COMMUNICATION MANAGEMENT IN CRISIS SITUATION OF FOODPANDA COMPANY (THAILAND) LIMITED

Abstract

This research article aims to: 1) examine the issues and emergence of crises affecting the food delivery business of Foodpanda (Thailand) Co., Ltd., and 2) investigate the organization’s crisis communication management. A qualitative research methodology was employed, combining in-depth interviews and document-based research with content analysis. The data sources included: 1) analysis of 35 online news articles from three types of media-online newspapers, online television news agencies, and online marketing magazines; 2) in-depth interviews with three purposively selected academic experts in public relations and crisis communication; and 3) analysis of relevant documents. The findings reveal four primary issues leading to crisis emergence: 1) political conflict, 2) organizational justice, 3) service system failures, and 4) employees’ and consumers’ rights and freedoms. Crises were categorized into controllable and uncontrollable types, with two levels of severity: high and low. The organization’s crisis management strategies comprised social responsiveness, crisis monitoring, organizational communication, image and trust restoration, and the promotion of both short-term and long-term corporate image. These strategies should be implemented within the shortest possible timeframe—ideally within 24 hours and no later than three days. Crisis communication channels were classified into four levels: targeted groups, social media platforms, mass media, and public agenda. Post-crisis evaluation was conducted in two phases: short-term (within the first 1-6 months) and long-term (1-3 years). Big Data analytics, supported by social listening tools, were employed to systematically assess the effectiveness of the organization’s crisis communication practices