Pr Communication Memo

Effective crisis management is vital for a company to maintain good relations with stakeholders and to protect their corporate reputation. However, due to the volatile nature of communications, many corporate communication practitioners struggle to implement appropriate crisis response strategies. When Turing Pharmaceuticals increased the price of the life-saving drug, Daraprim, drastically in 2015, it was met with severe backlash. External stakeholders like the public and medical professionals were not convinced that the price hike was justified despite Turing’s attempts to manage the situation. This case study examines Turing’s crisis response strategies and how it failed to successfully overcome the crisis.

Crisis communication is the most important aspect of external and internal organization communication. This type of communication ranges from image restoration campaigns to employee turnover. In the articles that I have analyzed, I discovered many examples of crisis communications and its importance. I will discuss the Bridgestone-Firestone Corporation's image restoration campaign and explain Benoit's theory of image restoration. Also, I will discuss how crisis communications fits into public relations models. Two examples for discussion will be how supervisors should convey bad-news to their employees, and group communication within employee turnover. My last example for this discussion will be Bill Clinton's image repair discourse.

It is easy to understand Solomon’s argument that unethical practices destroy the business and its key people. This has been proven by so many companies, such as Enron case, whose scandals have been unveiled to the public and the people who used to amass great wealth out of unethical practices are now behind bars. Even if they get out of prison, it will be difficult to imagine how they can recover from the negative image that the public already has on them.

The objective of this case is to understand the importance of crisis management. This case is intended to make the reader consider not only financial implications at the time of the event but the effects on the long term strategies of the organization. Also, the case urges participants to think about the consequences not only on the customer but on those within the organization as well.

The challenge they face is that stakeholders may not agree with borderline ethical/legal conduct and not invest in the company. This can lead to image loss and financial downfalls and undermine the entire company.

Managers and leaders do not welcome crises because they don't realize that problems and crisis if handled with intelligence become an opportunity for the company. The purpose of writing this paper to discuss the case of "Johnson & Johnson" that became a hero in the eyes of public (Rehak, 2002) and gained their market share back with the help of their effective public relations plan. They accomplished this by making good relations with public and by proving how much they were concerned about the safety of their consumers.

1. Openness and Transparency. In the textbook, transparency represents providing clear and equal access of material company information on a regular basis to all investors to allow for informed investment decisions and the ongoing monitoring of the company’s activities. The Satyam scandal erupted when its founder and chairman admitted falsifying accounts of over $1 billion. As the details of what happened unfold, the need for openness and transparency comes into sharp focus.

Zaremba (2010) points out that “crisis is any unanticipated event, incident, situation, or development that has the potential to damage or destroy your organization’s reputation”. (P.234) This definition indicates two attributes of crisis: unexpectedness and destructiveness, so effective communication is crucial to manage a crisis. The Nuance Group, a successful management consulting company, with a reputation of experienced and highly educated consultants, was facing the crisis brought by its great “reputation”. As a consultancy, it’s their profession to market themselves. A glossy brochure with specific introduction of consultants’ information, which is the highlight of the company’s reputation, is a fabulous method to market

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company at risk for failure due to the domino effect. I decided that this article would be the most

From the onset, it is important to note that James and his vice president for production, John Healy, could have possibly prevented the scenario from escalating into a fully blown crisis by addressing the issue early enough. In my opinion, the company's top leadership should have acted during the second stage of the scenario, i.e. after concern deepened. The company's topmost executives instead chose to adopt the 'wait and see' stance.

In the post Enron era, a company must have honesty before any customers, suppliers, investors or general public has faith in their credibility as a company.

Less profitable firms or high debt firms could use SER disclosures to legitimise activities to lenders and shareholders (Haniffa and Cooke 2005). SERs can be used by managers to frame how Financial stake holders interpret financial information, specifically to manipulate stakeholders reaction to disappointing financial reports, by changing the focus and constructing a "disconfirmatory effect on the financial figures" (Neu et al., 1998, p.270). Qualitative positive disclosures with quantitative negative disclosures (Gibbins et al., 1990) can be used as a method to down play managerial incompetence and persuade financial stakeholders to excuse past mistakes by using their ethical or socially responsible displays to compensate. This is a contrasting view to legitimacy theory which emphasizes an organisations need for actions to be perceived by stakeholders as legitimate (Deegan and Unerman, 2011). In this instance, SERs are used as a method to manage a situation when the expectations of stakeholders are not met. When an organisation fails to be perceived as legitimate, they use SERs to demonstrate that it can only improve upon its past actions and regain legitimacy.

Widely known as the champion of the energy industry, Enron is suddenly faced with a corporate crisis in the form of a scandal. This scandal involves not only Enron’s accounting practices but also its corporate governance and culture (Lawrence & Weber, 2008). This report will recommend some potential strategies for Enron to move forward from the scandal. To do this, we must incorporate stakeholder theory, which “argues that corporations serve a broad public purpose; to create value for society” (Lawrence & Weber, 2014, p 6.). This means that Enron must take responsibility for the scandal it created and take actions to regain its stakeholders’ confidence. To accomplish this, we will first identify and analyze Enron’s primary

In my opinion, the whole Martha Stewart insider trading fiasco was a situation that required an expertly executed "crisis communication" plan to limit the damage done to her reputation. Her reputation actually depended on it. If I were advising her I would have suggested that the plan or PR strategy include a carefully put together