Crisis Management
Applying PR in Crisis Management - 2010 Manila hostage crisis
Crisis, which public relations counselor James Lukaszewski once described as “unplanned visibility” can strike anyone at any time. As no sector of society is immune from this “unplanned visibility”, it is a need for attempting to “manage” crises. By thinking logically and responding thoughtfully and quickly in a crisis, like how Hong Thai Travel Service Ltd reacted to the Manila hostage crisis, can possibly solidify a positive reputation and build up an immense goodwill for an organization.
The 2010 Manila hostage crisis occurred on August 23, 2010, in front of the Quirino Grandstand in Rizal Park, Manila, Philippines. Like everyone in Hong Kong, the company did not have sufficient information of the crisis. Differ from other hijack cases, all television channels in Hong Kong broadcast devoted significant coverage to the hijacking, and its aftermath. Wall-to-wall live coverage made it the single incident with the most live television news coverage in Hong Kong. It greatly increased outside scrutiny, the media wanted response and customers must know what was going on. In this case, we could see how Hong Thai reacted intelligently and promptly in the crisis.
Once receiving the news from the tour guide, Masa Tse, Hong Thai took a prompt action to it. This hijack case last 10 hours long by starting at around 10 am, after obtaining the phone call, the company convened an internal conference and formed a specific crisis management team in no time. On the other hand, they informed the Travel Industry Council of Hong Kong and Tourism commission at once. Through the Tourism commission sending notification to Security Bureau. Surely, there was nothing for it but to form a team to handle this. Yet, as activating the support from other objective party with credentials could help in the case, the company took this step immediately. It is apparent that the company was being highly prepared and acted
Crisis, which public relations counselor James Lukaszewski once described as “unplanned visibility” can strike anyone at any time. As no sector of society is immune from this “unplanned visibility”, it is a need for attempting to “manage” crises. By thinking logically and responding thoughtfully and quickly in a crisis, like how Hong Thai Travel Service Ltd reacted to the Manila hostage crisis, can possibly solidify a positive reputation and build up an immense goodwill for an organization.
The 2010 Manila hostage crisis occurred on August 23, 2010, in front of the Quirino Grandstand in Rizal Park, Manila, Philippines. Like everyone in Hong Kong, the company did not have sufficient information of the crisis. Differ from other hijack cases, all television channels in Hong Kong broadcast devoted significant coverage to the hijacking, and its aftermath. Wall-to-wall live coverage made it the single incident with the most live television news coverage in Hong Kong. It greatly increased outside scrutiny, the media wanted response and customers must know what was going on. In this case, we could see how Hong Thai reacted intelligently and promptly in the crisis.
Once receiving the news from the tour guide, Masa Tse, Hong Thai took a prompt action to it. This hijack case last 10 hours long by starting at around 10 am, after obtaining the phone call, the company convened an internal conference and formed a specific crisis management team in no time. On the other hand, they informed the Travel Industry Council of Hong Kong and Tourism commission at once. Through the Tourism commission sending notification to Security Bureau. Surely, there was nothing for it but to form a team to handle this. Yet, as activating the support from other objective party with credentials could help in the case, the company took this step immediately. It is apparent that the company was being highly prepared and acted