Principles and common problems of enterprise crisis public relations

Principles and common problems of enterprise crisis public relations

After the crisis, chain enterprises should start the emergency plan and set up a crisis management team according to the settings in the emergency plan. That is to say, one crisis management team is engaged in crisis communication and control, while others continue the normal operation of the company. Different levels of crisis need different team members, and the methods and steps taken will be different, which is reflected in the emergency plan. A "firewall" should be established between the crisis management team and the normal operation management department to prevent the crisis from spreading to other unaffected areas. The following are the principles and frequently asked questions I brought to you about corporate crisis public relations. Welcome to reading.

Common problems in enterprise crisis public relations

1. Find out the stakeholders affected by the crisis, think about their most concerned issues, and rank their importance.

2. Monitor the information on the Internet, sort out the questions that netizens focus on, and understand what netizens are most concerned about.

3, study what information can be said, what information can't be said, what information must be said, and what information doesn't have to be said; What information has been confirmed and what information has not been confirmed.

4. For the information you don't know, don't express your position easily, but tell the enterprise what it is doing.

No matter what happens, you need to keep calm and not be angered by the outside world, including the media, the victims and their families.

6. Attitude is more important than facts. Don't be condescending Try to keep a low profile and make people feel that you are approachable.

7. There should be a unified export for information release. No one can release information without the authorization of the crisis management team.

8. Any crisis public relations measures should be carefully and repeatedly scrutinized, and the advantages and disadvantages of each measure should be envisaged and fully prepared.

9, in the face of the media, don't lie, don't say no comment, don't get angry. Understand the needs of different media and journalists and provide targeted services.

10, good information can be said one by one, and bad information is not allowed. If possible, clean up all the bad news at once.

1 1. Keep continuous communication with stakeholders.

12. Record the response of the crisis management team and other members of the management team after the crisis.

13, if you want to face your' core audience', whether it is internal audience or external audience, let your team give you a rigorous drill, ask difficult questions and help you make full preparations.

14. Attention should be paid to various details in crisis management. Relevant personnel should not only be able to answer questions, but also be able to answer all kinds of details in a watertight way.

Principles of enterprise crisis public relations

1, the first time.

Crisis public relations, speed is the most important. Fast speed means less loss. After the crisis, the public will panic and be very eager for information, which will create an information vacuum. Chain enterprises should provide information as soon as possible to fill the information vacuum, so as to take the initiative. If enterprises can't provide information in the first place, the public will seek information from other channels. At this time, the initiative is not in the hands of enterprises, and the most deadly thing is rumors and gossip. There is a concept in communication, called the first cause effect, which says that once a piece of information enters everyone's mind, it will be extremely difficult or even impossible for you to change it. Once a rumor enters everyone's mind, it is a "fact" that everyone thinks, but it doesn't matter whether it is true or not.

Based on this, after the crisis, chain enterprises should know the situation at the first time, find out the truth at the first time, hold a press conference or make a statement at the first time, make a judgment at the first time, control the development of the situation at the first time and let the crisis end as soon as possible. Then some managers will ask: how long should it take for the first time? Instead of answering this question, let's take a look at the Tianjin Big Bang in August this year. The Tianjin Big Bang happened in the afternoon 1 1, less than five minutes. Weibo WeChat is full of pictures and videos related to the explosion, and then there are all kinds of speculations and rumors. Tianjin officials issued the first Weibo at 3: 52 am the next day four hours later. At this time, the initiative was not in the hands of Tianjin officials.

The People's Daily put forward "Golden 4 Hours", which I think is slow in the era of Weibo WeChat. I always advocate that everyone reply within 1 hour. Then a friend will ask, 1 hour, the situation is still unclear, and the reason has not been investigated clearly. How to deal with it? Even if the situation is unclear, you should make your own voice, at least express your attitude. This is called "no conclusion and attitude". If you don't have any attitude, the public thinks you don't take it seriously. Managers should realize that not paying attention to themselves is also a crisis.

When the crisis comes, the public is very eager to know what happened and what impact or harm the crisis will bring. Enterprises should provide the public with "explanatory information" of the crisis at the first time, including the time, place, reason, current attitude and degree of the crisis. In addition to these, enterprises should also provide action guides, telling everyone what to do to reduce losses or negative effects, and how to ask for help if they can't.

2. Leave room.

The development of crisis situations is often unclear. When communicating with the outside world, managers should not talk too hard and leave room, otherwise they will fall into a passive situation. There are three points in this: 1, the top leader should not be a spokesperson; 2. Don't be too absolute; 3. Don't promise easily or over-promise. The top leader doesn't want to be a spokesperson because the top leader said something wrong and there is no room for manoeuvre. In the following three situations, it is suggested that the top leaders should not stand up and speak: First, when the cause of the problem has not been investigated clearly; Second, when the demands of the public are not met; Third, when the mood of netizens is still at a high level, it is easy to become the target of everyone's attack at this time.

Don't be too absolute, which means that the situation has not developed to the end, so don't draw a conclusion. Managers should master some foreign communication skills and speak tactfully. Don't promise easily, because once you promise, the other person's psychology will have expectations. Even if there is a little distance between the actual situation and expectations, the audience will be lost and dissatisfied. No matter how convincing the situation is, don't make a promise. This is also a quality that a mature manager must have.

3. Honesty.

Managers need to realize that the job of public relations is not to change the facts, but to change the public's cognition of the facts, and people's cognition depends on the attitude of enterprises to the crisis. In other words, different attitudes of enterprises will give the public completely different cognition. Crisis public relations needs honesty, and honesty will bring good cognition to the public. Dishonesty will seriously undermine the trust between enterprises and stakeholders. Crisis public relations has two major tasks, one is to restore the truth, and the other is to build trust. Restoring the truth is the foundation, but what is more important than restoring the truth is building trust. Many cases in the past tell us that enterprises will not come to a good end if they destroy the truth of restoring trust.

Many colleagues in crisis management strongly advocate that enterprises disclose all information in a crisis. In my opinion, this is almost impossible and unreasonable. Sometimes the disclosure of all information will lead the enterprise into a deeper crisis, such as the increase of litigation costs and the extreme dissatisfaction of shareholders. The crisis management team needs a balance and must consider how much information to disclose. Limited information disclosure should let relevant parties know what they should know. On the other hand, no matter how much information is disclosed, concealing facts, blocking information or even fabricating information can only arouse public speculation and disgust.

4. the caliber is the same.

At the first time of the crisis, enterprises should quickly start the emergency plan and set up a crisis management team according to the emergency plan. The crisis management team should be divided into four groups: decision-making group, information management group, administrative logistics group and expert think tank. The decision-making team makes various decisions according to the information collected by the information management team, including the planning and unification of caliber. After the planning of caliber is completed, there should be a unified exit, and this exit is the spokesperson. No one can speak or make his own voice without the authorization of the top leader or the crisis management team.

Sometimes employees will be induced by the media to answer questions and become informal spokespersons of enterprises. Many employees do not have the ability and skills to speak, and the content of his speech may be inconsistent with the official spokesman. Therefore, the crisis management team should train ordinary employees and tell them the coping methods and skills in various situations, such as: what should I do if I am angered by reporters? How to avoid your own impulse? What should I do if I am caught by a reporter? How to deal with unannounced reporters? How to answer questions raised by reporters and so on. Enterprises should also ensure that the information provided before and after is consistent. If the information provided is inconsistent, the media and the public will doubt or even distrust the information provided by the enterprise.

5. Show compassion.

In crisis accidents, people may suffer physical, psychological or economic trauma, and enterprises should show concern or sympathy to these victims. Some friends will say that there is nothing wrong with our enterprise, it is not our fault, and we are justified. Remember, be confident in your heart, be confident and get on the stage. Although the enterprise has no problem, it is too expressive; The expression is too strong for the other person to accept emotionally. That's your problem too. Think about it, if you are a victim, what kind of attitude do you want the company to communicate with you? In the face of victims, the first thing to deal with is their emotions. If their mood is always at a high level, the crisis cannot be solved at all.

Expressing sympathy does not mean that the enterprise should take full responsibility. More precisely, when contemporary speakers express sympathy and concern for the victims, it does not mean that enterprises should take responsibility for the crisis or all the victims. Expressing sympathy is to let the victims and the public know that the enterprise is trustworthy. I would like to remind the executives of chain enterprises not to argue with the victims at the scene of the accident, no matter what happens. Compared with enterprises, the victims are relatively weak. In the current environment, whoever is strong will be passive; Whoever is weak will get everyone's sympathy. Managers should keep a low profile as much as possible and communicate with victims in a warm, caring and humanized tone and wording that makes people feel comfortable.

6. Be responsible.

If the interests of stakeholders are damaged because of the mistakes of enterprises, enterprises should bravely stand up and apologize for this mistake and bear the responsibilities they should bear. Public apology is not necessarily a bad thing, but it is easier to gain everyone's understanding and appreciation. As mentioned above, people are often not interested in the facts themselves, but in the attitude of enterprises in handling things. Public apology can let the public see the image of a responsible enterprise. Of course, not all situations are suitable for apologizing. Because in China, apologizing means that you are wrong, which means that you will be liable for compensation in the future.

At the beginning of the crisis, the reasons have not been investigated clearly, and perhaps enterprises are also victims. It may be better to use "deeply grieved" and "deeply concerned" than "deeply sorry". Managers should improve the pre-plan, when to "apologize", when to "care" and when to "regret" and formulate various coping templates. Once there is any crisis, you can fill it directly according to the template settings, which can also ensure the speed we mentioned earlier. If it is slander, rumor, malicious attack, etc. Enterprises should take out legal weapons to defend their reputation.

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