Crisis management forms an important part of the communication process of a company, government and organizations. It is necessary to understand the ways and means on managing a crisis and communicate effectively during critical moments. This will play a role in the brand image of the company and the perception it has towards its consumers, shareholders and the community at large. Managing a crisis and communicating during a crisis are two different but related activities.
[...] On the other hand, Michelin stressed that it was unacceptable that its partners had been accused by the FIA of having boycotted the Indianapolis Grand Prix. Michelin and its partners had done everything under the public eye to ensure the safety of the conduct. Michelin considered itself very unfortunate that the proposals for the race to take place with all the teams were not accepted. These proposals, including a chicane, were technically viable and totally respectful of security. However, sports bodies had everything in hand to save the interest of the race. [...]
[...] Following the accident with Ralf Schumacher on Friday morning, we were advised by Michelin that none of the tires available to teams could be used unless the speed of cars is reduced in the Corner No If this condition was not met, Michelin could not guarantee the security of the tire for racing use. All teams have confidence in Michelin and follow the advice of its representatives, we know they are competent and responsible, and demand in writing that they have sent, asking us not to run if the track was not affected was accepted. [...]
[...] Implications of the crisis Michelin has decided to make a strong gesture to the fans who were present at the Indianapolis Grand Prix USA, and who attended one of the greatest parodies of the history of F1 with a six-car race. A week after the Indianapolis Grand Prix, Michelin wanted to make a gesture toward the audience during the Grand Prix, and to the public whose passion for F1 encouraged development of the sport in the United States. On its own initiative and total solidarity with its partners, Michelin took two decisions: 1. [...]
[...] In order to maintain its brand image, Michelin responded after a week by means of a press release and promised to reimburse the amount it owed to the spectators who had purchased 20,000 tickets for the event. The communication of Michelin At first Michelin was reassuring, because the company has tried to make timely communication about the lack of reliability of the tire. The following is an extract from Michelin's press release: "The Michelin teams deeply regret the decision they had to take today and would like to apologize to all the spectators, viewers, to Formula One fans and sponsors for not being able to take part in the Grand Prix des States USA. [...]
[...] This event led Michelin to resort to a crisis management mechanism to protect its reputation and sustainability. The public humiliation of one of the leading manufacturers of tires in the eyes of millions of fans pushed it to tackle the crisis and manage it communicate the same quickly and efficiently. III. The effect of the media crisis. The incident of June is the initiation of a crisis beyond the reach of Michelin in any discipline. Several factors led to a minor incident, which turned into a big fiasco with the American public for casualties suffered and Formula 1 fans waited anxiously in front of their television sets. [...]
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