Le disavventure vissute da Toyota in relazione all’ormai celeberrimo acceleratore che si blocca, hanno scatenato un dibattito globale su cosa si deve e non si deve fare quando ci si trova di fronte a una situazione di crisi.
Il “crisis management” non è certo una disciplina nuova, ma a quanto sembra non se ne discute mai abbastanza, ed è sorprendente constatare come aziende che a siffatti scenari dovrebbero essere preparatissime offrano riposte non proprio adeguate. Tra le numerosissime analisi proposte, mi vorrei soffermare su quella elaborata da John McKee dalle colonne di TechRepublic e fare insieme alcune considerazioni.
Secondo John l’atteggiamento di Toyota all’emergere del problema è stato esattamente quello che si deve evitare: non lo si è affrontato frontalmente, ovvero non si è gestito il problema in modo organizzato e proattivo, direi quasi “guidando”, in un certo senso, la crisi e non lasciandosi trascinare da essa.
Quando emerge a problem of this kind, it should immediately develop a communication plan and quickly find the spokeperson authorized to provide information to the media in accordance with the strategies developed in the plan. According to McKee
Toyota has taken too long to actively manage the issue. Retailers have been left to 'themselves, without precise information on the nature of the problem. Towards the media then gave Toyota is if 'the image of an opaque or even incompetent.
Such an event has strained the loyalty of customers, opened a wound in the reputation of Toyota, driven down sales and lowered the value of the stock quotes.
But this negative balance in fact it was not granted. Even after such events the customer loyalty and reputation can not only emerge unscathed, but also draw a positive effect. Of course, everything depends on the mode of crisis management.
add that companies now have access to a range of tools to communicate with their public (in this case, dealers, customers, shareholders, analysts) that go far beyond the press release, press conference or interviews.
Within hours you can open a blog dedicated a page on Facebook, a channel on Twitter, and more, and talk to its stakeholders with maximum speed transparency. I stress again that would
Was it possible even groped a "rollover" of the situation, and launch from the start, through all channels, even post a "positive" that more or less would have said: "Toyota, which makes the reliability and safety of its products a absolute value and distinctiveness of its brand, after only 26 reports of possible malfunction has decided to implement a call to see 1 million 800 thousand cars in Europe. "
far as the results achieved through proper management of the crisis, McKee refers to this study relative to the more dramatic story of Tylenol .
What do you think? Other
post on crisis management:
http://pr-blues.blogspot.com/search?q=crisis
Original article
Another article (in Italian) on the matter Tylenol
