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Article
Communicating in Product Harm Crises: Do the Right Thing
Author(s)
Paola Cane
Full-Text PDF XML 852 Views
DOI:10.17265/2159-5828/2019.06.005
Affiliation(s)
Mia Solution srl, Torino 10122, Italy
ABSTRACT
Food recalls can have very serious aftermath from many points of view:
starting from the outbreak consequences on public health, on company’s
reputation, sell-out, finance, up to putting at risk the survival of the firm
itself. From a formal point
of view, a product harm crisis presents similarities with other emergency
situations: both of them consist in unpredictable events, often due to unknown
or undervalued causes, which can significantly alter normal business and
compromise the safety of the company, of its employees and customers. Given the potential
damage resulting from a dangerous product crisis, it is surprising that in the
food industry alongside mere procedures (often reducible to botched manuals
compiled solely because their presence reassures auditors and authorities)
there is still little attention to an approach based on a method. Formal corporate
procedures (manuals and crisis management plans) are important, but can cause a
false sense of security and preparedness, if executives do not possess an
adequate crisis management culture, which depends, as well as on experience and
training, also on the ability to assume the correct behavioral posture, and
which involves psychological, organizational and communicational skills that
can not be undervalued. The purpose of this
article is to provide a practical approach based on the experience of
crisis-management (applied in emergency situations by health professionals,
armed forces and civil protection) useful to support food industry during a
food recall, in order to avoid the most classic errors that can undermine speed
of reaction, corrective measures effectiveness and leadership, in the most delicate
moments for a company life. If it is true the way
a firm manages the recall affects its impact, it is necessary to assess the
fundamental factors to be observed at such times: timeliness, lucidity,
responsibility, leadership.
KEYWORDS
Communication management, crisis communication, product harm crises, recall.
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