Crisis public relations refers to the crisis brought to the company or brand due to poor management, peer competition, or even malicious sabotage or the impact of special external events. A series of measures taken by the company in response to the crisis Self-rescue actions, including eliminating the impact and restoring the image, are crisis public relations. Crisis public relations belongs to the crisis handling part of the crisis management system. Additional definition: Also known as crisis management. It is a set of work processes in which an organization comprehensively handles unexpected events that have a major destructive impact and damages the image of the organization in its own operations, and turns the crisis around. Features: Unexpectedness : The specific time, actual scale, specific situation and depth of the crisis’ outbreak were all unexpected. Focus: After entering the information age, the spread of crisis information develops much faster than the crisis itself. The media is like the east wind to a fire. Destructiveness: Since crises often have the characteristics of "surprise and unpreparedness", no matter what nature and scale of crisis, they will inevitably cause damage to the enterprise to varying degrees, causing chaos and panic. Moreover, due to the limited time and information for decision-making, it often leads to Wrong decision-making can result in immeasurable losses. Urgency: For enterprises, once a crisis breaks out, its destructive energy will be quickly released and spread rapidly. If it cannot be controlled in time, the crisis will worsen sharply and cause the enterprise to suffer greater losses. If a company is compared to a person, then the crisis of the company is like a scarf around the neck: some companies are strangled or even strangled to death by this scarf, but there are also companies that use it as an embellishment of clothing or for warmth. The highest realm of public relations is undoubtedly: flowing freely and doing whatever you want. But behind such ease lies the basic skill of public relations: communication. In 1999, Coca-Cola was troubled because some primary and secondary school students in Belgium and France were poisoned after drinking the American drink Coca-Cola; in 2000, SmithKline, a Sino-American company, was "tried" in China. In November of the same year, the country issued a notice banning PPA ! SmithKline's Contech was put on trial by the media. The public opinion that PPA was equal to Contech almost crushed SmithKline's many years of operations in China; 2001 was a disaster year for Guanshengyuan, a long-established food company in Nanjing. Although the crown Wu Zhenzhong, the manager of Shengyuan, said that they were "conspired by knowledgeable colleagues" because using old stuffing as new stuffing is a common phenomenon in the mooncake industry, but the Guanshengyuan brand has since collapsed; in 2002, Wuhan Forest Wildlife Park smashed its own Mercedes-Benz, which raised doubts about the service and quality of Mercedes-Benz. The noble image of Mercedes-Benz in the hearts of Chinese consumers plummeted. Every year, companies are troubled by crises, and every year companies fall under multiple crises. Almost all companies are afraid of crises and are looking for ways to prevent and resolve crises. If a company is compared to a person, then the crisis of the company is like a scarf around the neck: some companies are strangled or even strangled to death by this scarf, but there are also companies that use it as an embellishment of clothing or for warmth. In everything, there is misfortune among blessings, and there is blessing among misfortunes. As long as we face the crisis correctly, we can minimize the negative impact of the crisis or turn the company's disadvantages into advantages. The secret mission of the public relations department Most of the occurrence of corporate crises are foreshadowed. However, because most companies do not have a correct understanding of their own problems, they often panic when a crisis occurs. "Everything is done in advance, otherwise it will be ruined." As an enterprise of a certain scale, it can be said that its crises are always present: from normal personnel changes within the enterprise to the implementation of new policies and the application of new technologies to small ones. Everything from firing an incompetent employee may lurk an unexpected crisis or trigger a deep-seated crisis. In fact, most companies, like Guanshengyuan, wait until the crisis is out of control before intervening. However, often the situation is over and it is difficult to turn things around. So how to avoid Guanshengyuan's problems? 1. A secret mission of the Public Relations Department. The public relations departments of many companies are stuck in tedious routine work such as issuing corporate press releases and receiving media interviews. This kind of public relations department is ultimately reduced to a money transaction department for enterprises and media, without planning capabilities, overall grasp and insight into the enterprise. So when problems arise, these people have no fundamental public relations capabilities other than spending money to bribe individual reporters.

However, there are also public relations departments of some companies that consciously undertake a secret task: to collect all information related to their companies and industries from the vast media community, including unfavorable and beneficial information. This information is then classified and sorted, and targeted public relations plans are formulated for advertising and corporate publicity, including conducting some large or small public relations activities, etc. The corporate philosophy of Guanshengyuan is: people thrive, industry thrives, and quality strives for excellence. However, the changes in the mechanism caused by the joint venture restructuring in 1993 have foreshadowed the company's subsequent troubles. The conflict of management concepts had already intensified in early 2001, and at this time, the major manufacturers of "black-hearted mooncakes" Businesses are receiving widespread media attention. However, the public relations department of Guanshengyuan did not smell this smell. It was inevitable that they would be in a hurry when the problem came out. 2. Three things you repeat every day. Regarding crisis public relations, there are three things that the public relations department must do repeatedly and seriously every day: A. Chat with media reporters. Chatting can always achieve better results. Since reporters from financial media mostly communicate with each other, if there are new news trends, almost any media reporter active in the market will hear about it. If you selectively communicate with some reporters, all negative or beneficial public relations materials will inevitably be placed in front of you. The incident between Cheng Yichong and Haier is definitely not an accident. In fact, in 2001, many reporters were paying attention to Haier's problems, and some negative things were also circulated on the Internet. There are purely objective views from journalists, as well as malicious satire from some competitors. The problem lies in Haier's underestimation of the harmfulness and explosiveness of this sign, and it only started public relations after foreign media reports produced negative effects. Although this matter ultimately achieved a good public relations effect, if we communicated with some reporters beforehand and learned that this crisis was about to break out, and broadcast our internationalization path on CCTV 3-5 months in advance, it would probably be a bug. The article will appear pale and weak, and the malicious slander by competitors will appear boring. B. Pay attention to the changing trends of interests inside and outside the enterprise. Most crises occur because changes in the enterprise have harmed the interests of many people. This harm is likely to cause conflicts and be smelled by the media. Moreover, such conflicts are most likely to be reported to the media by the parties involved, and may even be written into articles for the media. use. Therefore, the public relations department must pay close attention to who has suffered loss of profits due to the company's policy changes, and then communicate with the human resources department to minimize internal conflicts as much as possible. Kelon's personnel changes were originally an internal matter within the company, but this change hurt the interests of many people, so everyone complained about their personal gains and losses to the media, which ultimately led to widespread criticism of the company's senior management by the media. Qu Yunbo's experience in Kelon may have a lot to do with this. C. Carry out public relations for all employees. In terms of marketing, there is total employee marketing. Many companies have integrated this concept into their enterprises and achieved very good results. The all-employee public relations we advocate here also requires all employees of the company to have the concept of public relations, and their work must directly or indirectly serve the goals of public relations. There is a large food company somewhere in Hebei. There is a public relations booklet within the company that all employees are required to study. How should we deal with the problems encountered in the pamphlet, how should we answer the problems we encounter, what can be publicized to the outside world, what cannot be publicized, what must not be said, etc. Although this company's approach is a bit old-fashioned, it plays a very good role in unifying the company's public relations. This company has encountered a lot of troubles since 2000: declining profits, management shocks, product quality problems, etc. However, except for some gossip captured by some media, this company has not encountered the Waterloo of crisis reports. When communicating with the company's publicity department, the person in charge of the company's publicity department was filled with emotion: Yes, this booklet has at least preserved the company's brand reputation. Now, this company is negotiating cooperation with a high-tech company in Beijing, and the bargaining chip for the cooperation is the corporate brand preserved in this booklet. Nip the crisis in the bud. Many people who work in corporate public relations hold the same view: doing public relations is advertising, which requires a lot of capital investment. In fact, the difference between advertising and public relations is very big: advertising focuses on appeal, while public relations relies on communication; advertising is publicity, while public relations is restrained. By distinguishing the connotations of advertising and public relations, we are half right. As long as all problems are focused on communication, it is possible for us to eliminate the crisis at the lowest cost. 1. Make a comprehensive and systematic grasp of the problems faced.

If you have discovered signs of a crisis, do not rush or take it lightly. What you need to do immediately is to quickly investigate and estimate the scope of the crisis. Only after establishing the scope can you unleash your public relations communication skills. 2. Find ways based on communication. The highest state of public relations is undoubtedly to do whatever you want. But behind such ease lies the basic skill of public relations: communication. With clever use of communication, your public relations activities are bound to achieve great results. The author once communicated with a company in Beijing that claims to be the number one software chain in the country, and the public relations department of this company can be seen clearly. When I learned that it was a negative analysis of corporate issues, a girl from the public relations department of this company made many phone calls to the author to analyze the manuscript. In the end, she even came up with an emotional offensive that she might lose her job if the matter was not handled well. In the end, the article was not published due to its own reasons, but I still think it was also the result of public relations. Because without this girl’s incisive analysis and unique insights into the manuscript, as well as her persistence, it would be impossible for us to draw new conclusions about the background behind the manuscript. 3. Quick three-axe. Everything has a strategy to solve it. Soldiers will block it, water will block it, and water will cover it. All strategies have tricks to solve it, but there is no solution if it is quick. All crises should be dealt with as quickly as possible. This is the highest purpose of crisis management. Most of the following steps can be used for crises in the budding state: A. Find the source of the crisis. It is easy to find the source of the crisis. It can be said that as long as a person is careful, he can find it immediately. B. Eliminate the source of the crisis. There are many ways to deal with the source of the crisis, but there is only one purpose, which is to control the source or eliminate the source. A major newspaper in Guangzhou once reported on the quality and technical problems of a company's products. Due to the newspaper's great influence across the country, it had a very bad impact on the company's sales - a crisis occurred! Facing the crisis, the company immediately placed an advertisement of 500,000 yuan in this newspaper. As a result, the newspaper's carefully planned continuous reports were all negated; the impact on the published articles was also caused by the placement of this advertisement, which caused consumers to blame the media in turn. It is said that this year's March 15th was supposed to be a big exposure for a domestic health care product company that was rampant in advertising. However, this company discovered the crisis in the CCTV preview and immediately took many measures, which ultimately aborted the source of the crisis. C. Disinfect large areas. Large-area disinfection is about reversing the impact that has already been caused. The focus of this work is to communicate with the public and influence the public's ideas. After the domestic discussion on Haier's internationalization turned sour, Haier immediately made several special reports on Haier's internationalization on CCTV. This report played a very good role in reversing the direction of the media and diluting media tracking, and reflected the company's Sophisticated in public relations. What to do when a crisis occurs 1. Set up a crisis public relations team. Don't panic when a crisis occurs. The first priority is to set up a crisis public relations team as soon as possible. Under normal circumstances, the crisis public relations team is directly composed of members of the company's public relations department and senior leaders of the company involved in the crisis. What we must pay attention to here is that in a crisis situation, we must ensure that the propaganda caliber is consistent. As the direct leader of the company and the CEO of the company, we must not make arbitrary remarks to avoid giving false impression to the media and the public. The crisis of melatonin began after the 12th issue of Think Tank in 2001 revealed its marketing nature. Southern Weekend and many southern newspapers successively made in-depth reports. However, Shi Yuzhu never made random remarks in the media, but adopted a low-key approach. Pushing the problem of melatonin to the social image that private enterprises need to tolerate gave people a feeling of being wronged, and finally calmed down the crisis. 2. Four conditions for accepting the offer. When a problem arises, don’t avoid it, but take it boldly. But there are not many companies in China that dare to recruit people. Why? A. Insight without medium. In addition to eating and drinking with media friends, the public relations department of many companies is responsible for giving red envelopes to the media at press conferences, which is completely devoid of professionalism. In fact, a sound public relations department is first of all a department that is very proficient in the media and knows how to operate the media and create news. The public relations manager of a water heater company in Wenzhou spent 150,000 yuan on the company in one year, conducted four large-scale public relations activities, published more than 60 reports, and indirectly created more than 10 million yuan in revenue for the company. However, his predecessor spent more than 1 million but only produced more than 10 reports and caused many troubles.

When the author communicated with the manager of the public relations department, he said frankly: "This mainly comes from my understanding of the media, because many of my articles themselves are very suitable for the value standards of the media. As for crises, having the media's observation ability will help me in a crisis." You have already felt it before it appears. Once you feel it, the crisis will be eliminated in the bud.” B. Good media relations. In China, except for Haier and Melatonin, it may be difficult for any company to have a good relationship network with the media. In addition to the quality of personnel in the public relations department, this has a lot to do with the cultural atmosphere of the company. Xu Yuan from Wuxi Little Swan is very happy to deal with friends from the media. As long as he is in the media, if there is an interview, he will take careful care of him no matter how busy he is at work. His forthright personality and sincerity have been praised by many friends in the media. Of course, more importantly, he has made many good friends for Little Swan. It is conceivable that if Little Swan encounters a big crisis, Xu Yuan's energy is enough to reverse the crisis trend. C. Government resources. The utilization and control of government resources has always been a headache for many companies, but no matter how much headache you have, you must rely on government resources when encountering a crisis. Shenyang Feilong's public relations failure is undoubtedly related to government resources. In order to reverse the crisis trend, Jiang Wei took such a risky move. Although Feilong was "acquitted" in the end, the price paid by the company was too high. D. Guidance from a public relations company. As long as the government resources are not in serious trouble, the media relations are very good, and the talents of the company are enough to understand the operating rules of the media, then the company has the conditions to accept the recruitment. But if you have any problems, then I still advise you to cooperate with a professional public relations company. Even if your three conditions are very mature, it is best to listen to the opinions of experts. 3. The method of receiving the call. When it comes to methods, many people will think of Duan Yongping’s famous saying: The most powerful trick is the trick without a trick. In fact, the changes in Linghu Chong's swordsmanship seem to have no tricks, but they have a good foundation: the basic rules of Dugu Nine Swords. The reason why Duan Yongping became an immortal in BBK was indispensable to his training in the basic skills of Little Overlord. It is important to seek the state of winning without any moves but with one move at a time, but the basic rules of receiving moves still need to be practiced. A. Make full use of media resources. Crisis public relations refers to a task that when a company encounters a trust or image crisis or makes a mistake in a certain work, the company uses a series of activities to gain forgiveness and understanding from the public, and then restore the impact. Since the public is greatly influenced by the media, crisis public relations is largely targeted at the media. Therefore, when a crisis occurs, what is most needed is to immediately use the media resources at hand to silence them. Then you need to find the source of the crisis. B. Find the source. Just like the method of handling a crisis in its infancy, when the crisis is already in full swing, the method still starts with finding the source, because the process of finding the source is your decision-making process. If the source is a weak class, a coercive policy can be adopted, such as Haier's lawsuit against Cheng Yichong; if it is a strong class, an affinity policy can be adopted, such as the lesson of Shenyang Feilong. C. Joint industry or government. The image of the government is always what the people believe the most. If there are some crises that are very difficult to deal with, you can try to cooperate openly and fairly with the government and let the government express the company's intentions. In the spread of the rumor "Don't ignore the dangers of microwave ovens", Galanz may have suffered greater injustice than Dou E. However, calling out grievances may win sympathy, but it cannot ensure redress. What really gets the moving support of relevant departments is that "unfair competition is destroying an industry, and it is imperative to standardize the competitive environment." Galanz endures grievances and speaks from the height of an industry. In the end, Galanz’s actions attracted the government’s attention. Of course, the influence of the rumors was eventually eliminated with the participation of the government. There was a time when "black-heart meat" - the meat of sick and dead pigs - was rampant in a northern city. After the media exposure, all meat products lost sales, which quickly affected the business of a meat factory in this city. So this meat joint factory immediately cooperated with the local industrial and commercial department and the health and epidemic prevention department to launch safe meat. Special personnel from the epidemic prevention department inspected the meat purchase site. Because of this, this meat joint factory eventually destroyed several meat joint factories in this area. merger. In China's color TV war, the joint public relations between China's color TV companies and the government was once very popular, leaving us with many valuable cases. D. Dare to analyze yourself and admit your mistakes. There is a Chinese proverb: A man who can bend and stretch can be a man.

However, there are many companies that are not worthy of the title of man and are always sensitive to media doubts. Li Dongsheng of TCL can be described as a man. In 2002, he boldly analyzed TCL's problems in "Chinese Entrepreneur", which shocked many media critics. However, this analysis neutralized some media criticism of TCL. Ren Zhengfei is also a man. When almost all media were targeting Huawei, Ren Zhengfei released "Huawei's Winter" and led the media trend. E. Guidance. Treating floods lies in channeling them rather than blocking them. Dayu was eventually praised by generations for understanding this truth. Crisis public relations also need to be channeled. Public relations professionals have made many comments about the public relations failure of "Smashing Mercedes-Benz", but the most intolerable mistake is: unwarranted accusations and threats against users, which quickly formed an indelible image of the company as arrogant and conceited among the public. In the "Mercedes-Benz Incident", all statements made by Mercedes-Benz blamed consumers and gave them unacceptable or even offensive characterizations. After the first Mercedes-Benz was smashed, Mercedes-Benz's statement was: "Extreme and unnecessary behavior", "Irrational and meaningless behavior", "Unnecessary and infringement of our company's rights and interests". There are a few big hats covering it, but there are no substantive solutions, and even onlookers can't stand it. After the second Mercedes-Benz was smashed, Mercedes-Benz's accusation almost escalated to diplomatic intimidation: "I hope Mr. Wang's behavior will not have a negative impact on China, which is undergoing internationalization." At this time, Mercedes-Benz only reminded people of being a store bully. He was unreasonable and conceited, and as a result, many of his efforts to resolve the incident were in vain. Mercedes-Benz believed that its own power could stop the flood, but the flood imprinted the hated image of Mercedes-Benz in the hearts of Chinese consumers.