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Peran key opinion leader dalam strategi public relations pada komunikasi krisis perusahaan
Abstract
Krisis dapat merusak reputasi perusahaan jika tidak ditangani dengan strategi komunikasi krisis yang tepat. Public relations (PR) bertanggungjawab dalam menentukan strategi komunikasi krisis perusahaan. Kemunculan media sosial membuat potensi krisis merambah ke krisis media sosial. Social mediated crisis communication (SMCC) merupakan model strategi komunikasi krisis yang melibatkan media sosial dan atau media tradisional dan komunikasi word of mouth (WOM) secara online dan offline. Penelitian ini bertujuan untuk mengkaji peran Key Opinion Leader (KOL), waktu respons krisis serta bentuk pesan dan cara penyampaian informasi krisis pada strategi komunikasi krisis perusahaan menggunakan model SMCC, Penelitian ini menggunakan metode pendekatan kualitatif dengan jenis deskriptif. Wawancara mendalam dilakukan kepada tiga orang informan yang dipilih melalui teknik purposive sampling, dengan kriteria praktisi PR perusahaan berpengalaman minimal 25 tahun dan memiliki pengalaman serta pengetahuan tentang komunikasi krisis perusahaan. Hasil penelitian mengatakan bahwa KOL pada strategi PR perusahaan berperan sebagai sekutu perusahaan dalam meneruskan informasi krisis perusahaan kepada publiknya, terutama saat publik sedang memiliki ketidakpercayaan terhadap perusahaan. Perusahaan harus dapat merespons krisis paling lambat 12 jam pertama sejak krisis muncul agar dapat meminimalisir akibat krisis. Pemilihan media pesan harus disesuaikan dengan asal krisis mencuat. Informasi yang disampaikan harus transparan, jujur dan berkelanjutan menggunakan metode penyampaian storytelling. Temuan menarik pada penelitian ini adalah bahwa KOL pada model SMCC terdapat dalam media sosial, namun KOL seperti tokoh masyarakat juga menjadi pihak ketiga yang dapat mendukung keberhasilan komunikasi krisis. Selain itu penyampaian pesan storytelling juga berperan penting untuk dapat menenangkan masyarakat dan agar pesan dapat dipahami secara lebih komprehensif.
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DOI: https://doi.org/10.24198/prh.v6i1.29693
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