Tang Priest runs Daughter Country Cosmetics Co., Ltd., which mainly launches high-end skin care products for white-collar women. Because of their great fame, Chang 'e and Yutu were invited to be image spokesmen, which caused a sensation in the industry.
Monkey King manages Qitian Biotechnology Co., Ltd. and employs Taishang Laojun as honorary consultant. The main product "Laojun brand Yanshou Dan" is the main gift-giving appeal, ranking first among key protected products, and "giving Laojun Dan as a gift" has become people's mantra.
Bajie operates Tian Peng Meat Products Co., Ltd., specializing in Tian Peng brand ham and other meat products. Bajie personally made a guest appearance in the commercial. In the advertisement, someone asked Bajie, "Do you still miss Chang 'e? "Who is Chang 'e?" Pig asked. Eating ham sausage. . This advertisement is unforgettable, because its humorous style makes the sales of Tian Peng brand ham sausage soar.
Friar Sand manages Liushahe Beverage Co., Ltd., which mainly produces "Liushahe mineral water" from the natural high-quality water source of Liushahe. As soon as it was listed, it was different from many competitive brands with the phrase "Liushahe mineral water is a little sour", and it rushed into the first legion within one year.
But these days, everyone is a little annoyed.
"A few years ago, I was seized by the local industrial and commercial bureau because of my production license. I refused to pay the fine, and now I have to confiscate my trademark. My trademark intangible assets can be worth billions. I didn't expect small things to cause such a big trouble. " The Tang Priest sighed.
"Me too." Datang Weekend published an article "The Truth Investigation of Laojundan", saying that I made false advertisements, and dealers and consumers demanded returns one after another. The industrial and commercial bureaus in some places have sealed all the goods. Looks like we're going through the Flame Mountain again. "When the Monkey King was a great sage, he lost all his courage.
"I'm worse. Datang TV revealed the amazing inside story of individual ham manufacturers using dichlorvos to prevent flies. Now talk about the discoloration of ham. We suffered heavy losses. " Bajie beats his feet and chest.
"I'm better than DouE discretion. Someone told the Consumers Association that there were dead mice in our mineral water! We are all assembly lines. How is that possible? In fact, there are some media ghosts together. It must be that competitors are playing tricks. " Friar Sand was filled with indignation.
So how will Tang Priest and his disciples face the sudden crisis?
The Tang Priest was at a loss and asked the Bodhisattva for help.
Wukong has a bad temper and is in a mess.
Bajie's tactfulness and lies have lost the trust of consumers.
Although Friar Sand is calm and cautious, he is prevaricated in front of the media, and there are rumors from outside.
Because there is no correct principle to deal with the crisis, the situation is getting worse and worse, and the once all-powerful business heroes are also caught in the crisis.
So what principles should be followed when dealing with the crisis?
Based on the author's years of crisis management research, this book creatively refines the "5S" principles, namely, speed priority principle (speed), system operation principle (responsibility), sincere communication principle (sincerity) and authority confirmation principle (standard).
Section 1: Speed First Principle (Speed)
The bull was bitten by a mouse and it was very painful. He was bent on catching the mouse, but the mouse had escaped safely back to the mouse hole.
The bull hit the wall with its horn, exhausted, and fell asleep at the edge of the hole. The mouse slipped out of the hole, took a look, crept up to the bull, bit him again, and quickly fled back to the hole.
When the bull woke up, he was scarred and helpless. The mouse said to the outside of the hole, "Not all great men can win." Sometimes, small and humble things are more interesting. "
Although the bull is strong, it suffers from mice because of its slow movement. The same is true of crisis response. If you don't have a quick reaction speed, no matter how strong it is, it will lead to disaster.
Good things stay indoors while bad things will go far away. Before the crisis 12-24 hours, the news will spread at a high speed in a fission way like a virus. At this time, reliable news is often rare, full of rumors and speculation. Every move of the company will become the main basis for the outside world to judge how the company handles this crisis. The media, the public and the government pay close attention to the first statement issued by the company. Whether public opinion agrees with the company's approach and position in dealing with the crisis will often be reported in the media immediately.
Therefore, the company must act decisively, react quickly, act decisively, communicate with the media and the public, and quickly control the situation, otherwise it will expand the scope of the sudden crisis and even lose control of the overall situation. After the crisis, whether the situation can be controlled first so as not to expand, escalate and spread is the key to deal with the crisis.
1July, 993, the American Pepsi Company suddenly fell into disaster. It is said in every corner of America that syringes and needles have appeared in cans of Pepsi. Some people even vividly described how needles pierce consumers' lips. In the United States where AIDS is spreading, people immediately associate it with the spread of AIDS. For a time, many supermarkets removed Pepsi from the shelves.
PepsiCo launched a series of measures in a timely, rapid and decisive manner. On the one hand, I apologized to the complaining consumer through the press, thanked her for her trust in Pepsi, gave her a considerable bonus as comfort, and invited her to visit the production line to convince her that Pepsi is reliable in quality. On the other hand, PepsiCo bought prime time and non-prime time of all American TV and broadcasting companies at any cost, repeatedly carried out rumor propaganda, and played videos of Pepsi canned production line and production process, so that people could see that Pepsi beverage was injected into the empty can face down before it was injected, and the whole process was completed in a few seconds after being sterilized by high-temperature steam and hot water, so that consumers could see that it was impossible for any employee to put syringes and needles into the can in a few seconds.
Subsequently, PepsiCo cooperated closely with the US Food and Drug Administration, who came forward to expose the fraud case, and the competent officials of government departments and company leaders appeared on the TV screen, and the facts were clarified.
Because Pepsi told the public the truth in time, its reputation quickly recovered and the public trusted its products more. Pepsi was not destroyed in the crisis, on the contrary, it was promoted in the crisis.
Section II: System Operation Principle (System)
A deer was chased by hounds and ran into a farm yard in despair, hiding in the cattle in fear. A cow kindly warned him, "Of course you can avoid hounds here. But you may not be safe here. Because if someone passes by here, you just walk into a trap. " At this time, the owner came in, complaining about the poor distribution of cattle feed, and went to the straw rack and said loudly, "Why, there is so little forage?" The grass on the cowshed is not half enough. "When he walked around the barn to check the forage, he found antlers on the forage, so he killed the deer.
This story tells us not to ignore another danger when avoiding it. In crisis management, we must operate systematically and never lose sight of one thing and another. Only in this way can we see the essence through superficial phenomena, creatively solve problems and turn harm into benefit. ?
The systematic operation of the crisis is mainly to do the following:
1. Deal with heat with cold and brake with static: Crisis can make people feel anxious or afraid. Therefore, the top management of the enterprise should change from cold to hot, make static braking and be calm, so as to reduce the psychological pressure of employees.
2. Unify the viewpoint and stabilize the position: quickly unify the viewpoint within the enterprise and have a clear understanding of the crisis, so as to stabilize the position and unite as one.
3. Set up a team to take charge of the project: Under normal circumstances, the crisis public relations team is directly composed of members of the corporate public relations department and senior leaders involved in the crisis. On the one hand, this is a guarantee of high efficiency, on the other hand, it is also a guarantee of consistent external caliber, so that the public can trust the sincerity of enterprises to deal with crises.
4. Decisive decision-making, rapid implementation: As the crisis changes rapidly, under the condition of timeliness requirements and lack of crisis decision-making information, any vague decision-making will have serious consequences. Therefore, we must make decisions and use resources to the maximum extent, make decisions quickly, deploy the system and put it into practice.
5. Combine Lian Heng with external forces. When the crisis comes, we should fully cooperate with government departments, industry associations, peer enterprises and news media to jointly cope with the crisis and enhance credibility and influence.
6. Step by step, treat both the symptoms and root causes: To truly and thoroughly eliminate the crisis, we need to find the crux of the crisis in time and accurately after controlling the situation, prescribe the right medicine and seek a radical solution. If we only stay in the palliative stage, we will lose all our efforts and even trigger a new crisis. ?
1984 65438+On February 3rd, a poisonous gas leaked from an underground storage tank in Bhopal, India, covering 25 square miles of surrounding land. In the early morning 1200 people died and 20000 people were poisoned. This toxic gas is the basic raw material of pesticides used by Indian farmers and fruit farmers, and it is produced by the Indian branch of Union Carbide Company of the United States. Journalists from the news media, representatives of environmental organizations, politicians and poison gas experts all quickly intervened in the disaster. The report about Bhopal accident appeared on the front page of the newspaper within a few hours.
After receiving the news, the headquarters of Union Carbide Company of the United States immediately issued instructions to branches around the world to stop the production and transportation of this gas, and held a press conference in Connecticut, where the headquarters is located, and sent a team of/kloc-0 doctors and 4 technicians to India to investigate the cause of the accident. The next day, the chairman of Warren Company? Anderson risked being arrested and flew to India for a first-hand investigation.
Due to the timely response, Union Carbide Company gradually won the initiative. However, due to the lack of systematic crisis management operation, the managers of Union Carbide Company could not reach an agreement on the reporters' questions and guesses. As a result, many journalists began to speculate on the cause of the accident, the safety of the factory, whether the densely populated areas can produce deadly chemicals, the possible large-scale claims and the responsibilities that the company should bear. These speculations were widely spread as headlines, which made Union Carbide pay a heavy price. ?
Section III: Responsibility Principle (Shoulder-to-Shoulder).
The north wind has always been indignant at people's praise that the sun is the soul of all things, and thinks that it is the most harmful in the world. So the north wind challenges the sun: whoever can make pedestrians take off their coats is the strong one. After the game started, the north wind tried its best, and the biting cold wind made pedestrians tightly wrap their clothes. The stronger the wind blows, the tighter the clothes of pedestrians are wrapped. Finally, the north wind had to admit defeat. The sun, on the other hand, sprinkled mild sunshine on pedestrians, who slowly warmed up and took off their coats.
The coat of pedestrians is the public's defensive psychology towards enterprises. The north wind and the sun are different means used by enterprises. Remember: a warm sun can make people take off their defensive coats better than a cold north wind.
After the crisis, the public will care about two issues: on the one hand, the interest issue, which is the focus of public attention, so no matter who is right or wrong, enterprises should bear the responsibility. Even if the victim has a certain responsibility in the accident, the enterprise should not investigate its responsibility first, otherwise it will stick to its own words, deepen the contradiction, arouse the public's resentment, and is not conducive to solving the problem. On the other hand, it is emotional. The public is very concerned about whether companies care about their feelings. Therefore, enterprises should show sympathy and comfort from the victim's standpoint, and apologize to the public through the news media, so as to solve the deep-seated psychological and emotional relationship problems and win the public's understanding and trust.
In fact, the public and the media often have a problem in their hearts, and they have psychological expectations for enterprises, that is, how enterprises should deal with them, so I feel satisfied. Therefore, enterprises must not choose confrontation, and attitude is very important.
Tylenol is an analgesic capsule produced by Johnson & Johnson Company for treating headache. As one of the main products of Johnson & Johnson, its annual sales amount to 450 million dollars.
In 1980s, Johnson & Johnson Company faced a life-and-death "poisoning incident" crisis:1On September 29th and 30th, 982, someone in Chicago died of cyanide poisoning due to taking Tylenol Zhitong Capsule. Three people died at first, and then it increased to seven. Later, it was said that 25 people in the United States died or became ill because of cyanide poisoning. Later, this number increased to 2,000 (the actual death toll was 7). At that time, public opinion was in uproar.
The consumers of Tylenol capsules are very scared, and 94% of users said that they would never take this drug again. Hospitals and pharmacies refused to sell Tylenol.
Faced with this critical situation, the seven-member crisis management committee headed by the company's chairman decisively cut out the "four axes", which are interlocking and hit the nail on the head.
The first axe: all Tylenol analgesic capsules were immediately recovered nationwide, with a value of nearly $6,543.8 billion. And invested 500 thousand dollars to inform hospitals, clinics, pharmacies and doctors to stop selling through various channels.
The second axe: communicate with the news media sincerely and openly, and spread all kinds of real news quickly, whether it is good news or bad news for the enterprise.
The third axe: actively cooperate with the investigation of the US Medical Administration, conduct random inspection of capsules recovered nationwide within five days, and announce the inspection results to the public.
The fourth axe: design a new anti-pollution package for Tylenol painkillers, and return to the market with the opportunity of the new drug packaging regulations promulgated by the US government. 1982165438+1October 1 1, Johnson & Johnson held a large press conference. The meeting was personally presided over by Burke, the chairman of the company. At this meeting, he first thanked the press for their fair treatment of Tylenol, and then introduced that the company took the lead in implementing the new regulations on drug safety packaging, launched a new anti-pollution packaging of Tylenol Zhitong Capsule, and played a live video of the production process of the newly packaged drugs. Television networks, local television stations, radio stations and newspapers in the United States have widely reported the news that Tylenol capsules have returned to the market.
In fact, of the 8 million capsules recovered in the poisoning incident, only 75 were found to be contaminated with cyanide, and they were artificially destroyed. Although the company paid a price of 1 billion dollars for recycling, its decision to resolutely recycle shows that Johnson & Johnson is adhering to its creed: "the interests of the public and customers come first." This decision has been widely praised by public opinion. The Wall Street Journal commented: "Johnson & Johnson would rather bear huge losses by itself in order not to put anyone in danger again."
It is precisely because Johnson & Johnson took a series of orderly crisis public relations after Tylenol incident that it won the support and understanding of the public and public opinion. In a year's time, Tylenol painkillers have revived the mountains and rivers, occupied the leading position in the market, regained the public's trust, and established the corporate image of Johnson & Johnson Company responsible for society and the public.
Because of its excellent crisis management, Johnson & Johnson Company won the highest award awarded by American Public Relations Association-Silver Anvil Award.
The fourth part: the principle of sincere communication.
One day, the kingdom of birds held a grand dance.
A hen thought she was ugly, so she stole some peacock feathers and carefully stuck them on herself. Sure enough, she made a splash that night. But just as she was dancing happily, the feathers stuck to her fell off one by one. When the hen saw her true face, she ran away in the mocking and contemptuous eyes of the birds.
Don't try to hide yourself, don't try to put on a gorgeous coat, and don't whitewash it!
When the enterprise is in a crisis vortex, it is the focus of public and media attention. Your every move will be questioned. Don't take any chances and try to muddle through. Instead, we should take the initiative to contact the news media, communicate with the public as soon as possible, explain the truth, promote mutual understanding, and eliminate doubts and uneasiness.
Sincere communication is one of the basic principles in dealing with crisis. Sincerity here refers to "three sincerity", that is, sincerity, sincerity and honesty. If we achieve these "three sincerity",
Then all problems can be solved.
1, sincerity. After the incident, the company's top management should explain the situation to the public and apologize at the first time, so as to reflect the corporate culture of taking responsibility and being responsible to consumers and win the sympathy and understanding of consumers.
2. Sincerity. Everything focuses on the interests of consumers, does not avoid problems and mistakes, communicates with the media and the public in time, explains the progress of consumers to consumers, and regains their trust and respect.
3. Honesty. Honesty is the most critical and effective solution to crisis management. We will forgive a person's mistakes, but we will not forgive a person's lies.
1In August, 973, the British "New Internationalist" published a report saying, "According to statistics, only 2% of mothers can't breastfeed because of physiological reasons, and less than 6% of mothers can't breastfeed because they are not at home. These food companies unilaterally promote breast milk to replace their products for commercial benefits. Because developing countries believe in these propaganda, 654.38+0 billion babies are malnourished, sick or die every year because they are not breastfed. " This has led to worldwide resistance to Nestle products, aiming at "maintaining breastfeeding" and opposing the irresponsible dumping of baby food and baby milk to developing countries by world food industry enterprises represented by Nestle.
The decision-makers of Nestle took a confrontational approach and took the author to court. As a result, the defendant lost the case because there was not enough evidence to support his view that Nestle was a baby killer. But to Nestle's surprise, although it won the lawsuit, it lost the trust of the media and the public, which triggered a comprehensive boycott movement. American journalist Milton? Moscovitz even called the "boycott of Nestle products" campaign "the fiercest and most emotional battle launched by people against large multinational companies".
It was not until the end of 1980 that Nestle realized that confrontational legal means could not solve all the problems, so it hired Pagan, a world-famous public relations expert, as a public relations consultant. Pagan focused his work on the United States, where the resistance was the most serious, listening to social criticism and conducting lobbying activities. He also set up an authoritative hearing committee to review Nestle's distribution behavior, adjust the product promotion plan, add nutrition knowledge such as the benefits of breastfeeding in advertisements, and set up a Nestle Nutrition Coordination Center in Washington State, DC, asking local distributors to pay attention to balanced marketing promotion and nutrition knowledge popularization. This series of measures gradually restored Nestle's reputation.
This decade-long boycott made Nestle pay a heavy price, and the direct loss of baby dairy products alone reached $40 million.
Section V: Standards for confirming authority.
The lion was very proud when he heard that man called him the king of the forest, so he decided to test his prestige in the forest.
The lion met a monkey and asked loudly, am I the king of the forest? The monkey was scared out of his wits and repeatedly called it yes.
Then the lion met a fox and asked loudly, am I the king of the forest? The fox was running out of breath and kept saying, "If you are not the king of the forest, who else?"
The lion became more proud and felt that the whole world was king. At this time, an elephant came face to face. The lion asked angrily, "Who is the king of the forest?"
The elephant didn't answer. Instead, he put out his long nose, rolled up the lion, and fell out heavily.
It's no use praising yourself. Without authoritative approval, it will only leave a laughing stock.
After the crisis, enterprises should not cry all day with megaphones, but invite a heavyweight third party to speak at the front desk to save the country, so that consumers can be relieved of their vigilance and regain their trust.
1983, British Levi Brothers Company launched Baoying's brand-new super-concentrated automatic washing powder with enzyme, which was a quick success and its market share once rose to 50%. But soon newspapers and TV reported that this new washing powder would cause skin diseases, and as a result, the market share plummeted.
After the crisis, the Levy brothers did not solve it by themselves, but took two measures:
1, the consumer told the truth. So the company launched a public relations campaign, in which different housewives played the leading roles in advertisements on TV, newspapers and leaflets, and praised the products greatly, saying that 5 million housewives thought Xinbaoying brand automatic washing powder was the best washing powder today.
2. authoritative experts tell the truth, and the company arranges dermatologists to conduct independent experiments. The results show that 0.0 1% of patients with dermatosis may be related to the use of Xinbaoying brand automatic washing powder, which is much smaller than other similar products. ?
Through the affirmation of consumers and the appraisal of authoritative experts, Baoying washing powder quickly recovered lost ground.
On May 8, 2002, the American Institute of Environmental Safety accused many chocolate manufacturers of failing to disclose the contents of lead and other metal substances harmful to human health to consumers as required by law. Nestle's American branch is among them. In a complaint filed with the Los Angeles High Court, the American Institute of Environmental Security said that the existing research results show that chocolate products sold in California contain lead and cadmium, which is enough to pose a "serious threat" to human health, especially children's health.
On May 1 1, 2002, Nestle (China) Co., Ltd. issued a statement in the relevant media, saying that Nestle China was very proud of the quality and safety of the products it produced and imported, and took all preventive measures to ensure that food and nutrition products strictly complied with the laws, regulations and standards of China and the strict quality standards of Nestle around the world. Nestle chocolate products are completely safe and suitable for eating. At the same time, Nestle invited the third party trusted by consumers-food safety experts to explain that the natural minerals in chocolate will not bring health risks. In addition, in the statement, Nestle (China) Co., Ltd. specially announced the litigation results of California, which consumers are concerned about. "With regard to a recent lawsuit in the United States, the California Attorney General has reviewed the allegations against chocolate manufacturers, determined that the lawsuit is unfounded, and took the unusual step of calling the allegations groundless."