job wasn’t eating rubber chicken lunches in hotel ballrooms and attending tweet-ups.

Barely a day has passed since I finished reading tweets from those attending the annual research symposium of the Society for New Communications Research (whose SNCR acronym is pronounced like the caramel-nougat-peanut candy bar) outside Boston.  Now, some of those very same techie flacks are heading to San Diego for the big Public Relations Society of America conference.

But wait, we’re not through yet. Thursday marks PR Week’s NEXT event in New York City.  On Nov. 12, 18 and 19, Steve Etzler’s  Business Development Institute is holding three separate forums.  Before the month’s out, there’s even a PR Camp in New York, the brainchild of Atlanta comms veteran Dan Greenfield.

I’m pretty sure the above list doesn’t come close to scratching the surface of autumn events designed to provide professional development — and a nice revenue stream for organizers.   Other organizers who do a quality job with educational events include  Women in Communications, the International Association of Business Communciators, National Investor Relations Institute, Mediabistro and Infocom Group.

The unprecedented fragmentation taking place among publishers, industry associations,  entrepreneurs and ad hoc groups involved in PR means there’s plenty of idea sharing and peer conversations taking place at these events.  The sad reality, though, is that many would-be attendees have to hold down the fort because of a lack of adequate staffing and a downhold on corporate travel expenses.

Anyone who wishes to see the PRSA action in real-time should keep their eyes on Twitter posts with the #prsa09 hash tag as well as a live video stream from dna13 on Monday, November 9 starting around 9:30 a.m. Pacific Time.   This free access to the conference can be found at http://blog.dna13.com

Zillow just scored a nice Wall Street Journal hit, along with 300+ references in Google News, for its inaugural “Trick-or-Treat Housing Index.”  Timing of its October 26 blog post was excellent, with ample time to spread virally before Halloween.

The premise was to look for the most affluent and safe neighborhoods where the houses are closest together, reasoning that’s where costumed kids could haul the most candy with the least amount of walking.  It’s great branding for the Seattle-based online real estate resource, which promises to spread the index beyond its hometown next year. (Childhood obescity experts will undoubtedly position themselves for the counter attack.)

When I was a kid in Rochester, New York, the Rapp family was the local Canada Dry soda distributor.  They handed out cans of pop to kids in the tony Browncroft neighborhood on Halloween.  (One of the kids, C.J. Rapp, grew up to invent Jolt cola.)

This Saturday night, kids everywhere will readily share Halloween strategies that are not dissimilar to Zillow’s methodology.  But no matter how many Saf-T-Pops, Mary Janes or miniature Snicker bars are proffered, the real prize on Halloween will be figuring out which houses are doling out full-sized candy bars, whole packs of gum  or other top-shelf goodies.

A marketing and PR coup would be a branded mobile app that used GPS and crowd sourcing for strategic trick-or-treating.   Lord knows it’s possible.  Garmin makes GPS navigators capable of displaying known police speed traps, and FourSquare tells me which nearby bar is giving the first glass of wine away for free.

Those who say this could ruin Halloween should look at the benefits before passing judgment:  Kids with peanut allergies could tag houses handing out Skittles.  Vegetarian kids could avoid the Skittles (which contain gelatin).  Dentist homeowners could opt in to author their own “No Candy Here” disclaimer to lessen the chances of getting TP’d for giving away pencils and tooth-shaped erasers.

I’m going to stop now and write my CandySniffer app business plan.  Anyone know which VC funded Webkinz?

Photo credit: amykclark via Photobucket