Since it opened in 1999, fabric has approached the battle on drugs and drug use in nightclubs with a zero tolerance policy. Reviews on Trip Advisor and Google Review only further this point, with complaints being on how thorough initial door searches are at the club. However in September of 2016 a young lad aged only 18 years old, got through security unnoticed with drugs smuggled down his pants that he bought prior to the night. Once in the club he managed to source someone who sold him more MDMA, later that night he died of heart failure, with his heart rate measuring at 192BPM with a horrifying body temperature of 42.5 degrees.
An organisation must release a statement immediately following an issue, to try and counter possible speculation and unrest snowballing on social media. Although it seemed that fabrics response was based on a strong argument, whilst also having the backing of many, this was the first time that a response had been made regarding the fatalities of the two young boys. If it wasn’t for fabrics positive history in public relations then this delay would have most definitely had a detrimental effect on them as an organisation. A crisis is defined by Cornelissen as “a point of difficulty or great danger to the organisation, possibly threatening its existence and continuity.’ The events that unfolded after the death of the two young lads was most certainly a crisis, and fabrics continuity as a business, let alone a nightclub, would have been lost.
Amongst the demographic that evolves around fabric, there are stakeholders. A stakeholder is a person who is concerned in the business; be it customers, investors, communities or governments. The action and reaction of these people amid the events would have played a massive part in the success of the reopening. Communities and club goers showed their support through fund raising and the signing of a petition, likewise most investors and event organisers did not pull out of contracts. Whereas the government was divided. On one hand you had representatives that wanted fabric to reopen due to its gigantic part in the tourism industry, as well as this some officials wanted it to remain a part of Londons authenticity and underground community. On the other hand there was obvious arguments from the council and authorities regarding safety and drug misuse, quoting the Metropolitan police, ‘if fabric stays open fatal occurrences like this will only happen again.’ In order for this friction between the two demographics to be kept to a minimum in the future, better relationships must be kept with all types of stakeholders. Non-linear positive communication directly affects the reputation of an organisation, ‘An organization needs to be considered ‘legitimate’ by both ‘market’ and ‘non-market’ stakeholder groups. This notion of legitimacy stretches beyond financial accountability to include accountability for the firm’s performance in social and environmental terms.’ Cornelissen
Cornelissen 2011 p41