「食用炸油危機」組織溝通與媒體效能分析－以麥當勞、頂呱呱為例
Organization Communication and Media Effectiveness Analysis of “Frying Oil Crisis”－Taking McDonald ’s and T.K.K. Fried Chicken as Examples

吳聖彥 / 寸得杏

「食用炸油危機」是2009年相當重要的民生消費議題，本研究以情境危機溝通理論為背景，探討受此危機波及的麥當勞、頂呱呱採行的危機溝通策略為何？並分析有/無危機歷史的組織是否會影響危機溝通後的媒體效能。研究發現頂呱呱著重「誠意道歉」，並針對食用炸油不合格的分店採取暫停營業等「改善行動」，其媒體正面評價顯著高於麥當勞、報導時間也較短；然而，麥當勞傾向「堅決否認」，並質疑消保官檢驗食用炸油之標準，造成媒體負面評價較高、報導時間也較長。相較於沒有危機歷史的頂呱呱，有過危機歷史的麥當勞並未因此提高危機溝通的警覺性，加上媒體會用更高的標準去審視擁有危機歷史的組織其危機溝通之執行，因此麥當勞在危機溝通的媒體效能表現上均不如頂呱呱。

“Frying Oil Crisis” is a vital issue about consumer and goods in 2009. Based on Situational Crisis Communication Theory, this study aims to explore the crisis communication strategies of two involved companies－McDonald ’s and T.K.K. Fried Chicken. Furthermore, whether the organization with or without crisis history would influence its media effectiveness after crisis communication is also analyzed. The finding shows that T.K.K. Fried Chicken puts emphasis on “sincere apology” and adopts “improvement action” such as temporarily closing branch stores with unqualified frying oil. Its positive evaluation from media is significantly higher than McDonald ’s and the coverage duration for it is also shorter. However, McDonald ’s is inclined to “firmly deny” and questions consumer protection officer’s standard of testing frying oil. This makes it receive more negative evaluation and longer coverage duration from media. Compared to T.K.K. Fried Chicken, McDonald ’s crisis history does not help it to enhance its alertness of crisis communication. Moreover, media usually would use higher standard to example the crisis communication for those organizations with crisis history. For these reasons, McDonald ’s media effectiveness of crisis communication is lower than T.K.K. Fried Chicken’s.

危機溝通策略、情境危機溝通理論、媒體效能、麥當勞、頂呱呱

Crisis Communication Strategies, Situational Crisis Communication Theory, Media Effectiveness, McDonald ’s, T.K.K. Fried Chicken

2010.07.04

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「食用炸油危機」組織溝通與媒體效能分析－以麥當勞、頂呱呱為例.pdf