Crisis warning mainly refers to p睡地eople's cognition 些答of crisis, which is manifested as a st務車rong crisis awareness and an 嗎器early warning system b農訊ased on cognition.物事
Establishment method
The team believes that近歌 crisis warning is the first s算紅tep in crisis management and the 讀我key to crisis manage少鐵ment. First of all, we must have 吃子a sense of crisis. Althoug玩明h the crisis appears in the form 票空of unexpected events視慢, the probability子生 of occurrence i綠舞s very low, but the emergency身舞 is an objective existe業事nce. In this sense, the crisis is inev話裡itable, and it can not b頻章e avoided. Moreover, because of 愛亮lack of preparation, 公拿the losses caused by 白到crisis events are often enormou那答s and unconventional, and people wil員跳l spend more time and美鐵 energy in dealing with化討 the crisis. Th家做erefore, it is n日哥ecessary to pay attention to th嗎亮e emergence of crisis from the ideolog書坐ical point of view. At the s妹事ame time, crisis early-warning is also 放我the function of crisis management kn光亮owledge information sys錯得tem. As with routine ev民知ents, accidental機行 events have a process紙紅 of occurrence and development, ev機睡en from quantitative change 習生to qualitative change. Before th可朋e accident, there are a花要lways some signs. As long as we catch討理 these signals in time, analyze and de土畫al with them, an呢場d take effective measures in time件國, we can minimize湖到 the losses caused by the crisis,藍動 and even avoid the emer近體gence of crises.
Crisis warning main content
There are mainly eight aspects of t中去he work in the early warning 低學stage
Enterprises should formally define the 遠如most likely and pote一門ntially dangerou醫地s crises that can cause the most s技喝erious harm. The mai路是n avenues of inve微報stigation are:
1. conduct questionnaire坐長s on the top, middle歌會 and bottom levels of the co厭子mpany
2. investigate dis音歌tributors
3. investigate consumers
4., the government departments, indus鐘光try departments t匠雨o investigate
5. investigate the media 那民editors
Based on investigation and a我道nalysis of research data of w說年heat brand planning can form水錢 on the above, to help ide大地ntify the most vulnerable ente民老rprises, enterprises sho著年uld be good for reducing the prev見到ention and management of the crisis歌件, so as to ensure the e司訊fficiency and effectiv司風eness of crisis management.
Analyze the crisis
1) analyze the frequency of the 個信crisis
2) the impact of the 票視crisis
3) the difficulty of crisis m農拿anagement
4) the public concern caused by the cri也要sis
According to the很門 listed crisis and the above four evalu喝讀ation criteria, t話農he potential crisis 問做analysis table and the鄉自 crisis priority quadrant are 得樹formed
Determine the crisis control strate樹跳gy
According to the nature of cri友雜sis and the abil器說ity of enterprises to withstand cri計信sis, enterprises ha裡我ve different crisis coping st聽可rategies.
The way enterprises can cope with th間內e crisis can be summed up in four wa制些ys: "hide, side, turn, 師商answer""
The first recruit: hidden - exclusio月靜n strategy. Untouchables, hiding from.司文 Beat, but always run. Some of the開答 causes of the crisis are controllab匠購le factors of the enterprise, s上靜o we should actively elimina在多te these incentives and eliminate草錢 potential crisis. Don'外民t be a pointless hero, 訊店act on your own strength a長區nd background. If you are not awar花技e of the opponent of the tiger, do not 朋很go, "knowing tha現懂t the mountain tiger, 內草inclined to Tiger Hill l還雪ine."". To put it爸月 mildly, call strat那用egic retreat".
1, to establish a good corpora器自te image, in the eyes of the飛醫 public to establish a reliabl厭商e reputation.
2, can not be involved in th南員e field to refuse the temptation, the 員火risk of great harm as far as possible 錯木avoided
3, improve the internal management of e人腦nterprises and eliminate a北們ll kinds of malpractice問學s in the management of enterprises問裡.
4, for various incent在我ives, develop a sound prevention system村錯.
5, quickly solve small proble黃窗ms, and actively c森地orrect minor mistakes.
Second recruit: side爸討 - mitigation stra鐵暗tegy. Can not hide, s嗎西ide open. If you run but that's not ha綠林rd, can be turned and 個什slow. Through a variety of measures to 科章control the crisis incentives within a 信動certain limit and scope, thereby eas都湖ing the crisis,愛樂 so that the loss to 通南a minimum. KFC has near站遠ly 30 suppliers of chicken in China,醫微 all of which have obtained the quar劇兵antine certificate issued by 這畫the State Administration of entry-ex體請it inspection and quaran科議tine, and ensure tha化算t all supplies co人畫me from non infected areas without 是業bird flu". The Vietnamese KFC音鐵 is short of local chicke白文n. Chicken products have been rep看能laced with plenty of fish 票姐products. These m影吧easures have caus人影ed KFC to reduce i子林ts losses to some exte街少nt during the period of bi知理rd flu.
The third trick: Tran匠身sfer - transfer 個銀strategy. Side not ope木家n, transfer open. T在女he unavoidable ca家廠n alleviate the crisis, should try to信內 reasonably trans藍睡fer risk. Such as outsourcing part of t做樂he operation, buying insurance,水樂 setting up the value 你大and signing the exemption agreement. I吃機n the 9 / 11 terrorist attack生費s, the internatio森電nal insurance market suffered heavy los多腦ses, and many insurance c務志ompanies paid huge sums of money答低, but they did not trig國鄉ger a series of bankruptcy insurance co車筆mpanies. The most important reason i外街s that foreign insurance companies生女 pay great attention to rein愛中surance and transfer some of their務業 underwriting business to other in嗎她surance companies,費公 that is, to transfer risks th影關rough reinsurance. Therefore, the "路關9. 11" terrorist attacks occ吧熱urred after the payment of most 廠畫of those reinsurance companies.
The fourth recruit: answer - preventio爸花n strategy. If you can't turn it又厭 off, you can afford i資人t. No one knows in advance多拍 what happened in the crisis, w愛刀ill affect a wide range, therefore mu什理st be prepared with場錢in the limits of the cri兒相sis, do good fo湖道r the outbreak of the少志 crisis, financial and material pre紙水paration, and ac聽厭tively take risk房相s, and in
Establishment method
The team believes that近歌 crisis warning is the first s算紅tep in crisis management and the 讀我key to crisis manage少鐵ment. First of all, we must have 吃子a sense of crisis. Althoug玩明h the crisis appears in the form 票空of unexpected events視慢, the probability子生 of occurrence i綠舞s very low, but the emergency身舞 is an objective existe業事nce. In this sense, the crisis is inev話裡itable, and it can not b頻章e avoided. Moreover, because of 愛亮lack of preparation, 公拿the losses caused by 白到crisis events are often enormou那答s and unconventional, and people wil員跳l spend more time and美鐵 energy in dealing with化討 the crisis. Th家做erefore, it is n日哥ecessary to pay attention to th嗎亮e emergence of crisis from the ideolog書坐ical point of view. At the s妹事ame time, crisis early-warning is also 放我the function of crisis management kn光亮owledge information sys錯得tem. As with routine ev民知ents, accidental機行 events have a process紙紅 of occurrence and development, ev機睡en from quantitative change 習生to qualitative change. Before th可朋e accident, there are a花要lways some signs. As long as we catch討理 these signals in time, analyze and de土畫al with them, an呢場d take effective measures in time件國, we can minimize湖到 the losses caused by the crisis,藍動 and even avoid the emer近體gence of crises.
Crisis warning main content
There are mainly eight aspects of t中去he work in the early warning 低學stage
Identify sources自小 of crisis
Enterprises should formally define the 遠如most likely and pote一門ntially dangerou醫地s crises that can cause the most s技喝erious harm. The mai路是n avenues of inve微報stigation are:
1. conduct questionnaire坐長s on the top, middle歌會 and bottom levels of the co厭子mpany
2. investigate dis音歌tributors
3. investigate consumers
4., the government departments, indus鐘光try departments t匠雨o investigate
5. investigate the media 那民editors
Based on investigation and a我道nalysis of research data of w說年heat brand planning can form水錢 on the above, to help ide大地ntify the most vulnerable ente民老rprises, enterprises sho著年uld be good for reducing the prev見到ention and management of the crisis歌件, so as to ensure the e司訊fficiency and effectiv司風eness of crisis management.
Analyze the crisis
1) analyze the frequency of the 個信crisis
2) the impact of the 票視crisis
3) the difficulty of crisis m農拿anagement
4) the public concern caused by the cri也要sis
According to the很門 listed crisis and the above four evalu喝讀ation criteria, t話農he potential crisis 問做analysis table and the鄉自 crisis priority quadrant are 得樹formed
Determine the crisis control strate樹跳gy
According to the nature of cri友雜sis and the abil器說ity of enterprises to withstand cri計信sis, enterprises ha裡我ve different crisis coping st聽可rategies.
The way enterprises can cope with th間內e crisis can be summed up in four wa制些ys: "hide, side, turn, 師商answer""
The first recruit: hidden - exclusio月靜n strategy. Untouchables, hiding from.司文 Beat, but always run. Some of the開答 causes of the crisis are controllab匠購le factors of the enterprise, s上靜o we should actively elimina在多te these incentives and eliminate草錢 potential crisis. Don'外民t be a pointless hero, 訊店act on your own strength a長區nd background. If you are not awar花技e of the opponent of the tiger, do not 朋很go, "knowing tha現懂t the mountain tiger, 內草inclined to Tiger Hill l還雪ine."". To put it爸月 mildly, call strat那用egic retreat".
1, to establish a good corpora器自te image, in the eyes of the飛醫 public to establish a reliabl厭商e reputation.
2, can not be involved in th南員e field to refuse the temptation, the 員火risk of great harm as far as possible 錯木avoided
3, improve the internal management of e人腦nterprises and eliminate a北們ll kinds of malpractice問學s in the management of enterprises問裡.
4, for various incent在我ives, develop a sound prevention system村錯.
5, quickly solve small proble黃窗ms, and actively c森地orrect minor mistakes.
Second recruit: side爸討 - mitigation stra鐵暗tegy. Can not hide, s嗎西ide open. If you run but that's not ha綠林rd, can be turned and 個什slow. Through a variety of measures to 科章control the crisis incentives within a 信動certain limit and scope, thereby eas都湖ing the crisis,愛樂 so that the loss to 通南a minimum. KFC has near站遠ly 30 suppliers of chicken in China,醫微 all of which have obtained the quar劇兵antine certificate issued by 這畫the State Administration of entry-ex體請it inspection and quaran科議tine, and ensure tha化算t all supplies co人畫me from non infected areas without 是業bird flu". The Vietnamese KFC音鐵 is short of local chicke白文n. Chicken products have been rep看能laced with plenty of fish 票姐products. These m影吧easures have caus人影ed KFC to reduce i子林ts losses to some exte街少nt during the period of bi知理rd flu.
The third trick: Tran匠身sfer - transfer 個銀strategy. Side not ope木家n, transfer open. T在女he unavoidable ca家廠n alleviate the crisis, should try to信內 reasonably trans藍睡fer risk. Such as outsourcing part of t做樂he operation, buying insurance,水樂 setting up the value 你大and signing the exemption agreement. I吃機n the 9 / 11 terrorist attack生費s, the internatio森電nal insurance market suffered heavy los多腦ses, and many insurance c務志ompanies paid huge sums of money答低, but they did not trig國鄉ger a series of bankruptcy insurance co車筆mpanies. The most important reason i外街s that foreign insurance companies生女 pay great attention to rein愛中surance and transfer some of their務業 underwriting business to other in嗎她surance companies,費公 that is, to transfer risks th影關rough reinsurance. Therefore, the "路關9. 11" terrorist attacks occ吧熱urred after the payment of most 廠畫of those reinsurance companies.
The fourth recruit: answer - preventio爸花n strategy. If you can't turn it又厭 off, you can afford i資人t. No one knows in advance多拍 what happened in the crisis, w愛刀ill affect a wide range, therefore mu什理st be prepared with場錢in the limits of the cri兒相sis, do good fo湖道r the outbreak of the少志 crisis, financial and material pre紙水paration, and ac聽厭tively take risk房相s, and in
