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An integrated crisis communication framework for strategic crisis communication with the media: A case study on a financial services provider

Abstract In order for organisations to survive in an ever-changing milieu in the current business environment, sufficient crisis communication and management practices need to be in place. Despite this, organisational crises are often inefficiently managed, which could be ascribed to the lack of strategic management of crises (Kash & Darling 1998: 180). This article explores the lack of strategic crisis communication processes to ensure effective crisis communication with the media as stakeholder group. It is based on the premise that the media are one of the main influencers of public opinion (Pollard & Hotho 2006: 725), thereby necessitating the need for the accurate distribution of information. Furthermore, the study focuses specifically on the financial industry, which is arguably more sensitive and thus more prone to media reporting because financial services providers manage people's money (Squier 2009). A strategic crisis communication process with the media is therefore proposed, facilitated through an integrated crisis communication framework, proposing a combination of integrated communication (IC) literature, with emphasis on Grunig's theory of communication excellence, to build sustainable media relationships through two-way communication; and a crisis communication process that has proactive, reactive and post-evaluative crisis communication stages, thereby moving away from seeing crisis communication as a predominantly reactive function.