Brand crisis management: the use of information for prevention, identification and management

Abstract

Purpose-To understand, from the management perspective, the use of information on brand crisis management in moments involving prevention, identification and management. Design/methodology/approach-This article is the result of an exploratory, qualitative study. Primary data was collected through interviews with marketing executives and crisis management specialists. Findings-We concluded that managers use information in very different ways, and, taking possession of information and decisionmaking attitudes into account, four groups of crisis managers were found. Originality/value-In order to contribute to the expansion of academic knowledge in the field of marketing administration and brand crisis management, this study presented the crossing of three different fields (information systems, brand crisis management and organizational development) to structure knowledge concerning brand crisis management. From the managerial perspective, certain crises could be avoided by monitoring internal and external information, and by identifying problems in their early stages. From the social perspective, reducing brand crisis cases positively affects society as a whole (organizations and individuals).

Determinants of Intention to Forward Online Company-Generated Content via Facebook

“…Over the last decade, scholarly research has advocated the value of social media interactions for companies, and has proposed a range of conceptual frameworks to support the achievement of key business goals, such as to: Manage brands (Gensler et al, 2013) and customers (Malthouse et al, 2013); co-create content This Journal is licensed under a Creative Commons Attribution 4.0 International License (Nyangwe and Buhalis, 2018); develop metrics (Peters et al, 2013); manage brand crises (Salvador and Ikeda, 2018); and assess marketing potential in the social media context (Yadav et al, 2013). However, there are very few studies that have analyzed company-generated content (CGC) on social networks (specifically, on Facebook).…”

Estratégias Digitais de Combate aos Impactos da Pandemia Covid-19 no Contexto Empresarial

“…Em síntese, é vital que as empresas se lembrem que a atitude que assumem durante uma crise influencia a perceção da sociedade (Salvador & Ikeda, 2018). Muitas empresas têm um propósito social e um conjunto de valores que indicam o quanto estimam os seus clientes e funcionários.…”

“…A segunda parte, por sua vez, pretende conhecer a empresa de uma forma mais estratégica, nomeadamente o seu público-alvo e se existiram alterações neste provocadas pela pandemia, a presença e importância das redes sociais, o e-commerce e a sua importância, a relação com o cliente no meio digital, o orçamento destinado ao digital e as alterações provocadas pela pandemia. A terceira parte, é mais focada na pandemia Covid-19 e nas estratégias implementadas, nomeadamente a forma como a crise pandémica afetou a empresa, as estratégias digitais levadas a cabo para minorar/explorar os efeitos da pandemia, o desenvolvimento de parcerias (Crick & Crick, 2020;Seetharaman, 2020), a criação de novos produtos/serviços (Kim, 2020), a adoção de medidas socialmente responsáveis (Batista et al, 2020;Donthu & Gustafsson, 2020;He & Harris, 2020;Pantano et al, 2020;Salvador & Ikeda, 2018) e a perceção de alterações no comportamento do consumidor (Donthu & Gustafsson, 2020).…”

Model skuteczności reakcji w organizacji czułej na zdarzenia kryzysowe oraz wizerunkowe elementy składowe systemu odpornościowego organizacji. Na podstawie badań przeprowadzonych wśród polskich przedsiębiorców

“…Jest to część kompleksowego programu zarządzania ryzykiem organizacji (Coombs, 2007). W czasie kryzysu presja na podjęcie właściwej decyzji w odpowiednim czasie wymaga szybkiej mobilizacji organizacji (Salvador & Ikeda, 2018).…”

“…Z kolei postawa postrzegana jako przejrzysta i sprawiedliwa zwiększa szansę na przyjęcie wersji proponowanej przez fi rmę (Rosa, 2001). Równie istotnym elementem działań kryzysowych są szybkość i wiarygodność informacji (Salvador & Ikeda 2018). Ważna jest także świadomość menedżerów w zakresie potencjalnych zagrożeń, z którymi organizacja musi się mierzyć, włącznie z koniecznością przygotowania na wypadek zaistnienia sytuacji kryzysowych obciążających ją wizerunkowo.…”