Analysis of the the power corporate PR crisis response毕业论文翻译.docx
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Analysis of the the power corporate PR crisis response毕业论文翻译.docx
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AnalysisofthethepowercorporatePRcrisisresponse毕业论文翻译
AnalysisofthethepowercorporatePRcrisisresponse
Abstracts:
powerenterprisesinproduction,service,salesasawhole,thefaceoftheintricaciesofpublicrelations,alsobearthehugepublicrelationsriskbasedontheactualanalysisofthetypesofaccidentsthatresultingridpublicrelationscrisisonthecrisisshapedpublicrelationshandler,discussedhowtodealwithallaspectsofpublicpowerenterprisesarefacingapublicrelationscrisis,whatkindofmeasurestodealwiththecrisis.
PaperKeywords:
electricity,publicrelations,crisis
Anybusinessororganizationwanttobeabletooperateinasafeandharmoniousenvironment.However,modernorganizations,especiallylargeorganizationssuchaselectricpowerenterprises,isanopensystem,withotherorganizations,groupsandindividualsinthecommunitytherearethousandsofsilkWanlvcontactandinfluenceeachother,thusforminganintricatenetworkwillinevitablybedisputesandconflictsinthenetwork,duetotheirdifferentinterests,therefore,inreality,organizationsareoftenfacedwithsuchasthedilemmaiswhatwecalla“publicrelationscrisis”anyorganizationinthefaceofcrisismustbecarefulbutcautious,takeactivemeasurestoresolvethecrisis.electricpowerenterpriseshowthehandlershouldbetakentofaceapublicrelationscrisis,howtomaintainthecorporateimageminimizetheadverseeffectsofthecrisis,emergencymanagementpersonnelshouldbethefocusofthestudy.
One,resultingintwotypesofaccidentanalysisgridPRcrisis1.ProductionaccidentProductionaccidentsinclude:
naturaldisasters,equipmentmanufacturing,quality,operationsmaintenance,staffnegligence,personalinjuryordeathoccurredinthegridintheproductionprocessofthelaborprotection,environmentalprotection,equipmentdamage,andothercrisescrisiseventcalled“hard”.Productionaccidentwillbeabletodealwiththecrisis,itcannotsimplyregardedasinternaleventsgridenterpriseservicespublicgridinfrastructure,managementmonopoly,newsoftendugthroughthephenomenonofproductionaccidents,internalquality,reflectstheessenceofthenewsofthecrisesaccidentitself,intothenaturalproductionaccidents“internallax,loose,loose”humanaccident“,andleadtosocialpublicopinionofcorporatepublicrelationscrisis,tangibleproductionaccidentsbecomecorporateintangibleassetsdissipative.
2.ServicesaccidentOrso-calledqualityofpersonnelaccident,typeofaccidentdamagetothepowergridenterprisesnotonlyhurtthefur,andmovebones.Onederelictiondissipationtopaythehardworkofseveralgenerationsofhumanenterprise“seriousdamagetocorporatepublicrelations.ThisisacorporatecrisisThemanagementofthecorepositions.
Theserviceoutagesmainlyasfollows:
powersupplyrepairisnottimely,notasexpandingblackoutrange,languageandcommunicationfailures,resultingincustomermisunderstandingforgetthesenseofresponsibilitytothebusinesssenseofsuperiority,tomisleadthepublicwordsanddeeds,theabuseofmonopolybehaviorprejudicialtoclientsincludingdemeanorthefaultofnegligenceorcustomermisunderstandingmisunderstandingisthemotivationofserviceincidents.servicesaccidentthePressComplaintstobecomethedominantelementofthepowergridenterprisescrises.blackoutJuly31,2006,Liuyang,HunanPowerAuthoritytosupplythetheindividualleadershipcadres“hostessing”eventsduetochangesincustomercomplaintsaboutthepressscandalsshakingthecountry.servicesaccidentpreventionisfullofinitiativeas.
TypeofcrisispublicrelationshandlerArapidreaction,isolationcrisisOncethecrisisbrokeout,mustbecalmandnotpanic.Quicklyactivatecontingencyplans,totakeurgentmeasurestopreventthespreadofthesituationatthisstagespeedisthekey,becauseofthehighlydevelopedmodernsociety,informationdissemination,anyorganization’spublicrelationscrisesarelikelyspreadrapidlyifleftunchecked,canenableorganizationssufferedheavylosses.takenemergencymeasures,ontheonehand,canreducetheorganization’simageandreputationloss,ontheotherhandhaswonvaluabletime.
Thespecifictasksofthisstage:
First,accordingtothedegreeofcrisisquicklysetupemergencymanagementteam.GeneralcrisisPRteamcomposedofseniorleadershipdirectlyinvolvedinthecrisisbythemembersofthecompany’spublicrelationsdepartmentandenterprise.Taskfirst,isresponsiblefortheinvestigationandconciliationofthecrisis;internalexternalcontactistopreparematerialsforthemedia.shouldbecarefulincrisissituations,wemustseizethepublicitycaliberofconsistent,freespeechasadirectleadersandcorporategeneralmanagerofthecompanymustnot,apretexttoavoidfallingtothemediaandthegeneralpublic.
Second,thecrisiscomes,quicklybeisolatedtoavoidspreadwidening.Example:
InearlyJune1999,BelgiumandFrance,thenumberofprimaryandsecondarystudentstodrinkCoca-Colacasesofpoisoning,theCoca-ColaCompanypromptlynotifiedtostopthesaleofallCoca-Colaproductstopreventpoisoningincidentscontinuetooccur,andtolaythegroundworkforthenextcrisistoinvestigateandresolve.
2.ComprehensivesurveytocollectinformationCrisispreliminarycontrol,soontobethescopeofthecrisis,causes,consequencesconductafullinvestigation.Keytotaketheappropriatepublicrelationsmeasuresonthebasisoftheinvestigationofthecrisis,andsuccessfullydealwiththecrisis.Companiesmustfirstarrangetheinvestigatingofficersatthescenein-depthknowledgeofthefacts,adetailed,comprehensiveanddetailedcollectionofvariouscrisis-relatedinformation.Electricpowerenterprises,forexample,investigatingofficerstoclarifyseveralaspects:
theaccidentwhen,where,whatreasonhappen?
howtheaccident?
Losssituation?
Trendsoftheaccidentiswhat?
Theaccidentandpowercompanies?
Enterprisetobearmuchresponsibility?
Accidentoraccidents?
Thetheaccidententerprisestorespondtowhatthepublic?
Needexternalforcestoassist?
3Inresponsetothecrisis,todeterminestrategyForthecrisisdifferenttypes,differentobjectsonthebasisoftheinvestigationandanalysisofthecrisisevent,theenterpriseshouldhavetargetedtotakeappropriatecrisismanagementprogram,andarrangementsforthedeploymentoftheorganization’sexistinghuman,financialandmaterialresources,rationaldivisionoflabor,aclearresponsibilityfortheimplementationofthetask.
Third,theenterpriseinthefaceofthepartiestothepublicinacrisiscountermeasures1communicationwithintheorganizationofpublicCountermeasuresThemembersoftheemergencymanagementteamannouncedtoemployeesintheearlydaysofthecrisis,inatimelymanner,indicatingthatthecorporateattitudetowardscrisis,andstaffrequirementstorespondtothecrisis.
Stablephaseinthecrisis,inatimelymannertotheemployeesinformedofcrisiseventsofthetime,place,andwhetherthecasualtiesaswellasenterprisesdealwiththebasicprinciplesandguidelinesoftheaccidentwoulddevelopcrisismanagementprogramsadvertisedtoalldepartmentsrequireallemployeesunifytheirthinking,unifiedcaliber,collaborativeaction.
Thecauseoftheaccidentincrisisrescueatimelymannertoinformthestaff,andthecoordinationofinternalforcestorescuetheaccident(troubleshooting,assoonaspossibletorestorepowersupply.
Assessthelessonslearnedaftertheendofthecrisismanagement,crisismanagementwork.Rewardoutstandingperformanceofstafftodealwiththeaccident,andtopunishtheresponsiblepersonsofthecrisisevents.
2.CoordinatedresponsestocommunicatewiththevictimIftheaccidentcausedcasualties(internalstafforexternalpublic,ontheonehandtoimmediatelyrescueworkordealingwiththeaftermath,andontheotherhandshouldimmediatelynotifythefamily,and,asfaraspossible,providetheconditionstomeetthefamiliesofthevisitationrequirements.
Shouldactivelylistentotheviewsofallaspectsofthepublic,andreasonablecompensationforthelosses.Demandingforthefamiliesofthevictims,thepublicrelationsofficershouldbebroad-minded,resolutelyavoidadisputeorconflictwithfamilymembersatthesceneofanaccidentwithvictimstodiscussaproblemprocessingwantstobemeasuredconcessions,asmuchaspossibletoavoidrecoursetothelaw.
Enterprisesshouldcommunicatewiththeinjuredpartyasmuchaspossibletomeettherequirementsputforwardbytheinjuredparty,especiallyintheeconomicaspectsoftherequirements.Enterprisestoappointapublicrelationsofficer(representationspersonnelshouldtrytomaintaintherelativestabilityofthestaff,inordertoavoidtheconcernsofthevictimsanduneasy.
3.Countermeasurestocommunicatewiththemedia(1treatedmediatopayattentiontothe“pre-emptive”Thatisthefirsttimetorespondtothecrisis,inordertoguidepublicopiniontowardavoidalotofrumors.ThisistheBritishcrisispublicrelationsexpertRegester“tofillthevacuumofinformationstrategy”said“pre-emptive”,“headstart”,“pre-empt”theprincipleoftheneedtopayattention,inthefaceofmediainquiriesshouldavoidtoremainsilent,orissuedvague“statement”ineverypossiblewayprevarication,orsimplytouse“nocomment”TuidangthetroublerepostedinthefreepapersDownloadCenter
(2toensureopenandtransparentaspossibleafterthecrisis,notthefirsttimemakeInresponse,therewillbealotofrumors.rumorsifnottimely,andeffectivecontrol,thenegative
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