Case Study Communication Problems

Case Study Communication Problems-31
The truth that Tim Mc Intyre, VP of Communications, wanted to convey was that this incident was “a rogue act of two individuals who thought they were being funny. That they do not represent the 100,000 people who work every day at Domino’s Pizza all over the world” (Flandez, 2009, para. The truth that Patrick Doyle wanted to articulate was that “We didn’t do this. And we want to earn your trust back” (Peeples & Vaughn, 2010, p. However, in wanting to (Seeger, 2006) about the situation, Domino’s needed to take responsibility. However, taking responsibility had the potential of exposing the organization to lawsuits and other legal vulnerabilities (Claeys & Cauberghe, 2012), including freedom of speech and copyright claims.

The truth that Tim Mc Intyre, VP of Communications, wanted to convey was that this incident was “a rogue act of two individuals who thought they were being funny. That they do not represent the 100,000 people who work every day at Domino’s Pizza all over the world” (Flandez, 2009, para. The truth that Patrick Doyle wanted to articulate was that “We didn’t do this. And we want to earn your trust back” (Peeples & Vaughn, 2010, p. However, in wanting to (Seeger, 2006) about the situation, Domino’s needed to take responsibility. However, taking responsibility had the potential of exposing the organization to lawsuits and other legal vulnerabilities (Claeys & Cauberghe, 2012), including freedom of speech and copyright claims.

What makes this story so compelling is the social media aspect of both the crisis itself and the strategy for managing the crisis.

Using a case study approach, this paper assesses Domino’s decision to integrate the same medium that sparked the crisis into the strategies to manage the situation, and it questions the efficacy of best practices and principles of crisis management in the age of social media.

194), and are written to provide practical value to managers and practitioners alike who are struggling to manage and control the flow of messages in the viral/digital landscape (Coombs, 2008; “How Social Media,” 2009; Oneupweb, 2007). Page Society is a professional organization for executives in the public relations and communication industries.

Named after one of the first public relations executives to work for a Fortune 500 corporation (AT&T), this organization is charged with the goal of “embracing the highest professional standards; advancing the way communications is understood, practiced and taught; and providing a collegial and dynamic learning environment” (“Vision, Mission & Goals,” n.d., para. According to the Society’s website, the following principles are designed to guide public relations practitioners’ actions and behaviors and exemplify Page’s philosophy of public relations management: (1) (“The Page Principles,” n.d.).

He then began to communicate internally and externally with “relevant audiences at that time [including] our social media people, our head of security, senior management team,” according to Amy Jacques (2009) in an article published in (para. By Tuesday, according to Mc Intyre, the company was responding to customers’ queries on Twitter about whether the company knew about the situation, what the company was doing, and why the company had not issued an official statement (Jacques, 2009).

By Wednesday, Patrick Doyle, President of Domino’s Pizza, recorded an apology that was then uploaded onto You Tube.

In crisis situations, multiple truths or social constructions of the event(s) are vying for attention simultaneously: in general, customers, the company, its employees, and the media.

In the case of Domino’s, particular watchdog organizations like Good As and were also constructing versions of the event. Domino’s “special” delivery: Going viral through social media (Parts A & B).

In order to mitigate the consequences of being truthful and minimize the damage to the organization’s reputation, the company , so as to not “act too hastily and alert more consumers to the situation it was attempting to contain” (York, 2009, para.

5), and to not “add fuel to the online fire” (Levick, 2009, para. Unfortunately, a consequence of following the principles and best practices was that a 24 hour lag occurred. Companies that fail to integrate their marketing efforts with their online crisis response plans before a crisis hits are letting their antagonists have free reign. 2-4) The first message acknowledging the crisis was uploaded onto the corporate website on the day after the offending videos had been posted, but the message hardly yielded any hits. [that] featured all the elements of effective crisis communication. He thanked the online community for bringing the issue to his attention.

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