漲價風波與危機傳播

Price-raising Issue and Crisis Communication

2012年鬍鬚張漲價，為何成為眾矢之的？媒體在危機事件中如何催化議題？企業面臨危機如何修護形象？效果如何？又學到哪些經驗與教訓？為回答上述問題，本研究針對鬍鬚張漲價事件進行深入個案研究。運用細思可能模式的線索概念，探討鬍鬚張陷入危機之起因；運用議題催化模式，分析媒體催化議題、擴大企業危機之過程與策略；並透過形象修護理論，分析企業的危機回應策略、媒體效能與組織學習效果。
研究發現，漲價時機與定價策略不當，是危機之起因。議題催化模式也能運來解釋媒體定義、正當化、兩極化議題與爭取認同的過程。另外，企業採取順應型策略的媒體成效較佳，並能從危機教訓中學習經驗，從而避免重蹈覆轍。

In 2012, an island-wide chain restaurant, Formosa Chang, initiated an price-raising action, which later arose controversy. Several questions emerge in this case: Why did the price-raising action be criticized relentlessly? How did the public media catalyze the controversy? How should enterprises restore their images and how do they do and learn from the crises? This study draws on several theories and models to answer these questions. It uses the Elaboration Likelihood Model (ELM) to explore the causes of the crisis, the catalytic model of issues management to analyze media’s role in catalyzing issues and escalating crises, and the image repair theory to analyze organizational responses, media’s effectiveness and the effects of organizational learning.
The study finds that the crisis was caused by improper timing and pricing strategy. It also finds that the public media catalyze issues as a four-stage process: definition, rationalization, polarization and identification. In addition, the study finds that accommodation strategies yield better communication effects on public media and that better organizational learning from crises effectively prevents repeating failures in crisis communication.