As Schiller (2007) explains, in “times of crisis, while corporate communication executives are preparing manicured statements, customers are [simultaneously] blogging, e-mailing and posting photos out of rage and desperation because the very people who should be listening to them aren’t” (p. Bell (2010) asserts that stakeholders become “interpretive communities in organizational crisis contexts,” capable of cultivating an organization’s reputation through information they receive in cyberspace (p. Social media allow stakeholders to control when, where, and how “reputational meanings are born and disseminated” as “an organization’s reputation is built on the stories formed by stakeholders and spread within networks” (Aula, 2011, p. Nowhere is this dynamic between organizations and their publics more apparent than on video sharing sites, such as You Tube, that encourage citizens and bloggers to be the co-producers of messages.Burgess and Green (2009) explain that You Tube users engage with this medium “as if it is a space specifically designed for them and that should therefore serve their own particular interests” (p. This can have enormous positive or negative impacts for organizations involved in crisis management, including but not limited to the inability of boundary spanners to monitor the vastness of this space; malicious users who might create a crisis; and the leveraging capabilities of this platform to enhance a brand during a crisis.Abstract Domino’s Pizza was embroiled in a viral crisis situation when two rogue employees posted videos of adulterated food on You Tube in April 2009.
Essentially, a crisis triggers attributions of responsibility to the organization from stakeholders, along three dimensions: 1) whether the crisis has happened before or will likely happen again; 2) whether the event was controllable or uncontrollable by an individual or the organization; and 3) whether the crisis occurs within the organization or external to it. D., is an associate professor of communication management and design in the Department of Strategic Communication, Roy H.
In this case, Domino’s as an organization was not directly responsible for this crisis, as the event occurred internally at the hands of employees, and this type of crisis had never happened before. Park School of Communications, at Ithaca College in Ithaca, New York, where she teaches courses in corporate communication. ARHLENE FLOWERS is an associate professor of integrated marketing communications in the Department of Strategic Communication, Roy H. A version of this paper was presented at the International Communication Association’s pre-conference hosted in Tokyo, Japan, June 2010.
Keywords: Domino’s Pizza; crisis communication; social media; You Tube; Twitter; case study; public relations Overview and Background The way in which companies communicate with stakeholders during a crisis event is rapidly changing with the 24-hour access provided by the Internet, Facebook, Twitter, and You Tube.
Public relations practitioners and other communication executives are struggling to craft messages and maintain control of the flow of messages within this dynamic landscape.
Did Domino’s follow the best practices outlined by Seeger and the Page principles?
Case Study Communication Problems Business Plan Videos
What were the brand’s overall actions, decisions, and strategies for managing the crisis? A work-in-progress literature review: Incorporating social media in risk and crisis communication.
Bob Garfield (2010), a writer for , recounts in an online article how this incident began.
On Easter Sunday in April 2009, two Domino’s employees who were bored “working in a North Carolina store figured it would be just hilarious to post a video of themselves, defiling sandwich ingredients” (para. The duo created five videos in total, one of which showed an individual sticking mozzarella cheese up his nose and then blowing the cheese on a sandwich, among other unsanitary and stomach-turning activities.
In crisis situations, multiple truths or social constructions of the event(s) are vying for attention simultaneously: in general, customers, the company, its employees, and the media.
In the case of Domino’s, particular watchdog organizations like Good As and were also constructing versions of the event. Domino’s “special” delivery: Going viral through social media (Parts A & B).