Case Study: Renault Clio

2786 Words 12 Pages
Register to read the introduction… If an organisation wishes to successfully handle a crisis they must prepare, therefore they should have an organisation routine. An organisation should: have a crisis management plan and try to update it annually, have a trained crisis management team, exercise the plan to make sure the team works effectively and create messages that can be circulated in the event of a …show more content…
If an organisation was to have a history of similar crises or has had previous negative reputation, the threat to reputation increases and outcome can be so much worse. If an organisation was found to be judged as having a strong crisis responsibility when the organisation had a previous crisis, this can lead to a greater reputational threat in the future. Coombs created the attribution theory based on crisis communication and how they can perform with their practices. This theory had nine stages, the first stage was; victims and potential victims should get all the information, also recall information. This can be crucial for an organisation in the case of a crisis. Although Renault did deny the fault with their Clio II, they did manage to publish a number of documents and statements, for example; Yann Vincent the Renault Director of Quality put a statement on the Renault website about quality. It was good PR for Renault as he posted positive comments such as; their main objective: to prevent you experiencing even the smallest of incidents on your vehicle. The second step is all victims should be provided with an expression of sympathy, victims should be given all the support they need. This is called care response. This is one area where Renault failed, as they had a number of customers that experienced some form of trauma due to the Renault Clio II, because Renault denied the claims that the bonnet catch was faulty. They didn’t support customers when needed; I believe this is why the public attacked Renault in such a vicious manner. The third stage is care response should be premium along with instructing information, to ensure the increase of negative response towards the organisations can be minimised. The fourth aspect is if the crisis has minimal attribution of crisis responsibility on an increasing issue, the organisation

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