This course will be delivered in Chinese. Course outlines will be provided but PPT will not be shared. Participants are encouraged to take notes.
本课程为中文，课程提供大纲，PPT不共享。
中国的媒体传播长期以来是单向的，读者反馈机制不健全的。只到2009年新浪微博兴起，微博是中国新媒体时代的开端，真正为每一个独立的人提供了一个面向大众发声的渠道。随着微信公众号+朋友圈的出现，进一步使得每个独立个体都具备了“广播”的能力和工具，也使得个体的意见有了传播的可能性。手机app的大规模兴起，促使更多的内容平台重视了个体带来的社交和传播的流量，比如知乎、豆瓣等。而职业类社交app的兴起，如领英、脉脉，更让员工有机会把曾经的企业内幕暴露于大众之下。
这种技术手段的改变，直接带来的后果就是：危机一旦出现，很有可能通过社交媒体实现快速传播，一旦进入到个体层面的自主传播，危机对于企业品牌的危害就直达个体层面，同时很有可能因企业的不当应对，引发二次甚至三次传播。对此，我们可以称为：不作不死，且作且死，覆水难收。
移动时代的危机传播具有：几何级数的传播速度、跨圈层的传播范围、衍生话题的不可预知等特性。
曾经的单一信源的传播形式下，企业只需要搞好媒体关系就可以预防大规模的舆论危机。然而在移动时代，蝴蝶效应确实存在，任何个人的爆料都可能引发一起大规模的舆论危机，案例太多了。危机已经不止是预警预防了，而是防不胜防，在这种情况下，进一步提高对移动传播环境下的舆论危机的传播特点的了解就非常必要，同时，也需要掌握和了解相关的解决办法。
Media communication has been one-way for a long term without an effective feedback mechanism for viewers. In 2009, Sina Weibo emerged and became the threshold of new media era in China, offering a way for each individual to express to the mass. Nowadays, Wechat official accounts and Wechat groups give everyone a possibility to become ‘We Media’. With the rapid development of mobile APPs, many content platforms like Zhihu and Doban pay much more attention on view counts and data flow brought by individuals. Work related social APPs, like Linkedin and Momo, enable employees to disclose inside stories of their former employers.
The rise of social media could brings in consequences related to crisis. If crisis takes place, it is likely to spread widely and rapidly on social media. Once crisis is communciated by individuals through social media, corporate brands could be damaged to invidual level. If the company cannot deal with it properly, it will lead to a vicious relay and serious result.
In the past, companies can prevent media crisis of large scale by maintaining good relation with media. However, in the mobile era, the butterfly effect does exist. The disclosure from each invividual can incur a serious media crisis. For this reason, it is very important to know the characteristics of media crisis communication and prepare practical guidelines at hands to deal with media crisis.
课程时间安排：
上午：9：00—12：00
午餐 （自行安排）
下午：13：00-17：00
Schedule:
9-12 a.m.
Lunch break (Lunch is not included in the course fee)
1-5 p.m.
课程大纲：
（以课堂现场内容为准）
第一部分（上午）：企业危机的诊断
第一节：诊断危机就是战略决策：最全面的企业危机分类（重点）
1.1 雇主品牌与员工矛盾（本项下又细分为四类具体情况，以案例说明。）
1.2 产品和服务的问题（本项下细分为两类具体情况，以案例说。）
1.3行业负面（本项下又细分为五类具体情况，以案例说明。）
1.4 高管行为（本项下又细分为两类具体情况，以案例说明。）
1.5政治不正确或公众议题（本项下又细分为五类具体情况，以案例说明。）
第二节：培养敏感度：嗅到危机
2.1 企业应该做好危机公关的培训
2.2 企业发言人需要专门的危机公关培训
2.3 HR人员和客服人员需要特别培训
2.4 企业公关部和高层应有政治敏感度
2.5 自我审查产品和服务中的“危机易燃点“
2.6建立流畅的“危机预警反馈机制”
第三节：舆情监测与危机预警
3.1 企业舆情监测的必要性
3.2 日常监测和危机监测的不同要点
3.3 舆情监测的各种工具
3.4 舆情监测的分析方法
3.5 舆情报告的要点
第四节：制定一份危机工作流程表
4.1 危机突发时的动作
4.2 危机信源调查表
4.3 舆情监测表
4.4危机诊断书
4.5建立危机公关小组
4.6 危机应对流程表
第五节：危机后该做什么
5.1网络上残余负面信息怎么办？
5.2沉默期和敏感期
5.3品牌重建期
第二部分（下午）：突发危机时的应对战术
战术一：该打就得打，不该打就要忍
1. 团队是否有勇气面对？
2. 管理层是怂了还是过激？
3. 如何避免管理层的个人情绪影响正确判断？
战术二：正面回应，严正声明
4. 危机时要不要写公开声明做回应？
5. 如何回应是整场危机的转折点
6. 写危机声明的正确模板
7. 写危机声明的几大忌讳
8. 不要给二次传播添料
战术三：诚恳道歉，做足姿态
1. 什么情况下需要道歉？
2. 向谁道歉？
3. 有个公司很善于道歉（案例）
4. 有个公司从不道歉（案例）
战术四：息事宁人
1. 劳工纠纷没必要捅出去
2. 遇事退一步，不要推动事态发展
3. 强势引发的反弹（案例）
战术五：绝不低头，强势到底
1. 强势是战略，不是律师的意见
2. 不低头要有真凭实据
3. 不低头的战略
战术六：提前预防，防患未然
1. 所有的危机都有预兆
2. 小洞不补，大洞一尺五
3. 完整的预防流程和演练
Part One (9-12 a.m.): Diagnosis of Corporate Crisis
Section I: Crisis Diagnosis is a Strategic Decision: The Comprehensive Categories of Corporate Crisis.
1.1 Conflicts between Employer’s Brand and Employees.(Case studies to explain 4 sub categories)
1.2 Products and Services(Case studies to explain 2 sub categories)
1.3 Industrial Negatives(Case studies to explain 5 sub categories)
1.4 Senior Management’s Behaviors(Case studies to explain 2 sub categories)
1.5 Politically Incorrect or Public Issues(Case studies to explian 5 sub categories)
Section II: Develop Your Sensitivity: the Early Warning of the Crisis
2.1 Companies should provide training for crisis PR.
2.2 Company spokespersons need special training of crisis PR
2.3 HR & customer service need special training.
2.4 PR & senior managers should have political sensitivity.
2.5 Self reflection and inspection on“Crisis flammable points” in products and services
2.6 Establish a smooth “crisis warning and feedback system”
Section III: Public Opinion Monitoring and Crisis Warning
3.1 The necessity of corporate public opinion monitoring
3.2 Different points of daily monitoring and crisis monitoring
3.3 Various tools for public opinion monitoring
3.4 Analytical methods for public opinion monitoring
3.5 Highlights of the public opinion report
Section IV: Develop a Crisis Work Flow Sheet
4.1 Actions when crisis takes place
4.2 Crisis Source Survey
4.3 Public opinion monitoring form
4.4 Crisis diagnosis book
4.5 Establishing a crisis PR team
4.6 Crisis response process table
Section V: What to do after the crisis?
5.1 What should we do with residual negative information online?
5.2 Silent and sensitive periods
5.3 Brand Reconstruction Period
Part Two (1-5 p.m.): Tactics on Emergent Crisis
Tactics One: When to fight and when to tolerate.
1. Does the team have the courage to face it?
2. Is the management stepping back or over-reacted?
3. How to avoid personal emotions of the management team affecting their correct judgment?
Tactics Two: Offer Direct Response and Solemn Statement
1. Is a public statment needed?
2. How to respond is the turning point of the whole crisis.
3. The correct template for the crisis statement
4. A few writing taboos about the crisis statement
5. Do not bring in new negative points.
Tactics Three: Sincere apology
1. When do you need to apologize?
2. Whom will you apologize to?
3. A company is very good at apologizing. (case study)
4. A company never apologizes. (case study)
Tactics Four: Make concessions to avoid trouble
1. Don’t fight back in labour dispute
2. Make concessions and don’t exacerbate the situation
3. Assertiveness leads to strong rebounce (case study)
Tactics Five: Never surrender.
1. Assertiveness is a strategy, not a lawyer's opinion.
2. Assertiveness needs to have concrete evidences.
3. Strategy of not surrendering
Tactics Six: Prevent crisis
1. All crises have signs
2. A small hole will turn into a large hole if there is no measure taken.
3. Complete prevention process and drills
Payment 付款
You can pay by Wechat or banktransfer. The European Chamber can give you an official receipt or fapiao, it will be provided on the event day if payment is done 1 week before the event, otherwise it will be sent to you in around 1 week after the event.
RMB Bank Account
A/C Name: 中国欧盟商会
China CITIC Bank 中信银行京城大厦支行
Capital Mansion Sub Branch
No. 6, Xinyuan Nan Road
Chaoyang District, 100004 Beijing
A/CNo.:7110210182500027543
S.W.I.F.T. Code: CIBKCNBJ100
Cancellation Policy:
If you cannot attend the event for which you have registered, please cancel your registration no later than five business days prior to the training. If you fail to notify us of your cancellation in a timely fashion, you will be charged for training costs. To cancel, please cancel through the confirmation email sent by the European Chamber system. Your cooperation in this matter supports the European Chamber in maintaining the quality of its events and is appreciated by your fellow members and the organization.
