The paper 'Communication Management at Dominos Pizza" is a good example of a management case study. Domino’ Pizza, one of the biggest pizza restaurant chains in the USA, was involved in a viral situation. Two indiscipline employees posted on YouTube a video of adulterated food in April 2015. Communication’ s vice president, Tim McIntyre, was part of the team that designed the communication plan of the company through YouTube and Twitter. The management of the crisis and its social media aspect is what makes this issue compelling. This paper uses the Dominos' case study to analyze communication management especially during the crisis in the era of social media. Background How different organizations communicate with different stakeholders is changing rapidly.
Communication executives including public relations practitioners are striving to maintain control of the message flow by crafting messages within this changing landscape. As explained by, while communication executives of corporate are preparing for delivering statements in times of crisis, simultaneously customers are posting photos, emailing, and blogging out of desperation and rage since the individuals who should be addressing and listening to them are not.
According to the assertion, stakeholders become, in organizational crisis contexts, interpretive communities. They are capable of nurturing the reputation of the organization by receiving cyberspace information. Stakeholders through social media are able to control where, how, and when the meaning of reputation are disseminated and born. Since the reputation of the firm is founded on the stakeholders' stories which are disseminated among the networks. Apart from the video-sharing websites such as YouTube, there is no other place where there is this dynamic between the public and the organization, and which encourages bloggers and citizens to be the messages' co-producers. The users of You Tube utilize this channel as a platform designed specifically for them and therefore, it should serve their specific needs.
As a result, this can have a significant negative or positive influence on firms involved in the management of the crisis. This includes but not restrained to the incapability of boundary spanners to supervise this space's vastness. The organization can utilize social media to drive its reputation by managing effectively the crisis, just the same way the customers use it to interpret and create a crisis for the affected firm.
The president of Domino's Pizza, Patrick Doyle can understand this concept better after the impact felt when the two employees uploaded a vulgar video on YouTube. The incident of Dominion Pizzas began when two employees who were bored to work in the store and decided to defile the ingredients sandwich. Then they recorded the video while in the act and posted it online. The total number of video they created was five. One of the videos showed one of them blowing his nose on the mozzarella cheese.
This was just one among other unsanitary activities. Before these videos were removed, two million people had already viewed them. The Dominos' vice president in charge of corporate communication, Tim McIntyre, used the first 26 hours to assess the situation and verify that the videos were not fake. He started to communicate with both the external and internal audiences he deemed to be relevant, these included the senior management, people on social media, and the company's head of security. The rogue employees were identified as Seltzer Michael and Hammond Kristy through the collaboration of Domino's Pizza and GoodAsYou, a consumer watchdog association.
A few hours later, the firm was responding to the concerns of the customers on Twitter. The customers were wanted to know whether the firm was aware of the videos, how the firm was addressing the situation, and why they have not issued their position. One day later, the president of Domino's pizza apologized through a video recording that was later uploaded on YouTube.
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