How To Get Through Enterprise'S Dangerous Period: Enterprise Crisis Management Strategy

The crisis management of enterprises is a comprehensive and multipolar complex problem.

When enterprises are faced with various crises, different guiding principles of crisis management will bring different consequences to enterprises.

Therefore, to clarify and follow the guiding principles of crisis management is the prerequisite and basis for enterprises to correctly carry out crisis management.

It is difficult to predict the specific time, actual size, specific situation and depth of the crisis.

Such emergencies often produce bad effects on enterprises or brands in a short time.

Therefore, there should be institutionalized and systematic business processes and organizations related to crisis management and disaster recovery within the enterprise.

These processes will not work when business is normal, but when crisis occurs, they will start and operate in a timely manner and play an important role in handling crisis.

Some large international companies are often able to cope with crises when they are in the crisis. One of the key factors is the institutionalized crisis management mechanism, so that they can quickly start corresponding mechanisms in a crisis and carry out their work in a comprehensive and orderly manner.

Therefore, enterprises should establish a written crisis management system, effective organization and management mechanism, mature crisis management training system, and gradually improve the rapid response capability of crisis management.

In this regard, Tianjin SK's calm response to the crisis is a typical example of successful crisis management.

On the contrary, after the Fuyang milk powder incident, the passivity and lack of skill in dealing with the crisis reflected that some enterprises did not have a clear crisis response and decision-making mechanism, which led to the confusion and bustle of the organization and inefficiency.

The image of integrity is the lifeline of an enterprise.

The occurrence of crisis will inevitably bring losses to corporate integrity and image, and even endanger the survival of enterprises.

Rectifying the image and shaping the image is the basic thinking of enterprise crisis management.

In the whole process of crisis management, enterprises should strive to reduce the loss of corporate integrity and image, and strive for public understanding and trust.

As long as the customer or the public is hurt by the use of the products of the enterprise, the enterprise should make an apology to the public at the first time to show sincerity and compensate the victims accordingly.

For those products that do have problems, they should promptly withdraw at any cost, and immediately improve the products or services of the enterprises, so as to try to restore the influence, win the trust and loyalty of consumers, and safeguard the integrity and image of enterprises.

The handling of the "Tylenol" poisoning incident has safeguarded the reputation of Johnson company and won the unanimous praise from the public opinion and the public. It has created extremely favorable conditions for the re occupation of the market in the future.

On the contrary, the old Nanjing Crown Garden was originally a competitive enterprise.

In September 2001, CCTV's exposure to the stuffing of its moon cakes caused Nanjing's Crown Garden to be destroyed. The number of moon cakes sold in the whole country dropped by more than 60%.

The image crisis of enterprises has even caused the famous brands such as "three strains" and "Qin Chi" to disappear.

Information technology application principle is increasingly widely used in government and enterprise management, and the role of good management information system in enterprise crisis management is increasingly obvious.

In the information society, only by continuously acquiring accurate, timely and fresh information, can enterprises ensure their survival and development.

In order to prevent crisis, we must set up highly sensitive and accurate information monitoring system. We should collect all kinds of information at any time, analyze and deal with it in time, so as to eliminate hidden dangers.

In crisis management, information system helps to effectively diagnose the causes of the crisis, gather and convey relevant information in time, and help the various departments of the enterprise to achieve unified goals, coordinate operations and take timely remedial measures.

In August 2003, during the crisis of imported fake Red Bull, Red Bull Vitamin beverage company found information sources in time to find out the truth.

Red Bull immediately contacted the main news websites published in the country to explain the truth.

Meanwhile, Red Bull notified more than 30 branches and offices throughout the country, asking them to explain the truth to the local distributors one by one, and to strengthen their confidence and trust in red bull.

Timely and accurate information application will control the negative impact of fake Red Bull in a certain range, and reduce the harm of crisis to brands and companies to a minimum.

It is always the most basic and important requirement of crisis management that we should take precautions against risks.

The focus of crisis management should be placed on prevention before the crisis. Prevention and control is the lowest cost and the easiest way.

Therefore, it is necessary to establish a standardized and comprehensive early warning system for crisis management.

In reality, the occurrence of crises has many precursors. Almost all crises can be resolved through prevention.

The precursors of the crisis are mainly manifested in the defects of products and services, a large number of top management personnel, excessive liabilities, long-term reliance on bank loans, declining sales of enterprises and continuous losses for many years.

Therefore, enterprises should look at the crisis of enterprises from the signs of crisis. The earlier the enterprises realize the threat, the sooner they can take appropriate action, and the more likely they will control the development of the crisis.

In 1985, Zhang Ruimin, President of Haier group, smashed all 76 refrigerators with slight quality problems in public, and tried to eliminate the hidden danger of quality crisis, creating a unique Haier survival philosophy, which is "forever trembling and always running on thin ice", giving people a strong sense of anxiety and crisis awareness, thus becoming the key to Haier's success.

The leadership and the leadership of enterprises are important measures to solve the crisis effectively.

Crisis management involves internal logistics, production, marketing, finance, law, personnel and other departments. It needs not only to deal with the government and the media, but also to communicate with consumers, customers, suppliers, channels, shareholders, creditor banks and trade unions.

Without the unified command and coordination of high-level leaders, it is hard to imagine that so many departments can achieve consistent caliber, consistent pace, collaborative support and quick action.

Because Chinese enterprises tend to be more governed by human beings, the neglect of top management often leads to the insensitivity and slow response of the whole enterprise to the crisis.

This is particularly evident in China.

Therefore, an enterprise should set up a leading group for crisis management. The leader of the crisis leadership group should be the leader of the enterprise or the senior leader with enough decision-making power.

In the "SARS" crisis, the high attention and participation of our top leaders played an important role in overcoming SARS.

Speed is the key to solve the problem of quick response.

When the crisis comes, the parties should calm down and take effective measures to isolate the crisis. We should find out the causes at the first time and find out the root cause of the crisis so as to eliminate the public's doubts quickly and quickly.

At the same time, enterprises must start the crisis response plan with the fastest speed and formulate corresponding countermeasures immediately.

If it is internal, it is necessary to deal with the corresponding responsible persons and give a reasonable account to the public opinion and the victims. If the external cause is to adjust the strategic objectives of the enterprises in a timely manner, reconsider the direction of the development of the enterprises, keep close ties with the news media after the crisis, and help the crisis through the notarization and authoritative institutions, undertake the spiritual and material compensation responsibilities to the public, and do well in the post event management of the enterprises so as to solve the enterprise crisis quickly and effectively.

In the 2003 "import fake Red Bull" crisis, the Red Bull company did not panic, and launched a "quick, accurate and ruthless" way to minimize the negative impact of the crisis and deal with the trust crisis of this relationship brand and product calmly, reflecting the level of Red Bull crisis management.

In the era of knowledge driven economy, innovation has increasingly become the core factor of enterprise development.

Crisis management should not only draw lessons from successful experience, but also make bold innovations based on the actual situation of crisis, especially with the help of new technologies, new information and new thinking.

The characteristics of unexpected, disruptive and urgent business crisis need more conventional methods to deal with crises.

In the face of such a sudden crisis of SARS, Tsingtao Brewery firmly grasped business opportunities through "two innovations".

First, the innovation of channels.

Tsingtao beer in many cities through the joint use of the water supply system, the use of their distribution network, to achieve a "non-contact" door-to-door.

The second is the innovation of the sales terminal.

Tsingtao changes the sales terminals focusing on the city's hotels, concentrates on the community, the community and the rural market, and develops the terminal of the household consumption market in a planned and step by step way.

Communication principle is the central content of crisis management.

Communication with employees, media, relevant organizations, shareholders, consumers, product distributors, government departments and other stakeholders is an indispensable task for enterprises.

Communication has the best solution to the negative effects of crisis.

Enterprises must establish a strong sense of communication, and timely convey the truth and progress of the incident to the public in order to see and hear, stop rumors, gossip, stabilize public sentiment, and win the support of public opinion.

On the second day of the incident, China and the United States ske held a meeting of all staff in the Sino US PPA, which informed the staff about the ins and outs of the incident and announced that the company would not lay off workers.

This won the unprecedented unity of staff and avoided the pformation of external crisis into internal crisis.

On the contrary, Li Jianxi, chairman of SamSung group, is a strong leader.

When deciding to enter the auto industry in 1997, Li Jianxi thought that with Samsung's strength, there was no problem with making cars.

In fact, the auto industry is already producing a large number of surplus, production capacity exceeds 40% of demand. World-class brands are competing fiercely to divide the market.

Because of the lack of communication among the internal leadership, department managers dare not raise objections.

As a result, Samsung motor has just been put into production for a year.

Li Jianxi had to withdraw 2 billion dollars from his pocket to appease his creditors.

In short, enterprise crisis management is the premise for enterprises to remain prosperous.

In crisis management, enterprises must follow the principles of institutionalization, enterprise leaders' attention and participation, information application principles, precautionary principles, good faith image principles, quick response principles, innovative principles and communication principles.