The document provides a summary of three case studies on public relations crises: the 2010 BP Deepwater Horizon oil spill, the 1982 Chicago Tylenol murders, and the 2015 Germanwings plane crash. It analyzes how each company handled the crisis in terms of reacting, researching, responding, and showing remorse. BP is presented as an example of poor crisis management, failing to empathize with victims and showing indifference through statements by the former CEO. In contrast, Tylenol handled the crisis well through effective communication and recall of products, maintaining public trust. Germanwings is still ongoing so public opinion is still forming. The document advocates for prepared crisis management plans and responsible, empathetic responses to prevent further reputational
The document provides a crisis response report for Domino's Pizza dealing with two crises - a meat origin crisis where testing found Domino's pizza meat to be of canine origin, and a data hack crisis where a hacker group compromised customer account information for 600,000 customers. The report details Domino's pre-crisis planning, analysis of the unfolding crises through messages received, stakeholder analysis, key crisis strategy elements including messages and responses, and post-crisis recovery planning.
Pennsylvania Credit Union Association PR Crises Strategiesdml communications
The document discusses crisis communications strategies for organizations. It provides examples of both good and bad crisis responses from various companies. Some key points covered include having a crisis plan in place with designated spokespeople, responding quickly and openly to provide accurate information, and using social media to effectively communicate your message directly to audiences. The document emphasizes the importance of honesty, compassion, competence and confidence when responding to a crisis.
BP's oil spill in the Gulf of Mexico in 2010 was a major environmental and economic crisis poorly handled by BP leadership. Tony Hayward, BP's CEO, made insensitive comments downplaying the disaster's impacts. His remarks and BP's failure to quickly address the spill damaged the company's reputation. The crisis highlights the importance of effective communication, responsibility, and humility during catastrophes.
This document summarizes an experiment that was conducted to determine whether corporations should manage public relations crises in a prompt or delayed manner. The experiment presented subjects with 3 crisis situations, 2 solutions for each (one prompt, one delayed), and had them choose the most effective response. For the real Tylenol and JetBlue crises, most subjects chose the prompt response. However, for the fictional iPhone crisis, most chose the delayed response. This suggests the most effective crisis response depends on the specific situation and multiple factors.
6 Months into the Greatest Ever Financial Crashguest3f71ec
This document summarizes a webcast by Lyndon LaRouche on the ongoing global financial crisis. The key points are:
1) LaRouche accurately predicted the financial collapse 6 months prior, and the crisis has continued to accelerate since then.
2) The current crisis threatens a global breakdown of civilizations, greater than the fall of the Roman Empire.
3) Immediate action must be taken by governments to manage the crisis, including international cooperation and adopting the policy solutions proposed by LaRouche, or civilization could collapse into chaos this year.
The document discusses strategies for responding to bad news or crises affecting organizations. It argues that the top priority must be rapid response due to the speed at which information spreads online. Organizations should proactively disclose bad news themselves rather than waiting to be found out, in order to control the narrative and earn trust. Telling employees about issues first is also important to avoid rumors and maintain internal trust. The goal is to end the crisis situation as quickly as possible through open communication.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a su invasión de Ucrania. El embargo forma parte de un sexto paquete de sanciones y prohibirá la mayoría de las importaciones de petróleo ruso en la UE a finales de este año. Algunos estados miembros aún dependen en gran medida del petróleo ruso y se les ha concedido una exención, pero se espera que el embargo reduzca de manera significativa los ingresos de Rusia por la venta de petróleo.
The document provides background on a case study of the Central Puget Sound region in advancing green urbanism. It summarizes literature on factors that influence sustainable development planning at the local and regional level. It then describes the research methods used for the case study, which included a review of regional planning documents and interviews with stakeholders from public, private, and nonprofit sectors across multiple scales. Finally, it provides context about the Central Puget Sound region, noting its high risk, low stress, and high opportunity characteristics according to prior research.
The document provides a crisis response report for Domino's Pizza dealing with two crises - a meat origin crisis where testing found Domino's pizza meat to be of canine origin, and a data hack crisis where a hacker group compromised customer account information for 600,000 customers. The report details Domino's pre-crisis planning, analysis of the unfolding crises through messages received, stakeholder analysis, key crisis strategy elements including messages and responses, and post-crisis recovery planning.
Pennsylvania Credit Union Association PR Crises Strategiesdml communications
The document discusses crisis communications strategies for organizations. It provides examples of both good and bad crisis responses from various companies. Some key points covered include having a crisis plan in place with designated spokespeople, responding quickly and openly to provide accurate information, and using social media to effectively communicate your message directly to audiences. The document emphasizes the importance of honesty, compassion, competence and confidence when responding to a crisis.
BP's oil spill in the Gulf of Mexico in 2010 was a major environmental and economic crisis poorly handled by BP leadership. Tony Hayward, BP's CEO, made insensitive comments downplaying the disaster's impacts. His remarks and BP's failure to quickly address the spill damaged the company's reputation. The crisis highlights the importance of effective communication, responsibility, and humility during catastrophes.
This document summarizes an experiment that was conducted to determine whether corporations should manage public relations crises in a prompt or delayed manner. The experiment presented subjects with 3 crisis situations, 2 solutions for each (one prompt, one delayed), and had them choose the most effective response. For the real Tylenol and JetBlue crises, most subjects chose the prompt response. However, for the fictional iPhone crisis, most chose the delayed response. This suggests the most effective crisis response depends on the specific situation and multiple factors.
6 Months into the Greatest Ever Financial Crashguest3f71ec
This document summarizes a webcast by Lyndon LaRouche on the ongoing global financial crisis. The key points are:
1) LaRouche accurately predicted the financial collapse 6 months prior, and the crisis has continued to accelerate since then.
2) The current crisis threatens a global breakdown of civilizations, greater than the fall of the Roman Empire.
3) Immediate action must be taken by governments to manage the crisis, including international cooperation and adopting the policy solutions proposed by LaRouche, or civilization could collapse into chaos this year.
The document discusses strategies for responding to bad news or crises affecting organizations. It argues that the top priority must be rapid response due to the speed at which information spreads online. Organizations should proactively disclose bad news themselves rather than waiting to be found out, in order to control the narrative and earn trust. Telling employees about issues first is also important to avoid rumors and maintain internal trust. The goal is to end the crisis situation as quickly as possible through open communication.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a su invasión de Ucrania. El embargo forma parte de un sexto paquete de sanciones y prohibirá la mayoría de las importaciones de petróleo ruso en la UE a finales de este año. Algunos estados miembros aún dependen en gran medida del petróleo ruso y se les ha concedido una exención, pero se espera que el embargo reduzca de manera significativa los ingresos de Rusia por la venta de petróleo.
The document provides background on a case study of the Central Puget Sound region in advancing green urbanism. It summarizes literature on factors that influence sustainable development planning at the local and regional level. It then describes the research methods used for the case study, which included a review of regional planning documents and interviews with stakeholders from public, private, and nonprofit sectors across multiple scales. Finally, it provides context about the Central Puget Sound region, noting its high risk, low stress, and high opportunity characteristics according to prior research.
Este documento proporciona una guía de preguntas orientadoras para la revisión y actualización de los manuales de convivencia escolar. La guía incluye preguntas sobre enfoques de derechos humanos, diversidad, medidas pedagógicas y resolución de conflictos que deben considerarse al revisar los manuales para asegurar que sean inclusivos y respeten los derechos de todos los miembros de la comunidad educativa. El documento también ofrece definiciones clave como convivencia escolar, enfoque de género y difer
This document provides a literature review on the topic of whether Nigerian small and medium enterprises (SMEs) can use social media to enhance their marketing strategies. It begins with an introduction to the topic and definitions of key terms. It then discusses the importance of social media and SMEs to economies. Specifically, it notes that social media has become influential in decision making and relationship building. It also outlines that SMEs are important drivers of job creation and economic growth. The document then reviews social media marketing and how platforms like Facebook, Twitter, LinkedIn and YouTube can be leveraged by SMEs facing constraints like limited budgets and marketing knowledge. In closing, it examines the link between social media and marketing theory.
SERR Synergy is a consulting firm established in 2014 to help clients comply with South Africa's Black Economic Empowerment (BEE) codes. It has offices in Pretoria, Cape Town, and Durban serving over 1,000 clients. SERR Synergy consists of professionals like attorneys, auditors, and accountants who provide solutions for BEE compliance and other legal issues. It offers consulting services under one roof to reduce costs and assigns a project manager to each client for continuity. SERR Synergy specializes in restructuring businesses to become BEE compliant through setting up new ownership structures like companies, trusts, and employee share programs.
CXperf is a parallel application analysis tool that helps developers improve the performance of applications on Exemplar parallel servers. It analyzes applications, supports multiple parallel programming models, and interprets results visually. CXperf gathers performance measurements during application execution and then provides graphical analysis to help identify optimization opportunities. This helps developers fine-tune applications to more efficiently utilize complex HPC architectures.
The document discusses the effectiveness of vaccines and herd immunity. It provides statistics showing that widespread vaccination has led to significant decreases in cases of diseases like rubella, measles, and pertussis. However, it also notes some rare risks of vaccines, such as allergic reactions and side effects like fever. While vaccines are proven to effectively build immunity without risks of disease, some argue they may be linked to conditions like autism despite lack of scientific evidence. The document raises the question of whether schools should require vaccinations given their benefits in protecting public health.
Bluemix Girl's Night by Verena - Cosy carecraftworkz
Bluemix Girls' Night - Why should boys have all the fun?
During this event, Verena explained how she used Bluemix as a development innovation platform to create her graduation project.
This document outlines Jon Davis's extensive experience organizing and managing a wide variety of events including weddings, private dining events, music festivals, club nights, and more. He has worked with numerous companies and independently since 2009, taking on roles such as events assistant, production manager, venue manager, and founder/promoter. His responsibilities have included project planning, budgeting, logistics, decor, programming, and overseeing hundreds of attendees and staff.
This short document promotes the creation of Haiku Deck presentations on SlideShare by stating it provides inspiration and allows users to get started making their own Haiku Deck presentations.
Rewood Javacraft merupakan pelopor produsen kacamata kayu di indonesia. Produk rewood eyewear menggunakan bahan kayu limbah atau sisa dari pengrajin mebel ataupun kusen dan akar jati.
MLS 5351, Week 8 Mini-Lecture Preparing to be a Crisis Leader and .docxpauline234567
MLS 5351, Week 8 Mini-Lecture: Preparing to be a Crisis Leader and Preventing Crisis MisstepsDr. Witherspoon
I’ve been reviewing some books focused specifically on crisis leadership and am sharing two dimensions of crisis leadership not found in your text.Preparing to Be a Crisis Leader
In 2018, Tim Johnson published a book on
Crisis Leadership: How to lead in times of crisis, threat and uncertainty (London: Bloomsbury, 2018). Mr. Johnson has spent many years as CEO of a crisis and issues management company. He has advised senior leaders of international oil companies, global pharmaceutical manufacturers, banks, tour operators and others who experience major industrial accidents, cyber breaches, terrorist attacks and natural disasters. He is now a partner in Deloitte North West Europe which acquired his company. Mr. Johnson’s text offers an interesting review of dimensions of crisis management, and one of his topics is on how leaders can prepare to lead in crises…because most of us find ourselves in a crisis situation at one time or another. To prepare to be a crisis leader, he writes, individuals should:
-Examine their behaviors in situations similar to crisis circumstances…what were their actions in these situations?
-Actively engage in their organization’s crisis preparedness activities. Helping create relevant procedures is good preparation, as is participating in crisis simulation exercises. Crises don’t give you long-term warnings, so preparing ahead of time is beneficial.
--Reach out to all stakeholders of the organization, whether followers, potential collaborators inside the organization, or outside audiences. All of these constituencies may be part of a crisis response, so consider ways that each constituency will be important to a crisis leadership plan in your preparations.
--Observe other leaders carefully when they respond to crises. Studying excellent leaders is a common way of enhancing one’s leadership. Such is certainly the case when preparing to be a crisis leader. (pp. 225-227)Counter-Productive Crisis Leadership Behaviors
Helio Fred Garcia is the president of Logos Consulting Group, and he teaches crisis management and crisis communication at New York University, and ethics at Columbia University. In 2017, he published
The Agony of Decision: Mental Readiness and Leadership in a Crisis. It received the 2018 award for Best Crisis Management text by BookAuthority. ( New York: Logos Institute for Crisis Management and Executive Leadership Press, 2017). Among the observations he presents, Mr. Garcia lists several counterproductive behaviors that cause leaders and their organizations increased problems as they try to navigate the murky waters of a crisis. They betray, he writes, “a lack of mental readiness, a failure to exhibit emotional discipline, deep knowledge, or intellectual rigor.” (p. 164) Moreover, not all crisis leaders are good communicators. If that i.
The document discusses lessons that can be learned from the Enron and Arthur Andersen scandals. It provides tips for dealing with corporate crises, such as conducting vulnerability assessments, preventing crises through transparency and accountability, managing communications during a crisis, and monitoring the situation to make adjustments. The best strategies outlined are honesty, accepting responsibility, not blaming others, focusing on moral character, and getting media training to prepare for potential crises.
Want a copy of this SlideShare? Visit - go.agilitypr.com/crisis-slideshare/
When a brand makes a public misstep, it's the comms people who feel the pressure.
Picture it... Journalists are banging down your door, the social conversation is getting out of hand, and the negative coverage is pouring in.
But it’s how you respond that determines the lasting impact of the event.
Learn the 7 principles of crisis management, and the major dos and don'ts as we examine the responses to 4 high-profile corporate crises.
A sinking ship an extensive crisis communications case Rahul Tripathi, MS
This honors capstone project examines Carnival Cruise Lines' crisis communications strategies in response to three major incidents from 2010-2013. The document analyzes Carnival's handling of the 2010 Splendor engine fire, the 2012 Costa Concordia collision, and the 2013 Carnival Triumph engine fire. It incorporates research on media coverage of the crises as well as interviews with crisis management experts. The study argues that Carnival struggled to effectively communicate with stakeholders during and after each incident. It examines issues with Carnival's messaging, decision-making processes, and management structure. The capstone concludes by providing recommendations to help Carnival prevent and address future crises more successfully.
The document summarizes BP's handling of the 2010 Deepwater Horizon oil spill crisis in the Gulf of Mexico. It provides a timeline of events and classifies the crisis as an "accident" under Coombs' crisis typology. It notes that BP did not have an adequate crisis plan and that the CEO's poor communication made the situation worse. It describes BP's use of social media like Facebook to engage with stakeholders. It discusses the negative impact on BP's reputation and lessons learned about crisis communication and managing public perception during such events.
The document discusses the importance of crisis communications, especially in the context of potential terrorism incidents. It outlines a three-stage model for crisis management: 1) Planning, which involves assessing vulnerabilities and creating a response protocol; 2) Identification, which is identifying when a crisis is occurring to shape the public perception; 3) Management, which includes designating spokespeople, developing consistent messaging, educating media, and addressing the underlying problem. Effective crisis communications is crucial to limiting damage to a company's reputation from even a perceived connection to a tragedy.
CRISIS MANAGEMENT IS A TECHNIQUE OR A STRATEGY THAT HELPS AN ORGANIZATION TO ...ViscolKanady
CRISIS MANAGEMENT IS A TECHNIQUE OR A STRATEGY THAT HELPS AN ORGANIZATION TO DEAL WITH ANY SUDDEN, NEGATIVE OR UNPREDICTABLE EVENT. SUCH UNFORESEEN EVENTS ARE POTENTIAL RISKS FOR ANY COMPANY.
What to do when the media comes knocking: Crisis Communication BasicsBrenda Jones
This document summarizes a presentation on crisis communication and media relations. It discusses the cycle of conflict and PR processes, what to say when dealing with the media during a crisis, how to communicate in a crisis, ethics in crisis communication, tips for working with reporters, and using social media for crisis communication. The presentation provides advice on being prepared, taking responsibility, communicating openly and honestly, and monitoring coverage.
PR: Preparing for a crisis - Small charities communications conference, 11 Ju...CharityComms
Alex Goldup, associate director: charity and not-for-profit, and Aaron Bass, account director, The PR Office
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
ObjectiveThis assignment examines the importance of the cost.docxAKHIL969626
Objective
This assignment examines the importance of the cost of quality to an organization. Through this, we will gain a better understanding of how we can measure the cost of quality in an organization and what benefits can be gained from the cost of quality.
Scenario
This is a true story that dominated the media in Canada in the summer of 2008 and shook an established and trusted company to its core. Once the crisis was over, 22 people had died as a result of tainted meat. More details are easily available online but the following is from an April 2013 Financial Times article.
The Story
Maple Leaf Foods is one of the leading food processing companies in Canada, where many of its processed meat brands are household names. The company also supplies restaurants and hotels.
The Challenge
On August 12 2008 management became aware of a possible case of listeriosis contamination at one of its meat processing plants near Toronto. By August 23 the contamination had been confirmed and by the end of September more than 20 people’s deaths had been linked to the listeriosis outbreak associated with Maple Leaf Foods. Many more fell ill. The Canadian press attacked the company and a number of class-action lawsuits were launched on behalf of victims and their relatives. Consumers started to avoid Maple Leaf brands, and trade customers began switching to other suppliers.
The Response
Maple Leaf Foods responded swiftly. All products from the affected plant were recalled as soon as the presence of listeriosis was confirmed. Michael McCain, chief executive, took personal charge. He later told the Toronto Globe & Mail that in his handling of the crisis, “there are two advisers I’ve paid no attention to. The first are the lawyers, and the second are the accountants.” His public offer of a full apology and acceptance that Maple Leaf Foods was solely responsible was considered a brave decision because it left the company open to legal action. Mr. McCain accepted this risk: the point was to act first in the interest of public health and then to be open and transparent. The management dealt with the crisis on a number of fronts, including PR, strategy and restructuring.
Deliverables
Analyze the above scenario using the 4 Costs of Quality given below:
· Appraisal cost
· Prevention cost
· Internal failure cost
· External failure cost
Your detailed analysis and report should reflect:
· Root cause(s) of the issue
· What should have been done to prevent the current situation?
· What was done to turn the situation around?
· How did Mr. McCain manage this crisis?
Constraints
Follow all reporting and assignment guidelines. Do not produce a Q & A format report. Instead embed the answers in a logical manner.
· Length – 5 -7 pages excluding cover page, double spaced MS Word file.
· Submit using the assignment tool.
Upload and submit as a .pdf file
Submit using the assignment tool.
Evaluation
Please note that professionalism of presen.
Este documento proporciona una guía de preguntas orientadoras para la revisión y actualización de los manuales de convivencia escolar. La guía incluye preguntas sobre enfoques de derechos humanos, diversidad, medidas pedagógicas y resolución de conflictos que deben considerarse al revisar los manuales para asegurar que sean inclusivos y respeten los derechos de todos los miembros de la comunidad educativa. El documento también ofrece definiciones clave como convivencia escolar, enfoque de género y difer
This document provides a literature review on the topic of whether Nigerian small and medium enterprises (SMEs) can use social media to enhance their marketing strategies. It begins with an introduction to the topic and definitions of key terms. It then discusses the importance of social media and SMEs to economies. Specifically, it notes that social media has become influential in decision making and relationship building. It also outlines that SMEs are important drivers of job creation and economic growth. The document then reviews social media marketing and how platforms like Facebook, Twitter, LinkedIn and YouTube can be leveraged by SMEs facing constraints like limited budgets and marketing knowledge. In closing, it examines the link between social media and marketing theory.
SERR Synergy is a consulting firm established in 2014 to help clients comply with South Africa's Black Economic Empowerment (BEE) codes. It has offices in Pretoria, Cape Town, and Durban serving over 1,000 clients. SERR Synergy consists of professionals like attorneys, auditors, and accountants who provide solutions for BEE compliance and other legal issues. It offers consulting services under one roof to reduce costs and assigns a project manager to each client for continuity. SERR Synergy specializes in restructuring businesses to become BEE compliant through setting up new ownership structures like companies, trusts, and employee share programs.
CXperf is a parallel application analysis tool that helps developers improve the performance of applications on Exemplar parallel servers. It analyzes applications, supports multiple parallel programming models, and interprets results visually. CXperf gathers performance measurements during application execution and then provides graphical analysis to help identify optimization opportunities. This helps developers fine-tune applications to more efficiently utilize complex HPC architectures.
The document discusses the effectiveness of vaccines and herd immunity. It provides statistics showing that widespread vaccination has led to significant decreases in cases of diseases like rubella, measles, and pertussis. However, it also notes some rare risks of vaccines, such as allergic reactions and side effects like fever. While vaccines are proven to effectively build immunity without risks of disease, some argue they may be linked to conditions like autism despite lack of scientific evidence. The document raises the question of whether schools should require vaccinations given their benefits in protecting public health.
Bluemix Girl's Night by Verena - Cosy carecraftworkz
Bluemix Girls' Night - Why should boys have all the fun?
During this event, Verena explained how she used Bluemix as a development innovation platform to create her graduation project.
This document outlines Jon Davis's extensive experience organizing and managing a wide variety of events including weddings, private dining events, music festivals, club nights, and more. He has worked with numerous companies and independently since 2009, taking on roles such as events assistant, production manager, venue manager, and founder/promoter. His responsibilities have included project planning, budgeting, logistics, decor, programming, and overseeing hundreds of attendees and staff.
This short document promotes the creation of Haiku Deck presentations on SlideShare by stating it provides inspiration and allows users to get started making their own Haiku Deck presentations.
Rewood Javacraft merupakan pelopor produsen kacamata kayu di indonesia. Produk rewood eyewear menggunakan bahan kayu limbah atau sisa dari pengrajin mebel ataupun kusen dan akar jati.
MLS 5351, Week 8 Mini-Lecture Preparing to be a Crisis Leader and .docxpauline234567
MLS 5351, Week 8 Mini-Lecture: Preparing to be a Crisis Leader and Preventing Crisis MisstepsDr. Witherspoon
I’ve been reviewing some books focused specifically on crisis leadership and am sharing two dimensions of crisis leadership not found in your text.Preparing to Be a Crisis Leader
In 2018, Tim Johnson published a book on
Crisis Leadership: How to lead in times of crisis, threat and uncertainty (London: Bloomsbury, 2018). Mr. Johnson has spent many years as CEO of a crisis and issues management company. He has advised senior leaders of international oil companies, global pharmaceutical manufacturers, banks, tour operators and others who experience major industrial accidents, cyber breaches, terrorist attacks and natural disasters. He is now a partner in Deloitte North West Europe which acquired his company. Mr. Johnson’s text offers an interesting review of dimensions of crisis management, and one of his topics is on how leaders can prepare to lead in crises…because most of us find ourselves in a crisis situation at one time or another. To prepare to be a crisis leader, he writes, individuals should:
-Examine their behaviors in situations similar to crisis circumstances…what were their actions in these situations?
-Actively engage in their organization’s crisis preparedness activities. Helping create relevant procedures is good preparation, as is participating in crisis simulation exercises. Crises don’t give you long-term warnings, so preparing ahead of time is beneficial.
--Reach out to all stakeholders of the organization, whether followers, potential collaborators inside the organization, or outside audiences. All of these constituencies may be part of a crisis response, so consider ways that each constituency will be important to a crisis leadership plan in your preparations.
--Observe other leaders carefully when they respond to crises. Studying excellent leaders is a common way of enhancing one’s leadership. Such is certainly the case when preparing to be a crisis leader. (pp. 225-227)Counter-Productive Crisis Leadership Behaviors
Helio Fred Garcia is the president of Logos Consulting Group, and he teaches crisis management and crisis communication at New York University, and ethics at Columbia University. In 2017, he published
The Agony of Decision: Mental Readiness and Leadership in a Crisis. It received the 2018 award for Best Crisis Management text by BookAuthority. ( New York: Logos Institute for Crisis Management and Executive Leadership Press, 2017). Among the observations he presents, Mr. Garcia lists several counterproductive behaviors that cause leaders and their organizations increased problems as they try to navigate the murky waters of a crisis. They betray, he writes, “a lack of mental readiness, a failure to exhibit emotional discipline, deep knowledge, or intellectual rigor.” (p. 164) Moreover, not all crisis leaders are good communicators. If that i.
The document discusses lessons that can be learned from the Enron and Arthur Andersen scandals. It provides tips for dealing with corporate crises, such as conducting vulnerability assessments, preventing crises through transparency and accountability, managing communications during a crisis, and monitoring the situation to make adjustments. The best strategies outlined are honesty, accepting responsibility, not blaming others, focusing on moral character, and getting media training to prepare for potential crises.
Want a copy of this SlideShare? Visit - go.agilitypr.com/crisis-slideshare/
When a brand makes a public misstep, it's the comms people who feel the pressure.
Picture it... Journalists are banging down your door, the social conversation is getting out of hand, and the negative coverage is pouring in.
But it’s how you respond that determines the lasting impact of the event.
Learn the 7 principles of crisis management, and the major dos and don'ts as we examine the responses to 4 high-profile corporate crises.
A sinking ship an extensive crisis communications case Rahul Tripathi, MS
This honors capstone project examines Carnival Cruise Lines' crisis communications strategies in response to three major incidents from 2010-2013. The document analyzes Carnival's handling of the 2010 Splendor engine fire, the 2012 Costa Concordia collision, and the 2013 Carnival Triumph engine fire. It incorporates research on media coverage of the crises as well as interviews with crisis management experts. The study argues that Carnival struggled to effectively communicate with stakeholders during and after each incident. It examines issues with Carnival's messaging, decision-making processes, and management structure. The capstone concludes by providing recommendations to help Carnival prevent and address future crises more successfully.
The document summarizes BP's handling of the 2010 Deepwater Horizon oil spill crisis in the Gulf of Mexico. It provides a timeline of events and classifies the crisis as an "accident" under Coombs' crisis typology. It notes that BP did not have an adequate crisis plan and that the CEO's poor communication made the situation worse. It describes BP's use of social media like Facebook to engage with stakeholders. It discusses the negative impact on BP's reputation and lessons learned about crisis communication and managing public perception during such events.
The document discusses the importance of crisis communications, especially in the context of potential terrorism incidents. It outlines a three-stage model for crisis management: 1) Planning, which involves assessing vulnerabilities and creating a response protocol; 2) Identification, which is identifying when a crisis is occurring to shape the public perception; 3) Management, which includes designating spokespeople, developing consistent messaging, educating media, and addressing the underlying problem. Effective crisis communications is crucial to limiting damage to a company's reputation from even a perceived connection to a tragedy.
CRISIS MANAGEMENT IS A TECHNIQUE OR A STRATEGY THAT HELPS AN ORGANIZATION TO ...ViscolKanady
CRISIS MANAGEMENT IS A TECHNIQUE OR A STRATEGY THAT HELPS AN ORGANIZATION TO DEAL WITH ANY SUDDEN, NEGATIVE OR UNPREDICTABLE EVENT. SUCH UNFORESEEN EVENTS ARE POTENTIAL RISKS FOR ANY COMPANY.
What to do when the media comes knocking: Crisis Communication BasicsBrenda Jones
This document summarizes a presentation on crisis communication and media relations. It discusses the cycle of conflict and PR processes, what to say when dealing with the media during a crisis, how to communicate in a crisis, ethics in crisis communication, tips for working with reporters, and using social media for crisis communication. The presentation provides advice on being prepared, taking responsibility, communicating openly and honestly, and monitoring coverage.
PR: Preparing for a crisis - Small charities communications conference, 11 Ju...CharityComms
Alex Goldup, associate director: charity and not-for-profit, and Aaron Bass, account director, The PR Office
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
ObjectiveThis assignment examines the importance of the cost.docxAKHIL969626
Objective
This assignment examines the importance of the cost of quality to an organization. Through this, we will gain a better understanding of how we can measure the cost of quality in an organization and what benefits can be gained from the cost of quality.
Scenario
This is a true story that dominated the media in Canada in the summer of 2008 and shook an established and trusted company to its core. Once the crisis was over, 22 people had died as a result of tainted meat. More details are easily available online but the following is from an April 2013 Financial Times article.
The Story
Maple Leaf Foods is one of the leading food processing companies in Canada, where many of its processed meat brands are household names. The company also supplies restaurants and hotels.
The Challenge
On August 12 2008 management became aware of a possible case of listeriosis contamination at one of its meat processing plants near Toronto. By August 23 the contamination had been confirmed and by the end of September more than 20 people’s deaths had been linked to the listeriosis outbreak associated with Maple Leaf Foods. Many more fell ill. The Canadian press attacked the company and a number of class-action lawsuits were launched on behalf of victims and their relatives. Consumers started to avoid Maple Leaf brands, and trade customers began switching to other suppliers.
The Response
Maple Leaf Foods responded swiftly. All products from the affected plant were recalled as soon as the presence of listeriosis was confirmed. Michael McCain, chief executive, took personal charge. He later told the Toronto Globe & Mail that in his handling of the crisis, “there are two advisers I’ve paid no attention to. The first are the lawyers, and the second are the accountants.” His public offer of a full apology and acceptance that Maple Leaf Foods was solely responsible was considered a brave decision because it left the company open to legal action. Mr. McCain accepted this risk: the point was to act first in the interest of public health and then to be open and transparent. The management dealt with the crisis on a number of fronts, including PR, strategy and restructuring.
Deliverables
Analyze the above scenario using the 4 Costs of Quality given below:
· Appraisal cost
· Prevention cost
· Internal failure cost
· External failure cost
Your detailed analysis and report should reflect:
· Root cause(s) of the issue
· What should have been done to prevent the current situation?
· What was done to turn the situation around?
· How did Mr. McCain manage this crisis?
Constraints
Follow all reporting and assignment guidelines. Do not produce a Q & A format report. Instead embed the answers in a logical manner.
· Length – 5 -7 pages excluding cover page, double spaced MS Word file.
· Submit using the assignment tool.
Upload and submit as a .pdf file
Submit using the assignment tool.
Evaluation
Please note that professionalism of presen.
Crises Management: Trendsspotting Insights On Dominos Case StudyTaly Weiss
Dominos Pizza faced a crisis when a video posted online showed employees violating food safety standards. Dominos reacted over several days by firing the employees, apologizing, and promising to improve food safety training. They used social media like YouTube to communicate directly with customers. Research shows their response of accepting responsibility was effective, as online conversations about the incident later declined. The case study examines Dominos' response and provides examples of how other companies have responded to crises.
The document provides an overview of crisis management and discusses several crisis scenarios. It defines a crisis as a serious incident that affects safety, the environment or corporate reputation. It then presents 6 hypothetical crisis scenarios involving issues like product safety concerns, negative press coverage, and environmental accidents. For each scenario, it lists several potential response options and indicates which options tended to be most effective in real-life examples. The document stresses that there are rarely right or wrong answers in crisis management and it is about balancing judgment to minimize reputational damage.
The document discusses five false assumptions companies often make about crisis management:
1. Having an operational plan is not the same as being prepared for an organizational crisis that violates public trust.
2. One size does not fit all - operational plans cannot contain an organizational crisis in the same way.
3. People are not entirely rational and emotions often overwhelm reason in a crisis.
4. Experienced executives may default to habitual responses that make the crisis worse rather than knowing what to do.
5. Behaviors that led to success in normal times will not necessarily work during a crisis when the rules have changed.
Crisis communication is important for businesses. Two case studies are discussed: Johnson & Johnson's Tylenol crisis in 1982 when its product was laced with cyanide, and Bausch & Lomb's 2006 contact lens solution crisis. J&J acted quickly to recall Tylenol, implement tamper-proof packaging to prevent future issues, and prioritized consumer safety. Bausch & Lomb was slower to respond to issues with its ReNu Moisture Loc solution and did not adequately inform consumers, though it later voluntarily recalled the product. Corporate communication involves communicating with multiple stakeholders, while crisis communication requires addressing a crisis situation effectively to maintain trust.
Snakes on a Plane and Your Crisis Communications PlanThomas Ciesielka
How to effectively create a crisis communication plan, including:
• How to prepare you and your team to effectively manage a communication crisis
• Help leadership, staff, third-parties respond in a united and proficient way to a crisis
• Tactics to best communicate critical and privileged information to the media,
stakeholders, and the public
• The importance of creating a crisis communication plan and how to start one if
none exists; starting points for evaluating your current crisis communication plan
The document describes a crisis communication simulation game about BP's response to the 2010 Deepwater Horizon oil spill. It provides background on the spill timeline, stakeholders, and outcomes of the crisis. The simulation involves participants taking on roles from groups involved and participating in a question and answer session to discuss BP's response and crisis communication challenges.
This is a comparative analysis of the cruise ship industry. I compared three different cruise ship crisis communication plans and then made recommendations from a public relations perspective. I created this in a Public Relations Writing course.
The document provides an analysis of BP's response to the 2010 Gulf of Mexico oil spill crisis. It discusses how BP initially framed the crisis and the key challenges they faced in rebuilding their reputation. It also examines BP's social media strategy for responding to the crisis and engaging stakeholders. Finally, it considers important lessons for crisis communication, such as having social media plans, acknowledging uncertainty, and constantly reevaluating communication approaches.
The document discusses crisis management strategies and provides case studies of how Odwalla and Exxon responded to crises.
Odwalla had an E. coli outbreak in its apple juice that sickened customers. The company immediately recalled all potentially contaminated products, took responsibility, communicated regularly with employees and the public, and implemented new safety processes. It recovered quickly with minimal long-term effects.
Exxon had an oil tanker run aground and spill oil in Alaska. The company was slow to respond, did not communicate openly, and blamed media. It failed to show it had systems to handle the crisis or commitment to preventing future issues. Exxon lost market share and reputation as a result.
2. 1
Table of Contents
Letter of Transmittal P. 2
Abstract P. 4
List of Illustrations P. 5
Introduction of report
Discussion of major points and research P.6
Example one BP Oil Spill P. 10
Example two Germanwings flight 9525 P. 14
Example three Tylenol P. 16
Conclusion P. 19
Recommendations P. 20
Works Cited P. 23
Reference P. 24
3. 2
TO: ConnocoPhillips Co.
FROM: BA&P Consulting; Bishop, Aston, and Parrish Consulting
DATE: April 21, 2015
SUBJECT: Public Relation Solutions
____________________________________________________________________________
Here is the report you requested about how to avoid public relation disasters. It is a summary of
problems which have been faced in the past by many companies, how they attempted to solve
their disasters, and the methods to avoid a potential disaster of your own.
We will be covering here three cases: BP and the Deepwater Horizon Oil Spill, The Chicago
Tylenol Murders, and the Germanwings Plane Crash. Deepwater Horizon is an example of how
not to deal with a crisis situation, while Tylenol is a withstanding example of proper crisis
management. Finally, Germanwings is a situation which is still not completely resolved and
gives an example of how to deal with a situation as it is happening.
BA&P Consulting seeks to prevent companies from having to close their doors due to poor
crisis management. As it is well known, the cost of a lawsuit can be hefty, but the cost of lost
public opinion bears too much weight to not be noticed. When the Chicago Tylenol Murders
took place, Tylenol went from controlling over a quarter of the market to less than eight
percent. However, public opinion of Johnson & Johnson improved greatly due to their efficient
managing of their crisis, and they rose again to become one of the most well-known and used
over-the-counter medications. In contrast, BP dealt with the Deepwater Horizon crisis poorly,
4. 3
and years after the spill, public opinion is still fairly negative on the company. Germanwings is
still handling their situation and so public opinion has not swayed too much yet.
We thank you for taking the time to consider our consultation, and hope our work will help
influence you to make efficient, positive impacts in the event of a crisis. After all, the last thing
anyone needs is to make a problem larger than it actually is, all for the sake of appeasing
lawyers.
5. 4
Abstract
Crisis management within a company is an important key factor to sustainability. The oil
industry has a bad reputation among the people around the world. While Tylenol has a great
reputation with the way their public relations team utilized their crisis management plan and
saved the company. Disasters and controversies over many PR mistakes have cost companies
their reputation and sales. Not only have tragic events occurred, but they were handled poorly.
Every company needs to have a sustainable crisis management plan in place to manage crises
better. By responding to disasters in a tactful manner, not minimizing the incident, taking
responsibility and creating a plan to resolve the crisis, further harm is prevented to the company's
reputation. All of this can be used in any company, but is specifically tailored to the oil industry.
6. 5
Illustration Citations
Figure 1:
Ballard, Brooke. "The 4 Rs Of Crisis Management." Business 2 Community. The B Squared
Media Blog, 29 July 2014. Web. 7 Apr. 2015. <http://www.business2community.com/crisis-
management/4-rs-crisis-management-0953349>.
Figure 2, 3 & 4:
Saunders, Janet. "Best Practice Crisis And Issues Management A Recommended Approach B..."
Best Practice Crisis And Issues Management A Recommended Approach B... Saunders-
McDermott Consulting, 6 July 2009. Web. 19 Apr. 2015.
Figure 5:
Koenig, David, Scott Mayerowitz, and Geir Moulson. "Lufthansa: Co-pilot Disclosed Earlier
'severe Depression' - AOL.com." AOL Article. 31 Mar. 2015. Web. 7 Apr. 2015.
<http://www.aol.com/article/2015/03/31/lufthansa-co-pilot-told-flight-school-of-depressive-
episode/21160016/>.
Figure 6:
Tylenol Graph was self-made based on the research gathered
7. 6
What is Crisis Management?
The process when an organization deals with a major threat to the company and devising a plan
to construct a resolution to all outcomes. It is also considered to be the most important job of
public relations. There are three important factors to designing a management plan that is
efficient.
1. The threats to the organization
2. The element of surprise
3. Many times a short reaction and decision time
Crisis management is different than risk management because it assesses and the possible risks to
the company and proficiently acts on them.
Figure 1
The four 4’s to Crisis Management
Crisis can strike at any moment in a company, but it is up to the company and their Public
Relations team on how the issue is handled. A good crisis management plan is great if the four
R’s are perform efficiently.
8. 7
React
You should have a plan in place in order to react but if not ask these questions:
Who should I contact regarding this complaint?
Do I know this person? Are they a “regular” or someone new to the community?
Do I know of similar/other issues with this (product/service)?
What’s the best way to respond?
(Ballard, “The 4 R’s of Crisis Management”)
Research
Don’t respond yet. There is still research to do.
Researchthe user: Can you tell if they’re a legitimate community member, customer or
client? Did they name a specific employee, product or service in their complaint? Did they
include any visuals or links?
Researchthe issue: You should know if you’ve had similar issues in the past. Also, if this is a
disaster or a companywide crisis then you should act responsibly and research diligently to find
the correct response.
Google Search: If you’re still at a loss for what to say, Google “social media crisis no-no’s” or
“social media crisis wins” to see how others got themselves out of hot water.
Does this person have a habit of leaving bad reviews/comments (aka: Are they a social
media “troll”?): This is rare, and very hard to prove. If you cannot absolutely prove that the
complainer is malicious, then you cannot simply delete and ignore their comment. It’s best to
respond as if it’s your best customer (Ballard, “The 4 R’s of Crisis Management”).
9. 8
Respond
The two most important key factors in a crisis are speed and communication in order to
respond efficiently.
Your company should respond as soon as possible to the crisis but not without doing the first two
steps. Remember that people appreciate when their feelings are validated, and a response is made
in a timely manner. Your company should follow up on the matter and continue to update those
affected as well as the media.
Remorse
Admitting mistakes is one of the most transparent and authentic things you can do. Be
remorseful and mean it. Don’t just go through the motions of being sorry. Try to see it from the
affected point of view and then react with remorse. Be genuine, sincere and empathetic.
Figure 2
Saunders- Research on Crisis
10. 9
There are many different types of crises and you have to respond to each differently. Researching
and responding in a timely manner are key.
Figure 3
Many crises can occur in different fields or environments
Figure 4
11. 10
The two figures above show where crises can occur and the parentages of the different types.
The British Petroleum oil spill:how not to handle a crisis
The Event
On April 20, 2010 in the Gulf of Mexico near the Mississippi River Delta, Deepwater Horizon, a
Transocean owned oil drilling rig leased to British Petroleum, exploded then sank two days later.
The explosion killed 11 crewmen, and for five months some 780 million gallons of crude oil
gushed into the ocean. The disaster is known as the BP oil spill, Deepwater Horizon explosion
and the worst environmental disaster to ever occur in U.S. waters. The months-long spill caused
environmental damage to the ecosystems of thousands of miles of gulf coast that stretches across
Texas, Louisiana, Mississippi, Alabama and Florida. The spill also devastated the local tourism
and fishing industries as well as causing other economic consequences.
BP fails to empathize
Complaints from crewmen
BP received backlash after mistreating the workers that survived the explosion. After the
initial incident at least two workers from Deepwater Horizon claimed that once they arrived on
land they were not allowed lawyers or family present, and were coerced into signing forms
before they were released. According to an interview with NPR, attorney Kurt Arnold
said, "They were zipped into private buses, there was security there, there was no press, and no
lawyers allowed, nothing, no family members. They drove them to this hotel and they escorted
12. 11
them into the back of this hotel, once again under escort." Transocean denied the
claims in a press release.
In March of 2014 a New Orleans judge ruled in favor of the crewman. Instead of providing
survivors with adequate care and respect, BP made the situation worse by disregarding the lives
affected, and instead focused on coercing survivors to sign statements to protect their image
when in reality it worsened it.
Blatant indifference from former BP CEO Hayward
During a 2010 interview with The Guardian Hayward stated the spill was "relatively tiny." "The
Gulf of Mexico is a very big ocean. The amount of volume of oil and dispersant we are putting
into it is tiny in relation to the total water volume," he said. This is simply not true.
According to the New York Times, in 2010 Hayward stated to his fellow executives, “What the
hell did we do to deserve this?” It is understandable that he felt unfortunate to be in that
situation, but the fact that his statement was made public made it is seem that CEO Hayward did
not have the devastation to the public, environment or economy in mind. The New York
Times also said, " In response to a written question, Mr. Hayward said, “Reputationally, and in
every other way, we will be judged by the quality, intensity, speed and efficacy of our
response.” He was right, but only because BP was judged by how poorly they handled the
situation, and in the end he was no longer BP's CEO.
BP neglected safety and risk preparedness
BP put profits over safety
Three years after the spill, the company went to trial and BBC reported, “Mike Underhill,
representing the Department of Justice, said the disaster resulted from BP's ‘culture of corporate
13. 12
recklessness’. “Despite BP's attempts to shift the blame to other parties, by far the primary fault
for this disaster belongs to BP", said Underhill. One of the lawyers for the plaintiffs, Jim Roy,
said BP put, "production over protection.”
BP was not crisis ready
In 2010 Popular Mechanics wrote a report on the incident titled Investigative Report: How the
BP Oil Rig Blowout Happened. The magazine wrote “By the time the blowout came, it was
almost inevitable.”It's clear that the problem is not technology, but people," says Robert Bea, an
engineering professor at the university of California–Berkeley. "It was a chain of important
errors made by people in critical situations involving complex technological and organization
systems."
The negative effects on BP'S image
Stakeholders
In a report from Florida State University written by Frank Heflin and Dana Wallace, they found
environmental disasters and environmental risk readiness plans do effect shareholders.
“Further, we find evidence that firms with more expansive environmental disclosures suffered a
smaller negative shareholder wealth effect, suggesting that shareholders believe firms with more
extensive environmental disclosures are better prepared to address possible future regulatory
costs and possible future similar environmental incidents. We also document an increase in
environmental disclosure, specifically in the disclosure of disaster readiness plans, in the year
following the BP spill. Last, we find that firms with higher institutional ownership and lower
14. 13
ownership concentration were more likely to increase disclosures about disaster readiness
plans."
General public
In 2013 the Huffington Post took a still active poll that stated as of April 2015, 63 percent of
readers think that BP handled the situation poorly. In spite of spending $100 million on adverts
to promote their image, "Among those who had seen the commercials, 28 percent said their
opinion of the company had thereby become more favorable and 11 percent said their opinion
had become less favorable. But 59 percent said that seeing the ads had not changed their view at
all." Although their commercials did help their image some, it is still not enough to change their
reputation in the eyes of the public.
15. 14
Germanwings Flight 9525 Example
The Event
On March 24, 2015 a co-pilot deliberately crashed his flight bringing down 150 victims with
him. Andreas Lubitz, a 27-year-old first officer, was the only pilot inside the cockpit when the
plane was doomed. There is a “two in the cockpit rule” to avoid such situations that this could
have been averted, but when one pilot needs to use the restroom or leave for some other reason it
leaves one pilot left in charge for a short period of time. This is what doomed the aircraft and the
150 passengers.
Figure 5
Andreas Lubitz, 27 year old co-pilot that brought down flight 9525
When the captain excused himself from the cockpit to use the restroom the co-pilot decided to
take matters into his hands and locked the captain out and manipulated the buttons to cause the
aircraft to descend voluntarily.
16. 15
How Crisis ManagementCan Help and How to Act on It
After the attacks of 9/11 security was raised extremely high but apparently not in the aspects of
the pilots themselves on behavioral levels. This is where crisis management comes in. In
Advisen Insurance Intelligence they performed a study on aviation crisis management which
explains how to handle a sudden crisis. “How an aviation company responds to a crisis not only
can affect the outcome of the crisis itself, it can have an enormous impact on the company’s
valuable reputation, and even its very survival,” said by Advisen Insurance Intelligence
(Aviation 2). Managing a crisis is extremely important and should be handled with care.
Communicating within a crisis is crucial in maintaining the situation and overcoming it with the
best outcome possible. You must be fast and effective with having a crisis management plan
thoughtfully prepared, and training within the company to secure the company’s reputation.
When organizing the management system you need to make sure the plan is easily laid out for all
members involved including, personnel, media, and family of the passenger, investigators and
the passengers aboard the aircraft. The most important step in crisis management is to gain
control of the situation as soon as possible.
Germanwings PerfectResponse
Germanwings is still in the middle of dealing with the crisis of Lubitz bringing the plane down
on March 24th 2015. “Lufthansa’s crisis management center issued regular, reliable updates
through multiple channels, while swiftly extending psychological support and financial relief to
the relatives of the dead. There is not much more an airline can do following a catastrophic
event; it can, however, do much less, as illustrated by Malaysia Airlines’ confused, contradictory
and altogether insensitive handling of the Flight 370 disappearance” (The Economist, 2015).
17. 16
Lufthansa has handled the situation with dignity, grace and with a swiftness to the media and
family.
A Proper Method to Crisis Management
The Case
In the year 1982, a series of seven deaths occurred in the Chicago area. The deaths all had one
thing in common: the victims had all taken a Tylenol pill which had been laced with potassium
cyanide, which is highly toxic. A still unknown perpetrator had tampered with Tylenol pills
from supermarkets and drug stores, placing the cyanide in the pills and then returning the
bottles to the shelves. After a few weeks, investigators were able to link the poisoning to
Tylenol, and the company proceeded to drop from over 35 percent of the market to less than 8
percent.
The Solution
Johnson & Johnson decided very quickly to respond to the situation and fix it in a way that
benefited everyone. The first thing they did to ease the crisis was to contact the media and
inform the population of what they were doing to control the circumstances before them. A
massive recall of over 31 million bottles of Tylenol took place, with Johnson & Johnson
offering replacement capsules for people who turned in pills, and offered a reward for
information that could lead to apprehension of the people involved in the murders. New
methods were developed which would protect consumers and greatly impact the future; Tylenol
was changed from an easy to tamper capsule into a caplet which would be harder to open than
18. 17
the capsules. Tamper-resistant packaging was introduced and eventually spread to all over-the-
counter medication, and congress made it a federal offense to tamper with consumer products.
Today, companies across the nation all follow the standards which were set by Tylenol for
consumer safety, and the guidelines set by the FDA for manufacturers of medication.
Figure 6
*Chart is self-made based on information from sources.
Lessons Learned
Johnson & Johnson took responsibility for the situation and sought to improve it swiftly. The
company felt themselves partially to blame because of not meeting the standards they put before
themselves; to deliver good products to their customers and ensure safety. The cyanide
poisoning gave Johnson & Johnson the perfect reason to refine their standing and improve for
the future; they did not want another poisoning to occur in the future and took the initiative to
prevent this. By communicating with the public every step of the way, the general populace felt
19. 18
that Johnson & Johnson cared about their well-being, which positively influenced company
opinion in the future.
Johnson & Johnson sought to reduce the chance of further poisoning with their massive recall
and replacement, as it was determined the poisoning took place on a local level as opposed to at
the factory. Afterwards, tamper-resistant packaging was developed and enforced for their
products, and the protection would influence the rest of the market of OTC medication.
In short: take responsibility for what happens, have clear and open communication, and seek to
rectify the situation quickly yet effectively.
20. 19
Conclusion
The oil industry is a powerful one. According to Forbes magazine, it provides 1/3 of the world's
energy, powers nearly 100 percent of transportation and makes up 1/6 of the world's GDP. A
modern economy depends on oil and natural gas. Imports and exports cannot be traded without
energy. Children cannot get to school. People cannot get to work. Food cannot be transported.
Oil and natural gas are used to power homes, hospitals, the equipment to build infrastructure and
irrigate agriculture. The “first world" as we know it cannot exist without energy, without oil.
The globe is covered in miles of cargo routes by pipelines, train, air and sea. Because the oil
industry is currently imperative to modern civilization, the oil industry has an immense
responsibility. Unfortunately, disasters involving oil are all too prevalent. Considering how much
oil is constantly being drilled and transported it is impossible to consider your corporation
infallible from crises.
A crisis management plan is fundamental to any company involved in the oil industry. 100
percent safety isn't feasible and cannot be guaranteed. The public and stockholders tend to trust
companies that are safe, transparent and responsible. The industry has the duty of supplying the
world with power in a safe, affordable, efficient way. However, this is no easy task.
Unfortunately, as quoted in Forbes by Subsea Hydraulics Engineer Ryan Carlyle, "Oil is a
widely-traded, high-competitive commodity market. That means basic economics causes profits
margins to go as low as they can without companies exiting the industry. In this case, 8-10%
profit margin is the minimum risk premium you can offer a company to convince it to continue
doing business." The industry needs a good public image; however, the market as well as the PR
and regulatory environments are “fairly hostile" (Carlyle 2013). This is why it is essential to
have a good PR team as well as a through crisis management plan.
21. 20
Recommendations
To an effective plan
First two hours are critical: access the situation and take control
Identify, verify and communicate the facts: authoritative, clear unemotional
manner
Activate crisis management plan: should be a seamless process
Focus on outcomes: turn negatives into positive the best way possible
o Workable guideline
o Coordination
o Consistent risk matrix
(Saunders, “Best Practice Crisis and Issues..”)
Summary of a crisis plan
"The best defense is a good offense."
Predict – Anticipate everything. Although it is impossible to plan or predict every
scenario, it will benefit you to consider any possible risks.
Approach – What position will your company take on these potential issues? Keep in
mind that what matters is how the public perceives things. Always consider the public's
needs and their point of view.
Plan- Consider your risks and plan ahead. Make a plan to prevent disasters; Do what is
needed to ensure safety to the best ability. Make a plan in case this prevention does not
work. Be prepared for a disaster, and know what to do if that situation occurs.
22. 21
Collaborate- Make a crisis team that is composed of lawyers, insurance agents,
management personnel, PR experts and a spokesperson.
Respond-The media is the medium to communicate with the public. Never publicly
consider the media the enemy. When dealing with the media remember to address what
happened, why it happened, and what you are going to do about it. Establish one
spokesperson to communicate messages and statements to the media. These statements
need to be concise, consistent, and clear and be conscious of the audience.
Evaluate – Ultimately, your company will have to execute a crisis plan at some point.
Once the plan is enacted, evaluate the outcome. See what improvements can be made.
(NTA’s Market Development Council, 2013)
23. 22
Works Cited
"A Human Response to a Human Tragedy." The Economist. The Economist Newspaper, 30 Mar.
2015. Web. 7 Apr. 2015. <http://www.economist.com/blogs/gulliver/2015/03/germanwings-
flight-9525>.
"Aviation Crisis Management." Advisen Insurance Intelligence. American International Group, 1
Sept. 2012. Web. 7 Apr. 2015.
<http://www.aig.com/Chartis/internet/US/en/AIG_Topical_2012_AIG_AviationAIGFINAL_tcm
3171-458805.pdf>.
Ballard, Brooke. "The 4 Rs Of Crisis Management." Business 2 Community. The B Squared
Media Blog, 29 July 2014. Web. 7 Apr. 2015. <http://www.business2community.com/crisis-
management/4-rs-crisis-management-0953349>.
Saunders, Janet. "Best Practice Crisis And Issues Management A Recommended Approach B..."
Best Practice Crisis And Issues Management A Recommended Approach B... Saunders-
McDermott Consulting, 6 July 2009. Web. 19 Apr. 2015.
Markel, Howard. "How the Tylenol Murders of 1982 Changed the Way We Consume
Medication." PBS. PBS, 29 Aug. 2014. Web. 23 Apr. 2015.
<http://www.pbs.org/newshour/updates/tylenol-murders-1982/>.
Hollie, Pamela. "MAKING PRODUCTS TAMPER-RESISTANT." The New York Times. The
New York Times, 16 Sept. 1983. Web. 23 Apr. 2015.
<http://www.nytimes.com/1983/09/17/business/making-products-tamper-resistant.html>.
Ryan, Carlyle. "What Are The Top Five Facts Everyone Should Know About Oil Exploration?"
Forbes. Forbes Magazine, 3 Apr. 2013. Web. 23 Apr. 2015.
<http://www.forbes.com/sites/quora/2013/04/03/what-are-the-top-five-facts-everyone-should-
know-about-oil-exploration/>.
"Could the BP Oil Spill Happen Again?" Popular Mechanics. 3 Sept. 2010. Web. 23 Apr. 2015.
<http://www.popularmechanics.com/science/energy/a6065/how-the-bp-oil-rig-blowout-
happened/>.
24. 23
Swanson, Emily. "Poll Finds BP Public Image Still Tarnished 3 Years After Gulf Spill." The
Huffington Post. TheHuffingtonPost.com, 20 Apr. 2014. Web. 23 Apr. 2015.
<http://www.huffingtonpost.com/2013/04/20/bp-poll_n_3111551.html>.
Webb, Tim. "BP Boss Admits Job on the Line over Gulf Oil Spill." Theguardian.com. The
Guardian, 13 May 2010. Web. 23 Apr. 2015.
<http://www.theguardian.com/business/2010/may/13/bp-boss-admits-mistakes-gulf-oil-spill>.
Krauss, Clifford. "Oil Spill’s Blow to BP’s Image May Eclipse Costs." The New York Times.
The New York Times, 29 Apr. 2010. Web. 23 Apr. 2015.
http://www.nytimes.com/2010/04/30/business/30bp.html?hp&_r=0
"BP Oil Spill Trial Told It 'put Profits over Safety' - BBC News." BBC News. 25 Feb. 2013.
Web. 23 Apr. 2015. <http://www.bbc.com/news/business-21548117>.
"A Guide to Developing Crisis Management Plans." Ntaonline.com. Developed by NTA’s
Market Development Council, 1 Jan. 2003. Web. 23 Apr. 2015.
<http://www.ntaonline.com/includes/media/docs/crisis-mgm-plan-020703.pdf>.
25. 24
Suggested reading | references
oil industry facts:
http://www.forbes.com/sites/quora/2013/04/03/what-are-the-top-five-facts-everyone-should-
know-about-oil-exploration/
A Guide to Developing Crisis Management
Plans: http://www.ntaonline.com/includes/media/docs/crisis-mgm-plan-020703.pdf
Photos of Deepwater Horizon: Google Images: "BP oil Spill"
spill: https://en.wikipedia.org/wiki/Deepwater_Horizon
logo : http://www.diecastaircraftforum.com/1-200-scale-model-aircraft/89404-bp-oil-spill-
sucked-do-these.html
fire on rig: http://wlrn.org/post/report-wildlife-still-feeling-impact-bp-oil-spill
beach clean up: http://www.consumerwarningnetwork.com/2010/05/07/who-pays-for-the-
massive-oil-spill-clean-up-in-the-gulf/
BP case studies:
file:///C:/Users/Jessica/Downloads/07022013.pdf
http://digitalcommons.butler.edu/cgi/viewcontent.cgi?article=1092&context=ugtheses
BP/Transocean response:
http://www.bp.com/en/global/corporate/gulf-of-mexico-restoration/deepwater-horizon-
accident-and-response/containing-the-leak.html
http://phx.corporate-ir.net/phoenix.zhtml?c=113031&p=irol-
newsArticle&ID=1425590&highlight=
Court cases:
http://www.gpo.gov/fdsys/pkg/USCOURTS-laed-2_10-md-02179/pdf/USCOURTS-laed-2_10-
md-02179-51.pdf
http://www.npr.org/templates/story/story.php?storyId=126565283
http://www.bbc.com/news/business-21548117
CEO accounts:
http://science.time.com/2010/07/25/oil-spill-goodbye-mr-hayward/
http://www.theguardian.com/business/2010/may/13/bp-boss-admits-mistakes-gulf-oil-spill
http://www.nytimes.com/2010/04/30/business/30bp.html?hp&_r=0
investigative reports:
http://www.popularmechanics.com/science/energy/a6065/how-the-bp-oil-rig-blowout-
happened/
https://www.stern.nyu.edu/sites/default/files/assets/documents/con_032099.pdf
image poll: http://www.huffingtonpost.com/2013/04/20/bp-poll_n_3111551.html