Taco Bell, a subsidiary of Yum Brands Inc is a leading Mexican style fast foodrestaurant and one of the high earning profits in each year. Late of the year 2006, Taco Bellrestaurants had been hit the sanitizing crisis. There were many responses to its crisis aimingto solve the problems and recover company’s reputation. The purpose of this business reportis to analyse the situation which basically bases on the study of Taco Bell written by Johnson,Vanderwerff, Howenstein and Fromm (2007). Finally it will present the possiblerecommendations which Taco Bell should take into account. The discussion will generallyfocus on communication and ethical issues but this will not essentially intend to discuss on business or marketing issues.
2) The Crisis: E-coli outbreak November -December 2006
Negative image on Food quality have been collected since 1999. In 2006, Escherichiacoli (E.coli)
was epidemic beginning from 17 November at New Jersey and acknowledged toTaco Bell on 25 November. To response the crisis, communication strategy is a key successto win back its stakeholders. Some responses from the Taco Bell involved ethical issues. Inthis crisis also impacted many stakeholders such as shareholders, customers. Investigationwas organized through government and private laboratories hired by Taco Bell. There weremore than 400 confirmed cases from this E.coli outbreak. By the middle of December, theCenters for Disease Control (CDC) announced that the E. coli outbreak was over (Johnson etal, 2007).
3) Taco Bell’ responses to the crisis analysis
3.1Public communicationAfter the incident of E. coli spreading out many states, Taco Bell had never rejected occurring of outbreak under their franchises. Greg Creed, Taco Bell president, released the first responses on 4 December through. Creed states that TacoBell franchises will cooperate with country health officials and voluntary closessuspected restaurants (Creed 2006a). This shows that Taco Bell indirectly acceptedthe incident and did not evade their responsibility. In the communication response tocrisis, DiSanza and Legge (referred by Durham 2010a) suggest that evadingresponsibility and corrective action can protect the company’s reputation. It can say