What Is Enterprise Crisis Management?

Some difficulties, contradictions and problems existing in enterprises are often ignored in the normal development process.

Even letting go of flowers and applause.

Once the internal and external environment changes, especially the impact of this global financial crisis, it is easy to cause difficulties, contradictions and problems, which will lead to the crisis of life and death.

In the face of crisis, if we can not face up to reality, calmly deal with, a little careless, it is possible to make many people's struggling brand building collapsed.

Therefore, to do well the crisis management of enterprises, even when the enterprises develop healthily, they should also take full consideration and take seriously.

First, establish an early warning mechanism.

To do well in enterprise crisis management, we must first establish an early warning mechanism, which is determined by the sudden and unpredictable nature of the crisis.

The establishment of early warning mechanism should include crisis management into the development strategy of enterprises, and integrate into corporate culture, so as to train employees' good awareness and behavior standards.

Enterprises should set up a leading group for crisis management, which is composed of strong risk consciousness, rich management experience, resilience, and leaders and heads of departments who know the law and tackle key problems.

It is necessary to form a conference system, regularly summarize and analyze possible risks, and study and formulate possible risk response measures.

We should straighten out the relationship between the property rights of enterprises, deal with creditor's rights and debts in time, and effectively protect the legitimate rights and interests and assets of enterprises.

We should standardize financial management according to the accounting law and relevant regulations, and be able to stand the inspection and inspection at any time.

We should deal with the linkage between internal and external relations, and strive to eliminate the risk of enterprises in the bud.

The crisis of listed companies will inevitably spread to the performance of its capital market. Many crises are directly from the stock market. It is also necessary to set up a crisis management agency to monitor the reactions of the internal and external sectors, including media, shareholders, investment institutions, and other aspects to the company, and timely put forward the opinions and measures for crisis management.

At the same time, listed companies should maintain good collusion with major shareholders before the announcement, so as to avoid misunderstanding and asymmetric information.

Two, stabilize the workforce.

The most important task of enterprise crisis management is to stabilize internal staff.

Because only by stabilizing the internal staff can we stabilize the enterprise and stabilize the situation. Only in this way can we work together to cope with the crisis and tide over the difficulties.

If there is external trouble, the consequences will not be cleared up.

The person in charge of a company should rebuild the firm confidence of the staff through a timely and effective internal public relations, unify the staff's ideological understanding, and then consider the unified strategy strategy.

Only by relying on administrative means to enforce the unified external caliber, if we can not solve the fundamental problems of employees in the heart, we will inevitably suffer endless losses and backfire.

In the face of enterprise crisis, we should pay staff salaries more promptly, strictly fulfill the goal responsibility system, and try to solve the housing problems such as housing and insurance that employees are worried about, so that employees can feel secure, belonging and responsibility.

Laid-off and layoffs are two common problems that threaten employee confidence.

When the threat of unemployment is pervaded over the enterprise, the negative emotions that employees show is likely to have a great negative impact.

Therefore, we must trust employees, unite employees and rely on employees to cope with enterprise crises.

Three. Monitoring public opinion orientation.

Social development to the present, a variety of media abnormally developed, especially through the Internet communication of various forums, blogs, posts, comments and so on, regardless of the registration of individual registration, as long as one hand, can quickly spread all kinds of information to all over the world.

Therefore, it is very difficult to completely block the adverse information to the enterprise.

Moreover, if we can not correctly handle the relationship between congestion and dredging, it is easy to become increasingly intense and spread rapidly.

Therefore, when a company is in a crisis, it should attach great importance to the friendly cooperation with the media. It should not only release information in time, answer relevant questions of social queries, but also effectively guide the direction of public opinion and develop towards the direction of favorable risk elimination.

With the support of third party authoritative persons or institutions, especially the government departments, such as inviting government leaders, famous experts and scholars to make statements or professional judgments, they often have strong persuasion, so that enterprises can get some positive social impact.

When the media releases adverse information or false information, the person in charge of the enterprise must treat calmly, actively collude, explain carefully, and deal with it flexibly, so that it can not be avoided and even go to court on one go.

Even after the risk, we must deal with the aftermath well.

Provide timely information to the news media about the economic losses of the victims of enterprises compensation, announce the recovery of production and work after the crisis and the implementation of preventive measures, so as to recast the confidence of employees and the social image of enterprises.

Four. Make good preparations.

In view of the possible factors and possible adverse effects of enterprises' crisis, we should study the crisis response plan in a correct, positive and realistic manner.

We must do well in production and operation scheduling and maintain normal production and operation activities.

We should strengthen auditing and monitoring of capital operation to ensure the safe operation of capital chain.

We should timely collate the situation and grasp the initiative of reporting abroad.

We should strengthen external ties and actively strive for the concern and support of the government and all sectors of society.

We should seriously handle visits, incoming letters and calls, adhere to honesty, and be brave enough to shoulder social responsibilities, so as to keep the company's behavior consistent with the expectations of the public.

We should do a good job in linking up with the business of main customers, timely charge accounts, handle loans, and look ahead for a long time, and establish a win-win strategic cooperative relationship.

The contents of the general emergency plan should also include measures to strengthen public security, ensure production order, equipment safety and good environment.

There are also health care measures, evacuation plans, fire precautions and outdoor rainy day working procedures when accidents happen.

Five, accept lessons learned

Augustin, a famous enterprise crisis management expert, said: "every crisis itself contains both the root cause of failure and the seed of success.

Discovering and nurturing to harvest this potential chance of success is the essence of crisis public relations.

In fact, the crisis is not terrible. What is terrible is that we can not do anything in the face of the crisis and sit back and wait.

In this way, there is bound to be a bigger and more tragic crisis.

After a crisis occurs, the person in charge of a company should seriously sum up experiences and lessons and reflect deeply on the underlying causes of the crisis.

Strategically, do we need to focus on the importance of image, strength, scale or performance, emphasis on public relations, emphasis on management, emphasis on strategy or enforcement, redevelopment of the chest, decision making, good words or heavy supervision?

It should be said that lessons learned from crises are often more profound, and the experience gained from crises is often more valuable.

As long as we can face the crisis correctly, we can reduce the negative impact brought by the crisis to the lowest point, or turn the weakness of the enterprise into advantage, and turn the crisis into a turning point for the more healthy development of the enterprise.