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Just as consumers can use this social medium to create a crisis for a company and interpret an organization’s reputation throughout, so too can an organization use this medium to manage a crisis and improve its reputation.Patrick Doyle, President of Domino’s Pizza, would come to understand this dynamic as his brand suffered a devastating blow when two employees uploaded a vulgar video demonstrating their grotesque adulteration of food., and What crisis communication lessons were learned in the process?
Keywords: Domino’s Pizza; crisis communication; social media; You Tube; Twitter; case study; public relations Overview and Background The way in which companies communicate with stakeholders during a crisis event is rapidly changing with the 24-hour access provided by the Internet, Facebook, Twitter, and You Tube.
Public relations practitioners and other communication executives are struggling to craft messages and maintain control of the flow of messages within this dynamic landscape.
He then began to communicate internally and externally with “relevant audiences at that time [including] our social media people, our head of security, senior management team,” according to Amy Jacques (2009) in an article published in (para. By Tuesday, according to Mc Intyre, the company was responding to customers’ queries on Twitter about whether the company knew about the situation, what the company was doing, and why the company had not issued an official statement (Jacques, 2009).
By Wednesday, Patrick Doyle, President of Domino’s Pizza, recorded an apology that was then uploaded onto You Tube.
Essentially, a crisis triggers attributions of responsibility to the organization from stakeholders, along three dimensions: 1) whether the crisis has happened before or will likely happen again; 2) whether the event was controllable or uncontrollable by an individual or the organization; and 3) whether the crisis occurs within the organization or external to it. D., is an associate professor of communication management and design in the Department of Strategic Communication, Roy H.
In this case, Domino’s as an organization was not directly responsible for this crisis, as the event occurred internally at the hands of employees, and this type of crisis had never happened before. Park School of Communications, at Ithaca College in Ithaca, New York, where she teaches courses in corporate communication. ARHLENE FLOWERS is an associate professor of integrated marketing communications in the Department of Strategic Communication, Roy H. A version of this paper was presented at the International Communication Association’s pre-conference hosted in Tokyo, Japan, June 2010.
In order to mitigate the consequences of being truthful and minimize the damage to the organization’s reputation, the company , so as to not “act too hastily and alert more consumers to the situation it was attempting to contain” (York, 2009, para.
5), and to not “add fuel to the online fire” (Levick, 2009, para. Unfortunately, a consequence of following the principles and best practices was that a 24 hour lag occurred. Companies that fail to integrate their marketing efforts with their online crisis response plans before a crisis hits are letting their antagonists have free reign. 2-4) The first message acknowledging the crisis was uploaded onto the corporate website on the day after the offending videos had been posted, but the message hardly yielded any hits. [that] featured all the elements of effective crisis communication. He thanked the online community for bringing the issue to his attention.
Abstract Domino’s Pizza was embroiled in a viral crisis situation when two rogue employees posted videos of adulterated food on You Tube in April 2009.
Tim Mc Intyre, Vice President of Communications, was part of the internal team that delivered the company’s crisis communication plan through Twitter and You Tube.