Crisis Management

Topics: Hong Kong International Airport, Cathay Pacific, Hong Kong Pages: 15 (3852 words) Published: July 15, 2013
SPD4287 Public Relations and Crisis Management
Semester One, 2012/13

Group Project




Executive Summary 1

Part A – Crisis Analysis

1.Crisis 2 – 3

2.Analysis 4 – 5

3.Response 6 – 8

4.Comment 9

5.Recommendation 10

Part B – Public Relations Plan

1.5-step PR Management Process 11 – 14

2.Image Restoration 15

3.Reputation Rebuild 16 – 17

Executive Summary

Hong Kong Airlines was in a state of chaos after a severe typhoon Vicente roared into Hong Kong, shuttering much of the city. Hundreds of Hong Kong Airlines’ passengers at check-in counters were upset and angry. Some ground crew members complained they had been working non-stop for more than 24 hours before being able to go home. All these had turned routine management issues into crisis. HAECO stopped providing her services. Without HAECO’s services, Hong Kong Airlines faced frequent flight delays .The efficiency of Hong Kong Airlines to response the crisis is far from satisfactory.. Reporters were also unable to get in touch with the communication department of Hong Kong Airlines for their responses on the chaos.

Hong Kong Airlines should set up five-step public relations process to survive from the crisis. For the environmental scanning, budget airline is an airline that generally has lower fares and fewer comforts. She should increase the freight punctuality rate. For planning, they should increase the pushback car and give promise to improve the freight punctuality rate. Endorsing spokesperson Tony Hung can enhance the awareness of Hong Kong Airlines. For the message design and execution, they should emphasize on the freight punctuality rate and openness. Finally, they should evaluate the freight punctuality rate and the rate of passengers via Hong Kong International Airport.

For the image restoration, Hong Kong Airlines should offer corporate apologia in front of press media. Free upgrade offer is also a kind of scheme to catch influenced customers for the next flight. For the reputation rebuild, Hong Kong Airlines should build transferrable network among different airlines to offer customers a ‘promise’ with not more than one-hour flight delay. Part A


Hong Kong Airlines was in a state of chaos after a severe typhoon struck the city with gale-force winds and rain, shuttering much of the city.

Typhoon Vicente roared into Hong Kong on Monday 23 July 2012, steadily intensifying throughout the day. The Hong Kong Observatory issued a tropical cyclone warning No. 8 signal on Monday 5:44 p.m., eventually raising it to a No. 10 signal at 12:45 a.m. Tuesday 24 July. It is the worst storm to hit Hong Kong in 13 years.

348 international flights were delayed and 39 cancelled in the aftermath of Typhoon Vicente. A number of airlines, including Cathay Pacific, Dragon Air, Air India, Hong Kong Airlines, Air China, Korean Air, Delta, etc., were affected, but Hong Kong Airlines was the one who suffered the most.

Hundreds of Hong Kong Airlines’ passengers at check-in counters were upset and angry as almost all of the 90 flights scheduled on 23 July evening and 24 July were delayed or cancelled. Long queues stretched as far as the entrance of the arrival hall.

Many travellers complained the poor arrangements by the airline for her confusion and delayed trips, with hours of waiting, tempers occasionally became so frayed that police had to be called in to help maintain order. Cases of alleged assault on crew members were reported. A female ground crew broke down and cried after slapped across the faced by an angry passenger. There was at least one arrest – a 31-year-old woman who poured a bottle of distilled water over a male ground crew on 28 July, Saturday.

On the staff side, some ground crew members complained they had been working non-stop for...
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