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Name: River Filmer,
Module Tutor: Kristine Pole
Date: 02/05/2016

PR Crisis Comms Simulation Day
Group 2 Write-Up

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1
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Decision Making
The nature of our group’s decision-making on the day was that of a reactional or
‘responsive’ style due to knowing very few details from the outset
...
P5)
...
Frequent updates on the
contamination through breaking news dictated both how swiftly our group should react,
and whether it was appropriate for our organisation to respond to the press at all
...
This was crucial in
keeping all stakeholders informed
...
The majority of our decisions to respond to
breaking news were primarily to show customers that we recognise the seriousness of
the contamination, and that nothing was more important to us than them
...
P118)
...
At 12pm we issued a joint
statement with our primary milk producer, Muller, in order to illustrate both unity and
understanding to the press and our stakeholders
...
Muller, in fact, released their own response video that displayed a senior
employee acting immaturely
...
An executive
decision, following the video content, was made to relinquish the partnership with
Muller as a direct result of their lack of compassion displayed at a time when children
and adults had fallen ill potentially due to milk processed by them
...


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On reflection of the above, we have displayed clear reasoning for each decision made,
and acted in a way that cared for the customer first and about money secondly
...
In hindsight, the
decision to reinforce this fact many times may have made Waitrose come across less
heroic than we could have
...
Finally, to act in haste and end a long-standing partnership
with a significant player in the industry was perhaps reacting without logic
...

In terms of critically evaluating our decision not to inform any publics outside of the UK,
it is understood that “every crisis plan needs to take into account the potential global
impact of crises, even when these are viewed as being essentially domestic” (Newsom,
et al, 2000
...
However, although we considered this, the contamination was not
revealed to be within any other country throughout the day
...

Management of the Crisis
...
Preparedness concerns precautionary measures
put in place by us to be ready in case of a crisis
...
“Crisis management considers the future in trying to anticipate and prepare for
possible events…” (Kitchen, 1997
...

Action signifies the specific directions taken by our group in the moment of the crisis
...
Once the crisis has been managed, the ‘post-crisis stage’ then
begins
...
As Newsom et al (2000) explain, the mark of success or failure
is more concerned with how an organisation resolves the crisis
...


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Our overarching management in terms of our delivery to the press was in the form of
‘public information’
...
In terms of preparedness, our group measured the impact of the
breaking news on Waitrose, and whether we were at any fault
...
As such,
we were taken by surprise and had no preparedness strategy in place
...
We also
demonstrated empathy by seeing the crisis from the point of view of those affected
...
P118)
...
It was crucial to respond in such a way that was planned, yet
maintaining a genuine appeal
...
This was, in hindsight, the correct method rather
than using the magic bullet/hypodermic needle approach
...
A key element to the management of
Waitrose’s reputation during the crisis was due to developing an image that suggests
the organisation is successfully handling the situation
...
P493)
...
This
method would have been helpful in maintaining our continuity and public perception if
adapted
...
Critically evaluate the communication strategies and tools used in managing
your crisis situation
...

Communication is key to all situations, especially when in a crisis situation
...
Our key concepts included: be professional, hold your hands up, be honest
and explain how you will fix the problem (Hanna, 2016) (See Appendix 2)
...
We used online media because ‘traditional media has
limited feedback’ (Gordon, 2011) and as a vital source of information for consumers,
we needed the interactivity offered by the internet in order to connect
...
This ‘model reflects situations
in which the goal is to send vital information out to people’ (Gordon, 2011) which was
ideal for Waitrose’s position in this simulation
...
This was especially
important when we decided to issue a joint statement with Muller
...

Coombs advises companies to ‘go where the action is’ (Aarhus School of Business,
2009), therefore as a company, we responded to messages on the relevant platform
...

According to Wigley et al (2011), the ‘key to successfully handling crises is controlling
the flow of information to the media and one’s publics’ by developing and disseminating
key messages to both the publics and the media
...
Kauffman (as quoted in Wigley et al, 2011) expresses the
need to release accurate information in a timely manner and when an organisation fails
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to do so, it “relinquishes the substantial amount of control it could have exercised over
the flow of information to the media”
...

‘Because of the current media landscape in which anyone can instantly have a
megaphone and access to millions of people, the goal of controlling information has
become more challenging than ever’ (Wigley et al, 2011)
...
If there had been an international dimension to the crisis at
the time, we would have also issued these press releases in physical form and in
different languages on our website
...
In preparation for the press conference, we prepared a
speech prompt-card for our CEO which included our key messages (See Appendix 6)
...
As a team, we chose one core message which built the foundation for our
strategy; ‘ensure the safety (of our customers) and restore their faith (in our company)’
...
This allowed us to take responsibility for the crisis as well as express sympathy
to the consumers (Aahrus School of Business, 2009) while maximising effectiveness
by repeating the same message
...
Firstly, the media need to describe what happened, coordinate relief work and
provide accurate information in order to relieve uncertainty and calm the public (Li,
2010)
...

Finally, the media need to provide context by placing the crisis in a larger, longer-term
perspective (Li, 2010)
...
We
offered accurate information and released advice regarding the consumer’s safety
such as our recall notice and a social media post that advised consumers to throw
away any milk with a certain expiry date to prevent further harm
...
For example, we would raise the quality standards at our farm
and increase the number of quality tests
...
Our information covered all of the
basic elements and we used various mediums within online media but efficiency and
effectiveness could have been improved upon by using traditional media and more of
a long term focus
...
Reflect on your approach to media relations and discuss how in a real crisis
situation you could have improved your approach
...
We, therefore, treated the media as a key stakeholder of importance
...
This style is used in crisis
situations as it allows the team or business to prioritise who to engage with first and
how to address others involved within the crisis (Lukaszewski, 2013)
...
This was
demonstrated by how quickly we reacted to all situations, and that out of our
competitors and rival pressure groups, we were the first to release a statement (See
Appendix 5
...
The statement was delivered through social media and it addressed
the situation and assured stakeholders that we would keep them informed of any
updates
...
We
could have addressed the situation more effectively with a stronger opening statement
and an apology
...
These were addressed in later
posts but would have been more effective in the initial social media statement
...
However, it was found to be
an invaluable tool for reassuring our concerned stakeholders and was the correct
decision to provide this service
...
This is shown in Appendix
5
...
As a team, we
replied with a response that eliminated us from the claim, linked in fact and figures and
mentioned the new farming facilities that Waitrose had just built
...
This was an
important factor to convey in order to generate positivity towards Waitrose at a time
when the image of all companies involved was at risk
...
This inferred that
we were committed to keeping our stakeholders updated and at the forefront of our
activities throughout the crisis
...
10); this was beneficial for both parties, as it allowed more stakeholders to
be addressed about the crisis, while also increasing both businesses brand
awareness, ethics and showing industry-wide efforts to help fix the situation
...

Harrison, (2013) states that when ‘liaising with the media you have to ensure you’re
displaying a positive brand image, while answering questions correctly’
...
12)
...
This guaranteed continuity throughout
our responses to the media
...
We recognised the media was one of the most
important stakeholders involved, and, as such it was important to respond accurately
to their questioning, and to be transparent
...
For example, when considering the internal
crisis bonus scam, Appendix 5
...
14)
...

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According to Avraham and Ketter, (2012
...
Our two video messages showed more of a personal touch towards the
employees and consumers, whilst also showing that as a business we were more
genuine
...
This caused an
issue during the conference when a reporter asked the CEO about the situation and
the claims about the bonus scam
...
This, therefore, could have been prevented
...
(2009) ‘SITUATIONAL CRISIS COMMUNICATION THEORY –
Timothy Coombs’
...
youtube
...
03
...
Ketter, E
...
‘Media Strategies for Marketing Places in Crisis’
...
p 87
...
(2011) ‘Public Relations’, Oxford University Press Inc
...
(2016) PR Training Course [Seminar from Visitkent], 23 February
...
(2013) ‘Your Media Relations Should Have a Strategic Purpose’
...
cuttingedgepr
...
asp (Accessed
27/04/2016)
Kitchen, P
...
Thompson business press
...

Li, X
...
Journal of Broadcasting & Electronic Media
...
tandfonline
...
1080/08838150701626578 (Accessed:
28/03/2016)
Lukaszewski, E
...
‘Lukaszewski on Crisis Communication’ - What your CEO needs to
know about Reputation Risk and Crisis Management
...
p 212
...
(2004) ‘Attribution Theory in the Organizational Sciences’
...
Florida
...
(2000) ‘This is PR’
...
Belmont
...
(2012) ‘Crisis Management and Decision Making’
...
Dordrecht
...
Zhang, W
...
Public Relations Journal
...
5, No
...


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Appendix
1
...

Time
10:00am
10:56am

11:11am

11:17am

11:20am

11:30am

11:42am
11:45am

Event
Crisis was announced and
press greeted staff with
questions
...

Mumsnet Email:
“We at Mumsnet have been
overwhelmed by questions
posted by members who are
concerned whether or not to
give their children milk on
their cereals and to drink…”
Justine Roberts, Chief
Executive Mumsnet
BBC Interview with ex famer
Ray Venner
...
”
BREAKING NEWS:
Protests at ASDA including
the use of livestock;
‘fighting for farmers’;
Farmers receiving
insufficient funds to cover
production;
Paid 5p a litre
...

Buxton 50ppl and milk 44ppl
@waitrose”
EU promises protesting
farmers more help, no new
money
BBC News:
“NFU tells all producers and
retailers to check milk
products for product
tampering”

Our Response
Remain silent until we had
all the facts
...

Press Statements
...


Issued a recall notice on all
milk products from stores
and advised customers not
to consumer milk within a
specific expiry date
Social media posts

Decided to issue a joint
statement with our main
milk processor – Muller
...

Social media responses
Released a video apology
on social media
Our CEO answered
questions from companies
and the press
...
How to deal with negative press – Sinead Hanna, Visit Kent

•

Don’t take it personally

•

Be professional

•

Choose your battles

•

Don’t yell and stamp your feet, turn it into a positive by diffusing the situation
...

Sinead Hanna is an ex-journalist who is now the PR Manager for VisitKent
...
Email Exchange with Mumsnet
11
...

We advise that you inform your members of the potential implications of consuming
contaminated food or drink products
...

We are open to converse on this situation and will inform you with the consistent
updates as and when we can
...


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4
...

Schools in Barnstaple, South West have been closed due to 60 children and 6-8
adults being hospitalised due to a possible contamination in milk
...
We are cooperating with other supermarkets as well as our suppliers
in order to find out as much as we can so that our customers feel at ease with our
premium service and continue to have faith in our company
...
Waitrose also aims to pay one of the market’s highest
prices for milk whilst ensuring its dairy farmers meet production costs, make a profit
and reinvest in their dairies
...
2p which covers our production costs and more
...
” In addition, animal
welfare is of key importance to Waitrose at our farm in Leckford there has been much
innovation to reflect this and ensure our herd are comfortable
...

Unlike Tesco, Waitrose knows all of our farmers, meets them regularly and we aim to
achieve long-term supply agreements by building strong relationships with them
...
Social media posts
...
1

Time
11:03am

5
...
3

Post

11:36am

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5
...
5

11:45am

5
...
7

11:58am

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5
...
9

12:02pm

5
...
11

12:20pm

5
...
13

13:52-14:00pm

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5
...
15

14:15pm

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5
...
17

14:32pm

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5
...
19

15:02pm

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5
...
21

15:57pm

END OF SIMULATION

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6
...
”

•

“We are fully aware of the harm that may have been caused by the current situation
and express our deepest concerns
...
Waitrose have issued a recall on all milk and milk based
products with a use by date of the 23rd of March and have removed all remaining milk
products from our shelves in store
...

Thorough investigations are currently underway, to guarantee that this problem will
not arise again in the future
...
Waitrose would like to re assure the public that all possible
revenues of safety procedures are being followed
...
”

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