Client Engagement Mattel in under a crisis because of costumer's reliability on the poor quality of some of its products due to Chinese supplier's low accountability and internal quality problems at Mattel. China was previously under quality problems because of high levels of lead and also sharp edges in toys produced to RC2 Corporation and Kool Toys, but Mattel ignored it and kept the partnership in producing its toys. In 2000, Mattel was under a crisis, and A. Eckert from Kraft Foods was hired to turn the company around. Even knowing China presented reliability problems on producing toys in 2006, Mattel owned 12 factories in China, which is used to produce its most popular toys; besides, suppliers used subcontractors who were not under
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It appears Mattel did not have a very much organized arrangement to manage the emergencies and support the weight of its choices and here is the need to have a person who might support Mattel in the crises, furthermore, support the organization to be set up for future crisis. To my point of view, the biggest mistake of Mattel was that there was no crisis strategy to manage the reported situation. To my point of view, since the problem is installed, Mattel needs to focus its attention on decreasing and/or eliminate the number of recalled toys; enhance Mattel's quality control measure and set up quality standards of the items developed by its suppliers and create a crisis leadership strategy for future situations. From the consultation, Mattel will be able to develop global standards that the third party manufacturing companies should follow, develop a well-supported communication plan (accurately, quickly, and efficiently), manage people, create a plan for a future crisis and rebuild and strengthen Mattel's worldwide image. Also, there is the need to empower Mattel's leadership, since, according to Lussier & Achua (2015), an effective crisis leader must have the force, assets, position, and stature to impact occasions when an emergency
It appears Mattel did not have a very much organized arrangement to manage the emergencies and support the weight of its choices and here is the need to have a person who might support Mattel in the crises, furthermore, support the organization to be set up for future crisis. To my point of view, the biggest mistake of Mattel was that there was no crisis strategy to manage the reported situation. To my point of view, since the problem is installed, Mattel needs to focus its attention on decreasing and/or eliminate the number of recalled toys; enhance Mattel's quality control measure and set up quality standards of the items developed by its suppliers and create a crisis leadership strategy for future situations. From the consultation, Mattel will be able to develop global standards that the third party manufacturing companies should follow, develop a well-supported communication plan (accurately, quickly, and efficiently), manage people, create a plan for a future crisis and rebuild and strengthen Mattel's worldwide image. Also, there is the need to empower Mattel's leadership, since, according to Lussier & Achua (2015), an effective crisis leader must have the force, assets, position, and stature to impact occasions when an emergency