Running Head: STAKEHOLDERS d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d 1
2-2 Communication Plan
MBA 645
STAKEHOLDERS d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d
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1. In the reopening of the theme park, the three key stakeholders that have been identified are
the management, customers, and lenders. The management is an internal group, while the
customers and lenders are the external groups. The management will play an important role in
the process of planning, organizing, leading, as well as controlling the reopening of the theme
park. Customers are the main source of revenue for the theme park. An increase in the number
of customers visiting the theme park will help in enhancing its profits. The lenders are
responsible for meeting the financial requirements of the theme park. They will lend money
to the theme park and allow it to function effectively and reopen.
2.
Stakeholder
s
Stakeholder’s
Interest in
the Park
Reopening
Assessment
of the
Impact of
the
Stakeholder
(Low/
Medium/
High)
Information
and
Communication
Needs of the
Stakeholder
Communication
Methods with the
Stakeholder
Management
Knowing the
strategies that
will be
leveraged in
order to
reopen the
theme park
High
Regular updates
on the plans and
strategies that
are prepared for
the reopening of
the theme park
and information
• Face-face
communication
in the form of
business
meetings on a
weekly or
monthly basis
STAKEHOLDERS d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d
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and how it
will be
profitable for
the
organization
relating to the
investment
required for the
successful
reopening of the
theme park.
• Emails
• Video
conferencing
• Telephonic
calls
Customer
Knowing how
the safety
issues have
been
addressed and
the new
features that
have been
added in order
to provide
them with an
enjoyable and
memorable
experience
High
Updates on the
new aspects that
are being
introduced in the
park, the fun and
entertaining
elements of the
theme park, and
all the safety
measures are
taken in order to
prevent
accidents in the
future
• Promotional
emails
• Social media
platforms like
Facebook,
Instagram,
Twitter, etc.
• Websites
• Print materials
like brochures
• Newspaper
advertisements
• In-person or
community
events
Lender
Knowing the
status of the
reopening of
Medium
Regular updates
about the
reopening of the
• Virtual
meetings on a
quarterly basis
STAKEHOLDERS d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d
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the theme
park and the
potential
investment
costs required
theme park and
the investment
cost required for
the successful
reopening
• Emails
3. Crisis communication is a form of organizational communication that mainly aims at
protecting as well as defending the image or reputation of the organization in front of
important stakeholders. It can be viewed as a communication method that is used by
organizations to distribute information relating to an uncomfortable situation affecting the
public significantly (Bucher, 2002).
The crisis communication methods have been identified in order to effectively communicate
about the crisis with the important stakeholders of the organization.
• To quickly communicate with the internal stakeholders of the theme park in a crisis
situation, the best form of communication is face-to-face communication. An urgent
meeting can be held, and the crisis may be communicated face-to-face.
• To communicate with the external stakeholder groups quickly, emails can be used.
Post updates on social media platforms is another way of communicating with
external stakeholders like customers in a crisis.
References
Bucher, H. J. (2002). Crisis communication and the Internet: Risk and trust in a global media.
First Monday.
