Some experiences on how to deal with corporate crisis public relations.

In my career, I have seen many enterprises go from prosperity to decline, and I have also participated in the crisis rescue work of several companies. These companies are in trouble for different reasons. Some of them were involved in this case, and the reputation of the company was greatly affected, and all kinds of business came to a standstill. Some specific operators simply don't understand what they are doing, and the company has not set up a supervision mechanism, which leads to investment mistakes and heavy losses. In the process of dealing with corporate crisis, I have several experiences: First, the crisis of a company is basically related to risks and imperfect internal systems. Many enterprises are family-run management, and one person has the final say. There is no mechanism to check and balance the "number one" in the company, as Zhu said in this book-"The more talented the leader, the more checks and balances are needed"; Some companies have high-sounding decision-making levels, no clear authorization inside, and do a lot of high-risk derivatives transactions, but the management is actually unaware of it and has no control measures. Therefore, designing an independent and professional risk management mechanism is the key measure to solve the above problems. In the process of crisis response, it is very important to emphasize risk management, establish a sound system and internal control mechanism, and re-inspire the confidence of all sectors of society in the company. Second, every crisis is a long-term accumulation. As the saying goes, Rome wasn't built in a day. The book says, "Today's measures can't solve yesterday's problems, so we can only endure it, because yesterday's things are irreparable." To solve the crisis, we must face up to the process of crisis formation, sum up experience and lessons from it, and achieve "treating the disease before it happens". Third, the stall is too big and the management efficiency is low, which is also the same reason for the crisis. For example, CITIC Pacific has many high-quality assets, but the front line is too long. In the process of company integration, we have made up our minds to focus on core businesses, such as special steel, iron ore, mainland real estate and related upstream and downstream businesses, thus giving investors a clear and definite position. So do commercial banks. They should be professional and dedicated, not blindly expanding the scale and stretching the front, but "operating commercial banks wholeheartedly". Fourth, the asset-liability ratio should not be too high. Comrade Xiao Huang put forward that we should adhere to the "five basic principles" in approving loans, one of which is that the asset-liability ratio should not be too high, and many enterprises are in crisis because of excessive debt. In Hong Kong, the debt ratio of comprehensive companies such as Hutchison Whampoa is generally around 30% ~ 40%, while mainland enterprises are prone to 60% ~ 70%, or even more than 80%, which is very dangerous. In the 2008 financial crisis, financial institutions also fell into crisis because of excessive leverage. The fifth is to improve execution. Sometimes the theory is right, but it can't be effectively implemented by Cye.com.cn in actual combat, which is the lack of execution. This is especially true when running a business. Sometimes the project is good, but it fails to be implemented. Sometimes the project is not so good, but the final result is good. As an enterprise, it is often necessary to analyze and demonstrate all aspects of the situation and finally make corresponding decisions, just like the situation judgment of Go. If the situation is misjudged, decision-making mistakes may occur, which will be fatal. In the process of restructuring and listing, China Construction Bank took the lead in setting up the post of Chief Risk Officer among large domestic banks. Comrade Huang became the chief risk officer at this critical moment and began to explore the reconstruction of the risk management system. It's not terrible to make mistakes, it's terrible to make the same mistakes again and again. Comrade Xiao Huang's book seriously summed up the experience and lessons of the 2008 financial crisis, and summarized the principles and standards for operating and managing banks. Concise and to the point, it has reference value for the long-term development of China's banking industry. The views in the book are concise and insightful, and I feel the same way. I appreciate concise writing and straightforward management style. This book has this feature.