Nowadays companies need to be present in social media to obtain relevance, enhance
their relationships with stakeholders, and use them as a source for decision making,
including crisis situations. When one wants to know information about a certain person
or company, the interested party usually accesses social networks directly. Thus, the
development of digital media provides new social uses for these technologies and
innovative applications in various segments of the economy. Given this importance, it
becomes necessary to have a profile in this social network to obtain visibility. However
at the same time that social networks open this range of direct communication with the
public of interest of the Boi-Bumbá Caprichoso Cultural Association, they can also be
a gateway to effective crises such as the withdrawal of an official item during the week
of the festival, exchange of top artists for the contrary Bumbá and potential crises such
as fires, pandemics. On the other hand, the biggest problem is related to the negative
impact that the lack of relationship with the public generates, before the social networks
of the Boi Bumbá Caprichoso, in moments of crisis, impacting the image of the
respective Bumbá before its fans. Since this contact is paramount to the success of
the process of impressions of meanings. Therefore, this work has as its main objective
to develop a proposal for a Crisis Management Plan for the social networks of the Boi
Bumbá Caprichoso Cultural Association. As specific objectives, it seeks to identify the
profile of the public who follows Boi Caprichoso. To survey what the recurring risk
factors are; to define a strategy for crisis management. This is a qualitative research
carried out with participants belonging to the Cultural Association of Boi Bumbá
Caprichoso, who answered 10 questions related to internal crises. As a result, the
Crisis Management Manual presents itself as a strategy to overcome these moments
maintaining the Association's image and passing on trust and security to all its publics.
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