Chamber supported event: 危机公关执行攻略: 从诊断打分表到工作流程模板Crisis Public Relations execution strategy: from diagnostic scoring table to work process medol Go back »
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Time2018-12-27 | 09:00 - 17:00
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Venue:广州
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Address:
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Fee:Members: 2300 |
Non Members: 2300
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课程说明
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。
参训相关信息
课程时间:
- 广州: 2018 年 12 月 27 日
- 北京: 2019 年 1 月 4 日
培训费用:2300 人民币 (RMB)
报名咨询:
致电:010 - 8589 0861
Email: training@eddic.net
课程大纲:
(以课堂现场内容为准)
第一节:移动时代的舆论危机:流量的狂欢
1.1 (案例)《延禧攻略》里的富察富恒为什么没有红?
1.2 (案例)微商葵儿撕粉记
1.3 社会化媒体的传播特点:人人自危
1.4 社交媒体是危机的始作俑者
1.5 自媒体是最危险的二次传播者
1.6 大众的狂欢是几何级数传播的基础
1.7 媒体加入提升危机的等级
1.8 企业应当理解和接受的现实
1.9 两种危机:日常和突发
第二节:诊断危机就是战略决策:最全面的企业危机分类
2.1 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。)
2.2 产品和服务的问题(本项下又细分为四类具体情况,以案例说明。)
2.3 行业负面(本项下又细分为四类具体情况,以案例说明。)
2.3 高管行为(本项下又细分为四类具体情况,以案例说明。)
2.4 政治不正确或公众议题(本项下又细分为四类具体情况,以案例说明。)
第三节:培养敏感度:嗅到危机
3.1 企业应该做好危机公关的培训
3.2 企业发言人需要专门的危机公关培训
3.3 HR 人员和客服人员需要特别培训
3.4 企业公关部和高层应有政治敏感度
3.5 自我审查产品和服务中的“危机易燃点“
3.6 建立流畅的“危机预警反馈机制”
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:制定一份危机传播方案
5.1 危机传播方案内容
5.2 重点受众
5.2 重点媒体名单
5.3 媒体发言人的预设问答表
5.4 传播策略制定
第六节:危机声明的写作技巧
6.1 如何回应是整场危机的转折点
6.2 不要给二次传播添料
6.3 统一口径很重要
6.4 谁来写声明?
6.5 写危机声明的几大忌讳
6.6 “一锤子定音”型的完美声明与“不如不吱声”的失败声(案例)
第七节:面对危机:战略与战术
7.1 战术一:打得过就打,打不过就不吱声
7.2 战术二:正面回应,严正声明
7.3 战术三:诚恳道歉
7.4 战术四:制造更多意见
7.5 战术五:绝不低头
7.6 战术六:提前预防,息事宁人
第八节:危机后:品牌重建
8.1 网络上残余负面信息怎么办?
8.2 沉默期和敏感期
8.3 品牌重建期
Course Introduction:
China's media communication has been one-way for a long time, and the feedback mechanism of readers is not perfect until the rise of Sina Weibo in 2009. Weibo is the beginning of China's new media era, and truly provides a channel for everyone to speak to the public. With the advent of WeChat public channel + moments, each independent individual has the ability and tools to "broadcast", which also makes the individual's opinions have the possibility to spread. The large-scale rise of mobile app has prompted more content platforms to focus on the social and communication traffic that individuals bring, such as Knowing, Douban and etc. The rise of professional social apps, such as LinkedIn and the MoMo, gives employees the opportunity to expose the inside of the company to the public. The direct result of this change in technical means that once a crisis occurs, it is likely to achieve rapid dissemination through social media. Once it enters the independent dissemination at the individual level, the harm of the crisis to the corporate brand goes directly to the individual level, and at the same time It may be caused by improper response by the company, causing a second or even third waves spreading of bad news. In this regard, we can call it: no zuo no die, and what's lost is lost. Crisis propagation in the mobile era characterised by the speed of propagation of geometric series, the spread of cross-circle, the unpredictability of derivative topics, etc. In the form of the single source of communication, enterprises only need to do a good job of media relations to prevent large-scale public opinion crisis. However, in the mobile era, the butterfly effect does exist, and any individual's breaking news may trigger a large-scale public opinion crisis, and there are too many cases of this issue . The crisis could not be avoided at all time. Under such circumstances, it is necessary to further improve the understanding of the characteristics of the public opinion crisis in the mobile communication environment. At the same time, it is necessary to grasp and understand the relevant solutions.
Enrolment information:
Course Schedule:
Guangzhou: 27th December, 2018
Beijing: 4th January, 2019
Course price: ¥2300 RMB
Enrolment consultant:
Telephone: 010 - 8589 0861
E-mail: training@eddic.net
Course Outline:
(The following outline is for reference only, the final content depends on in-class situation)
1. The crisis of public opinion in the mobile era: the carnival of traffic
1.1 (Case) why is Fucha Fuheng in Story of Yanxi Palace not popular?
1.2 (Case) micro business Kuier attacked her fans
1.3 Communication features of social media: everyone feels in danger.
1.4 Social media is the initiator of the social media
1.5 We media is the most dangerous secondary communicator
1.6 public carnival is the basis of geometric progression
1.7 Media join could raise the level of crisis
1.8 The reality that enterprises should understand and accept
1.9 Two Crisis: Daily and accidentally
2. Diagnosing crisis is strategic decision: the most comprehensive classification of corporate crisis
2.1 Employer brand and employee conflict(This item is subdivided into four specific cases, which are illustrated by the case.)
2.2 Product and service problems(This item is subdivided into two specific cases, which are illustrated by the case.)
2.3 Negative aspects of Industry(This item is subdivided into five specific cases, which are illustrated by the case.)
2.4 Executive behaviour(This item is subdivided into two specific cases, which are illustrated by the case.)
2.5 Political incorrect or Public issues(This item is subdivided into five specific cases, which are illustrated by the case.)
3. Cultivating sensitivity: Recognize the Crisis
3.1 Enterprises should do a good job in crisis public relations training
3.2 Corporate spokesperson needs to specialise crisis public relations training
3.3 HR personnel and customer service staff need special training
3.4 Corporate public relations departments and senior management should have
political sensitivity
3.5“Crisis flammable point” in self-censorship products and services
3.6 Establish a smooth“crisis warning feedback mechanism”
4. Develop a crisis workflow
4.1 Actions in case of crisis suddenl happened
4.2 The information Source of Crisis Survey table
4.3 Public opinion monitoring table
4.4 Crisis Diagnosis Book
4.5 Establishing a crisis public relations group
4.6 Crisis Response Process Table
5. Developing a crisis communication plan
5.1 Contents of the crisis communication programme,
5.2 Key audience
5.2 List of key media
5.3 Media Speaker's Presupposition Question and Answer Form
5.4 Communication strategy formulation
6. Writing skills for crisis statements
6.1 How to respond is the turning point of the whole crisis
6.2 Do not promote secondary propagation
6.3 It is important to unify your message
6.4 Who will write the statement?
6.5 Major taboos for writing crisis statements
6.6 Perfect statement of "Final word" and failure statement of "Better be silent"(case)
7. Facing the crisis: strategy and tactics
7.1 Tactics 1: If you can challenge and win, then you do it. Or keep silent.
7.2 Tactics 2: Positive response, solemn statement
7.3 Tactics 3: Sincerely apologise
7.4 Tactics 4: Create more opinions
7.5 Tactics 5: Never bow
7.6 Tactics 6: Prevent in advance, and pour oil on troubled waters
8. After the crisis: Brand rebuilding
8.1 What should you do with residual negative information on the network?
8.2 Silent and sensitive periods
8.3 Brand rebuilding period
For more information, please visit: https://www.ifaxin.com/mail/getTemplatePreview.do?invokeName=52645_1543373170867
Speakers
Mrs. Ulan Tuya
Mrs. Ulan Tuya
Ulan Public Relations Consultancy, CEO
Inner Mongolia Alumni Association, PKU, Vice Chairwoman Bl MBA, National School of Development at Peking University, Career Mentor
Ulan Club, Founder
Marketing Committee of EU Chamber, Vice Chair
M BA degree, Vlerick-Peking University Bi MBA program.
20 years of experience in public relations.
Former employee of Fleishman Hillard, American Chamber of Commerce in China, and other institutions.
Ulan is a professional expert who has established a series of popular courses on public relations and marketing for many foreign enterprise industry associations, such as the American Chamber of Commerce in China, the European Union Chamber of Commerce in China, the German Chamber of Commerce in China, and the French Chamber of Commerce in China.
乌兰图雅
上海乌兰汇友文化传播有限公司总经理
北大国家发展研究院MBA职业导师
2014年,乌兰图雅创立了玲珑格致国际公关咨询(北京)有限公司。自2018年起,她担任北大国发院职业导师。她于2003年入职香港智汇国际公关公司,先后任职全球领先的美国福莱国际传播咨询公司、中国美国商会等机构。
入行公关15年,她坚持耕耘于公关、营销、品牌建设等专业领域,先后服务于中外企业客户,从世界500强企业到国内初创企业,客户遍及全球各个国家和地区,包括美国、英国、澳大利亚、丹麦、荷兰、比利时、法国、日本、台湾、香港等。
她服务过众多各行业的领军型企业,包括:世界500强企业卡特彼勒、世界500强企业艾默生电气、世界500强企业百事公司、顶级皮草认证机构哥本哈根皮草、人工耳蜗技术领军企业澳科利耳、全球顶级篮球联赛NBA,著名汽车品牌奔驰、领先快消品厂商高露洁、日本排名靠前的森滨田松本律师事务所等等。她服务过的其他外资企业客户还包括:Siebel Systems、Juniper网络公司、Amdocs、Zoran、GN Netcom、Visto公司等IT及电子类客户,以及U21高教在线、荷兰Nyenrode商学院、芝加哥大学商学院等教育类客户。
在国内,通过建立公关和品牌意识,利用前沿的市场营销及数字营销技巧,她致力于帮助更多的本土企业快速建立品牌打开市场。
她本科毕业于北京第二外国语学院,英语学士学位,英语专业八级。她在北京大学国家发展研究院读国际MBA,获得了比利时鲁汶根特商学院MBA学位。