and all activities that take place in order to help re-define and restore the image of the business. There are many suggested strategies for approaching turn-around. Some of these strategies include: top management replacement, personnel strategy, and marketing strategy (Pan, 2014). An ideal strategy for managing the turn-around that follows a product-harm crisis can include a number of factors. One of these factors includes consideration of reorganization of the company’s leaders (Pan, 2014). During another Toyota product-harm crisis, former president Katsuaki Watanabe was forced to resign (Rajeskera, 2013). In this instance, the company opted not to replace their current president, instead they utilized him to combat the crisis through interviews in which he tried to restore the image of the Toyota brand (Rajeskera, 2013).
EVALUATION OF PRODUCT-HARM CRISIS MANAGEMENT5After the recall, Toyota quickly assembled a “social media strategy team” that was formed with the purpose of coordinating all news releases and social media outreach (Rajeskera, 2013). This idea was useful in helping the management, as well as the marketing team, to meet the discontent head on. In an attempt to re-attract lost customers, business leaders often increase advertising after a product-harm crisis event (Cleeren, 2013). Toyota found this to be a successfully way in gradually working to restore their image.Strategies for Managing Product-Harm CrisisA well-managed recall with consumers that have relatively high brand commitment may offset the negative effects, but poorly managed, high brand commitment recalls would arouse more negative consumer responses (Germann, 2014). Base-rate, or consensus, information typically affects how customers will engage in unexpected negative effects of a product-harm crisis (Lei, 2012). Unless there are clearly outlined explanations for the crisis, consumers are likelyto place the blame on the brand itself. One strategy Toyota should consider is being completely open about what had happened. They admitted that it was a lack of focus on safety and began reiterating the importance of company safety strategies (Rajasekera, 2013). Pushing the blame on other factors and not taking full responsibility for the crisis would have been a proper route and would have likely angered the consumers even more.