The management of disturbance by the SBB on social networks.
How to communicate large companies on social networks in the event of disruption of their activities
An accident nobody spawned disturbances Monday morning March 9, 2015 on the docks of station between Geneva and Lausanne resulting in a lack of traffic for an hour before the situation returns slowly to normal at around 8: 30.
This situation has caused many reactions on social networks on the part of commuters travelling to their places of work.
On Facebook, no release from the SBB has been circulated.
On the Darius Facebook page Rochebin , journalist from 19 h 30 to the RTS, comments are raining down, and Internet users express their dissatisfaction.
Same atmosphere on Twitter, the tilting 2.0 share with photos and messages of the situation.
SBB have used their account @ cff_presse for journalists to inform them of the situation on Twitter. None communicated however via the account @, rail_service, which caters to the largest community (more than 31’000 subscribers). They have nevertheless responded to case by case on the site of microblogging users who wanted to obtain information about the incident.
In conclusion, SBB have communicated in an effective manner on the account @ presse_cff . One can however deplore the lack of communication and transparency on the situation within their community @ railservice which includes a little over 32’000 followers . the community manager of CFF has responded to a 70aine of complaints they are sent messages. For those who have only a Facebook account, need ironing.
the SBB are not their first situation of disruption resulting in reactions on social networks. Already in December 2012, cancelled or delayed trains had already provoked a deluge of comments on the canvas. The lack of reactivity of the company had trained anger on the part of users. Consequences, the enterprise had improved its arsenal of employees intended to manage this kind of situation. Since the various quack Pack known on social networks, the company much improved was adopting a policy of communication to inform users on rail traffic and to respond to concerns and to the needs of the users.
To handle this situation, enterprises in General and the SBB in particular should implement effective communications strategies to meet the information needs of clients. Specialists in crisis as Thierry communication Libaert or Emmanuel Bloch advocate to develop a strategy before, during and after an incident or disruption.
Anticipate transient or permanent crisis situations in the Organization in exercising internally with simulations illustrating crisis situations. The Organization shall cause his direct collaborators ( community manager, social media planner , etc.) and indirect (employees, employees, etc.) to respond to a situation of crisis through effective communication. The company must have a battle plan to activate in the event of unforeseeable event.
Communicate quickly and effectively by providing information to calm and reassure users. Do not leave room for rumors to remain credible to the public. On Facebook, it is to issue an official communiqué to inform of the situation. Then, respond to feedback from users. On Twitter, a live-tweet to inform in time and hour.
Recognize the mistakes immediately if the company is wrong. This strategy avoids the worst and credibility the organisation in its communication approach. When the clients read on the social networks of the messages or the company apologized for the situation, they tend to be less harsh on the situation.
The conclusions of the situation to improve the process of communication on social networks. An experience to learn from mistakes to improve.
Take the opportunity of the crisis transient or permanent to create a social link and increase engagement with users on social networks. Critics and comments should serve as a database for the Organization to respond soon to the concerns and the needs of users.
However other communication strategies can intervene to remedy the situation. They are multiple and can be adapted to the situations to which the Organization faces.
Photo cc CFF