资源描述
,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,CrisisManagement,Crisis Management Basics,“Nocomment”fuels hostility,Always try to behelpful,Be awareofdeadlines,Befriendjournalistsbeforethecrisis hits,Crisis Management Tips,Appointa spokesperson who is personableandcredible,Setup acentralplace wheremedia and the public can get info,Keeptheinformationcoming,Be accessible and returnallcalls,Be honest,ExamplesofCrisis Management,Odwalla,Exxon,CaseStudy,Odwallajuice e-colioutbreak in1996,Health officialsinWashington stateinformed the company that theyhaddiscovered alink between several casesof E.coli 0157:H7 and Odwalla freshapple juice.,CaseStudy,Onechild died and morethan60people in the Western UnitedStatesandCanada became sick afterdrinking the juice.,Sales plummetedby 90%,Odwallas stockprice fell 34%.,Customers filedmorethan 20personal-injurylawsuits and the company lookedasthough it couldwellbedestroyed.,Whatdidthecompanydo?,Odwallaacted immediately.,Althoughatthepoint wheretheywere firstnotifiedthelink was uncertain,Odwallas CEO Stephen Williamson ordered acompleterecallof all productscontaining appleorcarrot juice.,Thisrecallcoveredaround 4,600retailoutletsin 7states.,Internaltask teamswereformedandmobilized,and the recall-costingaround$6.5mwascompleted within 48hours.,Taking Responsibility,On all mediainterviews,theCEOexpressed sympathyandregret for all thoseaffected and immediately promised thatthecompanywould pay all medical costs.,This,alliedtotheprompt and comprehensiverecall,went alongwaytowardssatisfyingcustomers that the company was doingallitcould.,Internalcommunications,TheCEOconducted regular company-wide conference callson adaily basis,givingemployees the chance toaskquestions and get the latest information.,Thisapproach provedsopopularthatthepractice ofquarterly callssurvived the crisis.,Externalcommunications,Within 24 hours,thecompanyhadanexplanatoryWebsite(its first)that received 20,000 hits in 48hours.,Thecompanyspoke tothepress,appearedonTV and carried out direct advertising with the Web siteaddress.,Allpossibleattempts were madeto provide up totheminute,accurate information.,Fixing the Problem,Thenextstep was totackletheproblemof contamination.,Thecompanyswitchedfrom unpasteurisedjuice toa process called flashpasteurizationwhich wouldguarantee thatE-coli had beendestroyed without compromising flavor.,Fixing the Problem,Within months oftheoutbreak,the company had in placewhatsome experts describedas themostcomprehensive quality control and safety systeminthefresh juiceindustry.,On December5,the company brought backitsapple juice.,Thenewprocesswascommunicatedinalladvertisingandpublic outreachcampaigns,Costandbenefit,Odwallamadea rapidrecovery.,Muchofthegoodwill and trustit had builtupovertheyears remained.,Sales pickedupagain quitequickly.,Costandbenefit,Thecompanydidpaya largecost.Odwalla pleaded guiltytocriminalchargesofsellingtaintedapple juiceandwasfined$1.5m-the largest ever assessedin afood industry caseby the US Food and DrugAdministration.,CaseStudy,In 1989,theExxon Valdez oil tanker,entered the PrinceWilliamSound,on its way towards California.,Theshipranagroundandbegan spillingoil.Withina very shortperiodof time,significantquantitiesof its 1,260,000barrelshadenteredtheenvironment.,CaseStudy,At the moment ofthecollision the thirdmate,who was not certifiedtotakethetankerintothose waters,was at the helm.,Theprobablecause was established thattheCaptainandmanyofthecrewhadbeen drinking alcohol in considerable quantities.,Whatdidthecompanydo?,Theaction to contain the spillwasslowtogetgoing.,Thecompanyrefusedto communicate openly and effectively tothepublicabout the incident.,TheExxon Chairman,LawrenceRawl,was immenselysuspiciousof the media,and reacted accordingly.,PoorCrisisManagement,Media coverage escalatedwhile Exxondodgedthemedia,TheChairmanrefusedtobe interviewed on TVandsaid that he had notime for“thatkindofthing.”,A company spokesmanmisrepresented the extent ofthespill and clean-upefforts,Thiswasincontrasttothefootageof the ecological disaster shownonTV,Failureto Fix the Problem,While Exxonstalledandattempted tocover up the problem,the clean-upoperation was slow to begin,Around 240,000 barrels had beenspilled,with another million stillon the ship.,During the firsttwodays,whencalmweatherwould haveallowedit,little was doneto contain the spillage.,Thisspillage spreadoutinto a12 square mile slick.,TheProblemCompounds,Thenthebadweatherstruck,makingfurthercontainmentalmost impossible.,After more thana week,thecompanywasstill givingnoground on the request for bettercommunication.,Themedia clamorbecameso hostile thateventually FrankLarossi,the Director of ExxonShipping,flew to Valdeztoholda pressconference.,It was not asuccess.Smallpieces of good newsclaimedby the company wereimmediatelycontradictedb
展开阅读全文