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The document summarizes an incident involving the Costa Concordia cruise ship. On January 13, 2012, the Costa Concordia struck a reef near Giglio Island, Italy, resulting in 30 deaths. The ship was partially sunk, threatening the marine environment with pollutants onboard. This negatively impacted Costa Cruises' share prices and reputation. The document outlines SWOT and target public analyses for Costa Cruises to restore its image and ensure the safety of Giglio Island residents and future customers.
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The Costa Concordia cruise ship struck rocks near the coast of Italy on January 13, 2012. The ship was sailing too close to shore in an apparent maneuver by the captain. It collided with rocks which caused flooding in several compartments, resulting in a blackout. The ship quickly took on a list and was evacuated as it sank further into the water. Over 30 lives were lost in the accident and evacuation. An investigation is underway to determine the causes of the incident.
The Costa Concordia was a cruise ship that wrecked off the coast of Italy in January 2012, resulting in 32 deaths. The ship struck a reef and capsized just off the tiny Tuscan island of Giglio after the captain made an unauthorized maneuver. Over 4,000 passengers and crew had to be evacuated from the partially submerged wreck.
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Responding to crisis assessing situational crisis communication of the costa...Tine Grarup
This document is a case study analysis of the corporate communication response to the Costa Concordia cruise ship crisis in January 2012. It provides background on crisis communication theory and strategies. It then analyzes how Costa Cruises responded to the crisis through statements, social media posts, and interactions with stakeholders. The analysis finds that while Costa Cruises took responsibility for the human error aspect, its response was delayed and did not fully address reputational threats. This led to negative impacts on its corporate reputation according to measures of social media mentions and travel agency partner feedback.
The document summarizes an incident involving the Costa Concordia cruise ship. On January 13, 2012, the Costa Concordia struck a reef near Giglio Island, Italy, resulting in 30 deaths. The ship was partially sunk, threatening the marine environment with pollutants onboard. This negatively impacted Costa Cruises' share prices and reputation. The document outlines SWOT and target public analyses for Costa Cruises to restore its image and ensure the safety of Giglio Island residents and future customers.
The document summarizes the massive salvage operation to raise the capsized Costa Concordia cruise ship off the coast of Italy near Giglio Island. Over 19 hours, engineers successfully used cables and hydraulic machines to rotate the ship 65 degrees from its capsized position on its side to an upright vertical position, marking a major milestone after it sank in 2012 killing 32 people. The complex operation was the largest and most expensive maritime salvage effort in history.
The Costa Concordia cruise ship struck rocks near the coast of Italy on January 13, 2012. The ship was sailing too close to shore in an apparent maneuver by the captain. It collided with rocks which caused flooding in several compartments, resulting in a blackout. The ship quickly took on a list and was evacuated as it sank further into the water. Over 30 lives were lost in the accident and evacuation. An investigation is underway to determine the causes of the incident.
The Costa Concordia was a cruise ship that wrecked off the coast of Italy in January 2012, resulting in 32 deaths. The ship struck a reef and capsized just off the tiny Tuscan island of Giglio after the captain made an unauthorized maneuver. Over 4,000 passengers and crew had to be evacuated from the partially submerged wreck.
The plan to raise the wrecked Costa Concordia cruise ship involves welding huge steel boxes called sponsons to its sides, connecting them to an underwater platform, and using pulleys to pull the ship upright. Once upright, the ship's extra buoyancy will allow it to float away. Over 100 salvage divers are currently working around the clock to prepare the wreck for the risky $400 million operation, which if successful will allow the ship to be dismantled away from the protected marine park where it currently sits partially submerged.
Responding to Crisis: Assessing Situational Crisis Communication of the Costa...Tine Grarup
This document summarizes a case study of the crisis communication response to the Costa Concordia cruise ship disaster in January 2012. It finds that the response did not follow recommendations of situational crisis communication theory by providing contradictory messages. However, the corporate reputation of Costa Cruises survived. It emphasizes the importance of careful crisis preparation, having response structures and procedures in place, and designating an appropriate spokesperson to improve crisis outcomes and ensure corporate survival, especially in today's fast-paced media environment.
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•What lies ahead on the story
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This document summarizes a case study of the crisis communication response to the Costa Concordia cruise ship disaster in January 2012. It finds that the response did not follow recommendations of situational crisis communication theory by providing contradictory messages. However, the corporate reputation of Costa Cruises survived. It emphasizes the importance of careful crisis preparation, having response structures and procedures in place, and designating an appropriate spokesperson to improve crisis outcomes and ensure corporate survival, especially in today's fast-paced media environment.
Costa Concordia: what comes next?
Slides from the Lloyd's List Costa Conccordia webinar held on 27th January.
Webinar contents -
•Casualty trends at Costa Concordia and the cruise sector
•Who lies behind the corporate veil
•The entities behind the Costa brand name
•What the vessel movements data tells us
•What lies ahead on the story
This is a 'rough' timeline of select social media and online media activity surrounding the crash of US Airways flight 1549 on January 15, 2009. The timestamps, although somewhat accurate, are not absolute nor are they intended to reflect either positively or negatively on the actions of the authors/posters. Apologies for any major omissions. I should add that this is also restricted to the initial activity up to approx 9 AM on the morning of Jan 16, 2009. Video images caught of the crash itself (caught on security cameras) and other items are not included.
Fanning social media wildfires: What organizations do wrong (and right)Alli Soule
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Costa Concordia & Digital Crisis Management - The first 48 hours
1. #Costa Concordia
Digital Crisis Analysis
Conducted by: Brendan Hodgson, Strategy Director, Brussels
Date: Jan 13-16, 2012
@brendanhodgson
2. Parameters
Analysis conducted between 9:00, Jan 14 – 9:00 Jan16
Analysis of relevant publicly accessible sites, including:
– Corporate sites of affected entity
– Facebook
– Twitter
– YouTube
– Forums
– News entities
– Other relevant sites
This analysis is based on purely external analysis and does not
reflect any knowledge of internal crisis communications
procedures at Costa Cruise Lines
3. H+K CRISIS AUDIT: #Costa Concordia
Costa Concordia: 114,500 Tonne
cruise ship
Carrying approx 3200 passengers
+ 1000 crew
Jan 13, 2012
– 19:00 – Sets sail from Civitavecchio
– 21:30 – Runs aground off Giglio
Coastline
– c. 22:20 – Coast Guard begins Real time Web cam
01-14-12
evacuation
6 Fatalities / 16 missing (Jan 16)
Captain taken into custody
4. H+K CRISIS AUDIT: #Costa Concordia
Google News: Google News: Google News:
09:30 Jan 14, 2012 14:30 Jan 14, 2012 11:00 Jan 15, 2012
5. H+K CRISIS AUDIT: #Costa Concordia
01-13-2012
Social Amplification:
– Jan 13 – Jan 16, 2012
35,000+ Tweets
10,900+ Blog mentions
34,000+ News mentions online
4600+ YouTube video mentions
01-16-2012
6. H+K CRISIS AUDIT: #Costa Concordia 6
Costa Cruises operates
websites supporting a
variety of regions /
languages
The company also
manages a variety of
social platforms:
– Twitter (@costacrociere)
– Facebook (EN & IT)
– YouTube
– CBlog
Screengrabs taken
@ 09:30 AM
01-14-12
1/17/2012
7. H+K CRISIS AUDIT: #Costa Concordia 7
Jan 14:
– Rapid amplification of
early images from
passengers, witnesses,
media:
Screengrabs taken
@ 09:30 AM
01-14-12
1/17/2012
8. H+K CRISIS AUDIT: #Costa Concordia 8
Jan 14:
– Media turn to Twitter to
seek passengers / eye-
witnesses
Screengrabs taken
@ 09:30 AM
01-14-12
1/17/2012
9. H+K CRISIS AUDIT: #Costa Concordia 9
Jan 14:
– Dark site activated early
AM
– Statements time-stamped
1:00 AM and 5:00 AM
Screengrabs taken
@ 09:30 AM
01-14-12
1/17/2012
10. H+K CRISIS AUDIT: #Costa Concordia
Jan 14:
– Rapid activation of
social amplifiers:
• Blog
• Facebook Screengrabs taken
@ 09:30 AM
01-14-12
• Twitter
11. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT: Screengrabs taken
@ 09:30 AM
– As Europe wakes up to the 01-14-12
news, corporate site
struggles to meet traffic
demand
– Social amplifiers become
critical channels to
supplement traditional
processes.
– Inability of corporate site
to manage traffic in early
hours reinforced social
channels as back-ups /
alternate sources.
12. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– At approx. 11:00 AM CET, all
primary corporate sites were
inaccessible.
– For a 3-4 hour period, social media
represented sole direct interface
with company
Screengrabs taken
@ 11:00 AM
01-14-12
13. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– Increased reliance on social networks to share corporate content. Active
engagment
09:30 Jan 14, 2012 15:15 Jan 14, 2012
14. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– Lack of consistency across other FB sites re. Timing of updates (e.g. English).
Protocols must be considered for cross-jurisdictional platform management
09:30 Jan 14, 2012 14:00 Jan 14, 2012
15. H+K CRISIS AUDIT: #Costa Concordia
JAN 14:
– By 15:15, access to
corporate site remains
spotty – contact # is
added to front page.
15:15 Jan 14, 2012
16. H+K CRISIS AUDIT: #Costa Concordia
18:30 Jan 14, 2012
JAN 14:
– Sporadic updates to
crisis site throughout
day. 5 hour gaps
between major
statements /
announcements
– Communications
remains largely
structured for media
15:15 Jan 14, 2012
15:30 Jan 14, 2012
17. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– Active amplification via
Twitter
– @replies informing
interested parties of
emergency tel #
– Negative: Company
avoided #costa hashtag
– Negative: Company did
not include link in @replies
back to site
12:00 Jan 16, 2012
18. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– Parent company,
Carnival Cruise Lines,
joins conversation late
on the 14th.
10:30 Jan 15, 2012
19. H+K CRISIS AUDIT: #Costa Concordia
INSIGHT:
– Dissemination and
dialogue occurred
across wide variety of
platforms, forums,
communities etc.
– Many platforms
referred to past history
of company and vessel
re. Previous
groundings,
superstitions re. launch
20. AUDIT: #Costa Concordia 20
Lessons Learned:
– An organization’s website has become an essential
communications channel, and must be viewed and managed as
such
– Social platforms play an essential back-up role during ‘hot’crisis
activity
– Policies must be considered for effective and consistent
dissemination across multiple regions/jurisdictions
– Use of #hashtags related to crises should exploited vs avoided in
order to gain maximum exposure for message
– Opportunities to fill gaps between statements should be explored
in order to emphasize active response, transparency
1/17/2012