Crisis

Management第一頁，共二十八頁。CrisisManagementBasics“Nocomment”fuelshostilityAlwaystrytobehelpfulBeawareofdeadlinesBefriendjournalistsbeforethecrisishits第二頁，共二十八頁。CrisisManagementTipsAppointaspokespersonwhoispersonableandcredibleSetupacentralplacewheremediaandthepubliccangetinfoKeeptheinformationcomingBeaccessibleandreturnallcallsBehonest第三頁，共二十八頁。ExamplesofCrisisManagementOdwallaExxon第四頁，共二十八頁。CaseStudyOdwallajuicee-colioutbreakin1996HealthofficialsinWashingtonstateinformedthecompanythattheyhaddiscoveredalinkbetweenseveralcasesofE.coli0157:H7andOdwallafreshapplejuice.第五頁，共二十八頁。CaseStudyOnechilddiedandmorethan60peopleintheWesternUnitedStatesandCanadabecamesickafterdrinkingthejuice.Salesplummetedby90%,Odwalla'sstockpricefell34%.Customersfiledmorethan20personal-injurylawsuitsandthecompanylookedasthoughitcouldwellbedestroyed.第六頁，共二十八頁。Whatdidthecompanydo?Odwallaactedimmediately.Althoughatthepointwheretheywerefirstnotifiedthelinkwasuncertain,Odwalla'sCEOStephenWilliamsonorderedacompleterecallofallproductscontainingappleorcarrotjuice.Thisrecallcoveredaround4,600retailoutletsin7states.Internaltaskteamswereformedandmobilized,andtherecall-costingaround$6.5mwascompletedwithin48hours.第七頁，共二十八頁。TakingResponsibilityOnallmediainterviews,theCEOexpressedsympathyandregretforallthoseaffectedandimmediatelypromisedthatthecompanywouldpayallmedicalcosts.This,alliedtothepromptandcomprehensiverecall,wentalongwaytowardssatisfyingcustomersthatthecompanywasdoingallitcould.第八頁，共二十八頁。InternalcommunicationsTheCEOconductedregularcompany-wideconferencecallsonadailybasis,givingemployeesthechancetoaskquestionsandgetthelatestinformation.Thisapproachprovedsopopularthatthepracticeofquarterlycallssurvivedthecrisis.第九頁，共二十八頁。ExternalcommunicationsWithin24hours,thecompanyhadanexplanatoryWebsite(itsfirst)thatreceived20,000hitsin48hours.Thecompanyspoketothepress,appearedonTVandcarriedoutdirectadvertisingwiththeWebsiteaddress.Allpossibleattemptsweremadetoprovideuptotheminute,accurateinformation.第十頁，共二十八頁。FixingtheProblemThenextstepwastotackletheproblemofcontamination.Thecompanyswitchedfromunpasteurisedjuicetoaprocesscalled"flashpasteurization"whichwouldguaranteethatE-colihadbeendestroyedwithoutcompromisingflavor.第十一頁，共二十八頁。FixingtheProblemWithinmonthsoftheoutbreak,thecompanyhadinplacewhatsomeexpertsdescribedas"themostcomprehensivequalitycontrolandsafetysysteminthefreshjuiceindustry."OnDecember5,thecompanybroughtbackitsapplejuice.Thenewprocesswascommunicatedinalladvertisingandpublicoutreachcampaigns第十二頁，共二十八頁。CostandbenefitOdwallamadearapidrecovery.Muchofthegoodwillandtrustithadbuiltupovertheyearsremained.Salespickedupagainquitequickly.第十三頁，共二十八頁。CostandbenefitThecompanydidpayalargecost.Odwallapleadedguiltytocriminalchargesofsellingtaintedapplejuiceandwasfined$1.5m-thelargesteverassessedinafoodindustrycasebytheUSFoodandDrugAdministration.第十四頁，共二十八頁。CaseStudyIn1989,theExxonValdezoiltanker,enteredthePrinceWilliamSound,onitswaytowardsCalifornia.Theshipranagroundandbeganspillingoil.Withinaveryshortperiodoftime,significantquantitiesofits1,260,000barrelshadenteredtheenvironment.第十五頁，共二十八頁。CaseStudyAtthemomentofthecollisionthethirdmate,whowasnotcertifiedtotakethetankerintothosewaters,wasatthehelm.TheprobablecausewasestablishedthattheCaptainandmanyofthecrewhadbeendrinkingalcoholinconsiderablequantities.第十六頁，共二十八頁。Whatdidthecompanydo?Theactiontocontainthespillwasslowtogetgoing.Thecompanyrefusedtocommunicateopenlyandeffectivelytothepublicabouttheincident.TheExxonChairman,LawrenceRawl,wasimmenselysuspiciousofthemedia,andreactedaccordingly.第十七頁，共二十八頁。PoorCrisisManagementMediacoverageescalatedwhileExxondodgedthemediaTheChairmanrefusedtobeinterviewedonTVandsaidthathehadnotimefor“thatkindofthing.”Acompanyspokesmanmisrepresentedtheextentofthespillandclean-upeffortsThiswasincontrasttothefootageoftheecologicaldisastershownonTV第十八頁，共二十八頁。FailuretoFixtheProblemWhileExxonstalledandattemptedtocoveruptheproblem,theclean-upoperationwasslowtobeginAround240,000barrelshadbeenspilled,withanothermillionstillontheship.Duringthefirsttwodays,whencalmweatherwouldhaveallowedit,littlewasdonetocontainthespillage.Thisspillagespreadoutintoa12squaremileslick.第十九頁，共二十八頁。TheProblemCompoundsThenthebadweatherstruck,makingfurthercontainmentalmostimpossible.Aftermorethanaweek,thecompanywasstillgivingnogroundontherequestforbettercommunication.ThemediaclamorbecamesohostilethateventuallyFrankLarossi,theDirectorofExxonShipping,flewtoValdeztoholdapressconference.Itwasnotasuccess.Smallpiecesofgoodnewsclaimedbythecompanywereimmediatelycontradictedbytheeyewitnessaccountsofthepresentjournalistsandfishermen.第二十頁，共二十八頁。OutrageBuildsJohnDevens,theMayorofValdez,commentedthatthecommunityfeltbetrayedbyExxon'sinadequateresponsetothecrisis,incontrasttothepromisestheyhadbeenquicktogiveofhowtheywouldreactinexactlythiseventuality.第二十一頁，共二十八頁。PoorCommunicationEventually,ChairmanRawlwasinterviewedliveHewasaskedaboutthelatestplansfortheclean-up.Itturnedouthehadneglectedtoreadthese,andcitedthefactthatitwasnotthejobofthechairmantoreadsuchreports.Heplacedtheblameforthecrisisatthefeetoftheworld'smedia.第二十二頁，共二十八頁。TheAftermathThespillcostaround$7billion,includingthecleanupcosts.$5billionofthiswasmadeupofthelargestpunitivefineseverhandedouttoacompanyforcorporateirresponsibility.第二十三頁，共二十八頁。TheAftermathExxonlostmarketshareandslippedfrombeingthelargestoilcompanyintheworldtothethirdlargest.The"ExxonValdez"enteredthelanguageasashortcutforcorporatearroganceanddamage.第二十四頁，共二十八頁。Whatwentwrong?Thecompanyfailedtoshowthattheyhadeffectivesystemsinplacetodealwiththecrisis-andinparticulartheirabilitytomovequicklyoncetheproblemhadoccurredwasnotinevidenceTheyshowedlittleleadershipaftertheeventinshowingtheircommitmenttoensuringsuchproblemswouldneverhappenagain