The search
for MH370 continues, with possible debris spotted in the water, but with
factual information either patchy or non-existent.
It has
become the Marie Celeste of the 21st century – a modern mystery of
horrific proportions, with 239 passengers and crew onboard, and played out in real-time
across the world’s media.
In the
absence of absolute proof that the flight did crash, relatives continue to
cling to the tenuous hope that the plane might somehow have landed safely, in
an echo of the TV series Lost.
It has
created a poisonous brew of distrust and grief, with police ejecting relatives
from press conferences and a protest march in Beijing – something almost
unheard of.
But how
well, or otherwise, has Malaysian Airlines coped with the aftermath, in a
febrile atmosphere where nothing is quite as it seems?
Certainly,
the immediate aftermath was handled badly, with media briefings providing only
sketchy information, sometimes contradictory, and spokespeople not answering
questions. That allowed speculation to
run riot: from dodgy passengers on stolen passports, to the pilots’ political
affiliations.
The Daily Telegraph in an early editorial described the PR
response as a “masterclass in how not to deal with the aftermath of an
incident.” That reached its nadir when a
civil aviation chief described two suspect passengers as resembling Italian
footballer Mario Balotelli.
But much of
that criticism should be directed at the Malaysian government, and not the
airline which, in my view, has done rather well, from issuing a relatively
prompt first press release to “darkening” its website and social media channels
– removing all content that could be considered frivolous or insensitive, and
announcing that the flight codes MH370 and MH371 would be retired.
Its social
media response has also shown empathy.
Two Tweets sum up the approach.
“For the families involved, every minute is like an hour. Please keep them in your thoughts as we
continue to search for MH370…” Or, “We
would like to humbly ask all Malaysians and people around the world to pray for
flight MH370…”
The airline
has tried to follow the Triple R of crisis communications – regret, reason and
remedy – but has been hampered by contradictory “facts” entering the public
arena, fuelled by innuendo and false rumours.
Also, while it has expressed regret, it hasn’t been able to offer reason
and remedy – and nor can it until the plane is found, and likely causes of the
crash ascertained.
The first
rule of any crisis is to get ahead of the story. But, in the unprecedented circumstances surrounding
the airliner’s disappearance, how do you get ahead of this particular story?
The airline
has also been criticised for announcing by late night text message on Monday 24th
March that it believed that the flight had crashed into the Indian Ocean, without
survivors.
It looked
insensitive. But the airline, in the
middle of a worldwide media frenzy, was trying to be open and transparent –
something about which it had been criticised.
The airline’s PR team had already
been facing an uphill battle, even before MH370 went missing – an uphill
struggle that has just become mountainous.
The airline has racked up losses
for the past three years, unable to deal effectively with high costs,
unprofitable routes and the emergence of low-cost rivals. In 2013, it returned a negative 4% margin,
worse than almost any airline in the world.
And, while China accounts for only
7% of the airline’s capacity, China is a growth market; if Chinese passengers
choose to fly on other airlines, that spells more trouble.
The airline’s share price has been
falling for some time, and has fallen a further 10% since MH370 went
missing. It now languishes at about a
tenth of its value in 2004.
The disappearance of MH370 is both
a human tragedy and a disaster for an airline in real financial trouble. If nothing else, it underlines the need for
robust crisis PR planning.
Many companies pay lip-service to
crisis communications. MH370 is a
reminder that paying lip-service isn’t enough.
Our sympathies are with everyone
who has been affected by the loss of this airliner. On a much smaller scale, my sympathies are
also with the Malaysian Airline’s PR team which has done an adequate job in the
most difficult of circumstances.
We are specialists in national and international PR strategy and
delivery. You can contact us at +44 (0) 1620 844736 or Charlie@davidgraypr.com
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