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Amici Restaurant Friendly staff Delicious food Extremely child friendly Spacious parking

Amici Restaurant Friendly staff Delicious food Extremely child friendly Spacious parking 8.4 over-all rating Impressive Superb service Highly recommended Excellent menu. Managing Negative P ublicity By: Naomi Strickland & Ana Harrison Comm 7536 May 31, 2010.

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Amici Restaurant Friendly staff Delicious food Extremely child friendly Spacious parking

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  1. Amici Restaurant • Friendly staff • Delicious food • Extremely child friendly • Spacious parking • 8.4 over-all rating • Impressive • Superb service • Highly recommended • Excellent menu Managing Negative Publicity By: Naomi Strickland & Ana Harrison Comm 7536 May 31, 2010

  2. 1 upset diner & personal email • Urged people to boycott the restaurant • Bookings cancelled • Loss $4000-$5000 a week • Email read to a hospitality class • Thousands in Whangarei received email • Reported in the Northern Advocate & • nzherald online • If accusations are true or not • Company perception of is damaged • Stakeholders expand • Anger energisers people • People avoid buying product

  3. Negative Word of Mouth • Tell up to 15 others • Hear via the media • Has long lasting effects • Affects purchasing habits • Negative W.O.M has stronger effect on • customer evaluations than positive • Corporate Social Responsibility (CSR) • Major influence on how consumers evaluate • Helps a company build a reputation • Protects image against negative publicity or • help restore it • VS • Minimal emphasis on accusation: • Denial:Claims there is no crisis. • Attack: Confronts person/group • Scape-goating :shift the blame

  4. As Reputation Management Practitioners – What’s the Answer? • Communication is the Key • Internal Communication : * Must Get Household in order 1st • External Communication : *Visible*Honest*Show Concern*Apologetic*Sincere *Generous &*Respectful

  5. Conclusion • Some crisis can be prevented by effective issues management and the effects of others mitigation. Ultimately, crises – in some form or shape – are inevitable. What we do before, during and after a crisis can make the difference to how well our organisation survives it (Mersham,Theunissen,Peart,2009)

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