Communication crisis report D&G, Schemi e mappe concettuali di Teorie e tecniche della comunicazione multimediale

Scarica Communication crisis report D&G e più Schemi e mappe concettuali in PDF di Teorie e tecniche della comunicazione multimediale solo su Docsity! Federica Cavadini Reputation, Crisis and Media Industries Crisis Management Report Introduction and executive summary of the report The report developed in this document concerning the crisis communication of Dolce & Gabbana is the result of the synergic collaboration between the company's crisis communication team, the employees, and other members of the human resources of the different geographical areas and the important contribution of the external collaborators involved in the process. This report is addressed to all six members of the Dolce & Gabbana executive committee, but in particular to:  Alfonso Dolce - Chief Corporate Communication Officer  Rosalba Bianchi – Human Resources Director  Michele Rossi – Crisis Coordinator This report has the ultimate aim of providing a well-described list of guidelines that the company must follow in case of a crisis, imminent or future, that could occur within the D&G company, and is composed of all the procedures to be followed in order to limit the negative effects of the crisis for the company. The report is developed with a short introduction of the company, followed by the three phases: pre-crisis, crisis management, and finally post-crisis, and how the company must act in these moments to better face the situation, and at the end with a short conclusion of the report. Introduction of the company The famous haute couture house Dolce & Gabbana SpA was founded by designers Domenico Dolce and Stefano Gabbana in 1985 in Italy. The fashion house creates designs for men's and women's clothing, children's wear, accessories, cosmetics, and shoes. Dolce & Gabbana became internationally 1 Federica Cavadini Reputation, Crisis and Media Industries famous not only because of its many collaborations with world-famous artists such as Madonna or Beyoncé but also because of the commitment with which the fashion house reflected traditional Italian style and proudly exported it beyond its national borders. Above all, the company was and still is in contrast to the minimalist characteristics that fashion during the 1990s set as the standard to follow. Initially, the fashion house had two main lines: D&G and Dolce&Gabbana, but since 2012 it has decided to merge the two lines together to form the single brand Dolce & Gabbana. D&G also has an important presence on social media, in fact on social platforms such as Instagram they communicate the concept they hold dear of family and tradition, in fact, there are often elements linked to southern Italy, to Sicily, such as the 1993 "Carretto Siciliano" advertising campaign. Although the advertising campaigns may appear banal and simple at first glance, in reality, D&G is one of the few fashion houses that always keeps its traditions present, characterizing the fashion house all over the world. Pre-crisis management A company, or as in this specific case a fashion house, in order to be able to respond adequately and effectively to a hypothetical communication crisis, needs to establish a crisis communication plan. This plan should be composed of organizational and specific guidelines for the management of all activities, communications, and operations during a hypothetical emergency. A fundamental element for Dolce & Gabbana is certainly the fact of being able to maintain a relationship of maximum trust with the stakeholders, and in particular with the customers. By doing so, the fashion house, having a strong brand image worldwide, will be able to reduce the risk of any threat of crisis and implement a good reputation on online social channels, which over the years becomes increasingly important in terms of credibility and also economically for the company. To go into more detail and understand what is meant by a crisis, it is necessary to say that it is a negative event that can lead to a moment of extreme difficulty and danger for the company. However, it should also be understood as a growing process that becomes visible only when other crises arise and extend its negative effects if not managed properly. It is important that the crisis communication plan is drawn up and updated annually, as it is a very demanding and time and resource-intensive document, and must effectively define responsibilities, actions, and protocols during the crisis period. The fashion house, the protagonist of this report, has been at the center of attention for some communication crises during the past years: in 2018, in fact, Dolce&Gabbana published an advertising campaign to promote the fashion show in Shanghai on several platforms, which was not at all appreciated by the oriental audience, since it depicted a Chinese woman trying to eat Italian food such as pizza or cannolo with chopsticks. Despite the fact that this video was already intended to be racist towards the Asian population, the next day screenshots of Mr. Gabbana came out in which he insulted the Asian population as inferior. This event not only ruined the company's reputation but also forced it to cancel the show, losing around 25 million US dollars. The accusation was 2 Federica Cavadini Reputation, Crisis and Media Industries NAME POSITION CONTACT DETAILS Alfonso Dolce Chief Corporate Communication Officer Alfonso.dolce@dolcegab.com Michele Rossi Crisis Coordinator Michele.rossi@dolcegab.com Giovanni Facchetti Social Media Manager Giovanni.facchetti@dolcegab .com Rosalba Bianchi Human Resources Director Rosalba.bianchi@dolcegab.c om Giulia Costa Public Relations Manager Giulia.costa@dolcegab.com Alfonso Dolce, the Chief Corporate Communication Officer, has the task and responsibility of creating and updating the crisis plan, obviously before the crisis, he also has the role of managing the team and providing the CEO with all the necessary information for development, giving tasks to other members and communicating with stakeholders. Michele Rossi, on the other hand, is the Crisis Coordinator, and as such helps Mr. Dolce in the revision of the plan and possibly the correction, implements crisis tests to see how the company would respond, and represents the thread that connects the company with the outside world. Giovanni Facchetti, being the social media manager, clearly has to deal with the role of the company's social media and feedback from customers, who can already give a hint of a crisis themselves. Ms. Bianchi Rosalba, who is the Human resources Director, has the task of managing the relationship between the company and its employees, trying also in a possible moment of crisis to maintain a positive and productive working environment. Giulia Costa is the Public Relationship Manager and is in charge of maintaining contact with influencers or in any case with the company's ambassadors and communicating with them transparently and clearly in the event of any misunderstandings. 5 Federica Cavadini Reputation, Crisis and Media Industries Post-crisis management The post-crisis phase is just as important as the others because it allows the company to understand the mistakes that have been made, and to improve its work with greater awareness. It is in this phase that we see if the company is able to maintain its image and reputation, which are fundamental components for stakeholders. Indeed, the main objective of this phase is to regain their trust and esteem. The more the fashion house interacts with the stakeholders, the stronger the relationship between them will be, so the roles of Social Media Manager, Public Relations Manager, and Crisis Coordinator must collaborate with each other, including web users for example, so as to have a general vision and be able to foresee possible critical situations. Everything that is learned during a crisis should clearly be incorporated into the next update of the crisis plan so that you always learn from your mistakes. Conclusion Communication today plays an increasingly important role within large and small companies, especially with regard to social responsibility, a point of great importance also for the media, consumers, and all stakeholders. With the advent of the internet, it is vital for a company's image to be present on social networks, but it is not always easy to manage all these channels simultaneously. Given the crises the company has had in the past, such as the Shanghai case mentioned in the document, D&G must be able to learn from these situations and use the lessons learned to anticipate possible crises and have a crisis plan that is as comprehensive as possible. References  https://www.businessoffashion.com/community/people/domenico-dolce- stefano-gabbana  https://www.businessoffashion.com/articles/marketing-pr/ahead-of-dolce- gabbana-milan-fashion-week-business-as-usual/  https://socialmirror.altervista.org/il-caso-dolcegabbana-le-conseguenze- di-una-crisi-reputazionale/  https://www.sixor.it/blog/2018/11/28/il-caso-dolce-gabbana/ 6 Federica Cavadini Reputation, Crisis and Media Industries  W. TIMOTHY COOMBS; State of Crisis Communication: Evidence and the Bleeding Edge; Research Journal of the Institute for Public Relations; Florida; 2014. Link: https://instituteforpr.org/wp-content/uploads/CoombsFinalWES.pdf  M. HIBBERD; Course: Reputation, Crisis and Media Industries; slides “Powerpoint 22nd March”; lecture five (2022); available on Icorsi: https://www.icorsi.ch/course/view.php?id=13777  https://www.italiansexcellence.it/en/dolce-gabbana-the-history-of-the- duo-pride-of-fashion-made-in-italy/  https://world.dolcegabbana.com/it/discover/il-carretto-siciliano-nella- storia-di-dolce-gabbana/  Institute for Public Relations (2007, October). Crisis Management and Communications. Link: https://instituteforpr.org/crisis-management-and- communications/  Horváthová P., Mikušová M. (2019). Prepared for a crisis? Basic elements of crisis management in an organization. Economic Research-Ekonomska Istraživanja. Available on the link: https://www.tandfonline.com/doi/full/10.1080/1331677X.2019.1640625 7