Managing Public Relations Homework

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Business and Society homework about Managing Public Relations.

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MGTS7608 Business and Society Learning Unit 2nd Semester 2018 Week 5: Managing Public Relations Name: ……………………………………….. Student Number: ……………..…………... How the general public perceives a business or industry can have a major effect on its performance. Therefore building and protecting a positive relationship with the public is essential. Most businesses maintain a public relations office whose role is to advise the executive and board upon strategy and to interact with the media and the public with the sole objective of achieving that positive relationship with the public. A key area of responsibility is to provide advice and key capability in the event of an unanticipated crisis to ensure the application of principles of crisis management. To prepare for this learning unit, you will need to read: • • Chapter 19 of Lawrence and Weber (2017) The Case Study: Carnival Cruise Lines: Wreck of the Costa Concordia, Foster, Sorrentino, Florance & O’Rourke, (2017). To complete this Learning Unit, you will need to answer one (1) skill building activity and three (3) analysis questions relating to the course content, key concepts and theories covered in the assigned readings. Learning Activities Skills Building: Researching & Referencing 1. Find and read one quality peer reviewed journal article relating to Public Relations, Brand Management or Corporate Reputation in the Australian Business Deans Council (ABDC) Database. a. Summarise the article by identifying the main points or concepts. b. Reference this article accordingly using the APA 6th style. …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… 1 MGTS7608 Business and Society 2nd Semester 2018 …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………... Analysis 1. Why is reputation management and corporate branding important to a business? And, how does a crisis threaten a business’s reputation and brand? …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………... 2 MGTS7608 2. Business and Society 2nd Semester 2018 Why do firms create public relations departments? Outline the structure and activities of a typical department. …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… 3 MGTS7608 3. Business and Society 2nd Semester 2018 As new technologies have emerged, the variety of available channels of communication has grown dramatically. Discuss the new technology-enhanced channels for public relations and how they have affected the discipline. …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………… 4 Carnival Cruise Lines: Wreck of the Costa Concordia Case Author: Jeremy Foster, Mary Jo Sorrentino, Charles Florance & James S. O’Rourke Online Pub Date: July 12, 2017 | Original Pub. Date: 2012 Subject: Corporate Social Responsibility, Leadership, Power & Influence, Crisis Management Level: Intermediate | Type: Indirect case | Length: 3418 words Copyright: © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame Organization: Carnival Cruise Lines | Organization size: Large Region: Italy | State: Industry: Travel agency, tour operator, reservation service and related activities, Accommodation Originally Published in: Foster, J., Sorrentino, M. J., Florance, C., & O’Rourke, J. S. (2012). Carnival Cruise Lines: Wreck of the Costa Concordia. 12-05. Notre Dame, IN: The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame. Publisher: The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame DOI: http://dx.doi.org/10.4135/9781526403643 | Online ISBN: 9781526403643 SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes. 2018 SAGE Publications Ltd. All Rights Reserved. This content may only be distributed for use within University of Queensland. http://dx.doi.org/10.4135/9781526403643 Page 2 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Abstract On Friday, January 13th, 2012, around 9:40 p.m. local time, the Costa Concordia, a luxury cruise ship carrying 4,200 passengers, punctured its hull off the coast of Italy. What followed the collision was a chaotic evacuation, irresponsible actions from the ship’s captain, and a lack of communication from the parent company, Carnival, all leading to a public relations disaster. Case “The boat started shaking. The noise – there was panic, like in a film, dishes crashing to the floor, people running, people falling down the stairs.” —survivor Fulvio Rocci1 The Crisis At 4:00 p.m. on the evening of January 13, 2012, the Costa Concordia set sail from Rome, Italy for a seven-day cruise as it did every week. The ship was due to arrive in Savona, Italy the next day. Around 9:15 p.m., the ship took a five mile detour to pass closer to the picturesque Tuscan Island of Giglio (see Exhibit 1).2 Captain Schettino appears to have misjudged the maneuver, and at 9:30 p.m., the ship collided with a rocky reef known as Le Scole. The collision ripped a 160-foot-long gash in the hull of the ship, and the Concordia lost power. The captain is said to have performed the sail-by as a spectacle for head waiter Antonello Tievoli who was a native of Giglio, and as a salute to former Costa captain Mario Palombo, who retired in 2006. Tievoli had been invited to join the captain in the bridge as the vessel was steered by the island. Palombo is reported to have not even been on the island to see the spectacle on the night of the incident.3 In response to the incident, Palombo is reported to have said: “I cannot understand what could have happened, what passed through my colleague’s head. The captain sets the course – on board the ship, he’s king. But I don’t want to be dragged into this argument, for any reason.”4 Within 15 minutes of the collision, the ship started to take on water and began to list. At this point, Captain Francesco Schettino likely realized his ship was in trouble and turned the ship back towards shore in what appeared to be an effort to make it easier to evacuate.5 Shortly following the collision, at 10:30 p.m., according to one of the ship’s cooks, Captain Schettino ordered dinner for himself and a woman.6 At 10:35 p.m., the crew directed the passengers to report to their muster stations, saying that the issue was an electrical problem, and technicians were working on it. At 10:58 p.m., Captain Francesco Schettino ordered abandon ship (see Exhibit 2). What followed can only be described as chaos. Many passengers did not know the Page 3 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of emergency procedure, or where their muster station was, as there had been no lifeboat drill yet for the 600 passengers who boarded the ship on January 13th.7 Background Carnival Cruise Lines In 1972, entrepreneur Ted Arison formed Carnival Cruise Lines with one secondhand ship, and only enough fuel to sail from Miami to San Juan. Through determination and hard work, Mr. Arison built Carnival into a popular and profitable cruise line. In 1987, Carnival made an initial public offering, which provided capital to allow the company to begin expanding through acquisitions. Over the next few decades, Carnival acquired several well-known cruise companies throughout the world, including Costa Cruises in 1997 (see Exhibit 3).8 In 2003, Carnival Corporation merged with P&O Princess Cruises plc to create one of the largest leisure travel companies in the world. This merger added such cruise brands as P&O Cruises, P&O Cruises Australia, AIDA Cruises, Ocean Village, and Swan Hellenic, resulting in a global cruise company operating twelve different brands. Each of these brands continues to operate separately, maintaining separate sales and reservation operations. Carnival Corporation plc is currently headquartered in Miami, Florida, U.S.A. and London, England. Carnival operates a fleet of 101 ships, and has another 10 ships scheduled for delivery by March 2016. Carnival Corporation & plc brands include: Carnival Cruise Lines, Holland America Line, Princess Cruises and Seabourn in North America; P&O Cruises and Cunard Line in the United Kingdom; AIDA in Germany; Costa Cruises in Southern Europe; Iberocruceros in Spain; and P&O Cruises in Australia.9 With so many well-known brands, at any given time, there are more than 270,000 people sailing aboard the Carnival fleet. Carnival Corporation & plc is one of the largest vacation companies in the world, in accordance with its mission: “To deliver exceptional vacation experiences through the world’s best-known cruise brands that cater to a variety of different lifestyles and budgets, all at an outstanding value unrivaled on land or at sea.”10 Costa Cruises Costa Cruises is based in Genoa, Italy, and currently operates a fleet of 15 ships. Costa distinguishes itself by what it calls “Cruising Italian Style,” an experience which is meant to combine sophistication and fun.11 Costa Cruises was established in 1854, as a fleet of trading vessels. It wasn’t until 1948 that Costa Cruises began operating passenger voyages. True to its entrepreneurial roots, on its first passenger voyage in 1948, the “Anna C” was the first transatlantic ship to cross the Southern Atlantic Ocean since World War II, and the first ship to offer cabins with air conditioning to its passengers.12 In 1997, Carnival and another firm, Airtours, jointly acquired Costa Cruises. Carnival became the sole shareholder of Costa Cruises after purchasing all Airtours shares in 2000, which was Page 4 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of also the year Costa saw the Italian flag return to its ships. In 2004, Costa Cruises became the first company to receive BEST 4 recognition, acknowledging their effort in quality, safety, environmental protection, and social responsibility. In 2005, Costa began providing training, education, and economic support to help the World Wildlife Fund protect the Mediterranean Sea, the Greater Antilles, and North-Eastern Brazil. As further recognition of their commitment to the environment, Costa Cruises fleet was awarded a voluntary Green Star rating by the Registro Italiano Navale, certifying that their ships comply with the highest standards in environmental protection.13 Costa Cruises commissioned the Costa Concordia 2004, and at the time of its launch, the Costa Concordia was the largest Italian cruise ship in history. The ship was 952 feet in length with a beam of 116 feet. At full capacity, the ship could carry up to 1,013 crew members with 3,780 passengers occupying the 1,502 staterooms.14 Cruise Industry The U.S. cruise market size was roughly $26.2 billion by the end of 2011, and is projected to reach $35.9 billion by 2016. The largest competitors in the industry are Carnival, Royal Caribbean, and Norwegian Cruise Lines (see Exhibit 4). It’s unclear what impact this event will have on the industry at large. Analysts at Zack’s Equity Research expect a rather modest 3% dip in revenues,15 though cruise bookings in the weeks after the event showed prices and bookings for the industry as a whole remained similar to pre-incident levels. Carnival, however, saw sales drop about 15% below expectations in the week that followed the shipwreck, but they claimed that the slump would likely be shortlived.16 Safety at Sea At the time of the incident, the Maritime and Coastguard Agency required that “On any ship carrying passengers where the passengers are scheduled to be on board for more than 24 hours, a muster of the passengers must take place within 24 hours of their embarkation.”17 During this drill, passengers are given instructions on how to properly fasten their life-jackets and what actions they are to take when they hear the emergency signal. This includes what muster station they are to report to. Previous Problems at Sea This isn’t the company’s first experience with trouble at sea. In the past three years, Carnival has given consumers many reasons18 to reconsider booking: In July 2011, Carnival ships Fantasy and Imagination collided while in port in Florida; no one was hurt. May 2011, Costa ship Deliziosa pulls 50 feet of pier from a Bergen port in Norway because it failed to disengage its moorings.19 In November 2010, Carnival ship Splendor had an engine room fire, causing the ship to lose power off the coast of Mexico. In June 2010, Carnival ship Fascination malfunctioned and drifted for hours without power Page 5 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of before eventually recovering. February 2010, Costa ship Europa collides with a pier in Egypt, killing 3 crew members and injuring 3 passengers.20 The Aftermath In the chaos that followed Captain Schettino’s order to abandon ship, passengers looked for leadership that simply was not available. Under maritime safety regulations, the captain of a ship is obligated to assist passengers and crew members in times of distress. However, Captain Schettino is reported to have left his command and was sailing to safety in a lifeboat before the evacuation of his ship was complete. In the course of the ship sinking, Captain Schettino had a heated exchange with the Coast Guard who ordered him to get back on board the ship and oversee the evacuation.21 (See Exhibit 5) Following his arrest, Captain Francesco Schettino was recorded telling a friend that management put pressure on him to pass by Giglio in order to provide a spectacle for passengers and a salute to Captain Palombo, a veteran Costa Captain. Schettino was recorded saying: “Management was always saying ‘pass by there, pass by there.’ Someone else in my position might not have been so amenable to pass so close but they busted my balls: ‘pass by there, pass by there,’ and now I’m paying for it.”22 Captain Schettino was held under house arrest at his home in Meta di Sorrento, facing charges of causing a shipwreck, abandoning ship, and multiple counts of manslaughter.23 The Italian Civil Protection Agency led the frantic search efforts for survivors. Five days after the incident, on Wednesday January 18, 2012, with more than 20 people still missing, the search operations had to be suspended due to a shift in the vessel’s position that rendered the area unsafe. Operations were resumed the next day.24 As of January 22, 2012, of the 3,216 passengers and 1,013 crew members aboard the Costa Concordia, 13 bodies had been recovered and another 19 were still missing and presumed lost.25 On January 31, 2012, Italian divers ended their underwater search of the wreck, as the conditions inside had become too risky. The Italian Civil Protection Agency did add that they would continue their above-water search, using special equipment to search for bodies underwater.26 Because the Concordia sailed under an Italian flag and their port of origin was Civitavecchia, the laws under which the Captain, Costa, and Carnival will be judged are Italian. Passenger tickets indicated that any causes of law arising from problems at sea must be brought before Italian courts27 and likely contain class-action protection for the cruise line and its employees. Notwithstanding, two lawsuits, one filed in Illinois and the other in Florida, name Carnival Corporation as defendant in a class-action case from passengers injured by the Concordia. Combined, they sought damages of more than $500 million. Environmental Effects Concerns about the damage the accident caused to the environment were raised by the residents of Giglio, many of whom depended upon tourism. Fortunately, the environmental Page 6 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of effects to-date have been minor. While some oil spilled, the vast majority of it remained in the Concordia’s fuel tanks, which stored nearly half a million gallons. There was a risk these tanks would leak if action was not taken to remove them from the wreckage. Costa would work to remove the tanks from the wreckage, but it would take at least another month to complete. It may take another two years to move or salvage the Costa Concordia. Meanwhile, the ship sits off the island of Giglio as a dramatic reminder of the cost in lives, money and Costa Cruises’s reputation.28 Carnival’s Initial Response Immediately following the incident, little was heard from Carnival as they left Costa to handle the situation. CEO Micky Arison failed to appear at the scene of the incident, instead expressing his condolences from Miami. It took five days after the incident before Arison tweeted the brief sentiment, “I give my personal assurance that we will take care of each & every one of our guests, crew and their families” and included a link to a press release issued by Carnival on January 18 (see Exhibit 6).29 It was not until a week after the crisis began that Howard Frank, a Carnival senior executive, was sent to Italy. However, it should be noted that he appeared to be only at Costa’s headquarters in Genoa with no intention of making an appearance at the scene of the incident itself. Shortly after the crisis, Costa CEO Luigi Foschi offered an initial compensation consisting of a refund and discount on future bookings. A spokesman for the cruise line stated, “The company is not only going to refund everybody, but they will offer a 30% discount on future cruises if they want to stay loyal to the company.” In response to this offer, passengers were quoted as stating it was “ridiculous and insulting.”30 Costa Cruises later clarified the offer by releasing the statement: “Costa Cruises will refund the full cost of the cruise, either directly or through their travel agency. The company will reimburse all travel expenses incurred both reaching the port of embarkation and on the homeward journey, including any independent arrangements made for transfers. Any on-board expenses also will be refunded, and any credit card charges will be credited to the account and any cash deposits will be refunded. Costa Cruises also will reimburse any medical expenses incurred as a result of the accident. Every effort will be made to return the valuables left in the cabin safe. Information on the return of personal belongings and other forms of compensation will be communicated. The 30 percent future cruise discount, in addition to a full refund, is intended for people scheduled to sail on Costa Concordia from Jan. 14 onward.”31 Financial Implications Moody’s estimates that total costs including the vessel, environmental, and passenger liability costs could reach $1 billion, but many of those costs were offset by the Concordia’s insurance. Costa Cruises’s insurance deductible on the vessel itself was $40 million. The reduction in Carnival’s market cap greatly exceeds the direct costs to Concordia, suggesting that there were long-term concerns about the effect of the crisis on the industry in general and Carnival specifically. Page 7 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Carnival Corporation’s stock appears to have weathered the crisis relatively well, though the market has priced in a greater reduction in market capitalization than the direct effect of current financial liabilities warrants. As of mid-February, 2012, the stock had stabilized down roughly 13% from its value prior to the crisis (see Exhibit 7). The timing of the crash may have helped mitigate the impact on share price, as the Concordia capsized Friday after the market had closed, and the market was closed the following Monday, which may have reduced downward momentum selling. Nevertheless, the reductions in stock price still translate to a market cap reduction of $2.7 billion. Discussion Questions Should Carnival distance themselves from Costa Cruises during this crisis or support the subsidiary, and how? What actions, if any, should Carnival take to minimize the impact of the crisis on future cruise purchases for the industry as a whole and Carnival specifically? How should Carnival compensate passengers? What messages should Carnival communicate and to which audiences? What long-term changes, if any, should Carnival make in its corporate structure to improve crisis management and communication? References 1. Akwagyiram, Alexis. “Italy cruise ship Costa Concordia accident eyewitness accounts,” BBC News. 14 Jan. 2012. http://www.bbc.co.uk/news/world-europe-16561382 2. Agar, Michael & Blenkinsop, Andrew. “Concordia: How the disaster unfolded,” The Telegraph. 16 Jan. 2012. http://www.telegraph.co.uk/news/interactivegraphics/9018076/Concordia-How-the-disaster-unfolded.html 3. Squires, Nick and Ward, Vicky. “Cruise disaster: captain was bringing crew member close t o h i s i s l a n d h o m e , ” T h e T e l e g r a p h . 1 6 J a n . 2 0 1 2 . http://www.telegraph.co.uk/news/worldnews/europe/italy/9017767/Cruise-disaster-captainwas-bringing-crew-member-close-to-his-island-home.html 4. Ibid. 5. Agar, Michael & Blenkinsop, Andrew. “Concordia: How the disaster unfolded,” The Telegraph. 16 Jan. 2012. http://www.telegraph.co.uk/news/interactivegraphics/9018076/Concordia-How-the-disaster-unfolded.html 6. “Cruise ship’s cook says captain ordered dinner after crash,” CNN Europe. 20 Jan. 2012. http://edition.cnn.com/2012/01/19/world/europe/italy-cruise-cook/index.html 7. Beyette, Beverly. “Costa Concordia capsizing spotlights cruise ship safety,” Los Angeles Times. 19 Jan. 2012. http://www.latimes.com/travel/la-tr-insider-20120122,0,4033122.story 8. “Mission & History,” Carnival Corporation & PLC. http://phx.corporate-ir.net/phoenix.zhtml? c=200767&p=irol-history 9. “ C o r p o r a t e I n f o r m a t i o n , ” C a r n i v a l C o r p o r a t i o n & P L C . ir.net/phoenix.zhtml?c=200767&p=irol-prlanding Page 8 of 10 http://phx.corporate- Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of 10. “Mission & History,” Carnival Corporation & PLC. http://phx.corporate-ir.net/phoenix.zhtml? c=200767&p=irol-history 11. “Costa Cruises,” Carnival Corporation & PLC. http://phx.corporate-ir.net/phoenix.zhtml? c=200767&p=irol-products#costa 12. “ T h e C o m p a n y H i s t o r y , ” C o s t a C r u i s e s . http://www.costacruise.com/contents/corporate/STORIA_COMPLETA_USA.pdf 13. “ H i s t o r y o f C o s t a C r u i s e s , ” C o s t a http://www.costacruise.com/B2C/USA/Corporate/history/thehistory.htm C r u i s e . 14. Dake, Shawn. “A Short History of the Costa Concordia,” Maritime Matters. 22 Jan. 2012. http://maritimematters.com/2012/01/a-short-history-of-the-costa-concordia 15. Z a c k s E q u i t y R e s e a r c h , “ C a r n i v a l T o p s , T r i m s G u i d a n c e , ” 0 9 M a r c h 2 0 1 2 http://www.zacks.com/stock/news/71068/carnival-tops-trims-guidance 16. Sloan, Gene. “Cruise bookings noticeably down after Costa incident,” USA Today 30 January 2012. http://travel.usatoday.com/cruises/post/2012/01/carnival-bookings-costaconcordia-accident/616043/1 17. “Musters, drills, on-board training and instructions, and Decision Support System,” Maritime and Coastguard Agency, MGN 71 (M), page 5, Section 5.3, http://www.dft.gov.uk/mca/mgn71.pdf 18. C a r t e r , A d a m . “ 5 T r o u b l e s o n C a r n i v a l C r u i s e s , ” C B C N e w s . 2 8 F e b . 2 0 1 2 . http://www.cbc.ca/news/world/story/2012/02/28/f-carnival-cruise-ship-incidents.html 19. “ C r u i s e S h i p D a m a g e s Q u a y , ” S h i p w r e c k L o g , M a y 2 1 , 2 0 1 1 http://www.shipwrecklog.com/log/tag/costa-deliziosa/ 20. “ B r i t s H u r t i n E g y p t i a n B o a t C r a s h , ” T h e S u n . 2 6 F e b . 2 0 1 0 . http://www.thesun.co.uk/sol/homepage/news/2869843/Brits-hurt-in-Egyptian-boat-crash.html 21. Dake, Shawn. “A Short History of the Costa Concordia,” Maritime Matters. 22 Jan. 2012. http://maritimematters.com/2012/01/a-short-history-of-the-costa-concordia/ 22. Squires, Nick. “Costa Concordia captain Francesco Schettino ‘under intense pressure to sail close to Giglio’,” The Telegraph. 25 Jan. 2012. http://www.telegraph.co.uk/news/worldnews/europe/italy/9037602/Costa-Concordia-captainFrancesco-Schettino-under-intense-pressure-to-sail-close-to-Giglio.html 23. Ibid. 24. “Costa Concordia: Search resumes for ship survivors,” BBC News. 19 Jan. 2012 http://www.bbc.co.uk/news/world-europe-16626640 25. Dake, Shawn. “A Short History of the Costa Concordia,” Maritime Matters. 22 Jan. 2012. http://maritimematters.com/2012/01/a-short-history-of-the-costa-concordia/ 26. “ D i v e r s a b a n d o n s e a r c h o n C o s t a C o n c o r d i a , ” R T E N e w s . 1 F e b . 2 0 1 2 http://www.rte.ie/news/2012/0131/italy.html Page 9 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia SAGE SAGE Business Cases © 2012. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of 27. Bodzin, Robert & Brown, Burnham. “Will class-action law protect Costa Concordia passengers and crew members?” Thomson Reuters News & Insight. 13 Feb. 2012. http://newsandinsight.thomsonreuters.com/Legal/Insight/2012/02_-_February/Will_classaction_law_protect_Costa_Concordia_passengers_and_crew_members_/ 28. “Giglio islanders threaten to sue if Costa ship damages coast,” Mail Online. 31 Jan. 2012. http://www.dailymail.co.uk/travel/article-2094330/Costa-Concordia-Giglio-islanders-threatensue-cruise-ship-damages-coast.html 29. Walker, Jim. “Cruise Crisis Management FAIL – How Carnival is Ruining its Reputation Following the Costa Concordia Disaster,” Cruise Law News. 22 Jan. 2012. http://www.cruiselawnews.com/2012/01/articles/social-media-1/cruise-crisis-management-failhow-carnival-is-ruining-its-reputation-following-the-costa-concordiadisaster/ 30. Russell, Mark. “Costa Offers Survivors 30% Off…A New Cruise,” Newser. 23 Jan. 2012. http://www.newser.com/story/138046/cruise-survivors-offered-30-off-future-costa-cruises.html 31. Huber, David. “Carnival to Costa Concordia Survivors: Get 30% Off Your Next Cruise,” IRA.com. 24 Jan. 2012. http://www.ira.com/carnival-offers-survivors-30-percent-discount) http://dx.doi.org/10.4135/9781526403643 Page 10 of 10 Carnival Cruise Lines: Wreck of the Costa Concordia
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Running head: MANAGING PUBLIC RELATIONS

Managing Public Relations
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Institution

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MANAGING PUBLIC RELATIONS

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Question 1
Article Title: Consumer Behavior and Order Fulfillment in Online Retailing
The main points of this article include online retailing order fulfillment and consumer
behavior. The article presents the ideas in threefold. To start with, the article identifies order
fulfillment operation elements that are significant to online behaviors of consumers such as
product return, purchase, and repurchase. Second, the article explains the understanding of the
association between consumer behavior and the performance of order fulfillment, and finally, it
helps in inspiring future study on developing strategies of consumer services that account for the
responses of these behaviors to the performance outcomes of order fulfillment. The article
focuses on operations of order fulfillment and behaviors of online c...


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