MANAGEMENT COMMUNICATION

Answer

Qantas Communication Plan

Introduction

There is no denying that in recent times communication sharing and exchange has been facilitated by the exponential nature of technological developments. The result has been a world that is more connected. Indeed, the manner in which people interact and communicate has changed as can be witnessed in the case of social media platforms. From a business perspective, these platforms have made it possible for business enterprises to interact directly with their clients who can also make claims as may be informed by their experiences. Overall, technological development in general and social media in particular have created not only new opportunities for enterprises but also threats that can potentially harm business. One opportunity that enterprises enjoy is the ability to obtain information about their customers on aspects like preferences, experiences, and general buying and consuming behaviors. Using such data, they can then know which areas, products, or services need improvement to better meet customer needs and expectations. The interaction with customers through these channels can also help enterprises to establish and increase brand loyalty among customers. Additionally, social media provides firms with a variety of tools for promotions, advertisements, and the management of customer relationships. On the other hand, social media platforms present enterprises with threats that can potentially lead to irreparable damage. This is especially so since negative news related to the firms, for instance informed by bad customer experiences, can get viral and damage the firms’ image and reputation in no time. This was the scenario in the Qantas social media disaster, a case that has gained prominence because it offers crucial lessons for companies not only in the aeronautic and transport industries but also in other sectors/industries. This construction presents a communication plan that would help Qantas remain on its feet following the social media disaster.

Future Actions (Based on Analysis)

It is imperative to appreciate and pay attention to the challenges that Qantas has been facing in recent years, most of which date as far back as 2010.  Bigus and Seijts (2012) highlight the problems as “a series of aircraft engine troubles, controversial photographs, bitter contract negotiations” among others. Against the backdrop of these problems that resulted in great customer frustration, it was not surprising to witness a failed publicity campaign. Whereas Qantas hoped that through the campaign it would obtain feedback that would form the basis of improvements that would also foster and strengthen company-customer relationships, it emerged as an excellent platform for customers to express their frustrations, disappointments, and general dissatisfaction. The expected development and the resulting damage are a wake-up call to take action to not only undo the damage but also improve overall company image and reputation, even improving company-customer relationships.

One thing Qantas must do is to invest more in branding and marketing communication. In the context of the 2011 campaign, it appears customers’ frustration had been building up over time so they found an opportune moment to pour them all out on Twitter. To make matters worse, it took the company considerably long to realize what was happening and respond accordingly. Investing more in marketing communication would ensure more timely and swift reaction/response in such scenarios (Shaw, 2012). Doing so would ensure the marketing department has the ability use short-term and long-term tactical strategies that would go a long way in repairing damage such as witnessed in the context of the social media disaster.

Additionally, Qantas should appreciate more the potential of social media and use it more for communication as regards its wide range of service and product offerings. Social media has proved to be a powerful communication tool considering how viral the negative conversation about Qantas has become. This development should act as a wake-up call to the company so that it, as explained by Shaw (2012) and Belobaba et al. (2015), takes the effectiveness of social media as a communication tool more seriously. Thus, much as social media has been the avenue through which the company’s building blocks have been dented, Qantas should use it to repair the resultant damage.  Information in one way or another related to customer complaints should be shared (with customers and other stakeholders) through different channels of social media. Such information would as be curved from negative customer expressions that have been witnessed in Twitter. Indeed, information on flight schedules, destinations, and any issues can be communicated through this platform to avoid inconveniencing and disappointing customers as has been the case in the past.

Last yet important, Qantas will need to admit and apologize for the manner it has disappointed its customers in the past. Admitting wrongdoing or imperfection and reporting truthfully are identified in literature as one of the most effective strategies of building or repairing corporate reputation so it will be imperative that the same are adopted (Rolland, & Bazzoni, 2009). The implied admission should be followed by a promise that things will change for the better: that the company will take action and bring about change that will ensure mistakes of the past do not occur again.

Factors an Organization has to Consider when Using Social Media

Control Capability

Before an organization decides to use a given social media channel, it must consider its ability to control damage especially when harmful information is posted (Corné et al., 2015). Here, it either considers its internal strengths and/or weakness in the same regard. Failure to control (damage) can be suicidal and result in a case similar to Qantas’.

Social-Cultural Factors

These factors have been noted by Shaw (2012) as potentially affecting marketing strategies and policies in the aeronautical industry. An organization should consider them before deciding to use social media. Some of them include family structures, ageing populations, labor market uncertainty, and dynamic holidaying preferences. A specific example worth considering is that of using social media to target a market segment made up of elderly people who harbor notions that the internet is for younger people.

The message (being communicated)

The message to be communicated must be considered as it has to be appropriate to the target audience as delivered through a given social media channel (Kansu, & Mamuti, 2013). For instance, there are messages that would be appropriate in a global context while others fit well in a specific local or cultural context.

Communication Plan

Timing

This communication plan should be adopted immediately. The central message ought to be given out to the target audience (and stakeholders in general) as soon as possible, that is upon realizing what has become of the publicity campaign. Since the contest was launched on November 23, 2011, the message should be propagated/communicated as soon as possible. It should not be more than 12 hours after realizing what is happening in social media.

Audience

The target audience are all stakeholders (including) past, present, and prospective customers, more so those who are active on social media.

Sender

For effectiveness, Qantas’ CEO will send the message as his authority and position will ensure the audience receives the message and digests it with the intended seriousness. He will, of course, be flanked by senior management on whose behalf he will be understood to be speaking.

Key Message

The key message is: “Learning from the past and effecting changes for better services”. The main themes of this message include:

• Admitting past imperfections
• Acknowledging and implying that much has been learnt
• Apologizing
• Promising that changes will made for the better
• Assuring the audience that past mistakes will not be repeated in the future

Desired Outcome

A changed attitude (by customers), better customer-company relationships, positive perception/reputation/image, and subsequently improved business.

Medium

Social media channels including Facebook and Twitter, digital media, print media.

Materials

Audio and video recording equipment, also a good executive background where the recording is to be done.

Frequency

3-4 weekly press/media releases per week for the first one month, thereafter once a week.