An integrated crisis communication framework for strategic crisis communication with the media: A case study on a financial services provider

Abstract

In order for organisations to survive in an ever-changing milieu in the current business environment, sufficient crisis communication and management practices need to be in place to ensure organisational survival. Despite the latter, organisational crises are often inefficiently managed which could be ascribed to the lack of managing crises strategically (Kash & Darling 1998:180). This article explores the lack of strategic crisis communication processes to ensure effective crisis communication with the media as stakeholder group. It is argued that the media is one of the main influences of public opinion (Pollard & Hotho 2006:725), thereby emphasising the need for accurate distribution of information. Furthermore, the study will focus specifically on the financial industry, as it is believed that this industry is more sensitive and thus more prone towards media reporting as financial services providers manage people’s money (Squier 2009). A strategic crisis communication process with the media is therefore proposed, facilitated through an integrated crisis communication framework, which focuses on a combination of Integrated Communication (IC) literature with emphasis on Grunig’s theory of communication excellence to build sustainable media relationships through two-way communication; and proposing a crisis communication process that has proactive, reactive and post-evaluative crisis communication stages, thereby moving away from crisis communication as a predominant reactive function.