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1 Teaching video
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2 Teaching cou...
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3 Training pro...
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4 Teaching design
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5 Test
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6 Teaching case
【Training project 4】
【Mission Objectives】
Help students to carry out brand crisis management training in practice.
【Task content】
（1） 48 students in the class, and freely divided into groups of 6.
（2）The team members conduct crisis management training for the brand in practice.
【Task requirements】
（1）The training will be conducted by the instructor.
（2）48 students in the class, and freely divided into groups of 6.
（3）The panelists discussed the overview of brand crisis management, the early warning system of brand crisis management, and the brand crisis public relations strategy
（4）Each group will have one student responsible for recording and summarizing.
（5）At the end of the activity, each group was asked to select a representative to report on the discussion in class.
（6）The preparation time is 10 minutes.
【Task organization】
表6－7 Crisis management training task organization table for the brand
【Task evaluation】
表6－8 Brand Crisis Management Training Task Evaluation Form
Evaluation indicators | Evaluation Criterion | score(100分) | assess grades | proportion |
The effect of the brand's crisis management training performance | 1.Understand the overview of brand crisis management, brand crisis management early warning system, and brand crisis public relations strategy。 | twenty | seventy% | |
2.Understand that the brand's crisis management training is prone to making mistakes | twenty | |||
3.Able to flexibly use the response strategies of the brand's crisis management training | twenty | |||
4.Observe the time of the event | ten | |||
5.The performance is real | ten | |||
6.The effect is obvious | ten | |||
7.Activity evaluation | ten | |||
Teaching process | Attendance, attitude and enthusiasm | One hundred | thirty% | |
Group composite score | ||||
assignment | Crisis management of the brand | class hour | 1 |
knowledge objective | 1. Master the overview of brand crisis management 2. Familiar with the brand crisis management and early warning system 3. Master the brand crisis public relations strategy | ||
Ability to target | 1. Able to conduct brand crisis management in practice | ||
Teaching process design | remarks | ||
Teaching steps and main contents | Import of cases Bian Que and Duke Huan of CAI Bian Que saw Duke Huan of CAI, stand have a room, Bian Que said: " You have a disease in Cou reason, do not cure will fear deep."Marquis Huan said," No man has no disease."When Bian Que came out, Marquis Huan said," To cure the disease."In ten days, Bian Que returned, said:" Jun's disease lies in the skin, no cure will benefit deep."Huan Hou should not. When Bian Que came out, Marquis Huan was unhappy. In the ten days, Bian Que returned, said: " Jun's disease lies in the stomach, not cure will benefit deep."Marquis Huan did not want to. When Bian Que came out, Marquis Huan was unhappy. After ten days, Bian Que visited Marquis Huan and left. Marquis Huan asked him. Bian Que said: " disease in cou reason, the soup; in the skin, the needle of the stone; in the stomach, the fire; in the bone marrow, the order of the company, but nothing. Now in the bone marrow, so there is no invitation."In the fifth day, Marquis Huan body pain, so Bian Que, has fled the Qin Dynasty. Marquis Huan died. The main reason for the death of Duke Huan of Cai was that he had no sense of crisis. Bian Que reminded him many times that he was indifferent. And specific to the enterprise, also should establish the crisis consciousness: the crisis is inevitable.
Ask about the premise of the class How to master the crisis management of the brand? (Objective: To guide students to enter the crisis management task course of the brand with questions, and to grasp the relevant knowledge points and the key points and difficulties of teaching on the whole. Teaching methods: a combination of questioning and explanation) Related: relevant knowledge points] 1. Overview of Brand crisis management Crisis management was first proposed by Steven Fink. Crisis management started late in China and began to be introduced into China in the 1990s. Ask questions in class What is brand crisis management? Live answer, included in the usual results 2. Brand crisis management and early warning system The early warning system of brand crisis management should include four aspects: (1) Establish a crisis management team (2) Establish an information monitoring system (3) Establishing a diagnostic system (4) Carry out education and training Ask questions in class What are the brand crisis management early warning systems? Live answer, included in the usual results 3. Brand crisis public relations strategy The brand crisis public relations strategy mainly has the following points: (1) senior enterprise management figures to come forward (2) To distinguish between priorities and accurately disseminate to whom (3) Accurately choose the timing of public relations and communication (4) Choose a wide range of communication channels as far as possible (5) High-attitude responsibility is the main content of communication (6) honestly violence the truth of the crisis (7) Attach importance to the main channel of information dissemination Ask questions in class What are the brand crisis public relations strategy? Live answer, included in the usual results
〖 training battalion 〗 [training mission] Crisis management training for brands [task object] Help students to conduct brand crisis management training in practice. [task definition] (1) The whole class of 48 people, free groups, forming 6 groups. (2) Team members shall conduct the crisis management training of the brand in practice. [mission requirements] (1) The training is hosted by the teacher. (2) The whole class of 48 people, free groups, forming 6 groups. (3) The team members discussed the overview of brand crisis management, brand crisis management early warning system, and brand crisis public relations strategy (4) Arrange one student for each group to record and summarize it. (5) After the activity, each group is required to select a representative to report the discussion experience in class. (6) The preparation time is 10 minutes. | ||
Class summary | |||
Summary of knowledge points | Crisis management was first proposed by Steven Fink. Crisis management started late in China and began to be introduced into China in the 1990s. Not only the leaders of the enterprise have a sense of crisis, but all the employees of the enterprise should also have such awareness. The early warning system of brand crisis management should include four aspects: setting up crisis management team, establishing information monitoring system, establishing diagnosis system, and carrying out education and training. The brand crisis public relations strategy mainly includes the following points: senior management executives, distinguish the priority to whom, accurately choose the timing of public relations communication, choose a wide range of communication channels as far as possible, high attitude responsibility is the main content of communication, frankly tell the truth of the crisis, pay attention to the main channel of information communication. | ||
Think after class | |||
1. Understand the overview of brand crisis management, brand crisis management early warning system, and brand crisis public relations strategy. 2. Combined with the reality, I can understand that the brand crisis management training is easy to make mistakes, and I can flexibly use the coping strategies of the brand crisis management training. | |||
Teaching reflection of this course (classroom design concept, actual teaching effect and improvement idea) | |||
Exxon Valdez oil spill
----- a completely unsuccessful brand crisis management case
On March 24, 1989, the Exxon Valdez ran aground and spewed 267,000 barrels of 11 million gallons of oil into Alaska's Prince William Sound, the worst oil spill in U.S. history. At that time, people's first reaction was shock, because this kind of catastrophic accident happened in such advanced technology and people are so concerned about the environment, it is difficult for everyone to accept. However, people also know that there is no industry without risk. If the company can take appropriate actions and communicate the situation to the public in a timely manner, it will win people's understanding. The public was anxious to know: * Did the company try and stop the accident from spreading? * The company should have anticipated the possibility of such an accident, and has it taken possible remedial action as quickly as possible? * Is the company concerned about the incident? Exxon did not do the above three things well, nor did it take appropriate measures to show concern about the situation, such as sending senior personnel to the site, appointing people responsible for the aftermath, and communicating to the public about the incident, the company's solutions, regrets, emotional communication, and so on. * What happened; * What are we doing; * Feelings about the accident. Anticipation then turned to anger, leading to boycotts of its products, forced share sales, and many harsh restrictions and penalties. Many critics chastised Exxon Chairman Lawrence Lohr for not taking the first flight to Alaska when he heard about the massive oil spill, and for not addressing the public about the severity of the crisis. Exxon's crisis management had other problems. After knowing the nature of the crisis, Mr. Lore should set up a brand Crisis Management Command Center in New York within 24 hours to serve as a central think tank for gathering information and making selections. He should also establish a government liaison office to briefly communicate the company's efforts and ask for government support. Mr. Lore should establish a press center in New York as soon as possible to serve as a clearinghouse for the company's authoritative reports, briefings and updates, which would ensure consistency and avoid contradictions. The exchange in New York has at least two briefings a day on current developments, and at least one of the daily briefings is personally administered by Mr. Lohr. The other should be a press conference relayed by communications satellite and attended by the leaders of Exxon and the Exxon Transportation team. The grounding of the Exxon Valdez underscores that crises are inevitable in business and that companies must have a crisis management plan in place before an accident occurs. Visionary executives know that brand crisis management must be strictly enforced as a company discipline. Exxon had a branded crisis management plan, boasting that the spill would be contained within five hours, but its biggest problem was that it had never been tested. When the hull of the tanker ruptured, two days passed without the company taking the radical steps it had planned. If Exxon had run crisis simulations before, and made the crew aware of the severity and importance of a crisis situation, the plan's shortcomings would have been discovered before the actual crisis occurred. If managed and amended in time, Exxon's plan might be able to deliver on its promise of a five-hour fix, so that the oil doesn't gush like that and pollute Alaska's pristine waters. Because Exxon's plans were untested, its response time was too slow, and it did not have firsthand knowledge of the crisis in the first place. The company was stunned by the speed and severity of the incident. More than a month later, Exxon still seems to be in crisis. The lesson of the Alaskan disaster is to accept that crises are inevitable and to prepare for them early. Test and revise the company's crisis management plan; When force majeure occurs, take responsibility quickly. The CEO must decide what to say, decide what to do effectively, and strike a balance between appearance and action, between perception and reality. He must let the public know as quickly as possible that he is in charge, that the brand crisis management process and the company itself have the situation under control. Exxon did none of that.
Coca-Cola poisoning in Belgium and France
---- not entirely successful brand crisis management case
On June 9, 1999, 120 people in Belgium were poisoned with vomiting, dizziness and headaches after drinking Coca-Cola, and 80 people in France suffered the same symptoms. The 113-year old Coca-Cola Company has encountered a major crisis rarely seen in its history. In today's modern media is very developed, the crisis of enterprises can be spread rapidly and widely in a very short period of time, and its negative effects can be imagined. The company immediately began investigating the cause of the poisoning and the number of people who were poisoned, while partially withdrawing certain brands of Coca-Cola products, including Coca-Cola, Fanta and Sprite. A week later, the cause of the poisoning was largely clear: the Belgian poisoning was caused by carbon dioxide found in bottles at the Antwerp plant, and the French poisoning was caused by a fungicide spilled on wooden trays in a storage room at the Dunkirk plant. But the problem is that from the beginning, the issue was handled by the company's headquarters in Atlanta. For nearly a week, the company's headquarters in Atlanta had been hearing about the vomiting and other adverse reactions caused by the bad smell. The company didn't think there was any danger to public health, so instead of launching a brand crisis management program, it posted a story on the company's website filled with technical words that no one could understand. None of the company's top executives came forward to express concern about the incident and the poisoning. This angered the public, and as a result, consumers thought the Coca-Cola Company was impersonal. Consumers soon stopped buying Coca-Cola soft drinks, and the Belgian and French governments insisted that the company withdraw all the products. The company realized the seriousness of the problem, and 10 days after the incident, Douglas Ivester, chairman of the board of directors and CEO of Coca-Cola, rushed from the United States to Brussels, Belgium, to hold a press conference, and then launched a strong publicity campaign. Unfortunately, the Coca-Cola Company only agreed to take back some of the products and refused to take back all the products. The biggest mistake was that the management of the branch in Belgium and France was not fully involved in the communication of the incident and made a timely response. Officials at the company's headquarters had no idea that just days before the incident, the Belgian government, alarmed by public criticism over a series of carcinogens found in meat, eggs and other everyday products, was anxious to show voters that it took food safety seriously. Forcing it to take back all its products is a good opportunity for the government to show its strength. In France, the government is also keen to show that it is concerned about food safety, and has followed the Belgian government in taking corresponding measures. In this case, the government is the bad cop, and Coca-Cola is the bad cop. Because of this wrong measure, Coca-Cola Company's corporate image and brand reputation were hit, its intangible assets were depreciated, and the survival and development of the enterprise was once impacted: * At the end of 1999, the company announced a 31% reduction in profit; * When the crisis occurred, the company failed to gain the trust of the public through the media, and the company had to spend a lot of money on post-crisis advertising and marketing activities; Competitors seized the opportunity to fill the gap in Coca-Cola's shelves and challenge Coca-Cola's 49 percent market share; * Coca-Cola's total losses reached $130 billion, nearly double the initial estimate. * A total of 5,200 layoffs worldwide; * Douglas Ivester, chairman of the Board and CEO, was forced to resign; * Coca-Cola's main post-crisis publicity campaign was aimed at "restoring the company's reputation."
It is hard to believe that the world's most valuable brand did not succeed in protecting its most valuable asset, the brand, in the wake of the crisis, and it was the so-called "head office knows better" syndrome that led Coca-Cola to respond in a completely inappropriate way. Because a huge international company is like an octopus, all its operations are distributed at the tips of its tentacles. For such a large and intricate mechanism to be effective, the center of the octopus must train and enable the management at the top of the tentacles to function effectively, take appropriate measures, and make the right response, because they know the local situation best. With the deepening and expansion of Coca-Cola's public relations publicity, Coca-Cola's image began to recover gradually. A Belgian newspaper commented that Coca-Cola has finally won the trust of consumers, although it has paid a price.
Bian Que and CAI Huan Gong
Bian Que saw Huan Gong CAI, standing between, Bian Que said: "You have disease in the Cou, not to be afraid of deep." Huan Hou said: "I am not sick." Bian Que came out, Huan Hou said: "Good medicine does not treat disease as merit." Ten days later, Bian Que saw him again and said: "The king's disease is in the skin, if not cured, it will be deep." Huan Hou should not. Bian Que out, Huan Hou and displeased. Ten days, Bian Que saw again, said: "The king's disease in the stomach, not treatment will benefit deep." Huan Hou should not. Bian Que out, Huan Hou and displeased. Ten days, Bian Que look Huan Hou and also go. Huan Hou therefore made people ask him. Flat magpie said: "Disease in the Cou reason, soup ironing and also; In the skin, the needle stone also reach; In the stomach, fire is also reached; In the bone marrow, where life belongs, there is nothing to do. Now in the bone marrow, minister is no request also." After five days of residence, Huan Hou suffered from physical pain, causing people to call Bian Que and escape Qin Yi. Hou Huan died.
The main reason for Huan Gong's death was that he had no sense of crisis, and Bian Que repeatedly reminded him of his indifference. And specific to the enterprise, but also to establish a sense of crisis: crisis is inevitable.
