Faced With The Crisis, How Can Shoe Enterprises Learn To Face It?

Faced with the crisis, is the way that Jin enterprises learn to face? The crisis can make enterprises bankrupt overnight, but perhaps enterprises will be stronger after purgatory -- are you ready for crisis encounter? Jinjiang enterprises of curve Olympic marketing have recently encountered a cold spell. In November 13th, the twenty-first Century economic report published "cross-border!" Two the article violates the principles of management in the Olympic area. The article says that the two Jinjiang shoe enterprises of Kang Tai and Hongxing Erke are using the logo of Lithuania and Korea Olympic Committee to publicize in the territory of China, which is a violation of the Olympic logo. Once the news came out, the Beijing Olympic Organizing Committee said it would investigate the matter thoroughly. Kang Tai and Hongxing Erke seem to be experiencing a crisis. Ai Xuejiao, chairman and director of Hubei Aihua group, Ph. D. in business management. He is a visiting or part-time professor at Wuhan University, Huazhong University of Science and Technology and Hunan University. Vice president of Hubei Institute of marketing. The first person in the teaching of enterprise crisis management in MBA of Chinese universities is the first person in the teaching of enterprise Entrepreneurship Management in Chinese universities. What happens to enterprises when crisis comes? Why do many famous enterprises fail overnight when the crisis comes? And why do many companies become stronger after crisis? In December 16th, Ai Xuejiao, a domestic enterprise crisis management expert, was a guest in Quanzhou. He talked about "enterprise crisis management and risk aversion", which was a guide for entrepreneurs in Jinjiang. Coping with the four character strategy: how to respond to crisis early, fast and honest? As soon as possible, Ai Xuejiao summed up the four character crisis management strategy: early, fast, honest and constant. In the early days, before the crisis started, we should take precautions against the dangers. In January 26, 1998, the Spring Festival is coming. It is the hottest selling time of various kinds of drinks. Some media have exposed the counterfeit wine incident in Shanxi. In this crisis, although the matter was irrelevant, Anhui Gujing tribute wine still played a beautiful propaganda battle. The company held a media reception at the first time, declaring that its products have quality assurance. Meanwhile, condolences to the victims of counterfeit wine showed a good sense of social responsibility. Ai Xuejiao analyzed that when colleagues were in a crisis, they should be careful and burn the fire. They should be more aggressive than defensive ones. Fast, that is, when the crisis happens, we must seize every minute and second, and control the situation for the first time. Wang Shi, former chief executive of Vanke, is a leading figure in the domestic real estate sector. The public image has always been good. In July this year, Wang Shi's wife bought a large share of the company's stock and made a great profit with the rise of the stock market. The matter was exposed to the Internet, and netizens were referring to its illegal operation. At that time, Wang Shi was far away in London. After hearing about the incident, he immediately wrote an open letter on his blog, apologizing to the shareholders of the whole country, and responding faster than the media in less than 7 hours. After the confession of the open letter was published, the media did not go further into the fault of Wang Shi and his wife. From Wang Shi's example, we can see that in a crisis, a frank attitude is a good way to help resolve difficulties. Blindly repudiation and denial will only arouse more people's resentment, and the deep responsibility of the media will expand the situation. A gentleman can never fail. When we speak the truth at the right time, as long as the attitude is good, the public is relatively easy to understand and easy to forget. As for "Heng", it means that the CEO of a company must persist in crisis management, even daily and institutionalized, so as to liberate itself from the situation of extinguishing fire everywhere. AI Xun Jiao, an example of a restaurant owner, said that the boss should first learn to delegate authority to his subordinates. Otherwise, what's wrong with the dinner table, the subordinates don't even have the right to avoid meals or discounts. Furthermore, enterprises should set up their own "crisis warning mechanism" to envisage the various crisis situations that may be encountered in every aspect of the enterprise, and formulate standard solutions, so that the crisis management can be stretched in the brain of enterprises at all levels. At this point, Ai Xuejiao introduced a way of Mengniu: Mengniu board of Directors established a special fund for crisis public relations. Once the crisis comes, Niu Gensheng does not need the board of directors to make a resolution to authorize another meeting. "Probably because of the Mengniu crisis public relations management mechanism, people rarely see Mengniu negative reports in the media." Ai Xuejiao thinks. The two principles ensure that when the crisis comes, enterprises should grasp the two principles, that is, the principle of active communication and the maximization of public interests, and deal with the crisis in accordance with these two principles. Following the principle of active communication, we must achieve three "no". First of all, do not refuse to cooperate with the government and the media. The crisis encountered by enterprises often has a larger social impact. From the perspective of safeguarding public interests, the competent government departments often intervene, and media reporters will quickly intervene in reporting from the perspective of reporting the truth. Under such circumstances, enterprises do not take the initiative to cooperate with government departments, and do not communicate with the media. Then, the understanding of the media from the periphery may be more unfavorable to enterprises. After the crisis, the role of the government and the media is often a bridge to connect consumers and enterprises. Do not neglect its power. In this case, active communication with government departments and media is one of the most effective ways to solve the crisis. In the "Huang Hongsheng incident", SKYWORTH group quickly set up a crisis response team. It made good use of the good relationship with the government, gained trust and support from banks and suppliers, and survived the crisis. It did not repeat the tragedies of the majority of household appliance enterprises such as Nintaus and Ido. It can be said that the government's support is crucial in the whole process of crisis handling. Secondly, do not gradually tell the truth of the incident, but should finish it at once. Because when the crisis happens, the government and the media are involved. The enterprises will still be secretive and refuse to tell the truth once and for all. Once the media is exposed step by step, the enterprises will be more passive. Under such circumstances, enterprises should honestly tell the truth once and for all, so as to avoid subsequent negative reports and effects. Finally, do not have a few voices at the same time external. When the crisis happened, several departments of the enterprises came out to speak, and several voices appeared at the same time, which made the media and the public at a loss. Enterprises should set up an external spokesperson system, unify the caliber, and convey clear and clear information to the media and the public. Ai Xuejiao said that once the European floor, which was draped in Germany's "foreign coat", was revealed at the 3. 15 evening party, the workers responsible for publicity were still trying to cover up the fact. Until finally, the fake "foreign coat" was stripped down one after another, and in the face of the truth, the European Code disappointed the consumers. Therefore, when the crisis is coming in like a rush of water, it is advisable to use a single word to stop the surging tide. The wisest way is to be honest and let the public know the truth. The second principle for enterprises to deal with crises is the principle of maximizing public interests. This principle requires enterprises to weigh all aspects of interests and strive to maximize the protection of public interests. First of all, enterprises should not shirk their responsibilities, but should show the courage to take responsibility. Enterprises take the initiative to take responsibility and tell the truth before winning the understanding of others. This is the best way to solve problems. In crisis, enterprises take the initiative to take responsibility. They can not only solve the crisis well, but also turn "danger" into "machine", and establish a responsible corporate image in the minds of consumers through crisis management. Many famous car manufacturers abroad have the recall system. Once the quality problems exist, they will immediately recall the problem products and give consumers a certain amount of compensation. This way will make consumers feel relieved. Second, do not worry too much about the gains and losses of money when dealing with crises. After the crisis, it is impossible to solve the problem without spending money. The disaster has happened. That is how much money is spent. Just as a Chinese saying goes, "money and disaster free" is the most important thing to overcome the crisis. Many enterprises are still not willing to spend money before the crisis, and there is a fluke mentality. As a result, the more the crisis grows, the more money they have to spend behind them.