ĐỀ CƯƠNG ÔN CCO:

Q1: Pick a company with which you are familiar and describe the company’s
corporate communication in terms of its reputation, management and
stakeholder engagement.

Google is a company that I am acquainted with. Google is renowned for its solid
corporate reputation, which is based on its dedication to innovation, moral business
conduct, and beneficial global impact. Additionally well-liked is Google's
management, which has a track record of openness, encouragement, and attention
to worker advancement. Google is renowned for its robust stakeholder engagement,
which includes consistent communication with the public, customers, employees,
and shareholders.

Q2: Social media and new work-based technologies are changing employee
communication. How in your view can these media and technologies be used
to improve learning and innovation, as well as cohesion among employees?

The emergence of social networks and new technologies in recent years has
significantly changed how people communicate, especially in the workplace. Utilizing
these technologies can enhance employee engagement, learning, and innovation.

Social media and modern technology can provide employees with an abundance of
learning resources, such as e-books, articles, videos, and online courses. Online
teams and cooperative projects are two more ways that these technologies can
facilitate employee collaboration and mutual learning. For instance, staff members
can ask questions, share ideas, and get feedback from one another on social media.
They can gain new skills and benefit from each other's experiences in this way.
Furthermore, virtual learning communities can be established with the use of new
technologies so that workers can interact with others who share their interests and
share knowledge.

Social media and modern technology can assist staff members in coming up with
fresh concepts and producing new goods and services more quickly. Additionally,
these tools can facilitate communication between staff members and outside
partners like suppliers and customers. Social media platforms can be used by staff
members, for instance, to get customer input on novel ideas or identify possible
project collaborators. This has the potential to quicken the pace of innovation and
hasten the release of new goods and services. Furthermore, the utilization of new
technologies can foster an environment at work that is more inventive and creative.
One way to achieve this is by motivating staff members to exchange ideas and work
together.
Social media and modern technology can foster relationships and connections
among employees, which will increase engagement. A more engaged and
cooperative workforce may result from this. Employees can share videos, pictures,
and personal narratives on social media, for instance. Employee relationships and
trust may be strengthened in this way. In addition, social events and activities for
staff members can be organized using new technologies. This may promote a feeling
of belonging and community.

All things considered, social media and modern technology can be effective
instruments for enhancing education, creativity, and worker engagement. It is
imperative to utilize these technologies in a manner that aligns with the
organization's values and culture.

Q3: Tan Hiep Phat, a leading beverage company, faced a significant

communication crisis when reports of fly contamination emerged in their soft
drinks. The company had to navigate this challenging situation to maintain its
brand reputation and customer trust. Assume the role of a communication
expert and develop a crisis response plan to help Tan Hiep Phat rebuild its
reputation and regain trust from both customers and the public.

Three main steps needed to be taken in order to address the fly contamination
emergency involving Tan Hiep Phat's drinks: immediate, medium-term, and
long-term responses.

The company should first publicly acknowledge and apologize for the fly infestation
issue as part of its immediate response. Announce specific actions, such as product
recalls and cause investigations, at the same moment. It is imperative to ascertain
the identity of all potential customers who may have acquired the impacted product
and extend an offer of a product exchange or refund. While this is going on, work
closely with the authorities to help them with their investigation by offering
information.

The business must then concentrate on determining the cause and putting corrective
measures in place to stop a recurrence as part of its medium-term response. Keep
stakeholders, including clients, staff, and the media, informed about the
investigation's progress and the actions being taken by maintaining regular
communication. In order to uphold the company's dedication to quality and safety, a
public advertising campaign is also necessary to win back the public's and
customers' trust.

Finally, the business should keep an eye on the issue and keep in touch with all
relevant parties during the long-term response phase. The organization can retain its
reputation and customers' trust by using the lessons learned from the fly infestation
incident to modify business procedures and avert similar incidents in the future.
Q4: Select a renowned business enterprise and analyze their Corporate Social
Responsibility (CSR) campaign from the perspective of corporate
communications

The four main pillars of Coca-Cola's Corporate Social Responsibility (CSR)

campaign are people, packaging, climate change, and water.

Coca-Cola is committed to funding international water conservation initiatives and

replenishing the water it uses in production. Their attempts to lower greenhouse gas
emissions, make investments in renewable energy, and use energy-saving
techniques demonstrate their commitment to the environment.

Regarding packaging, Coca-Cola wants to reduce the amount of plastic it uses in its
packaging by 2030 by making all of it recyclable or reusable. Their commitment to
People includes promoting social and economic inclusion, empowering women and
girls, and funding job training and education initiatives across the globe.

The campaign deliberately targets a number of demographics. Coca-Cola highlights

its positive global influence and responsible image for its customers. They reassure
investors of their steadfast dedication to sustainability and skillful administration.
Additionally, it informs its staff of the significant work they accomplish for the
business. Coca-Cola exhibits to the general public its commitment to social and
environmental responsibility as a responsible corporate citizen.

Coca-Cola distributes its CSR messaging through a variety of communication

platforms. Its website has a special section devoted to CSR initiatives, detailing
goals, plans, and developments. They involve stakeholders in CSR issues and share
powerful stories on social media. Campaigns that highlight the importance of
women's empowerment and water conservation are good examples of how
advertising can have a large impact. Partnerships and collaborations with different
groups and entities also provide a forum for sharing CSR goals with a larger
audience.

Coca-Cola's CSR campaign is clearly effective because it effectively conveys the

company's dedication to social and environmental responsibility. It amplifies the
company's message to stakeholders and aligns with the broader corporate
communication strategy. In conclusion, Coca-Cola's CSR initiative is a shining
example of how corporate communication can highlight an organization's
commitment to social and environmental responsibility.
A. COMMUNICATION CRISIS
1. What is the crisis? (Khủng hoảng là gì?)
A crisis is defined as an event or issue that requires decisive and immediate action
from an organization. Rises may involve accidents or natural disasters, but may also
stem from actions and failures within the organization.

2. What is the crisis communication (truyền thông khủng hoảng là gì?)

Crisis communication is an activity to protect and advocate for an individual,
company, or organization that is facing a challenge to its reputation and image. The
objective of crisis management and crisis communication is to exert control, insofar
as possible, over events and organizational activities in ways that assure
stakeholders their interests are cared for and that the organization complies with
social, safety, and environmental standards.

3. Crisis-type matrix (Mô hình Matrix của Timothy Coombs)

Crisis expert Timothy Coombs defines four types of crises based on two dimensions:
internal–external and intentional–unintentional, specifically:

A faux pas (Giả mạo) is an unintentional action that is transformed into a crisis by an
external actor. A faux pas often begins as an issue between an organization and a
particular external actor who challenges the appropriateness of the organization’s
actions. When an organization does not debate with this actor or when public opinion
and stakeholder expectations move against the organization, the issue may become
a crisis.
Accidents (Tai nạn) are unintentional and happen during normal organizational
operations. Product defects, employee injuries, and natural disasters are all
examples of accidents. The unintentional and generally random nature of accidents
often leads to attributions of minimal organizational responsibility, unless of course,
the organization was directly responsible for the accident. Accidents can be further
divided into acts of nature (e.g. hurricanes, earthquakes, epidemics) and
human-induced errors (e.g. industrial accidents).
Transgressions (Vi phạm) are intentional acts taken by an organization that
knowingly place stakeholders or the public at risk of harm. Knowingly selling
defective or dangerous products, withholding safety information from authorities,
violating laws, or ‘creative’ bookkeeping are all examples of transgressions.
Terrorism (Khủng bố) refers to intentional acts taken by external agents. These
intentional actions are designed to harm the organization directly (e.g. hurt
customers through product tampering) or indirectly (e.g. reduce sales or disrupt
production). Product tampering, hostage-taking, sabotage, and workplace violence
are all examples of terrorism.

4. Consequence (Hậu quả của khủng hoảng đối với doanh nghiệp)
A crisis may also damage the image or reputation of the organization more generally,
which may also lead to a loss of earnings in the long run. If, as a result of the crisis,
the company’s reputation shifts from favorable to unfavorable, stakeholders are likely
to change how they interact with an organization. Customers may walk away or
boycott a firm and investors may decide to invest elsewhere.

5. Crisis communication strategies ( 6 chiến dịch truyền thông trong khủng

hoảng)
Nonexistence strategies: Claim of denying the crisis (Tuyên bố phủ nhận khủng
hoảng)
- Denial: A simple statement denying that a crisis exists
- Clarification: An extension of the denial tactic with attempts to explain why there is
no crisis
- Attack and intimidation: A tactic of confronting the person or group who claims that
a crisis exists, may include a threat to use “force” (a lawsuit) against the accuser

Distance strategies: Claim of distancing the organisation from direct responsibility

for the crisis (Giữ khoảng cách của tổ chức xa trách nhiệm trực tiếp cho cuộc khủng
hoảng)
- Excuse: A tactic of denying intention or volition by scapegoating others for the crisis
- Dowplay: A tactic of convincing stakeholders or the general public that the situation
is not that bad in itself or compared to other crisis

Suffering strategy: Claim that the organization suffers from the crisis (Tuyên bố rõ
ràng rằng tổ chức đang bị khủng hoảng)
- Victimization: A tactic of portraying the organization as a victim of the crisis to win
public sympathy

Association strategies: Claim of connecting the organization to things positively

valued by stakeholders and the public (Tuyên bố kết nối tổ chức với những thứ có
giá trị tích cực của xã hội)
- Bolstering: Reminding stakeholders and the general public of existing positive
aspects of the organization (eg. reminders of past charitable donations ) to offset the
negative the crisis brings to the organization
- Transcendence: Associating the negatives and loss arising from a crisis with a
desirable higher-order goal (e.g animal testing to develop life-saving drugs)

Acceptance strategy: Claim accepting the responsibility of culpability for the crisis
(Thừa nhận trách nhiệm trong việc gây ra khủng hoảng)
- Full apology (xin lỗi): Simply apologizing for the crisis and accepting the blame
- Remediation (bồi thường): Announcing some form of compensation or help to
victims (money, goods,..)
- Repentance: Asking for forgiveness. The organization apologizes for the crisis and
asks stakeholders and the general public to forgive its misdeeds
Accommodation strategy: Claim to promise to prevent the crisis from recurring
again (Hứa hẹn không để khủng hoảng tái diễn)
- Rectification: Taking corrective action to prevent a recurrence of the crisis

B. STAKEHOLDER MANAGEMENT AND COMMUNICATION (QUẢN LÝ VÀ

TRUYỀN THÔNG CÁC BÊN LIÊN QUAN)
1. Input and output model of strategic management (Mô hình đầu vào và đầu ra
của quản trị chiến lược)
The organization is the center of the economy, where investors, suppliers, and
employees are depicted as contributing inputs (such as investments, resources, and
labor), which the ‘black box’ of the organization transforms into outputs for the
benefit of customers. Each contributor of inputs is rewarded with appropriate
compensation, and, as a result of competition throughout the system, the bulk of the
benefits will go to the customers. It is important to note that in this ‘input–output’
model, power lies with the organization, on which the other parties are dependent,
and that the interest of these other parties and their relationship to the organization
are only financial.

2. Stakeholder model of strategic management (Mô hình các bên liên quan
trong quản trị chiến lược)
The stakeholder model contrasts with the input–output model. Stakeholder
management assumes that all persons or groups who hold legitimate interests in an
organization do so to obtain benefits, and there is, in principle, no priority for one set
of interests and benefits over another. Hence, the arrows between the organization
and its stakeholders run in both directions. All those groups which have a legitimate
‘stake’ in the organization, whether purely financial, market-based, or otherwise, are
recognized, and the relationship of the organization with these groups is not linear
but one of interdependency. In other words, instead of considering organizations as
immune to the government or public opinion, the stakeholder management model
recognizes the mutual dependencies between organizations and various stakeholder
groups – groups that are affected by the operations of the organization, but can
equally affect the organization, its operations, and performance. → simply put the
organization and its stakeholders will depend on each other, if one party has a
problem, the other will also be affected.

3. Stakeholders communication

Communication with stakeholders is how people invested in a business, or project,

can communicate. Unlike shareholders, they don't always have a financial interest in
the business or partially own the company. Rather, these stakeholders have a vested
interest in the outcome. Communicating with stakeholders is likely to be a key priority
for any project manager. (là cách mọi người đầu tư vào một doanh nghiệp hoặc dự
án có thể giao tiếp. Không giống như các cổ đông, họ không phải lúc nào cũng có lợi
ích tài chính trong doanh nghiệp hoặc sở hữu một phần công ty. Thay vào đó, các
bên liên quan này có quyền lợi nhất định đối với kết quả.)

Stakeholder salience model (Mô hình nổi bật của các bên liên quan)
In this model, stakeholders are identified and classified based on their salience to the
organization. Salience is defined as how visible or prominent a stakeholder is to an
organization based on the stakeholder possessing one or more of three attributes:
power, legitimacy, and urgency. The central idea behind the model is that the more
salient or prominent stakeholders have priority and therefore need to be actively
communicated with. Lesser or hardly salient stakeholders have less priority and it is
less important for an organization to communicate with them on an ongoing basis.
(Trong mô hình này, các bên liên quan được xác định và phân loại dựa trên mức độ
nổi bật của họ đối với tổ chức. Mức độ nổi bật được định nghĩa là mức độ hiển thị
hoặc nổi bật của một bên liên quan cho một tổ chức dựa trên các bên liên quan sở
hữu một hoặc nhiều trong ba thuộc tính: quyền lực, tính hợp pháp và tính cấp bách.
Các bên liên quan ít hơn hoặc hầu như không nổi bật có ít ưu tiên hơn và ít quan
trọng hơn đối với một tổ chức để giao tiếp với chúng trên cơ sở liên tục và ngược
lại)
- Power: the power of the stakeholder group upon an organization.
- Legitimacy: the legitimacy of the claim laid upon the organization by the
stakeholder group.
- Urgency: the degree to which stakeholder claims call for immediate action.
- Dormant stakeholders (các bên liên quan không hoạt động): those who have the
power to impose their will on others, but because they do not have a legitimate
relationship or an urgent claim, their power remains dormant.
- Discretionary stakeholders (các bên liên quan tùy ý): those who possess legitimate
claims based on interactions with an organization but who have no power to
influence the organization, nor any urgent claims. Recipients of corporate charity, for
instance, fall within this group.
- Demanding stakeholders (các bên liên quan yêu cầu): those who have urgent
claims, but neither the power nor legitimacy to enforce them. These groups can
therefore be bothersome but do not warrant serious attention from communication
practitioners.
- Dominant stakeholders (các bên liên quan có quyền lực): those who have both
powerful and legitimate claims, giving them a strong influence on the organization.
Examples include stakeholder groups who regularly transact with or have strong
binding relationships with organizations such as employees, customers, owners, and
significant (institutional) investors in the organization. They have power because
there is always the possibility that they may decide to withhold their investment or
labor.
- Dangerous stakeholders (các bên liên quan gây nguy hiểm): those who have power
and urgent claims, but lack legitimacy. They are seen as dangerous as they may
resort to coercion and even violence.
- Dependent stakeholders (các bên liên quan phụ thuộc): those who lack power, but
who have urgent, legitimate claims. They rely on others for the power to carry out
their will, at times through the advocacy of other stakeholders.
- Definitive stakeholders (các bên liên quan cấp thiết): those who have legitimacy,
power, and urgency. In other words, definitive stakeholders are powerful and
legitimate stakeholders who, by definition, need to be communicated with.