Crisis management

Save the Whales? Crisis Management at Lego Introduction Lego President and CEO Jørgen Vig Knudstorp was surprised when Greenpeace activists, in an attempt to stop Arctic drilling, mounted a campaign criticizing his popular toy company for its cobranding relationship with Shell Oil. At first, Knudstorp and his executive team at Lego headquarters in Billund Denmark didn’t quite understand Greenpeace’s criticism. Was the criticism justified? Why didn’t Greenpeace tackle Shell directly? Would Greenpeace’s

Media Planning & Development (MBA) Case Analysis United Airline’s incidents (United break guitars and recent incident) Submission by Arshia Komal #163509 To Mr.Zubair Azam   Definition of Problem Case 1: United break guitars In 2008, a Canadian musician known as Dave Carroll took the flight by United Airline to Nebraska in Chicago. Carroll claimed that his guitar was broken under the United Airlines' keeping and declared that he heard another passenger say that baggage-smashers at Chicago's

company is performing is different from what the consumers actually expect. I can also say that gap is also one of the reasons to create crisis. If the company has keep watching on the changing market price of the products with other retailer stores and keep on changing the sign according to the market price hence, there is no issue to create a crisis. Crisis Crisis means the process by which a company or a business deals with a significant and sudden

Analysis What Domino’s Pizza Did Wrong? As stated in Forbes, Domino’s ignored the importance of a media crisis team, the ability to follow real-time developments and the need to respond quickly (Vogt, 2009). Domino’s communication team failed by not publicly responding to the offensive video. As claimed by AdAge, during the first 24 hours, a Domino's spokesman, Tim McIntyre, refused to leave any comments about the situation. He stated that “The chain would not be posting statements on the company

During a crisis, social media channels such as blogs, Facebook pages and instant messages can be used to keep stakeholders updated, stay connected with stakeholders, and collectively find a solution to overcome a crisis (Ulmer et al., 2015). While a number of social media characteristics are typically considered before its adoption in communication activities, three characteristics are mentioned more frequently in communication literature. In most crisis communication studies, speed, ease of reach

was seen as a victim of the circumstances. Before the crisis, Johnson & Johnson was not actively involved with press coverage, but when the event occurred they appreciated the profits of media communication in order to reach out to their consumers faster and more efficiently. Several major press conferences had place at the company’s headquarters. During the course of the events, over 100,000 news stories ran in U. S. newspapers. A post-crisis study done by the own Johnson & Johnson company revealed

Stakeholders can be any group that can affect or be affected by the behavior of an organisation (Agle et al., 1999; Bryson, 2004). DD1: For the corporate communication scholars viewpoint, reputation is seen as an asset to be protected, particularly during crisis situations. Building good reputation among stakeholders can improve courtesy and goodwill (Jones et al., 2000, p. 27 f.) or serve as a resource in difficult situations,

The Mansfield Crisis manual was drafted in the 2012-2013 school year, prior to this draft the school used a generic modified crisis plan that was created by J. Berra Engineering, in 1999. The current plan has not been updated since the 2012-2013 school year; as there are still several emergency contacts listed that no longer work in the district. Although, the layout of the manual is easily followed and the information is pertinent, this is the first time I have ever seen this particular manual

Generalist Social Work Practice Methods has been an informative course and highly addresses a lot of skills that we will use during our social work careers. Through learning different assessment models, identifying different crisis situations, and discussing several different populations that we will work with in the future, I was able to self-reflect on my own personal values and ethics that will allow me to grow as a Social Worker. Within the 7 weeks of this course, completing journals that address

Process Notes from an Orbits Group The Orbits group session began with a discussion about coping skills, and how hard it is to utilize coping skills in crisis situations. As the group started, the leader who is JG, the Mental Health Technician, discussed the ground rules. The rules included raising your hands when you wished to be acknowledged, ask, or answer questions, allowing others to complete a thought before replying, and remaining respectful at all times, which included no side conversations