Sensitive legal issues were also at stake, which required that every response on every channel be vetted first by a dedicated team of lawyers.
From a commercial perspective, every day an airline remains grounded represents millions of dollars in lost sales, and has an impact on the livelihood of employees. In order to do this, Malaysia Airlines had to separate its commercial activities from those related to the event. This was done, he says, to show sensitivity and respect to the individuals directly involved, and to demonstrate that the airline was entirely focused on resolving the MH event.
Updates were delivered every 30 minutes across 16 markets, and recommendations made to the emergency control centre and communications team, so that they could craft appropriate responses. Team effort For members of the family and friends of the people aboard MH, it must be inconceivable that less than four months after the aircraft disappeared without trace, the airline could be talking about how it went about getting back to business.
In time, this enabled Resurfing from the crisis malaysian airlines airline to target specific audiences that were interested in commercial information, rather than information about the event. He does, however, acknowledge that they could have engaged more directly with global news agencies.
Steps underway include continued website optimisation, and the creation of a whole new enterprise CRM strategy that will link back to social CRM and all the way through the customer journey.
What helped was having a social media filtering system in place prior to the disaster which allowed MAS to segment all comments into different buckets based on language, behaviour, culture and so on. On a final note Dacko has this to say: Here MAS set up a dedicated, separate entity and measured everything that was being talked about across all social media channels.
And like all airlines Malaysia Airlines had a process and a protocol for disaster management, practiced every quarter. At the time of the event, MAS, which has direct or indirect operations in all global markets, was carrying 47, passengers a day.
By year-end MAS will have dedicated social media sites in 22 markets, up from 16 today. Given the volume of interactions, Dacko says its first and foremost priority was to manage communication with the people most directly affected - the families of passengers and crew on board.
So, is there anything at all the airline could have done differently? Specific steps, stats and lessons While managing a crisis of this scale in a digital world presents its own unique challenges, Dacko says one advantage was that it enabled the team to act in a targeted, personal and human way.
This news highlights that story remains ongoing, as does the work of Malaysia Airlines marketing and communications operation. For the families of passengers and crew of MH, there is still little consolation.
This approach attracted its own criticism from commentators who raised questions of a cover up. It did this in an environment where the airline and Malaysian authorities faced intense and ongoing criticism for the handling of what has been described as the biggest riddle in aviation history.
On June 22, the airline will launch a new website and the process of optimising its digital strategy — which has played such a significant part in managing the crisis - continues.
It also allowed the team to be completely flexible — to measure, monitor and adjust the brand messages in all 16 different country sites. One of the biggest challenges was managing the highly charged and hostile environment in China, where some of the team was physically assaulted.
But as the reality of the catastrophe hit home, Dacko says they were faced with two choices:Resurfing from the Crisis: Malaysian Airlines Case Study Words | 8 Pages. Summary The Malaysia Airline System (MAS) reported a loss of over RM billion for the Financial Year It was unacceptable to many parties such as the stakeholders and the government especially the announcement was made at the same time as some of.
Dark days: How Malaysia Airlines managed an ‘unprecedented’ crisis in a digital world May 28, As the scale of the crisis surrounding the missing aircraft hit home, Malaysia Airlines had two choices: to go out of business or find a way to keep moving.
resurfing from the financial crisis Under the Business Turnaround Plan (BTP), Malaysia Airlines managed to turn losses into profits between FY and FY When the plan came to an end, the airline posted a record profit of million Ringgit ( million dollars) inending a series of losses since (Malaysia Airlines,wikipedia) On 1 December the Malaysian Government appointed Datuk Seri Idris Jala as the new CEO to execute changes in operations and corporate culture.
Idris was the former managing director of Shell (MDS) Malaysia Sdn. Bhd. and on a three year contract with MAS. Malaysia Airlines, MH and Social Media Crisis Communications Needing to book a flight to Kuala Lumpur I found myself back on the airline’s website today for the first time in many weeks and from the raft of promotions, a banner extolling its five star status, the booking engine, the message the airline wants to push is clearly one of.
However, for a big organization like Malaysian airlines should be implement logical approaches rather than magical approaches. The problems which arise in MAS management organizations need to be analyze their internal as well as .Download