企业品牌的声誉和品牌危机管理Word文档格式.docx
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企业品牌的声誉和品牌危机管理Word文档格式.docx
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sMcNeilLaboratoriesUnit).Thustheseincidentsprovidearichsourceofinsightintothecorporatebrand.Theyillustrateakeydimensionofcorporate-levelmarketing.
“Canweasaninstitution,havemeaningful,positiveandprofitablebilateralon-goingrelationshipswithcustomersandotherstakeholdergroupsandcommunities?
”.Thatwasacentralquestionofanorganisation'
scorporate-levelmarketingorientationposedbyJohnBalmerandmyselfinourtreatmentofanintegratedapproachtomarketingattheinstitutionallevel(BalmerandGreyser,2006).
Weheld(amongotherpoints)thatcorporatemarketingisindeedaboardroomandCEOconcern.Inreflectingoncorporateidentityandreputationintimesofbrandcrisis,onerecognisestheimportanceofcorporate-wideorientationandtheresponsibilityoftheCEOandcompany-widemanagers.
Sourcesofreputationaltrouble
Letmeofferananatomyofthekindsofreasonsbrandscanbeinreputationalcrisis,howtoknowthatthesituationisserious,andwhatstepscompaniescantrytotaketopreventorifnecessarytoovercomesuchcrises.
Reputationaltroublescancomeinmanyforms,fromawidevarietyofcausesandfrommanypublics.Somehavebeensudden,suchaswhensevenpeoplediedinasingledayfromtaintedTylenolcapsules,whentracesofbenzenewerefoundinbottlesofPerrierandwhenanexplosioninaUnionCarbidefacilityinIndiakilledmanyhundredsofpeople.Othersweretheresultofproblemsthatfesteredoverlongerperiods,suchasthepriestsexabusescandalaffectingmanyCatholicarchdiocesesintheUS,theaccountingscandalthateventuallyruinedtheonce-respectableaccountingfirmofArthurAndersen,orthebriberyscandaloverselectionofhostcitiesthattarnishedthereputationoftheInternationalOlympicCommittee.Someoftheprotestorconcerncomesfromadvocacygroupswithacause,somefromdisaffectedconsumers/customers,somefromgovernmental/regulatoryentities,andsomefromthegeneralpublic.
Organisationsmustrecognisethe“what”oftheissuegeneratingthereputationalthreats,aswellas“who”theinvolvedpublic(s)is/are.
Hereisacategorisationofdifferentcausesofcorporatebrandcrises,withsomeexamplesandsomebriefexplanations:
1.Productfailure
–Tylenol,Perrier,Firestone(tiresimplicatedasthecauseofmanydeathsincaraccidents),theChernobylnuclearplantdisaster,Intel'
sPentiumchip(flawedcalculations),PeanutCorp.ofAmerica(salmonella).
2.Socialresponsibilitygap
–Nike(non-USlabourandquestionableworkingconditions).
3.Corporatemisbehaviour
–ArthurAndersen,Enron,Exxon(oilspillinAlaska),Merck(allegedsuppressionofearlyclinicaldrugtrialsofVioxx),Siemens(corporatecorruptioninmultinationalfraudandbribery),Hewlett-Packard(Chairmanindictedforspyingonboardmembersviaquestionableinvestigativemeans),IOC/SLOC(scandalsregardingbidcities).
4.Executivemisbehaviour
–MarthaStewart,DennisKozlowski(Tyco).
5.Poorbusinessresults
–Polaroid(failuretoadapttechnologically),CircuitCity(giantretailerwhichletgomanyofitsmostknowledgeablestorestaff),andmanyothersparticularlyin2008.
6.Spokespersonmisbehaviourandcontroversy
–KobeBryant(starNBAathleteandendorserofbrandswhowasaccusedofrape).
7.Deathofsymbolofcompany
–Wendy'
s(fastfoodchain)founderandTVspokespersonDaveThomas,the“faceofthebrand”.
8.Lossofpublicsupport
–LouisXVIofFrance(guillotinedandmonarchyfell),EdwardVIIIofEngland(forcedtoabdicatetheBritishthrone);
bothlosttheirabilitytobeseenbytheirpeopleas“asymbolofnationhood,”centraltothe“monarchiccorporatebrand”(Balmer
etal.,2006).
9.Controversialownership
–VenezuelaandCITGOintheUSA(vigorouslyanti-USVenezuelanpresident).
Assessingtheseriousnessofthesituation
Whatmadesomeofthesecriseslife-threateningtotheorganisationsinvolvedwasthattheyaffectedwhatIterm“theessenceofthebrand”,i.e.thedistinctiveattribute/characteristicmostcloselyassociatedwiththebrand'
smeaningandsuccess.Whenthisoccursacompany'
smarketplacepositionanditsbrandmeaningareseriouslychallenged.Iftheessenceofthebrandisnotcentraltothesituation,theproblemismorelikelytobeovercome,albeitstilltroublesome.
Herearefourkeyareas,withsomebriefcomments,thatorganisationsshouldexaminetoanalyzeanemerging(oremerged)issuethatmaythreatenitsbrand'
sreputation:
1.Thebrandelements:
oBrand'
smarketplacesituation,e.g.marketshareorcorporatefavourability(priortocrisis).Theweakerthesituation,themoredangeroustheproblem.
oBrandstrengths/weaknesses.Themoredifferentiated(vsotherentities),thebetteritisfortheaffectedcompany,unlessakeydifferentiationisthesubjectatissue(see“integrityofathleticcompetition”below).
oEssenceofthebrand'
smeaning(seeexamplesbelow).
2.Thecrisissituation:
oSeriousnessofsituationatoutset.Iftheproblemprospectivelyaffectsmanyconsumersorsomeseverely,e.g.salmonellainfoodleadingtodeaths,theseriousnessishigher.
oItsthreattobrand'
sposition/meaning(seetextexamplesin“consequences”below).
3.Companyinitiatives:
oImpactonbrandandproblemsituationofcompanybehaviour/actions,especiallycommunications;
thiscanbeexaminedattheplanningstageas“likely”impact.
4.Results
(afterinitiativesand/orpassageoftime):
oEffectivenessofinitiativesintermsofrecovery/relaunch,restoringbrandmeaning,andfavourabilityormarketshare.
Actioninbrandreputationalcrises
Whatcanandshouldcompanies/organisationsdowhenthreatenedbybrandcrises?
Wheredoescommunicationsfitin?
Myprincipalrecommendationrelatestosituationsof“badnewsaboutthecompanyandthenewsisreallytrue”.
Inthefaceofcrisis,especiallywhenitisrootedinaproblemthatisorwillbecomevisible,Ibelieveanorganisationshouldadmitthetruth,evenifembarrassing.Also,itshouldforthrightlytrytoaddresstheproblem,evenifitinvolveschangingcorporatebehaviour.Anditshouldsupporttheinitiativewithcrediblecommunications.Thesearethebest(butstillbumpy)roadstopossiblebrandrehabilitationorrescue..Communicationsalonecannotdothejob
Substance–i.e.behaviour–iscentral(e.g.thequickrecallofTylenolfromdistribution)toaneffectivedefensiveprogram.Analliedcommunicationseffortcanbeimportantandhelpful.However,themessagemustavoidservingasa“remindercampaign”,especiallyiftheunderlyingproblem/allegationisnotwidelyknownbyrelevantpublics.
CrediblecommunicationswereanissueforWal-martinitsearly2005corporatecommunicationscampaign“Wal-Martisworkingforeveryone”.Themessagewasaresponsetocriticsofitswagesandbenefitsforitsworkersanditsimpactsonthecommunitieswhereitsstoresarelocated.Someobservers(includingmyself)raisedthequestionofhowthismessagecouldbeeffectivewhenthecompanywasbeingwidelycriticised(withextensivemediacoverage)forreportedlyclosingastorewhereemployeesweretryingtoorganiseaunionandwhenthecompanywasbeingsued(againwithsubstantialmediacoverage)fordiscriminationagainstwomenemployees.Inmyviewthecompanyeffortatcommunicationsandthisspecificmessage/themewerenotlikelytobeeffective.
Sometimesevenanycommunicationscanbequestionable.CITGOfounditselfinareputationalbrouhahaintheUSinlate2006whenVenezuela'
spresidentattackedPresidentBushattheUN(CITGO'
sparentisaVenezuelanpetroleumcompany).AmajorretailgasstationoperatorendeditsrelationshipwithCITGOasasupplier,allegedlyconnectedtothewidelypublicizedpoliticalattack.AlthoughonlyamodestproportionofAmericansweresaidtoknowoftheownershiplinkage,CITGOdecidedtoundertakeacommunicationscampaign,“CITGOsetstherecordstraight”,emphasizingthecompany'
scorporategoodcitizenshipandroleasamajorUSemployer.Soonthereafterthecompanyreturnedtoitsongoingimage-buildingcampaign.Someexpertsagreedwiththeeffort;
somethoughttheresponsecommunicationsshouldhavecontinued,andsomesaidnon-advertisingcommunicationsshouldhavebeenused.However,othersarguedthatthecampaignfueledmorepublicawarenessoftheunderlyingproblem,andshouldnothavebeenundertaken(NewYorkTimes,November1,2006).ThesituationsubsequentlysettleddownasAmericanslookedatgasolineasaproduct,ratherthanatitsownership.
AsIhavesuggested,forthrightcorporateactionoftenisthemostsensi
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- 关 键 词:
- 企业 品牌 声誉 危机 管理
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