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Università degli Studi di Pavia

Università degli Studi di Pavia Corso di Laurea Specialistica Interfacoltà in Editoria e Comunicazione Multimediale. 106 days and millions of barrels : Crisis Communication and the case of B ritish P etroleum. Tesi di laurea di Marianna Mortaruolo. BRITISH PETROLEUM.

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Università degli Studi di Pavia

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  1. Università degli Studi di Pavia Corso di Laurea Specialistica Interfacoltà in Editoria e Comunicazione Multimediale 106 days and millionsofbarrels: CrisisCommunication and the case ofBritishPetroleum Tesi di laurea di Marianna Mortaruolo

  2. BRITISH PETROLEUM PURPOSE OF THE THESIS THE CRISIS: APRIL 20, 2010 The importanceofCrisisCommunication in the Risk Society: the case ofBritishPetroleum CRISIS MANAGEMENT CRISIS COMMUNICATION METHODS OF WORK PUBLIC RELATIONS • Interviewswithexperts in Public Relations MASS MEDIA • EmpiricalAnalysis: the case ofBritishPetroleum PRESS REVIEW CONCLUSIONS • Instrumentsof CSR • Press Review

  3. BRITISH PETROLEUM WHO IS BP? THE CRISIS: APRIL 20, 2010 • The BritishPetroleum Company CRISIS MANAGEMENT • Set ofsixdifferentbrands • Helios: new logo, newphilosophy CRISIS COMMUNICATION • Leader in business and protecting the environment • Strong corporate values: Progressive, Responsible, Innovative, Performance driven PUBLIC RELATIONS Gli strumenti di CSR devono rappresentare un impegno esplicito dell’impresa (Livia Piermattei) • HumanRights MASS MEDIA • Corporate Governance • Environmentalregulations PRESS REVIEW • Corporate Social Responsibility CONCLUSIONS • InternalAudit • E-learning • Code ofConduct • SustainabilityReview

  4. GAP BETWEEN PUBLIC PERCEPTION AND THE REALITY OF THE BEHAVIOR OF BP BRITISH PETROLEUM THE CRISIS: APRIL 20, 2010 APRIL 20, 2010: ENVIRONMENTAL CRISIS CRISIS MANAGEMENT PRODROMAL PHASE • February 2010: complicationsbegin in the Gulf CRISIS COMMUNICATION • April 20, 2010: explosionof the platformDeepwaterHorizon PUBLIC RELATIONS • May 7, 2010: operationTop Kill MASS MEDIA ACUTE PHASE • July 15, 2010: draftLower Marine Riser Package PRESS REVIEW • August 4, 2010: operationStaticKillcloses the wellMacondo CONCLUSIONS • September 19, 2010: finalcementafter procedure BottomKill, the end of the tragedy and the beginningof the collapseof BP CHRONIC PHASE

  5. Scritta in cinese la parola crisi è composta di due caratteri. Uno rappresenta il pericolo e l’altro l’opportunità. (John Fitzgerald Kennedy) BRITISH PETROLEUM APRIL 20, 2010: CONSEQUENCES OF THE CRISIS THE CRISIS: APRIL 20, 2010 • 11 workersaffectedby the explosion CRISIS MANAGEMENT • Gulfof Mexico: fromheaventoblackhell • Animalsvictimsofecologicaldisaster CRISIS COMMUNICATION • Tourismceases in Louisiana, Mississippi, Alabama, Florida PUBLIC RELATIONS • Heavylossesto the localfishingindustry MASS MEDIA • Unemploymentamongfishermen PRESS REVIEW • The healthof the populationaffectedforyears CONCLUSIONS • Increase in oil prices • Loss of BP stock price • Imagefor BP collapses: Greenpeace proposes the rebrandingof the oil company

  6. HOW TO HANDLE A CRISIS? BRITISH PETROLEUM THE CRISIS: APRIL 20, 2010 CRISIS MANAGEMENT CRISIS MANAGEMENT The FifteenMostHated American Companiesof 2010 American Airlines Nokia Toyota Best Buy Charter Communications Citigroup AT & T Bankof America Dell Dish rete Johnson & Johnson McDonald’s United Airlines BritishPetroleum Direct TV BP Top 10 crisesof 2010 BritishPetroleum Toyota Goldman Sachs HP Nestle Facebook Foxconn India’s Commonwealth GamesOrganisingCommittee BAA Wikileaks Not a realaccident, but a tragedywaitingtohappen 1- TO ANTICIPATE CRISIS COMMUNICATION PUBLIC RELATIONS The planforcrisis management provedtobe a copy and paste ofoldplanspreparedfor the ArcticOcean 2- TO PLAN MASS MEDIA 3- TO COMMUNICATE AND MANAGE THE CRISIS PRESS REVIEW Crisiscommunicationunprofessional, improper, non-transparent and ineffective CONCLUSIONS 4- TO MANAGE THE POST-CRISIS S.O.S. Collapseof the multinational’s image

  7. BRITISH PETROLEUM CRISIS COMMUNICATION THE CRISIS: APRIL 20, 2010 MODEL OF CRISIS COMMUNICATION CRISIS MANAGEMENT 1. Admitmistakes and apologize 2. Calling on both inside and outside CRISIS COMMUNICATION 3. Interactivity 4. Reliable and scientific information PUBLIC RELATIONS 5. Proactive, voluntary, transparent MASS MEDIA 6. Languagesuitable 7. Analysisoflocal and social context PRESS REVIEW 8. Avoid no comment, alarms, excessivereassurance 9. Fair and honestsources CONCLUSIONS 10. Specific information and notgeneralized 11. Updatedcommunication 12. Code ofethics 13. Environmentalcommunicator

  8. BRITISH PETROLEUM CRISIS COMMUNICATION THE CRISIS: APRIL 20, 2010 BP’S CRISIS COMMUNICATION CRISIS MANAGEMENT 1. Minimized the likelihoodofrisk in the prodromalphase 2. Overstated the company’s ability CRISIS COMMUNICATION 3. Inaccurate data and incorrectsources 4. Tacticsofblame PUBLIC RELATIONS 5. Masked the realdamageof the crisis MASS MEDIA 6. Lackofadmissionofguilt and a sincere apologies 7. Lackoftransparency in communications PRESS REVIEW 8. Communicationsunrealistic and inconsistentwith the facts 9. Sourcesdishonest and misleading information CONCLUSIONS 10. Communicationwithoutanethicalpointofview 11. Optimisticreassurance in uncertaintimes 12. General news and information uncertainty 13. Poorspokesman

  9. THE CRISIS COMMUNICATION IS A SPECIALIZED SERVICE OF PR BRITISH PETROLEUM THE CRISIS: APRIL 20, 2010 PUBLIC RELATIONS CRISIS MANAGEMENT The new manifesto of PR: STOCKHOLM ACCORDS . PR ensures a proper, effective and non-manipulativecrisiscommunication Si tratta di una chiamata all’azione per i relatori pubblici di tutto il mondo. (Toni Muzi Falconi) CRISIS COMMUNICATION 1. SUSTAINABILITY . In the last 20 years PR haveexperiencedprofoundchanges: - the concept and contentofcommunication - Corporate Social Responsibility - the purposeofcommunication - the roleofoperational and strategicpositioningofcompanies in PR PUBLIC RELATIONS 2. GOVERNANCE MASS MEDIA 3. MANAGEMENT Le RP oggi più che mai occupano un ruolo strategico nella realtà aziendale (Prof.ssa Stefania Romenti) PRESS REVIEW 4. INTERNAL COMMUNICATION . PR today play animportantrole in top management CONCLUSIONS 5. EXTERNAL COMMUNICATION . WespeaktodayofCore PR e Extended PR 6. COORDINATION BETWEEN INTERNAL AND EXTERNAL COMMUNICATIONS

  10. THE PR MANAGES RELATIONSHIPS WITH THE MEDIA IN A CRISIS BRITISH PETROLEUM THE CRISIS: APRIL 20, 2010 MASS MEDIA CRISIS MANAGEMENT . The vehicleoftransmissionof the emergency CRISIS COMMUNICATION . An instrumenttoinform in realtime, to deal with stress, togiveinstructions . Psychologistscrisis: they favor reducingemotionalbuildup PUBLIC RELATIONS . A meanstodeclare appropriate apologiespublicly MASS MEDIA BUT… PRESS REVIEW . Vultureswaitingtopounce on the breaking news CONCLUSIONS . They guide the public opinion: agenda setting . Theysend out alerts and play with the emotionaltension . The media’s “truth”doesnot coincide with reality: disaster information . They turn the crisisinto a media event

  11. THE PRESS: AN IMPORTANT VEHICLE FOR TRANSMITTING NEWS BRITISH PETROLEUM THE CRISIS: APRIL 20, 2010 PRESS REVIEW CRISIS MANAGEMENT .Newspaperinfluencethoughts, anxieties and the public’s views CRISIS COMMUNICATION . The purposeofanalysis: how the crisiswasdealtwith in 4 major newspapers PUBLIC RELATIONS . Under investigation: The New York Times The Guardian il Corriere della Sera La Repubblica MASS MEDIA PRESS REVIEW . Methodofanalysis: coverageof news and tone ofdiscussion in the online versionsofnewspapers CONCLUSIONS . Reportingperiod: the acute phaseof the environmentalcrisis (April 20- August 4) . Numberofitemsscanned: 1.431 articles (“BritishPetroleum” and “crisis in the Gulfof Mexico” askeywords)

  12. BRITISH PETROLEUM PRESS REVIEW THE CRISIS: APRIL 20, 2010 MEDIA COVERAGE OF THE CRISIS: A DIACHRONIC ANALYSIS MEDIA COVERAGE OF THE CRISIS CRISIS MANAGEMENT CRISIS COMMUNICATION PUBLIC RELATIONS MASS MEDIA PRESS REVIEW CONCLUSIONS • Il Corriere della Sera: june 32 articles • may 26 articles • july 26 articles • april 4 articles • august 4 articles • The New York Times: june 372 articles • may 280 articles • july 235 articles • august 26 articles • april 22 articles • The Guardian: june 106 articles • may 76 articles • july 70 articles • april 13 articles • august 9 articles • La Repubblica: may 47 articles • june 45 articles • july 27 articles • april 7 articles • august 4 articles • The New York Times: 935 articles • The Guardian: 274 articles • La Repubblica: 130 articles • il Corriere della Sera: 92 articles

  13. BRITISH PETROLEUM PRESS REVIEW THE CRISIS: APRIL 20, 2010 TONE OF THE DISCUSSION OF THE CRISIS IN 4 NEWSPAPERS CRISIS MANAGEMENT THE NEW YORK TIMES THE GUARDIAN CRISIS COMMUNICATION PUBLIC RELATIONS APRIL APRIL NEGATIVE TONE: 460 articles NEUTRAL TONE: 119 articles MASS MEDIA MAY MAY PRESS REVIEW NEUTRAL TONE: 431 articles NEGATIVE TONE: 108 articles JUNE JUNE CONCLUSIONS JULY JULY POSITIVE TONE: 44 articles POSITIVE TONE: 48 articles AUGUST AUGUST

  14. BRITISH PETROLEUM PRESS REVIEW THE CRISIS: APRIL 20, 2010 TONE OF THE DISCUSSION OF THE CRISIS IN 4 NEWSPAPERS CRISIS MANAGEMENT LA REPUBBLICA IL CORRIERE DELLA SERA CRISIS COMMUNICATION PUBLIC RELATIONS NEUTRAL TONE: 65 articles NEUTRAL TONE: 84 articles MASS MEDIA PRESS REVIEW NEGATIVE TONE: 57 articles NEGATIVE TONE: 5 articles CONCLUSIONS POSITIVE TONE: 3 articles POSITIVE TONE: 8 articles

  15. BRITISH PETROLEUM CONCLUSIONS THE CRISIS: APRIL 20, 2010 • EffectiveCrisisCommunication: professional, timely, transparent CRISIS MANAGEMENT • CrisisCommunicationaffects the impact of the crisis in the medium-long term, protects the organizationaffected, contains the damage CRISIS COMMUNICATION PUBLIC RELATIONS • Evenwhenthereislittlethat can bedonetoimprovethings, thereisalways a lotworsethat can besaid MASS MEDIA PRESS REVIEW • Do nothideone’s head in the sand, butexposeitabove the parapet CONCLUSIONS • The public informed are lessvulnerabletorisks • “Whenyou stop talking, youloseyour clientele”. • EsteeLauder ( the founderof the EstéeLauderCompanies, cosmetics company)

  16. Bye-bye Planet

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