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An essay about social media and disaster response
Oil spill case study summary
Gulf oil spill case study
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The British Petroleum Oil Spill and Lack of Response Last year, news spread of an oil spill off the Gulf Coast. These events occur periodically and usually register much media attention. As British Petroleum (BP) executives could not shut off the crude oil or prevent the damage it caused, people took notice. Millions of dollars in tourism, commerce and sales were lost. Thousands of wildlife acres and ecosystems were also compromised. There were more questions than answers. What BP did to alleviate growing fears made the controversy. They said there were no problems initially, then denied there were problems then they could not fix the problem. BP executives were flabbergasted regarding the intense media attention and upset after being taken to task for their incompetence. This paper will explore the issues surrounding the giant mess and what can be learned from the incident. The gulf Oil spill was bad; the company’s public relations strategy made matters worse. Their game plan was to stonewall the media, deny any responsibility and hope the issue would solve itself. Needless to say, that plan did not work—and they did not have a “Plan B.” Media outlets demanded answers from BP concerning what caused the disaster that started April 10, 2010. It became one of the worst environmental spills in U.S. history. Instead of owning up to the problem and taking responsibility, the company went on an offensive-blame-fueled binge that left those affected by the events horrified and angry. (Houpe, 2010) Instead of enlisting help, executives told people, “There’s nothing to see here, move Public Relations Theories 2 along.” BP CEO Tony Hayward, said the pipes complied with local laws and regulations. The spill itself was not the company’... ... middle of paper ... ...Oil Spill Response,” Mediashift, PBS.com, July 12, 2010. Retrieved May 3, 2011 from: http://www.pbs.org/mediashift/2010/07/5-digital-pr-lessons-from-bps-oil-spill-response193.html Cook, Phil. “Lesson with the BP oil spill: How NOT to respond to a disaster.” PhilCook.com, May 23, 2010. Retrieved May 4, 2011 from: http://philcooke.com/BP_Spill/ Houpe, Rosa “The Sticky Details: BP oil spill facts that you should not forget,” Gulf oil Spill, February 5, 2011. Retrieved May 3, 2011 from: http://www.gulfspilloil.com/the-sticky-details-bp-oil-spill-facts-that-you-should-not-forget Luce, Edward. “BP Faces Public Relations Disaster,” June 2010. Renak, Judith. “Tylenol made a hero of Johnson and Johnson: The recall that started them all,” The New York Times. March 22, 2002. Retrieved May 3, 2011 from: http://www.nytimes.com/2002/03/23/your-money/23iht-mjj_ed3_.html
Tylenol is part of the Johnson & Johnson Company. Once they made the connection between the report and the Tylenol they put customer safety first, before they worried about the company’s profit. The company immediately informed customers not to consume any type of Tylenol product. To throw away what they had until the extent of the tampering could be determined. Johnson and Johnson stopped all production and advertising. The recall included approximately 31 million bottles of Tylenol.
Saundry, Peter. "Exxon Valdez oil spill." Exxon Valdez oil spill. 9 June 2010. The Encyclopedia
The Ocean Ranger The Ocean Ranger was an offshore exploration oil drilling platform that sank in Canadian waters 315 kilometres southeast from St. John's Newfoundland, on the Grand Banks of Newfoundland on February 15, 1982, with 84 crewmembers onboard. The Ocean Ranger was the largest semi-submersible, offshore exploration, oil drilling platform of the day. Built in 1976 by Japan's Mitsubishi Heavy Industries, it operated off the coasts of Alaska, New Jersey, Ireland, and in November 1980 moved to the Grand Banks. Since it was so big, it was considered to have the ability to drill in areas too dangerous for other rigs.
Weeks, Jennifer. "BP's Financial Pain From Spill Is Just Beginning." CQ Researcher 21.29 (2011): 688. MAS Ultra - School Edition. Web. 17 Feb. 2014.
People need oil for daily life and work. Since World War II, oil had caused many serious problems in United States and throughout the world. Remarkably, economic and social problems were heightened by the emerging energy crisis. By 1974, the United States gained a third of its oil by importing from the Middle East.[ James Oakes, et al. Of The People: A History Of The United States (Oxford University Press, 2011), 881.] When the heavy war between Israel and Arabia erupted, the United States was not able to gain enough petroleum because it supported Israel. To show the dissatisfaction with the United States’ support to Israel, Arab members of the Organization of Petroleum Exporting Countries even raised oil prices. “Overnight, OPEC raised the price of its oil from $3 to $5.11/By ”[ Merrill, Karen R.. The oil crisis of 1973-1974: a brief history with documents. Boston: Bedford/St. Martin's, 2007, 22.] Not surprisingly, the United States was strongly affected by the oil shortage and the the high price of oil. Homes and businesses could not easily solve the serious problem. Drastic protests occurred in many states such as Arkansas, New York, and Florida because a huge number of drivers could not accept the high price of gasoline.[ Merrill, Karen R.. The oil crisis of 1973-1974: a brief history with documents, 1.] Transportation was decreased in order to use less oil. Faced to the great challenge, several presidents analyzed the seriousness about the oil crisis and provided effective ways of reducing the use of oil.
The tragic deaths of seven people who died due to potassium cyanide-laced Tylenol capsules started as a disaster for Tylenol producer Johnson and Johnson. However, J&J communicated with their publics and the media proficiently, investigated their products after pulling millions of dollars of Tylenol capsules of the shelves across the nation, and developed proper packaging to avoid further mishaps. I believe that the way that Johnson and Johnson handled the situation should be epitomized as an example for businesses to use when they are faced with a crisis, and how to manage it well.
“On March 23, 2005, at 1:20 pm, the BP Texas City Refinery suffered one of the worst industrial disasters in recent U.S. history. Explosions and fires killed 15 people and injured another 180, alarmed the community, and resulted in financial losses exceeding $1.5 billion.” (U.S. Chemical Safety and Hazard Investigation Board, 2007) There are many small and big decisions and oversights that led to the incident. Underneath all the specific actions or inaction is a blatant disregard for addressing safety violations and procedures that had been pointed out to BP even years before this event. The use of outdated equipment and budget cuts also contributed to the circumstances that allowed this accident to happen.
One of the primary goals of PR is to bridge the gap between the needs of the public and needs of a company or organization. Knowing that the very idea of drilling on the Continental shelf was a hot button issue, BP should have approached the endeavor with diligence. The findings in the National Commission on the BP Deepwater Horizon Oil spill and Offshore Drilling report could prove damaging tot he companies image because if reveals step by step the mistakes and agenda of the companies management. Halliburton and BP chose to use a form of cement known as “nitrogen foam cement” to address the instability they faced in placement of the pump on the fragile formation at Macondo. They ignored test that showed that cement would fail in the field. They abandoned the project removing its riser and blow out preventer for the well head. During this process there were several mistakes and issues that if monitored correctly could have been prevented .e pressure test that evaluates among other things the ability of the casing in the well to hold in pressure. They replaced mud with seawater below the mud line with seawater.
In April 2010, a gas release and consequent explosion occurred on the Deepwater Horizon oil rig located in the Gulf of Mexico, which BP was leasing from Transocean, a Swiss company. The explosion killed 11 workers, injured 17 others, and dumped
As the world frustrated and fumbled at BP over their oil spill on April 20, 2010, the largest marine oil spill in history. Does anyone know the people of Nigeria Delta had lived with oil spillage conditions for the last 50 years? With her op-ed piece “The Oil Spill We Don’t Hear About”, published in The New York Times on June 4, 2010, Anene Ejikeme emphasizes on the oil spills in Niger Delta which is far more alarming and threatening than the BP Gulf Spillage. With her article, Ejikeme’s want to address these problems which appear to be ignored by the international media. In her article she stated, “Media around the world are covering the Gulf oil spill in a way that not even the Nigerian media covers oil spills in Nigeria.” Ejikeme adopts an informative, yet sympathetic tone to deliver and provoke the interest of the phenomenon for her readers. Ms. Ejikeme received her PhD from Columbia University in 2003 and is currently an assistant professor at Trinity University in San Antonio, Texas. She is considered as a specialist on modern African history; she’s been writing a variety of books and teaching a wide range of courses on the matter. Prior to coming to Trinity, Ejikeme taught at Barnard College in New York, where she was the Director of the Pan-African Studies Program from 2001 to 2003. This op-ed piece continues her interest on the problems that affects African society.
In the aftermath of the Deepwater Horizon oil spill, the Bureau of Ocean Energy Management, Regulation and Enforcement was replaced by the Bureau of Ocean Energy Management and Bureau of Safety Environmental Enforcement. This new organization along with OSHA changed the way the offshore drilling is conducted. Today there are several regulations in place that were not in place at the time of the oil spill. Before the
Swift, W.H, . C.J. Touhill, W.L. Templeton, and D.P. Roseman. 1969. Oil spillage prevention, control, and restoration—state of the art and research needs. Washington, D.C.: The Bureau of National Affairs, Inc.
On April 20, 2010, the Deepwater Horizon oil rig, located in the Gulf of Mexico exploded killing 11 workers and injuring 17. The oil rig sank a day-and-a-half later. The spill was referred to as the Deepwater Horizon oil spill, BP oil spill, Gulf of Mexico oil spill, and BP oil disaster. It was first said that little oil had actually leaked into the ocean but a little over a month later the estimate was 12,000-19,000 barrels of crude oil being leaked per day. Many attempts were made to stop the leak but all failed until they capped the leak on July 15, 2010, and on September 19 the federal government declared the well “effectively dead.” In the three months that it took to finally put a stop the leak, 4.9 million barrels of oil were released into the ocean. The spill caused considerable damage to marine and wildlife habitats and the Gulf’s fishing and tourism industries. The White House energy advisor, Carol Browner, goes as far to say that the Deepwater oil spill is the “worst environmental disaster the US has faced.”
Tylenol's 1982 ordeal has become a classic example of a successful crisis management. Johnson & Johnson faced a major crisis when their leading pain-killer medicine, extra-strength Tylenol, was found to have caused the fatalities of seven people in Chicago, Illinois. It was reported that unknown suspect or suspects took the product off store shelves, tampered it with deadly cyanide and returned to the shelves. As a result, seven people died and consumers lost confidence and panicked over hearing the news of this incident. Tylenol received massive media coverage which led to an expeditious communication of event to the public. Johnson & Johnson (J & J) took a huge financial hit when it had to recall and destroy approximately $100 million dollars worth of inventory in addition to the loss incurred by the company when the public reacted to the incident (Campbell et. al., n.d.). Tylenol's approach was to pull off the products as quickly as possible, stopped production, cooperated with the investigation and the media and halted all forms of advertisement or marketing of the product. Furthermore, Johnson's & Johnson's took the initiative to protect and improve their product packaging which allowed them to regain the public's confidence and paved the way for improved tamper-resistant packaging now used by myriad of manufacturing companies. The fatalities occurred between September 29th to October 1st of the year 1982 and by November, Tylenol had already reintroduced the product with improved tamper-resistant packaging. To regain the public's attention and confidence, Johnson's & Johnson's launched a dynamic marketing campaign to put the product's name before the public.
The BP Deepwater Horizon oil spill accident of April 20th 2010 that caused a gas release followed by the explosion that took place causing hydro carbons to leak into the Gulf of Mexico posed a lot of strategic implications in the competence, capabilities, internal resources and Corporate Social Responsibility of BP. The implications of the Oil Spill underscores the Icarus paradox, which holds that the very capabilities that give an organization its source of competitive advantage can become constraining with changes to the external context. Teece (2009) emphasised that dynamic capabilities revolve around three generic types namely: Sensing (ability to scan, search and explore the external