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The purpose of crisis planning is to prepare for the inevitable. This paper examinesBP’s crisis response following the Deepwater Horizon oil rig explosion and thesubsequent environmental disaster in the Gulf of Mexico. This event severely damagedBP’s corporate standing, and the company’s response and management of the crisis andcleanup exacerbated the damage to BP’s reputation. The company’s crisiscommunication strategies failed amid an onslaught of online and social mediacommentary from traditionally passive stakeholders and activists. The resultantdamage to the company’s reputation saw $95B wiped off the company’s equity valueand the CEO forced to resign. It is shown that crisis planning needs to be continuallyreviewed to take account of the evolving nature of social media during a crisis; in thisinstance, the use of Twitter proved particularly damaging to BP. Rolling crisis plansthat encompass all media are required to provide the conclusive and swift actionnecessary to minimise the impact of a crisis.

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