Crisis Management, China'S Brand Management Urgently Needs To Be Repaired.

Chinese enterprises do not lack knowledge about brand management. Quite a number of entrepreneurs are first-rate brand experts. They are much more effective in how to build brands quickly on the soil of China than those of multinational corporations that spread mature brand theories abroad. Therefore, we often see many brand miracles. An unknown small business suddenly became a well-known brand overnight. It is not possible that at the end of the year, ten brands can be awarded, and a national brand is born.

But at the same time, we often see a country's ten big brands that can last a long time and become the target of media attacks. It is just because a certain crisis is not handled properly. For example, the three strain is a typical example.

It is unreasonable that all the reasons for the success or failure of a brand can be collected to a certain reason. Perhaps the most important factor is that most Chinese enterprises' understanding of brand is only in the stage of brand communication, and the management of brand, especially strategic management, is simply not a concept. This phenomenon can be seen from the crisis management of many enterprises recently.

There are many characteristics of brand strategy management, one of which is systematic brand operation means and channels. The most difficult way to grasp these means and means is brand crisis management.

As we often emphasize, a businessman without a storm is not a real entrepreneur. A company without twists and turns is not a real enterprise. A brand without crisis is not a famous brand.

Why?

Because the brand of crisis management has the opportunity to grow into a brand of everlasting base industry, it can be qualified to be a famous brand, and Chinese enterprises are no doubt weak in this respect.

In 2003, China's ten major crisis public relations activities, including ten companies including multinational corporations, can be regarded as an excellent case in China's ten major crisis public relations matters. The reason is not that these famous enterprises lack the awareness or ability of crisis management, but that their crisis handling methods come to China with obvious acclimatization. In addition to the Red Bull and Sony Corp crisis events, the other companies' crisis management is more or less defective and even leads to brand crisis. Therefore, it is unwise for us to copy the so-called crisis public relations processing art of pnational corporations to China.

On the contrary, domestic enterprises' understanding of the Chinese market and excellent public relations art have achieved good results in enterprise crisis management.

For example, in the recent "Fuyang inferior milk powder" incident, the Sanlu dairy industry, which was the biggest victim of the incident, was the victim of the "black list". The method adopted in the crisis management is suitable for China's national conditions, so it has a good effect.

From the perspective of brand strategy management, the main points of brand crisis management are mainly in the following aspects: first, prepare for the rainy day, prepare for danger, and crisis management consciousness.

There are many kinds of enterprise crises, including business crisis, credit crisis and brand crisis. This article mainly refers to brand crisis.

In response to the crisis, different enterprises' coping styles and methods are an important criterion for the management level of enterprises. In the normal operation of enterprises, the difference of brand management ability is not obvious. Only in crisis can they display distinctive management capabilities.

Therefore, it is the core of strategic brand crisis management to establish a crisis management process in the daily management process, train the main management personnel to deal with the crisis, and cultivate a variety of relationship networks to eliminate the crisis.

Two, speed is life. Establishing crisis response mechanism is the key to decide whether or not the crisis can be eliminated or even pformed. In view of the lack of awareness of the crisis or slow response, it can cause the brand crisis to rise to the possibility of an enterprise crisis. Generally speaking, we should do everything possible to stifle the crisis in the cradle and avoid the crisis spreading. Therefore, establishing a crisis response mechanism is an important step in testing whether the brand strategy management is sound or not.

Three, attitude is everything, and the key to the pformation of crisis is the key to crisis management. In brand crisis management, there are always three main relationships. Consumers, media and the public have different focuses and concerns on the three aspects. But the common concern is the attitude of the enterprises. The attitude here refers to the attitude and measures adopted by the enterprises in the crisis.

At the beginning of a crisis, consumers or victims are concerned with their own interests. At this time, if enterprises do not try their best to take measures to satisfy consumers, or to downplay crisis events and pfer concerns, consumers may escalate events. Usually their concerns will be pferred to events, such as personal dignity or even national dignity. Then things will become more serious.

Therefore, it is very important to deal with the crisis itself in crisis management, but the company image or corporate culture reflected in crisis management is the core of whether crisis can be eliminated.

It is not desirable to blindly ride or shirk, so that every group feels that the company's attitude is sincere, but it can not arbitrarily reduce the company's image or make a commitment. It is a symbol of the company's level of crisis public relations.

Four, take the initiative to attack, the reverse side of the crisis is the opportunity to deal with crises and solve the crisis is a lesson for all enterprises to brand crisis management, but this can only show that enterprises can establish a way to solve the crisis, and can not say that enterprises have the ability of crisis management. The fundamental of management crisis lies in whether enterprises can pform the crisis, so that the crisis can be used by enterprises, and the reverse side of the crisis is opportunity. This is a dialectical and superb management art.

In the enterprise crisis, it is generally the time when enterprises are most concerned. On the one hand, if the enterprise fails to solve the crisis in time, it will lead to the existence danger of the enterprise. However, merely solving the problem is only the first step in crisis management, pforming the crisis and actively drawing attention to the crisis, so that it is often only a step away from the crisis to promote the brand publicity of the enterprise.

From this point of view, Sanlu dairy crisis management is still short of fire. They have better ability to solve the crisis, but lack of foresight for the pformation crisis.

Five, brand culture, the lever of crisis management, the comprehensive ability displayed by enterprises in crisis management is the embodiment of corporate culture. How to deal with crisis, consumers, the public and the media should be the connotation of corporate culture. Especially in the dialectical relationship between crisis and opportunity pformation, how employees understand, deal with and pform crises is a difficult problem to test a corporate culture.

In crisis management, crises usually originate from outside, but the outcome is determined by internal factors.

If the enterprises can not help each other in a crisis, they will take the initiative to solve the problem.

At the same time, how to disseminate corporate culture is an enterprise in the crisis management should always prepare things, corporate culture is external brand culture, and brand culture is like the character of a person, if we agree with a person's character, even if others have some destruction words to this person, we will not lightly believe.

The same is true for crisis management. If all sectors of society identify with the culture of an enterprise, even if a real crisis is formed, they will often get smaller and less important.

Therefore, the lever of crisis management comes from the connotation of brand, and culture is the reason for supporting a brand for a long time.

Most of China's corporate brands are formed at a very short time, so they have experienced more than the success of the brand, but have little experience in brand crisis. In brand strategy management, success and crisis basically exist at the same time.

Therefore, brand crisis management is an urgent need to complement the brand management of Chinese enterprises.