Crisis Management Implementation as a Brand Image Recovery Strategy: A Case Study of Mecimapro Promotor Following the 2025 DAY6 Concert

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FORMOSA NEWS- Surakarta - Promoter Mecimapro's Crisis Strategy Failed to Rebuild Public Trust After DAY6 Concert, Study Finds. Music concert promoters in Indonesia face growing scrutiny as rapid market expansion collides with operational challenges and fan dissatisfaction. A comprehensive study led by Liza Rizqi Ambarwati, Andrik Purwasito, and Sri Hastarjo from Universitas Sebelas Maret examined the crisis management strategies implemented by concert promoter PT Melania Citra Permata (Mecimapro) following widespread disruptions during the 2025 DAY6 concert in Jakarta. Published in the Formosa Journal of Applied Sciences (Vol. 5, No. 8, 2026), the research reveals that official public apologies and partial refund promises failed to restore the company’s brand image due to delayed communication, limited transparency, and unfulfilled consumer rights. The findings highlight critical vulnerabilities in event management and establish an urgent need for stronger consumer protection standards within the international live entertainment sector.

Rising Demand and Escalating Operational Crises
The influence of South Korean popular culture, known as the Korean Wave or Hallyu, has transformed Jakarta into a major destination for international K-pop concerts. Promoters like Mecimapro have operated as key intermediaries connecting international music talent with enthusiastic Indonesian audiences since 2015. However, rapid industry growth has outpaced internal risk management practices. During the 2025 DAY6 concert tour, sudden venue relocations without clear explanation, seat plan alterations, and canceled ticket amenities sparked severe criticism across social media platforms. These operational failures inflicted both material and non-material losses on attendees, who often pay premium prices for tickets driven by emotional attachment to performing artists. The crisis was further compounded by Mecimapro's previous operational difficulties during other high-profile events, such as the SEVENTEEN world tour, creating a pattern of recurring service breakdowns that severely compromised public trust.

Evaluating Crisis Management Through Case Study Analysis
To evaluate how corporate communication choices impact brand recovery, the research team from Universitas Sebelas Maret utilized a qualitative case study methodology based on Robert K. Yin’s empirical framework. The investigators gathered qualitative data through in-depth interviews with affected attendees, extensive documentation of public statements, and systematic online observation of social media reactions. Data analysis was structured across three operational phases: pre-crisis risk monitoring, crisis peak response, and post-crisis evaluation. The researchers evaluated Mecimapro's actions against the Situational Crisis Communication Theory (SCCT) developed by W. Timothy Coombs and Sherry J. Holladay. SCCT assesses how public perception shifts based on the level of responsibility attributed to an organization during a crisis event.

Key Findings on Corporate Communication and Brand Image

The empirical findings demonstrate significant gaps between theoretical crisis management recommendations and actual corporate responses. Key results of the study include:

• Preventable Crisis Classification: Public evaluation placed the DAY6 concert crisis firmly within SCCT's "Preventable Cluster," meaning audiences attributed high organizational responsibility to Mecimapro due to internal management weaknesses, inadequate risk assessment, and standard operating procedure failures.
  
• Delayed and Defensive Communication: Initial official statements were issued only after negative sentiments had fully escalated across social media networks, causing the public to view corporate communications as reactive rather than proactive.
  
• Perceived Lack of Empathy: Official apologies published on social media platforms were perceived by consumers as formal corporate self-preservation efforts rather than genuine expressions of empathy or accountability.
  
• Incomplete Compensation Execution: Communication efforts failed to restore consumer trust because public statements were not paired with swift, transparent refund processing or concrete operational resolutions.
  
• Divergent Consumer Loyalty: While music fans maintained strong emotional bonds and loyalty toward the performing artists, their trust, confidence, and perceived credibility regarding the promoter declined sharply.
  

Real-World Implications for the Live Entertainment Industry
The study offers critical implications for event management practices, corporate policy, and consumer rights protection. For businesses operating in the live entertainment industry, the research proves that public relations announcements alone cannot repair brand equity without tangible corrective actions. Event organizers must establish transparent communication protocols, rigorous pre-event stakeholder analysis, and clear emergency refund mechanisms long before ticket sales begin. Furthermore, the findings emphasize the necessity of regulatory oversight within the growing concert industry. Comprehensive guidelines are required to safeguard ticket buyers from sudden venue changes and unfulfilled service promises, ensuring commercial goals do not override ethical consumer treatment.

Author Profiles
Liza Rizqi Ambarwati, S.I.Kom.: Researcher affiliated with Universitas Sebelas Maret, specializing in corporate crisis management, public relations strategies, and event management communications.
Prof. Dr. Andrik Purwasito, DEA: Senior academic and Professor at Universitas Sebelas Maret with research expertise in cultural dynamics, cross-cultural communication, and media studies.
Dr. Sri Hastarjo, S.Sos., Ph.D.: Senior lecturer and researcher at Universitas Sebelas Maret focusing on organizational communication, media research, and strategic crisis management.

Source
Liza Rizqi Ambarwati, Andrik Purwasito, Sri Hastarjo. Crisis Management Implementation as a Brand Image Recovery Strategy: A Case Study of Mecimapro Promotor Following the 2025 DAY6 Concert. Formosa Journal of Applied Sciences (FJAS), Vol. 5, No. 8, Halaman 1671–1680.
DOI: https://doi.org/10.55927/fjas.v5i8.94
URL: https://journalfjas.my.id/index.php/fjas