Reaction 反应
Despite the knowledge that its milk products were causing healthy problems among children in China, the officials of Sanlu Group remained mum over the matter. According to Mooney (2008), the leadership of this company feared that bringing this scandal into the limelight would attract a backlash from the Chinese government, which at the time was concerned with maintaining a positive image as it prepared to host the 2008 Olympic Games in Beijing. Therefore, despite growing pressure from its stakeholder, Fonterra, Sanlu Group failed to issue a countrywide recall of its milk products that were affected by the scandal, thus continuing exposing thousands of Chinese babies to contaminated milk products. When the scandal finally became public, the management of Sanlu recalled all the infant milk powder products and its Vice President, Zhang Zhenling, issued a public apology over the incident.
尽管三鹿集团知道其奶制品给中国儿童带来健康问题，但三鹿集团的官员对此事保持沉默。根据Mooney（2008）的说法，该公司的领导层担心将这一丑闻带到聚光灯下会引起中国政府的强烈反对，当时中国政府担心在准备在北京举办2008年奥运会时保持积极形象。因此，尽管来自利益相关方恒天然的压力越来越大，三鹿集团未能在全国范围内召回受丑闻影响的奶制品，从而使数千名中国婴儿继续接触受污染的奶制品。当丑闻最终公之于众时，三鹿管理层召回了所有婴儿奶粉产品，三鹿副总裁张振玲就此事件公开道歉。
Audience 观众
Public statements 公开声明
Sanlu Group as a company had a number of public audiences that it needed to communicate with concerning the scandals of its milk products. To begin with, the greatest audience of this company were its customers, whose children had consumed the products of this company. Note that communicating with its customers was a necessary step towards assuring them that the company was aware of the problem, and that it had taken specific steps to not only address the problem but also ensure that it did not recur in future (Mooney, 2008). Note that customers were its most important audience since they were directly affected by the milk products of this company. Apart from these, shareholders too were a critical audience to Sanlu since the withdrawal of their investment in the company would lead to its winding up. Among the key shareholders was a New Zealand company, Fonterra Co-operative Group Limited, which had 43 percent stake in Sanlu at the time of the scandal (Keck, 2009). Note that whereas Fonterra had unsuccessfully attempted to pressure the management of Sanlu to recall its milk products, any public statement by this company affected its perception as an investor. Lastly, the public statements of this company targeted the general public. Note that this scandal had an impact not only on the demand for baby milk products but also on other Sanlu products on the market. Therefore, through targeting them with public message was geared toward helping this company regain its position in the market as a brand.
三鹿集团作为一家公司，有许多公众听众需要就其奶制品丑闻进行沟通。首先，这家公司更大的受众是它的客户，他们的孩子消费了这家公司的产品。请注意，与客户沟通是向他们保证公司意识到问题的一个必要步骤，并且公司已经采取了具体步骤，不仅解决了问题，而且确保问题不会在未来再次发生（Mooney，2008）。请注意，客户是其最重要的受众，因为他们直接受到该公司奶制品的影响。除此之外，股东也是三鹿的关键受众，因为他们撤回对该公司的投资将导致其清盘。主要股东包括新西兰恒天然合作集团有限公司，该公司在丑闻发生时持有三鹿43%的股份（Keck，2009）。请注意，尽管恒天然试图向三鹿管理层施压召回其奶制品，但未果，该公司的任何公开声明都会影响其作为投资者的形象。最后，该公司的公开声明面向公众。请注意，这起丑闻不仅影响了婴儿奶产品的需求，也影响了市场上的其他三鹿产品。因此，通过以公众信息为目标，旨在帮助该公司重新获得其品牌市场地位。