Sample research paper on crisis communications

Saturday, April 11, 2015.

“Crisis Communications” and “Impact on the reputation of the trademark”

Roubby saying, every day, organizations, government corporations, and people come in situations 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 situations may be perceived as inevitable challenges or problems that are normal for any person or organization. However, the actual crisis is a rare experience. However, 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 stakeholders who make challenges that try to understand what is happening inside the organization. In some cases, the crises also threaten the real existence of the persons concerned. Unlike the day before and with the insignificant consequences for the organization, crises often have irreversible effects 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 uncomfortable, leading to a decrease in productivity (Griese, 2002)

In all the crisis situations associated with social crises such as accidents, civil violations and common business crises, such as negative media coverage, litigation and clients ‘ boycotts, communication plays an important role in addressing issues that cannot be underestimated. The Grizzi (2002) of surveillance information exchange during and after crises is important, especially in restoring the reputation of the organization. The approach of public organizations and corporations that work in the field of communication during such cases is important because the type of information they transmit

Communication with the public is of great importance in times of crisis to maintain the reputation 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, compared to traditional 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 be damaged. The crisis affects the interaction of clients and stakeholders with the company. In 2005, Coombs and Holladay commented that post-crisis communication played an important role in eliminating the prevailing damage to reputation. In the area of crisis communications, there are also several case studies that try to explain how the response strategies either lead 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) identifies a couple of steps that contribute to better communication after the crisis. The first step is to maintain 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 stakeholders and consumers. While rebranding can be an ideal strategy for emerging crises, 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 farms are banks, although they argue that the third step, which is to re-examine social obligations, such as corporate responsibility, is too small in terms of the link to the crisis, the communication between the individuals concerned and between them determines how well the organization is answering such questions. The organization, which hopes to promote its brand after the crisis, must use communication skills in crisis situations to educate the public about the intentions it has in relation to public relations before their position is linked to other unreliable quarters. The final step is to make public announcements publicly available to improve productivity and productivity, as well as to revive the crisis. This approach is designed to bring back customers and other stakeholders 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 explained 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 possible. By 2005, February, the market share of wet salads recorded 50%, and in two months it fell to 21%; however, it recovered from it and recorded 30% in June and 40% in October (Fearn-Banks, 2010, p. 242). The observation made by the author is that the annual interest on the market in 2008 was more than 46 per cent. The overall assessment of the Yuan-Kimberley communication programme during the crisis received a high level of confidence from spectators and stakeholders because of what she had expressed with regard to consumers

Although the company’s reputation was partially damaged by the crisis, consumer confidence was restored within a short period of time. Rapid recovery plays an important role in rapid recovery and rapid response to the crisis and the reputation of the organization. Although the company’s long-term reputation has contributed to its recovery, this may not have been achieved without the use of a communications-based approach. Between 2004 and 2006, the company slipped from four to six in the list of most respected companies in Korea’s Management Association. However, in the focus of the company on restoring images by sharing its strategies and experiences with the public to overcome the crisis, the company was able to recover to the fourth position by 2006 and in 2008, to the third position, the position it retained in list 2009 (Fearn-Banks, 2010)

When the crisis began in the company, the leadership will quickly appoint a representative from whom all relations with the audience and external stakeholders will be fulfilled. 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 selectively 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 indestructibility. Farn-Banks (2010) noted that during the crisis, the company is taking a number of new crisis prevention measures, which are also linked to stakeholders, which helps the company become better and prepare for a more effective response to similar crises in the future. Related communication and action during the crisis facilitates the minimization of negative opinions that can lead to long-term consequences for the organization

While attempting to understand the effectiveness of communications during the Valakian crisis (2010), the main stages of effective engagement in a crisis are not multifaceted, although they call for work to be done in advance in order to reduce the scope of possible damage that comes from the crisis, and also believes that institutions or organizations have a reputation

Bernstein (2004), in his work on the communications crisis, implemented ten steps related to crisis communications. He styles the first seven steps before any crises occur. The first step is the choice of a crisis management team, which ideally should be led by the Director-General and other senior management in the organization. Identification of representatives is the second phase in which the human potential is determined 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 stakeholders interact. The identification of both internal and external as well 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 impenisable after the cyanide virus, resulting in the death of 7 people. The share of the company’s market fell sharply 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 kinds of things, as well as to remind more than 31 million bottles of Tylenol all over the country. In addition, a group was formed to focus on consumers ‘ concerns when Tylenol was saved. The Unit is responsible for holding press conferences and ensuring 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 assumes responsibility for the crisis and also provides a security guarantee to the population by recalling all capsules. Tylenol’s reintroduction was followed by discounted prices, unique and new ads, and triple-printing, aimed at countering all kinds of downloads and multimedia presentations, making sure that the product is better known (prbookgroup, 2009)

There were different issues during the crisis. The stakeholders 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 fate when the government was concerned with people, income, and the effects of the crisis; the desire of external observers was to know whether there was hope for the organization due 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 noted that the crisis was extremely important because it determined whether the reputation of a brand or organization was threatened 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 observation periods of the crisis difficult. When something bad happens and the individuals in the organization are not happy with it, whatever it is, it is assumed that it will face reality and approach the situation. One way to address this problem is to address concerns, talk to stakeholders, and answer any relevant questions before the crisis seers through the wrong media. The author claims 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 confident in yourself, so that you inspire confidence in the organization, as well as the words ” (Beckwith, 2006, p. 142).

The author of most situations can benefit from compassion and trust: compassion should be for victims and opposing views, and confidence must be linked to what makes the case, regardless of the level of crisis

The purpose of maintaining 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 confronted with a hostile situation with protestors, supporters and victims, it is important to emphasize 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 capable of addressing such interests and concerns. Failure to decide what is wrong can leave them more confused and concerned. “

With ongoing technological 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 darkness are often assumed and rumours, which can easily be shared through social networks and which influence the reputation of the organization. Irrespective of the nature of the crisis, communications play a key role in managing the damage, the lack of distorted messages and the accuracy of crisis response, and they retain or reveal the reputation of the brand. If, for example, social networks are leaking wrong information, it spreads to millions of people within the hour, as such, the communications specialists 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, the Internet and television to send a message to interested parties to counter the possible negative consequences of distorted information (Beckwith, 2006)

It is also important for governance to ensure that there is no internal leakage of information. The goal can be easily achieved by the emphasis that all staff who have serious knowledge of the crisis are not safe, as sharing information with friends is not safe, as such information can lead to leakage of information in the press and lead to a company or brand’s (Beckwith, 2006)

Although the crisis is not conventional, they occur once in government corporations, organizations and individuals. In the case of crises, the main problem is the reputation of the brand, which can be severely damaged. Once the organization fails to address this problem in a timely way, especially by means of communication with the parties concerned, the damage caused by this occurrence is invisible and sometimes leads to the organization of the organization. Thus, the crisis relationship is crucial in such cases when it is linked to the understanding of what will be said when they speak, and more importantly, how they will speak. The Communications Group, led by the management of the corporation or organization, as well as with representatives who are talented, should assume responsibility for informing the public, taking care and empathy, and protecting the reputation of the organization, as well as the reputation of the brand

Beckwith, S. (2006).

Bernstein, J. (2004).

Coombs, V., and Holland, S. (2005). “An examination of the emotions of the persons concerned: the flaw and the crisis.”

Fern-Banks, K. (2010).

Grise, N. (2002).

Group Prbookgroup. (2009) ..

Terney, M. (2004).

Klaken, A. (2010). An effective corporate message: crisis management solutions.

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