There have been lots of opportunities for McDonald’s to throw a legal wrench in the film about their founder and his questionable business ethics, if only to slow down or harass the filmmakers. But director John Lee Hancock says that McDonald’s has “made no attempt to interfere” with the movie. If your brand were undergoing a withering examination on the big screen, how would you react?
We reported late last year that members of Chipotle’s brass mentioned during an investor conference that they were upset with the piecemeal way the Centers for Disease Control and Prevention (CDC) was reporting to the public about the brand’s cases of E. coli (PRN, Dec 14 & 21, 2015). Apparently the burrito maker also put its complaint in writing.
Here are some procedures to build an infrastructure that prepares you to monitor and use social media during crisis communication.
In a May 2 jury verdict in Missouri, Johnson & Johnson was ordered to pay a plaintiff $55 million in a suit that alleges talc in the brand’s Baby Powder led to her contracting ovarian cancer. At the outset, it seems clear how J&J views the situation: an issue that requires action. The same day the jury returned its verdict, the J&J site published a blog post titled “4 Important Facts About the Safety of Talc.”
Universities today seem to be more vulnerable than ever to reputational crises. Not only are they educational and research institutions, but they are also home to major athletic programs, Greek life communities, alumni organizations and political groups. It is all of these stakeholders that make universities not only strong but also vulnerable to the unexpected event that could cause significant damage to the institution’s reputation.
Chick-fil-A wisely halted sales of its Chocolate Chunk Cookies when its supplier, CSM Bakery Solutions, informed it that the cookies contained a trace of peanuts in them. That’s in contrast to dietary information it supplies to customers at its restaurants and online that the cookies are peanut-free.
In potential crisis situations, UNOS invokes a crisis communications plan and involves UNOS executive staff members and elected officers.
Every day, another organization finds its way into the headlines embroiled in a once-preventable crisis that threatens its reputation, financial health, even its very survival. In this age of instant global communication, no organization is immune. Entire companies and their stakeholders can suffer from the consequences of poor decisions made by people at every level of the organization. Often, powerful cultural influences in an organization disguise the warning signs that can identify smoldering issues that spell disaster.
When you’re putting together preparations for the possibility of a crisis, internal communications is usually not the first thing to come to mind. But it’s an essential part of crisis response preparedness; you must loop in employees, owners, board members, investors and the wider community (including the families and business associates of all the above) if you want to maintain your reputation.