Free Essay

Menaxhimi I Riskut

In: Business and Management

Submitted By elioceca123
Words 1798
Pages 8
Deri para pak kohesh Toyota ishte nje kompani sinonimike me produkte të kualitetit të lartë në kuadër të sektorit të automobilave dhe nivele të larta të inovacionit, si brenda zinxhirit të furnizimit të saj dhe ashtu edhe ne proceset e prodhimit të kompanisë. Mjaft i suksesshem ishte dhe afrimi i Toyota-s per prodhimin dhe menaxhimin e zinxhirit te furnizimit, te cilen kompanite e tjera, jane matur te konkurrojne jo vetem ne sektorin automobil te metodave operative dhe filozofike te prodhimit te Toyota-s, por gjithashtu dhe ne nje rang te gjere industrish.Megjithate, vitet e fundit jane hasur disa problematika persa i perket nje sere ceshtjesh qe kane te bejne me cilesine e produktit qe ne disa raste jane kthyer prapa. Nder me e renda e këtyre ngjarjeve, eshte kur kompanise iu desh te kthente prapa 8.5 milionë automjete në vitin 2010 në një shkallë globale, duke shkaktuar probleme të rëndësishme për kompaninë nga një perspektivë PR duke dëmtuar keshtu në mënyrë të konsiderueshme markën.Një nga problemet me madhore për Toyota-n në trajtimin e krizës së tanishme nga perspektiva e PR është obsesioni i tepert ne lidhje me cilësi e prodhimeve te saj. Kompania ka ndërtuar në mënyrë të qartë markën e saj mbi bazën e ofrimit te produkteve të tregut, të cilat në lidhje me produktet konkurrente janë të kualitetit të lartë. Megjithate burimet kane treguar se nje mani e tille ne organizate con ne nje kulture ku kualiteti i dobet ka qene nje pune e pahijshme brenda kultures se organizates. Ashtu sic edhe HERMUS vazhdon te debatoje mbi ngjarje te tilla kjo coi ne nevojen e rikthimit prapa te produkteve te nje kulture organizate e sepse nuk lejoj anetaret me te rinj te saj t’a shmangnin ngjarjen duke e paralajmeruar me perpara ne kohe. HERMUS (2010) vazhdon të debatoje duke cuar në një problem PR për Toyota, duke u nisur nga fakti se kompania tani është parë me shume ne nje pozicion reagues sesa mbrojtes. Nga një perspektivë analitike HERMUS 2010 tregon se ka pasur një konflikt interesash midis nevojave të menaxhimit të mirë PR dhe kulturën organizatave brenda Toyota. Si e tillë njëra nga pikëpamjet është se elementet e varfër te fushatës së PR Toyota-s kanë qenë për shkak të nje mospërputhjeje në kulturën organizative në lidhje me nevojat e mjedisit, ndryshe nga fakti se zyrtarët e PR te kompanisë kanë planifikuar dhe menaxhuar fushatën keq.

Davies tregon se ky nuk është një problem i pazakontë për organizatat dhe i referohet fenomenit si "sindromi i mohimit", duke thene se çështja qendron ne faktin se shpesh eshte produkt i mosbesimit në organizata të mëdha si Toyota, te cilët krenohen me nivele të larta të cilësisë. Rezultati shpesh mund të jetë që në vend të formimit të një strategji efektive dhe të shpejtë të komunikimit, humbasin kohë duke i kërkuar se si kjo arriti të ndodhë në vendin e parë, në vend që kanë të zgjidhin çështjen në fjalë. Një përgjigje e tillë më pas çon në një imazh të dobët të organizatës brenda mediave, duke i dhënë medias dhe publikut një pamje te një kompanie te ngadalshëme dhe reaguese në vend se të shkathët dhe proaktive. Dobson argumenton se ne momentin qe kriza godet një organizatë, interesi i medias ndaj organizatës rritet ne cast. Në këtë pikë Dobson thotë se gjëja më e rëndësishme për kompaninë në fjalë eshte te coje ne zbulimin e plotë të natyrës së problemeve qe kane goditur organizatën. Dobson argumenton se deshtimet ne fazat e para te fushates PR te Toyotes çuan ne imazhin se Toyota nuk ishte e angazhuar me konsomatoret e saj dhe i mungonte ndjeshmeria mbi çeshtjet ne lidhje me produktet. Ka gjithsesi disa aspekte pozitive te fushates Toyota PR per tu marre ne konsiderate. Sudhaman (2010) tregon se pergjigjja e Toyotes mbi çeshtjen ishte me ndryshe ne SHBA se ne Japoni dhe ne pjesen tjeter te botes. Ne Japoni Toyota u perpoq ta menaxhonte çeshtjen « brenda-perbrenda », nje parapelqim i kultures japoneze jo fort efikas ne nje pikepamje PR. Kurse ne SHBA kompania emeroi nje agjensi te jashtme ne trajten e Lerer dhe Montgomery, nje levizje e cila e ndihmoi Toyoten te menaxhonte komunikimin me publikun ne menyre shume me shume efikase se ne tregjet e tjera. Gjithashtu Sudhaman tregon se pas nje pergjigjeje fillestare te ngadalte, Toyota perdori teknologjite bashkekohore per te kryer komunikimin me konsomatoret ne menyre efikase. Nje zhvillim i tille teknologjik lejoi Toyoten te perdorte rrjetet sociale si twitter apo facebook, nje taktike e cila besohet se eshte efektive veçanerisht ne menaxhimin e fushates PR. Ceshtjet PR mund te shihen edhe si problematike per leaderat ne treg si Toyota. Drejtori i PR Toyota ne UK tregoi se ne momentin e pare qe nje krize PR haset, kompanite qe jane leader ne treg zakonisht behen « nje magnet per kritikat. Kjo e ben menaxhimin e PR akoma edhe me te rendesishem se ne rastin kur nje kompani nuk ze nje pozicion leader ne treg.

Murphy e shpjegon ndryshe pergjigjen e Toyotes ndaj krizes ne UK persa i perket pergjigjes globale te saj. Toyota u perpoq te qendronte nje hap para medias duke u perpjekur te kete nje pergjigje te parapergatitur te çdo historie ne median britanike, duke u perqendruar ne identifikimin e çeshtjeve qe Toyota kishte perballuar dhe çfare kishte bere kompania per te zgjidhur problemin. Murphy tregon se ne UK çeshtja e Toyotes u trajtua nga dy kategori te ndryshme: ne shtypin e industrise automobilistike, te cilet ishin pergjithesisht keqardhes, dhe ne kotegorine e shtypit te pergjithshem i cili mori nje rrjedhe ngjarjeje me pak keqardhese.
Nje nga problemet kyç i identifikuar gjate fushates nga perspektiva e Toyotes ne UK eshte koordinimi. Ndersa skuadra e PR ne UK kishte kerkuar te vere ne jete nje perqasje pergjithesisht proaktive ne marredheniet e kompanise me median, vonesa te konsiderueshme u krijuan nga nevoja per te pritur nje pergjigje zyrtare nga zyra qendrore japoneze, nje çeshtje e cila ndihmoi ne krijimin e nje imazhi te varfer te Toyotes ne pjese te botes si UK dhe SHBA.
Nje konsiderate vendimtare per Toyoten eshte se si aksioni i markes do ndikonte pergjate krizes apo edhe me gjate. Duke pasur parasysh strategjine e pergjithshme te biznesit dhe ate te marketingut si nje diferencues, e lidhur me produkte te nje cilesie te larte, nevoja per nje kthim te produktit kompanise (duke marre parasysh edhe rimbursimin) ka prekur marken ne nje mase me te madhe se nese do pratikohej nje strategji alternative, si ajo e modelit te Porterit (2004).
Ndersa demi eshte bere domethenes, burimet tregojne se reputacioni i markes se Toyotes eshte rikuperuar me shpejt se ç’prisnin analistet. Analistet fillestare kishin parashikuar se do t’i merrte te pakten 6 muaj Toyotes te tejkalonte demin fillestar, i cili ndikoi ne renien e klasifikimit te Toyotes si nje marke e preferuar ne Uk nga vendi i shtate ne te dyzetin ne fund te Shkurtit 2010. Gjithsesi, kerkimet kane treguar se ne javet qe ndjekin perpjekjet e deshtuara te Toyotes ne menaxhimin PR, ka pasur nje nivel ne rritje te markes ne klasifikim. Nje shqetesim per kompanine eshte se nderkohe qe niveli i kenqesise po rritet brenda grupit te tanishem te konsomatoreve, kompania po has nje periudhe te veshtire ne rindertimin e reputacionit te markes ne lidhje me pjesen tjeter te mbetur. Kjo mund te kete nje efekt domethenes ne aftesine e Toyotes per te fituar konsomatore te rinj ne te ardhmen. Duke marre parasysh perpjekjen e deshtuar te Toyotes per te menaxhuar fushaten e saj PR, vlen te konsiderohet kuadri me pese hapa i siguruar nga Fearn-Banks (2007). Ky model tregon se pese hapat e rendesishem te nje fushate PR perfshijne zbulimin, pergatitjen, permbajtjen, rikuperimin dhe mesimin. Duke vezhguar fushaten e Toyotes, mund te dallojme se dy hapat e para te modelit u injoruan. Nje kulture e cila pa defektet ne cilesi si nje burim turpi, çoi ne nje skenar ku anetaret e rinj te organizates deshtuan te vene ne jete nje proçes efikas zbulimi., duke lejuar keshtu qe problemet te kalojne nga prodhimi tek konsomatoret (Hemus 2010). Hapi i dyte i pergatitjes, perfshin konceptin se kompania duhet te kete nje proçes te paraprojetuar dhe planifikon keshtu t’i pergjigjet çdo lloj krize nga perspektiva e PR. Perseri Toyota mund te shihet si nje kompani ne mungese te çdo lloj pergatitjeje per nje ngjarje te tille, mungesa e te cilave çon ne akuzimet se kompania vepron ngadale ndaj ngjarjeve te tilla. Pas nje deshtimi fillestar te fushates PR, mund te themi se Toyota e menaxhoi mjaft mire situaten, kur komunikimet nisen te rrjedhin nga organizimi. Kur infomacioni arriti tregun, permbajtja ishte e pershtatshme, prodhuesi ve ne qarkullim nje list problemesh dhe nje pakete zgjidhjesh ne formen e nje kthimi te produktit te kompania, duke perfshire edhe kompensimin. Prova empirike nga klasifikimi i markave ne UK duket te sugjerojne se ne teresi strategjia e rikuperimit te Toyotes qe e suksesshme. Konsomatoret ekzistues u pergjigjen mire ndaj produktit te Toyotes dhe menaxhimit te saj PR. Duke pasur parasysh çeshtjen e te mesuarit, eshte e veshtire te vleresosh se ne çfare mase Toyota mesoi nga kjo pervoje, pa supozuar qe nje krize e metejshme te ndodhe. Gjithsesi intervistat me zyrtare te PR Toyotes duket se tregojne se kompania ka ndermarre hapa per te mesuar nga ky episod fatkeq ne historine e kompanise. Celesi I te mësuarit të do të ishte vlera e një përgjigje të parapërgatitur, perpara nje krize te mundshme, rëndësia e një reagimi të shpejtë fillestar dhe koordinim më të mirë të përgjigjeve në një shkallë globale. Pervec kesaj, cfare mund te konsiderohet si nje nga celesit e te mesuarit te Toyota-s , do te ishte vlera e emërimit të agjencive të jashtme duke u përpjekur për të trajtuar të gjitha aktivitetet e marrëdhënieve me publikun "në shtëpi". Duke konsideruar hulumtimet e bëra, mund te nxirren nje numer I konsiderueshem konkluzionesh. Duke u nisur nga perspektiva e performances ka pikepamje te ndryshme persa I perket menaxhimit te ksrizes nga Toyota. Nga njëra anë, Toyota është kritikuar rëndë për reagimet e sa ne fillimet e krizes për problemet e hasura, pasi kompania ka qenë mjaft e ngadalte në marrjen e informacionit nga jashtë për konsumatorët. Te tilla rezultojne edhe veprimet e bera me pas. Përvec kësaj, ka pasur edhe disa pika te forta për fushatën PR Toyota-s, si fushata e kompanise për të përqafuar format moderne të komunikimit të tilla si Twitter dhe Facebook. Në përmbledhje mund të konstatohet se fushata PR Toyota ka qenë në përgjithësi një nga sukseset e vonuara, qe ka vuajtur nga një përgjigje fillestare të ngadaltë dhe nga dështimi për të reaguar menjëherë për këtë çështje. Megjithese menaxhimi I vonshem i fushatës mund të shihet si efektiv, pasi ka qene mjaft e ngadalte.…...

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