Saturday, April 11, 2015.
“Crisis Communications” and “Impact on the reputation of the trademark”
Robby saying, every day, organizations, government corporations, and people come in complaints that they see as crises. However, a large number of these cases are merely daily irritation; they do not meet the criteria of crisis. Moreover, such issues may be perched as inevitable challenges or problems that are normal for any person or organization. However, the actual crisis is a are experience. Never, crises often occur in organizations, government institutions and individuals
In times of crisis, unlike a simple problem or frequency, the problems will come from different circles with holders who make challenges that try to understand what is happening inside the organization. In some cases, the crime also threaten the real experience of the persons confliced. Unlike the day before and with the insignificant consequences for the organization, crises often have irreversible elements as such, it is important that the best mechanisms be used to solve problems. Crises can also have a negative impact on the organization, so that members may become uncommfortable, leads to a decease in productivity (Griese, 2002)
In all the crisis communities associated with social crimes such as accidents, civil violations and common business, such as natural media coverage, development and clients ‘ boycotts, communication plays an important role in addressing issues that cannot be understood. The Grizzi (2002) of programme information exchange during and after crimes is important, especially in restorering the election of the organization. The approach of public organizations and corporations that work in the field of communication during such cases is important the type of information they transmit
Communication with the public is of great imports in times of crisis to make the referendum of the group. In modern days, public opinion about the brand does not depend on what they say and what they say. Apologies and/or information are adopted and adopted by the public today in different social networks, combined to trade communication strategies
According to Timothy Coombs, crises are acting as a threat to the company’s reputation. During such incidents, both the product and the brand of the organization may damaged. The crisis components the interaction of clients and stkeFolders with the company. In 2005, Coombs and Holladay committed that post-crisis communication played an important role in eting the prevention. In the area of crisis communications, there are also seen case studies that try to explain how the response strategies either have to the destruction or repair of corporations or organizations
sombs (2007) argued that crisis management requires “
In an attempt to explain how an organization can restore normal life in its trademark, Fan-Banks (2010) identifiers a couple of steps that contribute to better communication after the crisis. The first step is to make a crisis communication whenever the organization is in crisis. At some point, neither of the parties will stop at what is happening in the organization or what is expected of them. The second step is the development of the service or product, which is able to promote the brand, will make sure that the connection plays an important role in updating the holders and conditions. While rebranding can be an ideal strategy for emerging crimes, management must be careful when it comes to the communication technology used to spread the new brand, as it is in a transition phase in which most disaster organizations
The farts are banks, although they argue that the third step, which is to re-examine social obligations, is too small in terms of the link to the crisis, the communication between the individual and between them well the well the organization is answer. The organization, which has to promote its brand after the crisis, must use communication to educate the public about the intentions it has in relation to public relations before their position is linked to other unrelable quitters. The final step is to make public public available to impress productivity and productivity, as well as to revoke the crisis. This approach is designed to bring back customers and other staffholders who may have lost confidence in these organizations (Fearn-Banks, 2010)
During the crisis at Yuhan-Kimberly in 2005, the company’s rescue was the result of a rapid-response to crises. The management of the company to manage the communication with explanations, which was in a timely way what is going on in the organization and how it plans to overcome difficulties. The company’s market share has been restored as soon as soon as possible. By 2005, February, the market share of wet salads recorded 50%, and in two months it fall to 21%; however, it recovered from it and recorded 30% in June and 40% in October (Fearn-Banks, 2010, p. 242). The reservation made by the author is that the annual interest on the market in 2008 was more than 46 per cent. The overview assessment of the Yuan-Kimberley communication programme during the crisis received a high level of confidence from specifiers and stakers because of what she had expressed with regard to common
The company’s replacement was partial by the crisis, consumer confidence was restored within a short period of time. Rapid recovery plays an important role in arid recovery and rapid-response to the crisis and the election of the organization. Although the company’s long-term reputation has distributed to its recovery, this may not have been achiured without the use of a communications-based approach. Between 2004 and 2006, the company split from four to six in the list of most respected companies in Korea’s Management Association. However, in the focus of the company on recovering images by sharing its strategies and experiences with the public to overcome the crisis, the company was able to recover to the 4th position by 2006 and in 2008, to the third position, the position it contained in list 2009 (Fearn-Banks, 2010)
When the crisis is in the company, the leadership will be quickly appoint-to-point a representative from where all relations with the auditence and external staffholders will be filled. The representative is obliged to represent himself and to know about the company’s progress in order to overcome the crisis and to ensure that the public is selective informed. He used various forms of media, including radio, magazines, newspapers, social media and telephones to promote the company, as well as answers to public questions. He created a lot of confidence among people about the company’s products and helped customers see the company’s indigence. Farn-Banks (2010) notified that during the crisis, the company is taking a number of new crisis prevention measures, which are linked to stakers, which helps the company become better and prepare for a more active response to similar crises in the future. Related communication and action during the crisis of negation of negative opinions that can lead to long-term consequences for the organization
While attempting to understand the impact of communications during the Valakian crisis (2010), the main stages of impact agreement in a crisis are not multifacted, although they call for work to be done in advance in order to reduce the scope of possible payment that comes from the crisis, and also believes that institutions or organizations have a reply
Bernstein (2004), in his work on the communications crisis, implemented ten steeps related to crisis communications. He styles the first seven steps before any criticises. The first step is the choice of a crisis management team, which ideally should be led by the Directorate-General and other senior management in the organization. Identification of representatives is the second phase phase in which the human potential is considered by their previous activities. Step 3 includes training for staff so that they can be prepared for how they will redeem the reputation and brand of the organization after and during crises. The fourth is the establishment of notification systems through which internal and external staffholders interact. The identification of both internal and external as natural disasters is 6
For eight steps, we need to assess the crisis situation at 9
In the case of the Tylenol poisoning, in 1982 there would be a case of a crisis situation. The capsules became impenistable after the cyanide virus, resulting in the death of 7 people. The share of the company’s market share share from 30% to 7%. In response to the crisis, both the life and reputation of the company were saved. Some of the direct actions were related to the cessation of all questions of things, as well as to reduce more than 31 million bodies of Tylenol all over the country. In addition, a group was formed to focus on cons ‘ cons when Tylenol was saved. The Unit is responsible for holding press conferences and the use of the use of the active satellite channel in an attempt to respond to the situation
The crisis-related approach is used by a company that assures responsibility for the crisis and also provides a security guarantor to the population by recalling all capsules. Tylenol’s reintroduction was followed by discounted prices, unique and new ads, and triple-printing, implemented at countering all principals of downloads and multimedia presentations, making sure that the product is better known (prbookgroup, 2009)
There were different issues during the crisis. The staffholders in the organization would like to know what was going on, what had been the cause and the consequences, and the type of decision. Internal members of the organization, such as management and staff, wanted to know their efate when the government was considered with people, inter, and the Effects of the crisis; the descendent of the experience was to know whether there was hope for the organization due to the organization to the crisis. This implies that, during the crisis, most people are interested in knowing what is going on in common or personal interests. At that point, it was notified that the crisis was extraemily because it was killed whether the reputation of a brand or organization was a brand or not. A representative should be careful about what they say and how they say it has a large weight (Beckwith, 2006)
Beckwith (2006) also makes the reservation of the crisis difficult. When something bad happen and the individuals in the organization are not happy with it, whatever it is assumed that it will face the situation and approach the situation. One way to address this problem is to address care, talk to stakers, and answer any relevant questions before the crisis seas through the wrong media. The author clays that:
“ What you’re saying is important, but you say so … Your face must reflect the gravity of the situation. If you are tired due to the problem caused by the crisis, you can show that at the same time you want to be strong and confidence in yourself, so that you inspire confidence in the organization, as well as the words ” (Beckwith, 2006, p. 142).
The author of most reports can be from compassion and trust: compsion should be for victims and opposing views, and confidence must be linked to what makes the case, regarless of the level of crisis
The purpose of maintenance the authority of the organization is one of the strategies for crisis and product brands-“to share what you know” (Beckwith, 2006, p. 143). When confirmed with a hostile situation with protestors, supporters and victims, it is important to embed them. One of them is supposed to be on his show to understand their pain, arguments, feelings, and pre-icks for the whole scenario. It is based on the understanding of their prospects and the view that one of them is capacable of addressing such interests and cons. Failure to decide what is wrong can leave them more confused. “
With ongoing technical development, one of them is expected to be careful to control general information. The problems associated with solving problems and holding those who are interested in darkless are assigned and rumours, which can make be shared through social networks and which influence the replacement of the organization. Irresponsive of the nature of the crisis, communications play a key role in managing the damage, the pack of discouraged messages and the accuracy of crisis response, and they retain or real the reelection of the brand. If, for example, social networks are leaving wrong information, it spils to miles of people within the hour, as such, the communications specialties in the organization should do their best to control the information by leaving the company in such cases. One can use media such as blogs, Twitter, Facebook, radio, radio, the Internet and television to send a message to interested parties to counter the possible Negative information (Beckwith, 2006)
It is also important for governance to ensure that there is no internal leg of information. The goal can be easy achieved by the astronis that all staff who have serious knowledge of friends is not safe, as sharing information with friends is not safe, as such information in the press in the press and lead to a company or brand’s (Beckwith, 2006)
The crisis is not indicative, they occur once in government corporations, organizations and individuals. In the case of crises, the main problem is the election of the brand, which can be sevely damed. Once the organization fails to address this problem in a timed way, which is by means of communication with the parties congestied, the mind caused by this occurrence is invading and sometimes leaves to the organization of the organization. Thus, the crisis relationship is in such cases when it is linked to the understanding of what will be when they speak, and more important, how they will speak. The Communications Group, led by the management of the corporation, as well as with representatives who are granted, should assume responsibility for information the public, taking care and empathy, and protecting the election of the organization, as well as well as the election of the brand
Beckwith, S. (2006).
Bernstein, J. (2004).
Coombs, V., and Holland, S. (2005). “An examination of the actions of the persons considered: the law and the crisis.”
Fern-Banks, K. (2010).
Grise, N. (2002).
Group Prbookgroup. (2009) ..
Gerney, M. (2004).
Klaken, A. (2010). An important corporate message: crisis management solutions.