Assignment: Resume of Journal by Bela Dina Hakiki - 135120207121027

Understanding Image Restoration Strategies

from a Stakeholder Approach

by Chutima Kessadayurat

and

Impact of Past Crises on Current Crisis
Communication
Insights from Situational
Crisis Communication Theory
W. Timothy Coombs

This paper consist of my summary from journal “Understanding Image Restoration Strategies from a Stakeholder Approach” by Chutima Kessadayurat and “Impact of Past Crises on Current Crisis Communication Insights from Situational Crisis Communication Theory” by W. Timothy Coombs. The purpose of my summary is how to restoration image using stakeholder Approach and how integrate the same medium that sparked the crisis into the strategies to manage the situation, and it questions the efficacy of best practices and principles of crisis management.

The journal talking about the strategies of the company, organization or indivual, to retorationing their image using stakeholder approach. Where in resolving the crisis that they are experiencing. They are using construction of social construction, in the case smart PR should make a press release, conference, or anything that could construct the thoughts of stakeholders. Crisis itself classified in several theories. But eventually, most agreed that the problem was a life cycle that can described as shown below.

The first phase is when the problems are categorized as potential problems. He said it would be a potential problem when this issue has evolved, some individuals or groups began to show an interest in the matter. This problem can be developed or not, depending on the number of people who are interested in the issue. The second phase, the status issue is imminent. This stage can only occur if this issue has entered a stage potency and has been accepted by others. At this stage, the problem began to gain the attention of many groups and a group of people associated with them and their interests. But at this stage not yet become an important focus for government officials or leaders within a company or organization that has a problem.

The third stage is the development of the status issue. At this stage, the media became interested in this issue and the topic will be the center of attention. People will begin to respond in accordance with their opinions. The fourth phase is the phase of the crisis, in which one person or groups demanding a solution to this problem. This stage requires policy action to resolve the issue. The fifth stage is when the problem is considered to be stopped. This phase occurs when the issue is considered as problem solving, either in the form of communication or action, or both. This phase is considered as completed or considered as sleep. Crable and Vibert said that this problem can be considered as a sleep, until this issue again in the new situation.

In this paper, the completion of a crisis based on how we behave in our stakeholders. Therefore in resolving the case of the PR advised to map the stakeholders. To facilitate classifying stakeholders, the following organizations classify their relationship with the organization. This grouping is the relationship theoretical model developed by Grunig and Hunt, namely: enable relationships, functional relationships, distribution relationships, and normative relationships. 

In this case we take A Case Study of Domcomino's Pizzas Crisis Communication Strategies. Domino's Pizza was embroiled in a viral crisis situation when two rogue employees posted videos of adulterated food on YouTube in April 2009. Tim McIntyre, Vice President of Communications, was part of the internal team that delivered the company's crisis communication plan through Twitter and YouTube. What makes this story so compelling is the social media aspect of both the crisis itself and the strategy for managing the crisis.

In these case tell us about During the first 24 hours, Tim McIntyre, Vice President of Corporate Communications, surveyed the situation and determined that the videos were not a hoax. 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 The Public Relations Strategist (para. 4, in Young & Flowers, 2012). McIntyre collaborated with the consumer watchdog organization GoodAsYou.org, which first alerted Domino’s of the employee video, to identify the rogue employees as Kristy Hammond and Michael Setzer. By Tuesday, according to McIntyre, 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 YouTube.

Taking a situational approach to crisis communication, Coombs (2004) offers the Situational Crisis Communication Theory as an explanation for how organizations select a crisis response strategy. 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. 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.

According to journal, Media Curves “is the leader in public perception of topical issues.” This communications research company uses its patent pending technology to evaluate the “believability” of a particular video, such as the apology posted on YouTube by Domino Pizza’s President Patrick Doyle. To see how Media Curves’ technology captured people’s perceptions of Doyle’s apology video, watch Doyle’s apology video here: http://www.youtube.com/watch?v=uFiXWboPD5A. Discuss the specific moments in the video that people found most believable and least believable and what public relations practitioners can learn from studies like this. Visit the Media Curves website to watch other assessments of video apologies.

Using the framework presented in this article, apply the Arthur W. Page Society’s principles (“Vision, Mission & Goals,” n.d.), Seeger’s (2006) best practices, and Veil, Buehner, and Palenchar’s (2011) suggestions for integrating social media to United Airlines and its handling of Dave Carroll’s “United Breaks Guitar Video” or to Providence Renaissance and its handling of “Joey Quits” video. What lessons can be learned about social media and crisis communication from analyzing these organizations’ strategies? To see how Domino’s has dealt with this crisis, consider some background information about its Pizza Turnaround campaign. How does this compare with the best practices? How did tweets like #newpizza help? (Young & Flowers, 2012, pp. 102-103).

 

Coombs, W.T. (2004). Impact of Past Crises on Current Crisis Communication: Insights from Situational Crisis Communication Theory. Journal Of Business Communication, 41 (3), 265-289. DOI: 10.1177/0021943604265607

Kessadayurat, C. (2011). Understanding Image Restoration Strategies from a Stakeholder Approach. BU Academic Review, 10 (1), 282-287

Young, C.L. & Flowers, A. (2012). Fight Viral with Viral:  A Case Study of Domino’s Pizza’s Crisis Communication Strategies. Case Studies in Strategic Communication, 1, 93-106