进入新世纪以来,危机几乎已经成为一种常态和流行,从东芝笔记本电脑事件、康泰克PPA事件、武汉砸“大奔”事件、杜邦“特富龙”不粘锅事件到近期巨能钙事件、三大品牌食用油事件,几乎所有的主流产业都不同程度地饱受危机的苦恼。从某种角度而言危机是出乎意料和无法避免的(这使得所谓的危机防范常常会落空),所以务实或当务之急的做法是探讨当品牌在面临危机降临时,企业应如何做才能把损失减到最小,才能从危机中站起来,亦即危机的事中管理。成功的危机事中管理关键有三: Since entering the new century, the crisis has almost become a norm and popular, from the Toshiba laptop incident, Conoco PPA incident, hit Wuhan, “Ben” incident, DuPont “Teflon” non-stick event to the recent Giant calcium event, the three major brands of edible oil incident, almost all of the mainstream industries are suffering varying degrees of distress crisis. In some ways, the crisis is unexpected and unavoidable (which makes the so-called crisis prevention often fall through) so pragmatic or top priority is to look at how businesses can do what they can to make a loss in the face of a crisis To minimize, to stand up from the crisis, that is, the crisis management. The key to successful crisis management there are three: