4. pr & crisis management (student)

8/9/2019 4. PR & Crisis Management (Student)

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1Vu Quoc Viet Nam ([email protected])

QUAN H CNG CHNG

QUN TR KHNG HONG

Public RelationsCrisis Management


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2 Vu Quoc Viet Nam ([email protected])

QUAN H CNG CHNG(Pub lic Relation)


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I. TngquanII. Tin tcIII. Thng co bo chIV. Bti liudnh cho bo ch

V. HpboVI. Bi vitVII. Dchvcung cptinVIII.Tlm hay thu ngoiIX. Nng cao hiuquX. ChtiuXI. Ngn schXII. Yu cunhn lcXIII. uim& hnchVu Quoc Viet Nam ([email protected]) 3


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C c.. C ccmtnh nychng ta khng bao gi tht bi;khng c cm tnh ny chng ta

khng bao githnh cng.(Abraham L inco ln)



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Quan h cng chng (Public Relations,vitttl PR) l vicmtcquan tchc

hay doanh nghip...

..



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Vu Quoc Viet Nam ([email protected]) 6


7/1457Vu Quoc Viet Nam ([email protected])



86%

14%

1000 CEOs in USA & EU

PR Advertising



News, articles (editorial, advertorial) Publications (internal magazine, Annual Report) Awards

News, articles (editorial, advertorial) Awards

The process by which an organization deals with a

major event that threatens to harm the organization,its stakeholders, or the general public

The act of attempting to influence decisions made byofficials in the government, most often legislators ormembers of regulatory agencies.



PR thng PR chng



Bn trong Bn ngoi



Nhm ngi phi i mt vi mt vn do hot ngca t chc gy rav nhn thc c

Nhm bt tay vo hnh ng trc vn nhn thc

c

Nhm bit v vn xy ra

Nhm ngi phi i mt vi mt vn do hot ngca t chc gy ra, nhng khng nhn thc c

Nhm t b tc ng cng nh t tc ng n t chc



Mctiu phn loicng chng1. Tptrung

2. Chngiiphp 3. Chunb

4.


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Bo ch l ,....

Tipcnng..

..

....



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5F


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1. Xy dngdanh sch nh bo thn hu

Ktha..

Thng qua cc Thng qua cc .

.



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2. Xy dng& gign miquan h ca

doanh nghip(tngqu, phong b)

.. Tchccc

.



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1. Cung cpivingixem.

2. C 2 hnh thccung cptin Chnh thc: .

Khng chnh thc: ..


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CCH TO TIN TC

Hpbo giithiu.

Tham gia nhng Pht hnh mt

Phngvn

Phngvn.

Tchc. Gy nn mt

Minh bo ................................................

Tchc. cho bo gii


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Thng co bo ch (Press release) l ..

.

Thng co bo ch c

Thng co bo ch thnggm2 trang

Trang 1: ..

Trang 2: .



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Vu Quoc Viet Nam ([email protected]) 23V dminh ha


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Yu cu Tiu : ..

Nidung:

Gikm ... minh hacaskinGi (gingay sau

khi skindinra)



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Lu:

1. Numttbo uy tn ngtitin, n stora ..V vyutin tptrung ... Vd: TuiTr, VnExpress a tin, hng lot cc bo mngkhc lytin theo.

2. Thng co bo ch cncvit..thu ht sch caphngvin, ban bin tp& cng chng.



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Bti liudnh cho bo ch (Press Kit) thngl.. gm:1. ..2. ..

3. ..

4. ..5. ..

6. ..

Press Kit bnggiyor CD ROM/DVDVu Quoc Viet Nam ([email protected]) 26


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Thng bo nbo ch/cng chng

Bo ch .....vncnquan tm

Ni

dung

vidlunsau khi

vnxyra () s kin c

dinra (.)Loihnh


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Trchpbo Hpbo Sau hpbo


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Khoch

tchc

hpbo


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........

. Nmtrong .

Editorial

.....

Advertorial (Advertisement + Editorial)

V dminh ha


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Lu advertorial

Vtr trang mua ..

Thng tin c

khng tham lam tng bcv mnh, nhi nhtthng tin, gy phncm.



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33

EDITORIAL ADVERTORIAL

uim

.

..

Thng tin, hnh nh

mboHiuqununmtrong ...

.

..

Nhcim

... nidung 100%

Thng tin, hnhnh..

.. .. cacgingy mt

cEditorial & Advertorial

Vu Quoc Viet Nam ([email protected])


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Bo ln Bo va Bo nh

Tin (#100 ch)Bi vit editorial(#300 ch)

Phngvn

Hnh c nhndin

ngn VND


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Khi cng ty mun.......tcc phngtintruynthng th s

dng dch v cung cp thng tin theo yu cu(Press Clipping Service).

Cc nvcung cpdchvny sginctynhng ..

.... Datheo s.

Vd: Ngn hng A ng k cc ch Ngn hng, li

sut, titkim, cho vay, huy ng 35Vu Quoc Viet Nam ([email protected])


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Nhdchvny, cng ty khng cnmua bo vv tn thi gian c m vn c th nm btnhanh nhy cc thng tin v cng ty, i th

cnhtranh, th trng, chnh scha ra....

Bn cnhcung cptin, cc cng ty ny cn tnh. (Xem v d)

Cc cng ty cung cpdchPress Clipping VitNam c Media Banc, Andi, NewsPlusPh dchvkhong5-6 triuVND/thng.



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Doanh nghip Lich cavicc ingPR nib

. . .

Tlm

Doanh nghip

...................

Thu ngoi


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1. Lin tctchccc .. (ln nht,nhnht, duy nht, lnutin)

2. Cung cp. vlnhvchotngcamnh cho phng vin

3. Cung cp

4. Thng co bo ch c .

5. Giviphng vin, BBT38Vu Quoc Viet Nam ([email protected])


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Annual PR plan


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42

UIM NHCIM

Vu Quoc Viet Nam ([email protected])


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Vit thng co bo ch khai trng chinhnh ngn hng mi

Ngy Chi nhnh th 68 ca ngn hng ABC, u

tin tiNha Trang

ach: 8 TrnPh, Nha Trang, Khnh Ha



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Cc chnh1. Ngy thng nm, khai trngchi nhnh

2. Giithiucc snphmdchvngn hng3. Gp phncung cpngunvnpht trinaphng

4. Trong thigian khai trng, c chngtrnhkhuynmi cbit

5. Cc thnh tch, gii thng, ng gp xhi, cngng



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45 Vu Quoc Viet Nam ([email protected])

QUN TR KHNG HONG(Crisis Management)


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I. IntroductionII. Types of crisisIII. Phases of a crisisIV. Crisis Management ModelV. Crisis Management PlanVI. Crisis CommunicationVII. Crisis Management TeamVIII. Ways to Overcome CrisisIX. Managing Stress during CrisisX. Role of Employees in CrisisXI. Role of Leaders in Crisis ManagementXII. Case study



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A leading to.. amongst the individuals at theworkplace is called as organization crisis.

In other words, crisis is defined as any.. theemployees as well as leads to in theorganization.

Crisis affects . on the whole.

Otherwise wedbetter see this as a .

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Characteristics of Crisis

Crisis is ..the organization.

Crisis generally arises on

Crisis triggers a feeling of ..amongst the individuals.

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Crisis can arise in an organization due to any ofthe following reasons:

1. .

lead to crisis. Problems in internet,corruption in the software, errors in passwordsall result in crisis.

2. Crisis arises when employees .each other and amongst themselves. Crisisarises as a result of ... for indefiniteperiods, .. and so on.

3. at the workplaceresult in organization crisis.

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Crisis can arise in an organization due to any ofthe following reasons:

4. . in the beginning canlead to major crisis and a situation of uncertainty

at the work place. The management must havecomplete control on its employees and shouldat work.

5. such as accepting bribes,frauds, data or information tampering all lead toorganization crisis.

6. Crisis arises when organization itscreditors and declares itself a bankruptorganization.

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Crisis


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Crisis Management is ...the employees, organization as well as external

clients. The .

. in organization culture is called

as crisis management.

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Tornadoes, Earthquakes, Hurricanes,Landslides, Tsunamis, Flood, Drought all

result in natural disaster.

Technological crisis arises as a result offailure in technology. Problems in theoverall systems lead to technological crisis.

Breakdown of machine, corrupted softwareand so on give rise to technological crisis.


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Confrontation crises arise when employees fight amongstthemselves. Individuals do not agree to each other andeventually depend on non productive acts like boycotts,strikes for indefinite periods and so on.

In such a type of crisis, employees disobey superiors; give

them ultimatums and force them to accept their demands. Internal disputes, ineffective communication and lack ofcoordination give rise to confrontation crisis.

Organizations face crisis of malevolence when somenotorious employees take the help of criminal activitiesand extreme steps to fulfill their demands.

Acts like kidnapping companysofficials, false rumours alllead to crisis of malevolence.


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Crisis of Skewed Management Values Crisis of Skewed Management Values arises when

management supports short term growth and ignores broader

issues. Crisis of Deception Organizations face crisis of deception when management

purposely tampers data and information. Management makes fake promises and wrong commitments to

the customers. Communicating wrong information about theorganization and products lead to crisis of deception.

Crisis of Management Misconduct Organizations face crisis of management misconduct whenmanagement indulges in deliberate acts of illegality likeaccepting bribes, passing on confidential information and soon.


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Such a type of crisis arises when employeesare indulged in violent acts such as beatingemployees, superiors in the office premises

itself.

Spreading false rumours about theorganization and brand lead to crisis.Employees must not spread anything whichwould tarnish the image of their organization.


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A crisis also arises when organizations failto pay its creditors and other parties.

Lack of fund leads to crisis.

Disturbances in environment and naturesuch as hurricanes, volcanoes, storms,flood; droughts, earthquakes etc result incrisis.


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As the name suggests, such situations arise all of asudden and on an extremely short notice.

Managers do not get warning signals and such a situationis in most cases beyond any ones control.

Neglecting minor issues in the beginning lead tosmoldering crisis later. Managers often can foresee crisis but they should not

ignore the same and wait for someone else to take action. Warn the employees immediately to avoid such a situation.


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Pre-incidentphase

Incidentoccurrence

Post-occurrence

phase

Post-incidentphase

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Determination of what incident is going to occur,and when it is going to occur, is the key to

minimizing the effects of an incident. Once theincident has been accurately predicted, preventionand preparation responses can be formulated andimplemented

Seeking to reduce known risks that could lead to acrisis. This is part of an Organizations riskmanagement program.


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Preparation of the response designed to preventthe incident

Preparation for the incident. This occurs when anincident cannot be prevented or it is too late to

prevent the incident. In both cases, the timeremaining can be used for preparation to put inplace measures to minimize the effects andresulting losses of the incident.


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This is the instance in time at which the incident., if it has not beenprevented.

After this point, the incident will . duringthe next phase. If not predicted, this is the firsttime the incident is detected.


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During this phaseThe incident may .., e.g. by triggering other

incidents

Or things may , e.g. emergency servicesintervene to resume normality as quickly as possible.

This phase consists of the following top levelactivities


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Pre-incidentphase

Prediction

Prevention

Preparation

Incidentoccurrence

Post-occurrence

phase

Post-incidentphase

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An incident response will vary according to the incident type, size,location and components (people and things). By recognising theincident, and establishing a profile for it (who and what is involved,potential evolution, etc), the best response can be devised and theincident effects minimised. The recognition activity continuesthroughout the entire post-occurrence phase, thus providingcontinuous monitoring of the situation as it evolves.

Using the recognition outputs, an appropriate response can beformulated. Incident evolution needs to be included in the formulation,and if the incident evolves in an unexpected way, the response will beadapted accordingly.

Public relations plays a critical role in the crisis response by helping todevelop the messages that are sent to various publics.


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The response consists of three stages: ..During this stage, the situation is assessed and a full

scale response is developed. As part of these activities, emergencyresponders may be put on stand-by, so they are prepared in case theyare needed, and the situation may be declared to be a major incident,at which point each response agency will implement the relevant majorincident plans. While the situation is being assessed and anappropriate response developed, any immediate issues are dealt withand action is taken in an attempt to prevent the incident escalating.

.. - During this stage, the full scale response is

implemented and the incident monitored continuously. Any changes inthe incidents profile can then be accommodated into the on-goingresponse. By the end of this stage, the incident with be under control.

. - During this stage, the incident is under control and thescale of the incident has reduced to a point where a full major incidentresponse is no longer required by some or all of the emergencyresponders. As a result, the emergency response can be reduced.


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The incident draws to a conclusion and normality startsto return. Activities in this phase consists of concluding

the standing down by the emergency responders andany immediate actions which can be used to start torestore normality e.g. re-opening roads closed due to theincident. The duration of this recovery phase does nottypically exceed hours, but this can vary depending onthe specific incident.

As soon as an incident is detected, evidence is gatheredfor any future enquiries that may occur.


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The incident is likely to have ., e.g.in a fire, there is normally a limited amount of

fuel to consume.

Most incidents ..., however, without intervention theeffects of the incident may .

At the end of its lifetime, the incident the post-incidentphase.


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Pre-incidentphase

Prediction

Prevention

Preparation

Incidentoccurrence

Post-occurrence

phase

Recognition

Response

Recovery

Investigation

Post-incidentphase

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Once the incident is over, normality returns over a period oftime, which can take months or years for very severeincidents. Immediate restoration actions have already been

initiated in the post-occurrence phase. Additional longer termrestoration actions may be required to get things completelyback to normal. In some cases, if no action is taken, normalitywill never return. Short-term restoration involves the actionswhich take hours and days to perform, e.g. providingalternative accommodation for people made homeless by an

incident and long-term restoration involves actions which takeweeks or longer to perform e.g. repair or rebuilding of homesdamaged or destroyed during the incident. In addition, theemergency responders need to carry out any actions whichare necessary to bring them back to full operational capabilityafter dealing with the incident e.g. restock supplies.


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Further investigation may be performed after theincident concludes, to provide information and evidence

for any hearings, enquiries and criminal prosecutionsthat may arise.

Such activities include immediate incident debriefs andother types of incident discussions occurring some timeafter the incident concludes e.g. multi-agency debriefs,hearings, trials and inquiries. The aim of the debriefs isto identity and feedback areas for improvements.


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Top level phases of a cr is is


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The first stage involves detecting the early indicators of crisis. It is forthe leaders and managers to sense the warning signals of a crisisand prepare the employees to face the same with courage anddetermination. Superiors must review the performance of theirsubordinates from time to time to know what they are up to.

The role of a manager is not just to sit in closed cabins and shout on

his subordinates. He must know what is happening around him.Monitoring the performance of the employee regularly helps themanagers to foresee crisis and warn the employees against thenegative consequences of the same. One should not ignore thealarming signals of crisis but take necessary actions to prevent it.Take initiative on your own. Dontwait for others.


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Once a crisis is being detected, crisis managementteam must immediately jump into action. Ask theemployees not to panic. Devise relevant strategiesto avoid an emergency situation. Sit and discuss withthe related members to come out with a solution

which would work best at the times of crisis. It isessential to take quick decisions. One needs to bealert and most importantly patient. Make sure yourfacts and figures are correct. Dont rely on mereguess works and assumptions. It will cost you later.


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Employees must adjust well to new situationsand changes for effective functioning oforganization in near future. It is important toanalyze the causes which led to a crisis at the

workplace. Mistakes should not be repeatedand new plans and processes must beincorporated in the system.


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Crisis Management Plan refers to ... whichneed to be taken during critical situations or

crisis. Any plan prepared by superiors, members of

crisis management team and related employees

to help organization ... is called crisis management plan.



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Make a crisis management plan1. which led

to crisis at the workplace.

2. . amongstyourselves on an open forum for everyone to sharetheir opinion.

3. .... Dont

depend on guess works and assumptions. Doublecheck your information before submitting the final plan.

4. Crisis Management Plan should not only focus on waysto overcome crisis but also on ..



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Crisis Communication refers to of the individualsas well as the organization. Crisis communication

is ..of the organization and ..

Various factors such as criminal attacks,government investigations, media enquiry canthe image of an organization.



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Organizations ... who strive hard to overcome toughsituations and help the organization come out of

difficult situations in the best possible andquickest way to maintain their reputation andposition in the market.



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CRISIS COMMUNICATION PROCESS

1. .. There is nothing

to be ashamed of. If needed, seek their help. Mediamust not be ignored. Answer their questions. Avoidingmedia makes situation all the more worse.

2. . Show a feeling of care and

concern for them. Share their feelings and encouragethem not to lose hope. Encourage them to deliver theirlevel best. Put yourself in their place. Respect them andavoid playing blame games.



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CRISIS COMMUNICATION PROCESS

3. ... Employees

should have an easy access to superiors cabins todiscuss critical issues with them and reach to a mutuallyacceptable solution.

4.

. One should not rely on mere guess worksor assumptions during crisis. Make sure the informationyou have is accurate.



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CRISIS COMMUNICATION PROCESS5. ..

. Remember one needs to respond quickly andeffectively during unstable situations. Think out of the box and

devise alternate plans for the smooth functioning of organization.6. .... Serious action

must be taken against employees sharing information and datawith external parties. Such things are considered highlyunprofessional and unethical and spoil the reputation of the

organization.7. ..

. Ask for feedbacks and reports to know whatthey are up to. Conduct surprise audits to track performance ofemployees.



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Tip 1 : ..Tip 2 : ..Tip 3 : ..

Tip 4 : ..Tip 5 : ..Tip 6 : ..Tip 7 : ..

Tip 8 : ..Tip 9 : ..Tip 10 : ..

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Organizations form crisis management team to..

difficult times as soon as possible. The role of Crisis Management Team is to

.

the organizationsreputation and standing in the industry.



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Role of Crisis Management Team

1. Detecting the ..

2. Identifying the ..

3. Sit with employees face to face and discuss on the..

4. Prepare ..during emergency situations

5. Encourage the employees . Motivate them notto lose hope and deliver their level best.

6. Help the organization ...



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Crisis Management Team includes



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Crisis Management Team function

1. A Team Leader is appointed to ... and encourage theemployees to work as

2. The first step is to ..during emergency situations.

3. Crisis Management Team then works on the variousproblems and shortcomings which led to crisis at the

workplace. The team members must .. and how currentprocesses can .forsmooth functioning of the organization.



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4. It is important to .. Rank theproblems as per their effect on the employees aswell as the organization. Know which problems must

be resolved immediately and which all can beattended a little later.

5. .Crisis Management Team should sit with rest of the

employees on , discussprevailing issues, take each otherssuggestions and..



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6. One of the major roles of the Crisis management team is. The team must handle critical situations well.

7. for the toughtimes. Make sure you have accurate information. Doublecheck your information before finalizing the plan.

8. ... Proper

feedback must be taken from time to time.9. Crisis Management team helps the organization ..

..



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1. .. Take initiative and findout where things went wrong. Identify the problemareas and devise appropriate strategies to overcomethe same.

2. .... Oneshould not depend on mere guess works andassumptions during emergency situations. Doublecheck your information before submitting reports.



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3. ... One shouldalways look at the brighter side of things. Remember life hasits own ups and downs. Unnecessary cribbing andcomplaining does not help at the workplace. Avoid making

issues over petty things. Dont adopt a negative attitude;instead understand the situation and act accordingly.

4. . Information must flow across all

departments in its desired form. Employees must be aware ofwhat is happening around them. Individuals should have aneasy access to their superiorscabin to discuss critical issuesand seek their suggestions. Superiors must address

employees on an open forum during critical situations. Vu Quoc Viet Nam ([email protected]) 93


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5. . Make sure the rightperson is doing the right job. Employees must bemotivated to deliver their level best and focus on the

organizationsgoals to overcome tough times in the bestpossible way.

6. .... Learn how to take risks. The moment an

employee detects the early signs of crisis, it is importantfor him to act immediately. Escalate issues to yoursuperiors and do inform your co workers as well. Dontwait for others to take action.



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7. . Dont panic and spread baselessrumours around. Taking unnecessary stress makessituation all the more worse. Remember a calm individualcan handle things better. Relax and then decide on the

future course of action to overcome crisis. Dontlash outat others under pressure.

8. .. Sit with fellowworkers and discuss issues amongst yourselves to reach

to mutually acceptable solutions which would work bestat the times of crisis.



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9. .... Stick to it during bad times. Dont just treat yourorganization as a mere source of earning money. It isimportant to respect your workplace.

10.. Be your owncritic. Strive hard to achieve your targets within thedesired time frame. Dont work only when your boss isaround.



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11..... Treat your fellow workers as membersof your extended family. Help each other when needed.Employees should not ask for unjustified things. Think

from the managements perspective as well. Avoidcriticizing your colleagues.

12.. Come out; interactwith external clients as well as media. Do not hesitate to

ask for help. Ignoring outsiders worsens the situations.



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1.

2. It is essential for the individuals to at thetimes of crisis

3. your fellow workers during emergency situations4. One should always look at .

5. Make individuals work

6. It is absolutely okay . at work even

during emergency situations7. Make necessary arrangements for individuals

.



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8. also reduces stress to a large extent

9. Encourage necessary for theemployees to make them face tough times with...

10. Make sure employees duringemergency situations

11. of employees motivatesthem to perform better every time

12. Employees should .

13.Dont try to do all things together. Adopt .



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Employees play . incrisis management



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1. Review your performance regularly. Dontalways waitfor your boss to ask for reports. Be your own critic.Strive hard to achieve your targets within the desired

time frame. Never adopt a casual attitude at work. Anindividual must be able to sense the early signs ofcrisis and warn his fellow workers against the same.Take initiative on your own. Escalate issues

immediately to your seniors. Dont wait for others totake action.



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2. ... Once a crisis isbeing detected, employees must immediately jump intoaction.

3. .... Dont keep things to yourself.Discuss ideas amongst your fellow workers to reach toa plan which would work best at the times of crisis.

4. .. Avoid spreading fake information.



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5. ... One should maintain the decorum of theorganization. Enter office with a cool mind. Dontunnecessarily fight fault in your coworkers and fight

with them. Remember conflicts lead to no solution. It isalways better to discuss things face to face and cometo a mutually beneficial solution.



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6. ... Think from themanagements perspective as well. Remember yourorganization pays you for your hard work and not forspreading negativity around. Employees should never

indulge in unproductive activities like boycotts or strikesto get their demands fulfilled. Violence at the workplaceis a crime. Neither the management nor the employeebenefits out of it. Such activities in turn tarnish the

brand name.



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7. ... Maintain your calm and decide on the waysto overcome crisis rather than complaining and cribbing.Employees should never get hyper as stress and anxietylead to more mistakes one might not otherwise commit.

Relax and give your best.8. .. Mere

assumptions and guess works create problems andmisunderstandings later.

9. . Try to come out with innovativeideas and strategies to overcome tough times as soon aspossible. Employees must identify the causes of crisisand devise relevant strategies and ways to avoid it.



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10.... Ensure free flow of informationacross departments. Avoid playing blame games orcriticizing others. It only makes situation worse.

11.... Onemust not avoid media.

12...... Everyone must be treated as one for a peacefulenvironment at the workplace.



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Leaders and managers play .. during crisis.



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1. . Show confidenceand steadiness. Take complete charge of the situation.

2. .... They should know what is happeningaround. Any issue neglected in the initial stage mightbe a major concern later. Problems must be attendedimmediately. One should not ignore even minor issuesor wait for someone else to take the initiative. Any issue

left unattended might lead to crisis and major unrestlater.



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3. . A leadershould be able to feel the early signs of crisis and warnthe employees against the negative consequences ofthe same. It is his duty to take precautionary measures

to avoid an emergency situation. A leader should beable to foresee crisis. Such a stage is also called asSignal Detection.

4. .

Encourage effective communication at the workplace.Let employees discuss issues amongst themselvesand come to the best possible alternative to overcomecrisis.



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5. Encourage them to face the tough times with courage,determination and smile. Make them work as a singleunit. It is the duty of the leader to provide a sense of

direction to the employees.6. .

. Let them feel that you are there for them. Impartnecessary crisis management trainings to the

employees.7. .

Learn to take quick decisions. Make sure everyone at theworkplace is well informed about emergency situations.



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8. Identify the important processes and systems whichshould keep functioning for the smooth running of theorganization. ...

9. .. Motivatethe employees to believe in themselves and theorganization. It is essential to trust each other during suchsituations. Take strict action against those spreading

rumours and trying to tarnish organizationsimage.10...

. Learn to take risks. Clarify the roles& responsibilities of the individuals during this time.



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11... Be a strong pillar of support for yourteam members. They should be able to fall back on you.

12..... Come out, meet them and explain the

whole situation. Ignoring people makes things worse.Develop strong partnerships with external parties and askfor help.

13. Once the organization is out of crisis, it is the leadersduty

so that employees donot commit same mistakes again. Work hard and reliveyour organizationsimage. Adapt well to changes and newsituations.



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CASE STUDY1. Coca Cola & Pepsi

2. Singapore Airlines

3. White Palace

4. GM

5. Toyota

6. Exxon



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Mtvncnhiuchuyn vin PR quan tm l giiphp php l trong giiquytkhnghong.

Cui 2006, Trung tm Khoa hc v Mi trngn(CSE) ra thng bo rngcc snphmcaCoca-Cola

v Pepsi chanhiuctqu mccho php. Ngay lp tc, Pepsi ln ting phn ng vi thi

cng quyt rng sn phm an ton tuyt i. Thmch, Pepsi cn nhnBtrngY tnxc nhn

cho tnh trngtuytian ton cah. Tuy nhin, ngb trng ny li khng nh cng b ca CSE. nltCoca Cola n ln Ta n Ticao Bombaykin chnh quynbang Maharashtra do ra lnh tchthu cc snphmcah.



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Thi ny caCoca Cola v Pepsi tora mt lnsng tychay snphmcahai hng trn khpn.Sau cng, Chnh phn minh oan cho CocaCola v Pepsi, thnhngnginmtnimtin

vo Pepsi v Coca Cola. Sau ny, mt quan chcnni rngPepsi va Coca Cola thua ti th trngnbihthnc thctrong khinc tivichchng truyn thng vikhuynh hngbi ngoi&bovcng chng.



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Trong cunPR Disasters - Inside stories & Lessons learnt,G. McCusker khuynco rng..... iuny hon ton xc ngbimt trong

nhngmctiu cbncaPR l ...

Trn thc t,kin tng khi c khnghong,cbitvi

nhngthnghiuln,chc thtonn mtmingmingonv cng hpdncho gii truyn thng v luts.Do vy,kintng,tranh chpphp l chccoi l ..khi migiiphp habnhkhc thchinvithinch cacc bn nhngkhng tktqu.



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Singapore Airlines Flight 006 (SQ006) bay tSingaporeChangi Airport nLos Angeles International Airport viimtrung chuynTaiwan Taoyuan International Airport.Ngy 31/10/2000, lc 23:17 gi a phng, chic

Boeing 747-412 ri lc n lc ct cnh trong iukin ma gi ln, dn n 83 hnh khch thit mngtrong tng s 179 hnh khch. y l s kin chnngivihng hng khng 5 sao SIA.

http://en.wikipedia.org/wiki/File:SQ006_casualty_being_carried_away.jpghttp://en.wikipedia.org/wiki/File:SQ006_Coffins_of_deceased.jpghttp://en.wikipedia.org/wiki/File:SQ006_broken_tail_section.jpg


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Ngay khi thmhaxyra, bphnx l khnghongcaSIA cthitlpvi.... Cc nhn vin caSIA cam

ktcung cpnhng thng tin minhtcho gii truynthng ngay khi c th. H tr libo ch vmi tintcminhtcngnhxc nhnc nhngthng tin mhchar. Giitruynthng nghcch xl caSIA. Tin tcvnhngbinphp xl caSIA ctruyn i nhanh chng qua gii truyn thng v hnhnhcaSIA cngcnng ln rtnhiu.



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. l 1 trong nhngmctiu chnh cntckhi xl khnghong. Tuynhin, mc tiu ny ch t c khi cc chuyn vin

PR . Nukhng hptc, giitruynthng sitm thng tin

nhngknh khng chnh thckhc pngnhucuv tin tc cacgi. iu ny s v cng nguy

him cho c hai pha bi y l nhng thng tin khkim chng, khng c kim sot v thng bt licho doanh nghip. Trong ha c phc, khng hongno cngkm theo nhngchipht trinthnghium phicgngpht hinv khng cbqua.



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01/12/2007, White Palace khai trngtiHongVnTh, Q.PN trn tcaBQucPhng

7/12/2007, UBND TP buc ch u t phi

ngng s dng, khai thc cng trnh do khnglm thtcxin php xy dngvicquan hnhchnh c thmquyn; khng c giychngnhnph hpvchtlngcng trnh



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121


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White Palace nhnrtnhiutictci

->xlthno?



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Sviccahng GM btuvo thng 5/2011 khi ccnh kimnh lin bang M thchin thnghimscchu ng bng cch m chic Volt vo ro chn btng. Cucthnghimkt lunChevrolet Volt png

tiu chunnmsao vscchungtai nn. Sau cuc thnghim,chicVolt bhhiu timt

bi xe v ba tun sau bnh c quy ca xe b chpmchv pht ha.

Hai cuckimtra cCquan An ton Giao thng Mthchinvo thng 11/2011 cngcho thy,hintngpht hasau khi xe btng mtthigian.



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V th,25.11.2011, C quan An ton Giao thng M mcuciutra nhmkimtra nguy ctimtng lin hncc bnh cquy bhhicachicVolt.

GM hnh ngnhanh chng1.

... Hcnglu khng c bo co vvtpht hahocbcchy do va chmkhi li xe.

2. Michxe Volt lo ngivsan ton c th. mtchicxe khc caGM cho nkhi no vncgiiquyt.

3. nghin cucc thay inhmloibhintngpht hatimtng sau tai nn.

4. Hp tc viCquan An ton Giao thng M...



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Nh bo Steve LeVine vittrn tForeign Policy: PhnngcaGM l v dkinh incho phngphp ngnnhmiph sbtan cacng chng vvnan ton. Bn

..... Nuvtqua, bnsckhch hng civ sngngm, tn trngtcngchng, bo ch.



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Tlu Toyota vnccoi l nhcao cassng to,cht lng sn xut v sc mnh cng nghip NhtBn - nht l sau khi cng ty vt qua GM tr thnhnh snxutxe hilnnhtthgiinm2008.

Cc kthutqunl v tchcsnxutcaToyota, gichung l TPS (Toyota Production Systems) nhLEAN,Just-in-Time, KaizencaToyota trthnh nimghen tcamidoanh nghip. Rtnhiucng ty khp

thgiiccc onchuyn gia nthmcc nh mycaToyota vihy vnghchicphnno nhngktch vqunl y. Nht,Toyota ccoi l nh vchvcng nghip,cng viSony v Hitachi.



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Nhngmisthay i. Cucthu hi(recall) gn8.5triu chic xe hi Toyota trn ton th gii do nhngkhimkhuytvkthutgy mtan ton cho ngisdnggy ra mtvkhnghongtitnhttrong lch

sToyota. T11/2009 Toyota btuthu hi3,8 triuchicxe

sa cha b phn chn ga, khc phc tnh trng xetngtcngoi mun. Sang 1/2010, Toyota thu hitip

2.3 triu chic xe cng v l do trn, ng thi ngngsnxuttinmnh my M. Ngy 9/2/2010, Toyotathu hithm 440,000 xe hybrid, kcmuxe Prius niting,sachamtvnbphnthng.



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Mt cuc iu tra m Cc An ton giao thng M(NHTSA) tinhnh cho thykhimkhuytkhng chc tng b phn ring r m c trong h thng phnmmiukhincc dng xe caToyota.

Ngy 24/2/2010, Ch tch Toyota Akio Toyoda v ccquan chccao cpcaToyota tiMphi ra iu trntrcQuchiM.

Danh tingvhnh nh, chtlngToyota sp.

Gicphiucacng ty gimkhong30 tlaM,tng ng vi ton b th gi ca hng FordMotor. Toyota mtvtr s1 vdoanh sbn tnm2011 cho GM.



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Nhng theo phn tch, thm ha ny khng ch donhng likthuttrong cc linh kincaxe higy ra(hng no cngc) m chyudo Ban Lnh ocngty ..

Nhngtrctrccaxe Toyota cpht hinrtsm.

T 1999-2010 Trung tm Nghin cu chin lc anton (SRS) ghi nhn 2,262 v xe Toyota tng tc

ngoi mun, gy ra t nht 819 v ng xe lm 26ngicht. Hng ngn nkhiuni,c nlin quantinhngvtai nnchtngi,cnpcho Cc

An ton giao thng xa l quc gia M (NHTSA) vToyota nhngukhng cnhgi nghim tc.



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Ban u, Toyota cc lc ph nhn c khim khuyttrong snphm. Mi ti11/2009 hmicng nhnbphn chn ga c vn khin cho xe tng tc ngoitm kim sot, nhng cho rng do tm thm lt chn

khng lptngcch.ncui1/2010, khi c nhiubng chng cho thy khim khuyt khng nm tmthmlt chn m ngay trong cchtnggimtc,Toyota bucphithu hitip2,3 triuchicxe na.

Ln ny Toyota trch nhim cho CTS Corp., nhcung cpbphnchn ga; tuy nhin CTS Corp nhanhchng phni,CTS chmicung cpchn ga - cch to theo ng thitk v yu cucht lngcaToyota - tcui2005, trong khi lixuthint1999.



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Nhngl giiny caToyota nhanh chng bhoi nghi,nhtl khi c thm nhiukhimkhuytcpht hinkhng chbphnchn ga v thngxe.

Khi bo ch c trong v ngoi NhtBna ln trangnhtnhngthng tin khng ttvsnphmcaToyota

th Ban Lnh ocatpongnnhmtdng. Min ngy 5/2/2010, ng Akio Toyoda, 53 tui, ch tchToyota mixuthintrccng chng v ln tingxinli.



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Ch n 8/2/2010, khi Vn phng Cng t qunManhattan, New York ra trt ta itruy thnh sBLToyota th quan imv thi cahmithay i.

Trong mt bi ng trn Wall Street Journal trc khi

iutrn, ng Akio Toyoda thanhn: Tithyr rngtrong nhngnmgny,chng ti .... nhlra chngti phi lm trcmi lo lng ca khch hng. D c

thnh iu tra cc khim khuyt, chng ti cng chmi tp trung vo cc vn k thut m cha quantm yncch sdngxe cangitiu dng.V ng Akio Toyoda nhntrch nhimvitcch ngingucho d ng minhmchctthng 6/2009.



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Khng hong v cch gii quyt ng tht vng lchuynmixyra Toyota song chng phnnh mts thtbichung cacch iuhnh doanh nghipNhtBn,khincc cng ty lndgpsai lmtrong x

l tnh hungtiu cc. Hunhcng ty Nhtno cngduy tr mt h thng tn ti trt t cht ch, trong ngi lntuictn knh, cpdihunhkhngdm bo ln cptrn nhngthng tin khng p,khin..



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Nhng mi . lm cho hthngny thm bnvng; nhngngiboco vtcpbcoi l khng ngtin cyv vi phmchunmcvnha cadoanh nghip. Tduy tpth,trch nhim

tpthtrthnh phngchm qun trv nh qun trkhng c xu hngdchchuyngiacc doanh nghip:vic thu chuyn gia bn ngoi bcoi l ph vshiha nibcacng ty, chuyn gia munchuyncngtc bcoi l knhyvicthiutrung thnh.



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Npkhng chcn trkhnnga ra cc hnh ng to bov kin quytcadoanh nghipNhtBnm cn khincng ty ngquntrn thnh tch camnh m t quan tm tingi tiu

dng v thiuhncchgim st, phnbin. Ring tiToyota, ban quntrgm29 thnh vin ul

ngiNhtv ul ngitrong nh(insider),



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Ngy 30/03/2011, Toyota thnh lpyban cbitvcht lng ton cu (Special Committee for GlobalQuality).

y ban ny bao gm cc thnh vin i din cho cc

khu vcM,chu u, Trung Quc,chu , Trungng,chu Phi, M Latin v Nht Bn. Trch nhim ca yban cbitl gim st v cn nhcttccc tintrnhsnxutt, trong c ckhu thitk,snxutv

bn hng nhmtrnh mcphisai st. Toyota cngsymnhvicchia sthng tin giacc chi nhnh trnton cu vi tr s chnh ti Nht Bn nhm nhanhchng giiquytnhngkhiunicangisdng.



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V ln u tin trong lch s, Toyota m ca chogiitruynthng tham quancc cskimtra chtlng ca hng, trong c c h thng kim tra xenhmnhgi chtlngxe qua cc iukinthitit,

kh hukhc nhau. Bn cnh , Toyota thnh lp thm cc trung tm

otoNhtBn,BcM,chu u,ngNam vTrung Qucnhmotocc chuyn gia qun l cht

lng cho cc cng ty con ca hng. y l nhnghnh ngnhmkhi phcnimtin cakhch hng.



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Nm1989, tu chdukhng lExxon Valdez, trn ng nCalifornia, mc cn. V chtrong 1 khong thi gian ngn,

1,260,000 thng du trn ra bin,gy nhimmi trngnngn.

Ti thi im va chm, phthuyn trng th ba ca tu,

ngikhng c giyphp li tu,cm li. Thuyn trng & nhiuthuynvin ungrunhiu.

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Hotng thu gom du trn din rartchmchp.

Cng ty lun ....

Ch tchExxon, Lawrence Rawl, htsc...... Lawrence Rawl tchitrliphngvntrn TV v ni

rng ng ta khng c thi gian choci th.

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idincacng ty pht biurngphmvi nhhngnh& khng nngn. Trong khi , cnhchiutrn TVlithhinngcli, cc ngvtchthng lot.

Trong khi Exxon thcng tc lm schdudinra rtchmchp

Khong 240,000 thng du trn ra ngoi mi trng,trong khi vn cn hng triu thng du khc trong tutiptcr r.

Sut2 ngy utin cathmha, thititlnhgi cn trhotng thu gom du trn v lngdu trntrirngmtdintch 12 dmvung (khong20 km2).

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Khi thititxutiptcdinra, minlcthu gom dutrn btthnh.

Sau hn1 tun, cng ty vn..

Khi sphnngmnhmcacng chng, giitruynthng dng cao, Frank Larossi, gim c ExxonShipping, bay tiValdez tchc1 cuchpbo.

Cuchpbo khng thnh cng. Mtt thng tin ttv

xl trn duccung cptcng ty li..vinhngg cc nhn chngbao gmphng vin vnginhc thyngoi thct.

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Cng chng cm thybphnbibi.caExxon.

Ch tch Rawl nmtnh hnh v licho giitruynthng

thiphngsvic. Huqu: Exxon mtthphnv trtkhivtr cng ty

dulalnnhtthgiiv trthnh cng ty lnthbahinnay.

Exxon Valdez l trnghpinhnh cho mtcng ty

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1. ...Chunbsnkchbnchotnh hungtitnht.

2. ..Trong x hitruyn

thng hin i vi Facebook, Twitter, hy hiu rngphnngvisvicctnh bngpht, bnggiy.

3. . Trong khnghong, bn rt cn s gip v vy phi bit mnh

kimchuyn gia u. Cntm nhngnh cvnckinh nghimvqunl khnghongtrong lnhvccabnv chcrnghsnhanh chng gip khi bncn.



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4. ...... Twitter, Facebook, YouTube hay ccblogs l nhng knh khng th thiu gip bntruyn ti thng ip ti cng chng trong lc khng

hong.5. .iuny khng c ngha

bnchpnhnbktti.nginl khch hng munthybnhiutmquan trngcasvicangdinra

v sc cch lm hi lng h.6. ..

7.



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4. pr & crisis management (student)

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