All enterprise crises fall into three categories. The first category is brand crisis, and the second category is consumer complaints about after-sales service, which may also lead to crisis. The most common is the third category, which may damage the brand of the enterprise because of the product quality. The third category is the most difficult crisis for enterprises to deal with. In modern shopping malls, there is no enterprise that is always smooth sailing, and any enterprise may encounter setbacks and crises.

To some extent, it is normal and inevitable for enterprises to encounter setbacks and crises in the process of business development, and crisis is a common phenomenon in the survival and development of enterprises. However, the outbreak of enterprise crisis is always sudden and unexpected. Whether it is a well-known enterprise or an unknown enterprise, there will inevitably be various crises such as products, prices, talents, information, finance and reputation, which has become an important problem that modern enterprises must face. The best method of crisis management is accurate foresight, that is, establishing a crisis early warning system. As a manager of an enterprise, we should take precautions, establish a strong sense of crisis, create a "crisis" atmosphere within the enterprise, and strengthen employee training, so that all employees of the enterprise are always full of a sense of crisis in the fierce market competition, understand the possibility of various crises in the enterprise, and cultivate the ability of employees at all levels to deal with emergencies after the crisis comes.

The introduction of crisis strategy depends largely on whether the information it can obtain is sufficient. Whether the crisis strategy can be implemented correctly depends on whether there are enough information communication channels within the enterprise. In real life, most enterprises often make up for the crisis, but in fact, prevention and control are the lowest and simplest methods. For crises, the most important thing is to nip in the bud and foresee possible crises. Kōnosuke Matsushita, the former president of Panasonic Corporation, a famous entrepreneur, summed up the successful experience of his enterprise and put forward an important point: a long-term and unremitting sense of crisis is the basis for making the organization invincible.

In the process of enterprise development, with the change of environment and form, various enterprise crises may occur, many of which are inevitable. However, through effective management, the intensity and scope of the crisis can be reduced and the losses caused by the crisis can be minimized. Many successful enterprises at home and abroad regard crisis management as one of the core contents of enterprise management, establish a relatively perfect crisis management mechanism, and on this basis, develop and enhance their crisis management capabilities. Crisis management has become an important part of enterprise management and a universal law of enterprise survival and development.

Broadly speaking, crisis management includes all management before, during and after the crisis. And effective crisis management must do: transfer or reduce the source, scope and influence of the crisis; Improve the status of pre-crisis management; Improve crisis management; Improve recovery management, so as to quickly and effectively reduce the long-term damage caused by the crisis.

In addition, in enterprise crisis management, it is necessary to eliminate the harm of some wrong psychology.

The first is the harm of luck. Luck usually refers to the crisis of peers or competitors, but due to time or geographical reasons, it is not a crisis of enterprises. At this time, enterprises will think that the crisis has nothing to do with themselves, thus letting things develop.

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The second is to avoid the harm of policies. Some enterprises always think about how to avoid media interviews or exposure when the crisis comes. Blindly avoiding, not daring to face the facts, and not cooperating with the media to channel public opinion obviously do not help solve the crisis.

In the face of crisis, enterprises must not adopt evasive policies, because even if they evade temporary problems, they may sow the seeds of greater harm. The unilateral escape of enterprises cannot avoid the public's desire to understand the crisis. In the case of insufficient information feedback, the public will angrily resist this behavior of enterprises.

The third is the danger of shirking responsibility. When enterprises think that the media and the public don't know what happened, some enterprises will hold the attitude of shirking their responsibilities and think that no one knows anyway. This mentality is wrong. After all, paper can't contain fire, and shirking responsibility may be effective for short-term operation. In the long run, things will eventually be exposed, and enterprises will not only lose faith in consumers, but also lose faith in the media.

Finally, the danger of hiding the truth. "Don't wash your dirty linen in public" is an inherent concept of China. If this concept is applied to enterprise crisis management, it will have a more serious impact than the crisis itself. Enterprises will not only continue to be affected by the crisis, but also have a crisis of integrity. ?

In short, after the crisis broke out, enterprises must actively face the public, not avoid or silence. In the face of public doubts, we must keep an open mind, don't be afraid that things will be exposed to the detriment of enterprises, think long-term, and don't care about short-term interests. You should know that paper can't contain fire, and any hidden behavior will hinder the smooth resolution of the crisis and cause great damage to the brand's reputation.