ABSTRACT
This chapter provides an initial explanation of how BP could have been spared some of its public lashing following its Gulf oil spill disaster through greater attention to careful issues management. In 2000, BP sought to rebrand itself after the acquisition of Amoco, Castrol, and Arco petroleum, and positioned itself as an environmentally friendly, forwarding thinking oil company that sought to look “Beyond Petroleum.” Rebranding aside, however, its new campaign neglected to integrate its image efforts with its business plan through issues management. I first provide a situation analysis and explain how an issues management approach would have better met stakeholders’ expectations. This case also describes how the company relied on three main strategies, each complemented with respective tactics, in order to meet its short-term objectives and long-term goals. Viewing BP’s varied public relations efforts through an issue management perspective provides insight for other practitioners and scholars looking to help avoid crises of BP’s magnitude.
