Shenzhen Cyber Crisis Public Relations
In the crisis management
of modern enterprises, the difficulty in preventing crises is that the symptoms of crises are small and can easily be ignored. It may also occur so frequently that it paralyzes the manager's nerves. It is also possible that the time from the emergence of a crisis sign to the outbreak of a crisis event is very short, and the crisis manager of an enterprise has no time to take care of it. So, is it difficult to predict crisis events? The crisis management experience of Fortune 500 companies tells us that crises can be completely prevented. Moreover, there are certain rules and methods in the process of prevention. A photo of a huge dinosaur hangs in the office of the German Benz chairman Eshad Reuters. The picture reads: "Everything that disappears on the earth and cannot adapt to change is everywhere.
Lin An Stevenson and Peter McKee, two crisis management experts of Flyerlink Public Relations Consulting Co., Ltd., introduced some ways to prevent crises to corporate managers. They believe that no company can completely avoid the crisis. Since external forces are always dominant, the best defense is to be prepared. In this way, once a problem occurs, the enterprise can focus on controlling the situation and systematically resolve the Shenzhen cyber crisis public relations through internal and external communication.
Generally speaking, these preparation methods include the following aspects:
1. Establish crisis management institutions. The members of the crisis handling agency include all relevant decision makers such as the president, financial operations officer, and marketing staff. It is also necessary to determine specific roles and responsibilities.
2. Develop a complete crisis event management plan, keep the plan short and concise, and update it frequently, including materials that can be executed quickly and a crisis response process. Don't leave it alone, review it often.
3. Build alliances. Find a third party, communicate relevant information to them, and build alliances, so that when they have disputes, they can strengthen the credibility of external issues.
4. Look at weaknesses. Check out what issues are most likely to hurt your business. Dare to face reality, check all operations, find out the root cause of potential problems, and design a set of best handling mechanisms to prevent crisis events.
5. Uninterrupted rehearsal. Uninterrupted rehearsal is the value of planning ahead—one that you can do better than one at a time, and your response is getting faster and faster. Familiarize all those involved in the action plan so that they can calmly use effective communication to help the company properly deal with emerging issues when needed.