本篇论文代写-航空公司对危机处置讲了该航空公司对此次危机反应迟缓，最终在Twitter上道歉。他们发了一封道歉信，说这是错误印刷的，所有的杂志在他们降落的所有航班上都被拿走了。这个道歉来得晚了，而且更简单，好像航空公司并不后悔这件事，这说明了航空公司的意图和经营方式。这家航空公司的意图是明确的。它把每一位消费者都看作是实现其盈利目标的一种手段，即占领全球市场，并通过获取新客户来扩大市场。本篇论文代写文章由美国第一论文 Assignment First辅导网整理，供大家参考阅读。
The airline took too late to respond to the crisis and it eventually apologised on Twitter. They sent an apology saying that it was printed by mistake, and that all the magazines were taken off all flights wherever they were landing. This apology came late and was simpler, as if the airline did not regret the incidence, which informs of the airline’s intent and way of doing business. The intent of the airline was clear. It saw each consumer as a means to its ends of profit generation, capturing global markets, and expanding its market by acquiring new customers. For the airline, it was not a problem of losing some regular consumers, because it saw that a global market is available, hence there is nothing to worry about one-off incidence if it annoys the passengers. The apology was only on Twitter and not on Facebook, which is more widely used among social media users. This informs of the miniscule regret the airline has for its misdeed and lack of responsibility for being a socially enlightened corporation.
The greater surprise came when soon after tweeting the apology, the airline deleted the tweet (Solomen, 2016). This was not expected from a national carrier of a large and responsible nation. Does such behaviour not inform about the irresponsibility in the conduct of Air China. It clearly indicates its carelessness about its own mistakes and it is not even brave enough to offer an unconditional apology to its passengers and the ones who are directly framed through its racist comments. The crisis was not so large as to hit the airline financially, but it obviously was big enough to start creating an allergy for the carrier about the informed and responsible passengers. Sad enough, the airline did not use social media’s advantages to its own benefit, which is so cost effective and simple in its operations. The airline instead offered another statement saying that the audience or the readers had misinterpreted the warning (Fan, 2016). It thus reaffirmed that there was no serious problem in the warning as it was just doing its duty of safeguarding passengers from being misled to dangerous locations.
The strategy handled by the airline is not even close to intelligence, and shows the sheer lack of common sense among the airline management and workers. They, however, started to offer more discounts and savings on many flights to India and Pakistan, through its Facebook page. Many Indian and Pakistani festivals had hard promotions of cheaper flights advertised on its Facebook page. This was clearly done to cover the damage and lessen the extent of growing anger against the airline. The promotions were good and got good response, but the damage done was not easily forgotten, since many social media pages continued with expressions of dissent toward the airline’s conduct.
A crisis as such has more leeway in escalating immediately to a global level, because of the use of social media and technology usage. The same thing happened here, when the message went viral on social media, and gave rise to a collective anger toward the airline. The airline only took notice when their Twitter and Facebook page started to get retaliatory messages and angry comments. The crisis was not handled in a mature manner, or in a way it should have been handled, like apologising immediately to all audiences and offering some benefits to the travellers of the same flights. These are gestures that are so important to suppress the ill-effects of a crisis, but Air China did not probably understand how to use social media.