Business Daily Media

Men's Weekly

.

How should a company deal with a scandal like the Coldplay kiss cam? Here’s what we learned

  • Written by Ekant Veer, Professor, University of Canterbury
How should a company deal with a scandal like the Coldplay kiss cam? Here’s what we learned

When a scandal goes viral – as it recently did for the former chief executive of IT company Astronomer at a Coldplay concert[1] – companies face nuanced challenges in a new era of crisis communication.

The clip of Andy Byron embracing his colleague Kristin Cabot generated millions of views within minutes. It drew international attention first to the couple, then to the company they both worked for.

For Astronomer, a traditional crisis communication response[2] might have involved a swift reprimand of the staff involved, followed by a sanitised statement expressing disappointment and reaffirming company values.

But in the social media age, such statements struggle to gain traction. The days of press conferences, pre-prepared statements and carefully worded question and answer sessions are long gone. A single tweet from an ordinary user can inflict damage standard public relations tactics may fail to contain.

In Astronomer’s case, the company issued a statement – then followed it with a video featuring Gwyneth Paltrow[3], the ex-wife of Coldplay frontman Chris Martin. This appeared to be an attempt to turn the massive surge in website traffic generated by the scandal into profit.

It was a clever response to a potentially damaging viral moment. And a good guide for businesses responding to scandals playing out online – something supported by our research[4] examining crisis communication in the age of social media.

We found that while traditional responses remain advisable in the majority of scandals – they are still the safest option – a more targeted and nuanced approach can be worth the risk.

When a controversy does not involve product safety, breach brand values or harm core stakeholders, it can evolve into a moment of cultural relevance.

With the right tone, timing and distance, brands can co-opt virality to their advantage, transforming risk into recognition.

Tone matters

By analysing hundreds of thousands of tweets across several viral scandals between 2016 and 2022, we identified key ways social media scandals differ from their offline counterparts.

We looked at Pepsi’s poorly received video showing Kendall Jenner combating violence with a soda[5], as well as the sexual exploitation scandal involving Oxfam’s ex-head of operations in Haiti[6], among others.

The scandals we looked at involved differing subject matter, moral judgements and purpose. But every one went viral online when they happened.

We found the tone of the initial posts sharing the scandal significantly influences how far and fast it spreads. The same is true for a company’s response.

An aggressive or defensive tone from the organisation tends to trigger a stronger negative emotional response from the public. Typically, attempts to rebut a scandal gain little traction and rarely generate goodwill.

In our data, the only scenario where a defensive strategy worked was when a single individual, not the organisation, was at fault; and when the organisation was a not-for-profit with a strong track record of doing good, and was defended by a known influencer.

Leveraging controversy

In a media landscape dominated by social platforms, the line between crisis and opportunity has blurred. Increasingly, brands are attempting to capture public attention by leaning into controversy rather than hiding from it.

According to “situational crisis communication” theory, the safest way to rebuild trust is to acknowledge the scandal and apologise. Doing so with humour or mockery would once have been unthinkable.

But if irreverence is in keeping with the brand – and with the tone of the community sharing the content – then it may be appropriate.

The future of online scandal response remains uncertain. But what is clear is that scandals are harder than ever to hide. And that having a plan to address them is increasingly essential.

Tone must match the audience and an organisation’s response must align with its brand. But when the public is responding with humour and levity, a response that is stern, sombre or sterile is unlikely to land.

Authors: Ekant Veer, Professor, University of Canterbury

Read more https://theconversation.com/how-should-a-company-deal-with-a-scandal-like-the-coldplay-kiss-cam-heres-what-we-learned-262112

Minns Labor Government shutting down the Business Connect program

The NSW Opposition is concerned that the Labor government will shut down a support program that has assisted New South Wales businesses. In a media ...

Samsara Eco appoints Dr. Lars Kissau as General Manager for Asia

Australian biotech innovator Samsara Eco has announced the appointment of Dr Lars Kissau as its first General Manager of Asia. Based in Singapore...

From the first bounce to the final siren - small business lessons from the AFL Grand Final

The AFL Grand Final is one of the most anticipated days on the sporting calendar. This Saturday, the Geelong Cats and Brisbane Lions will battle i...

Australia’s top finance leaders recognised as CFO role expands

Amid surging regulatory demands and rapidly evolving industry, Australia’s most influential Chief Financial Officers will be honoured at the inaug...

Why outdated security leaves small businesses exposed to crime

Small and medium businesses in Australia are under increasing pressure to address security gaps that criminals readily exploit. An unlocked door, an...

Why it’s time telcos rethink location and put customer experience first

Maurice Zicman, Vice President - CX Strategy at TP in Australia unpacks why the telco industry must rethink old assumptions and focus on digital-f...

Sell by LayBy