Diagnosing levels of (in)visibility |
Monitoring problematic situations
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Identifying risks |
Preventing possible crises or the visibility of ‘negative’ guidelines; anticipate the planning of possible interventions. |
Following up on crises and their unfolding |
Systematization of mechanisms of attention to problematic situations; paying attention to the ‘crisis agents’, and monitoring and understanding the protagonists. |
Reducing and/or targeting the visibility |
Publicly expressing the institutional stance
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Presenting official positioning |
In cases of high relevance and incidence or with this potential, countering the versions presented by the interlocutors. |
Answering to requests |
Answering to all requests from the public. There is a presupposed relation between the lack of answers and increased reach of crises and ‘negative’ issues |
Being agile and “transparent” in meeting requests |
Monitoring social media and qualifying teams for answering in a fast and transparent way. There is a presupposed relation between the lack of answers and increased reach of crises and ‘negative’ issues. |
Being resolute in the face of requests |
Solving problematic situations in the shortest amount of time. There is a presupposed relation between the lack of answers and increased reach of crises and ‘negative’ issues. |
Shuffling facts and emphases to generate misunderstanding about a situation or fact
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Shifting the focus to positive issues |
Offering senses that can conduct perceptions about the organization. |
Creating facts |
Creating events or situations capable of drawing attention, direct visibility and generate positive associations. |
Promoting other focuses with financial investment |
Making use of the possibilities of advertising spaces to display content, in the available formats and compositions, in order to conduct the focus. |
Infiltrating organizational actors in discussions |
Infiltrating agents to influence or change the course of discussions, without being perceived as ‘representatives’ of the organization. |
‘Buying’ the audience |
Hire interactants that conduct the circulation of meanings desired by organizations and oppose other perspectives. |
Generating incidence or hiring influencers |
Persuading and / or hire influencers to advocate on and make visible concepts that corroborate the organization’s speeches and actions. |
Unbalancing competitor (s) |
Deviating from unwanted visibility by employing techniques to (re)direct it to negative aspects or situations of competitors. |
Optimizing the desired visibility in search engines |
Using techniques of Search Engine Optimization (SEO) in order to enhance the organization’s versions of facts and themes. |
Becoming invisible |
Disregarding “negative” associations or mentions
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Dodging an announcement or not speaking |
Silencing towards an issue at hand and / or to leave the scene ‘entirely’ to avoid visibility, focus and attention. |
Deleting or hiding comments and posts |
Employing techniques to remove, from publicly visible regions, comments and posts that may jeopardize the organization. |
Conducting the conversation for private environments |
Carrying out conversations in environments not visible to the other parties. |
Restricting visibility to desired interlocutor
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Making contacts using anonymous techniques |
Accessing data from interlocutors that are relevant for the organization to implement targeted visibility strategies. |
Selecting audience segments based on their movement and behavior |
Establishing groups of interlocutors that are relevant according to specific objectives, needs or challenges. |
Reducing the reach of content offered by organizations
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Getting ahead of changes in algorithms and formats |
Getting a hold of new rules, parameters and logic of social media algorithms from the relationship with the organizations that control them. |
Exploring content formats and times of the day that do not ‘perform’ well |
Using content formats that, due to the logic of algorithms, tend to be unsuccessful in terms of reach and engagement. |
Not applying ‘tagging’ techniques |
Restricting the visibility of content by not using ‘tagging’ techniques. |
Restricting the visibility to one or a few channels |
Reducing the reach of content by not using multimedia. |
Establishing “comfort” policies
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Regulating the presence of employees on social media |
Establishing and implementing guidelines on brand associations that employees can make on their social media. |
Previous definition of themes that should not be addressed |
Deciding in advance on which topics the organization will not engage or manifest. |