Summary: Situational Crisis Communication Theory

The 99p companies’ slogan of 'Amazing Value', 'Mega Deals', ‘We won’t be beaten on value’ and ‘unbeatable value’ was claimed to be incorrect. Based on the research of BBC Watch dog, BBC confirmed with a call to one of 99p stores that they stand by that in store promise. They told that 'we will not be beaten on price' means that we can't buy products cheaper in someone else store, but in 99p Store, we can get cheaper price than others retail market or supermarket. BBC has did a price comparison on 99p Stores with others four different supermarket and they have found out some of the price in the supermarket are selling even cheaper than the 99p Store. Owner and co-founder of the 99p Stores, Hussein Lalani show up on the BBC watchdog to show the

A company should have a crisis manager, and a crisis manager have a responsibility to settle this crisis. Crisis managers should consider this case when selecting the crisis response strategies to protect an organization’s reputation. Reputation is very important to a company. SCCT is premiss on matching the crisis response to the level of crisis responsibility attributed to a crisis. SCCT is to match crisis situations to crisis response strategies and limitations. SCCT maintains that as attributions of crisis responsibility and the threat of reputational damage in crisis. SCCT proposes for dealing with crises involves analyzing the situation first and then select different strategies from the attribution theory and situational crisis communication theory. There are different types of crisis response strategies by SCCT. There are, diminish, deny, reinforcing and rebuild. Diminish strategies is to minimize the organization’s responsibility. Deny strategies claiming there is no crisis, no crisis exists and trying to justify the organization they has no responsibility for the crisis, or attacking the accusers. Reinforcing strategies is reminding stakeholders about their past good works or praising stakeholders. Rebuild strategies is providing compensation and making apologies to the public for the crisis. According to SCCT, reinforcing strategies must be used with one of the other three strategies. Taking effective and appropriate action to deal with crisis is critical in crisis management. It is more important for organizations to recognize what is the issues generating the reputational threats, who is/are involved, and figure out what and how to respond the crisis (Greyser, 2009). As mentioned above, in the initial stage of the crisis, Toyota had been