Several Questions To Help You Check The Ability Of Enterprise Crisis Management.

Enterprise crises exist all the time, facing the hidden danger that may happen at any time.

The "crisis" that is defined as "any event that interferes with the natural process of an enterprise" can be large or small, or even occur at any time; secondly, there are customers in the unremarkable business.

When a company has a "status", for example, the quality of a certain batch of goods is out of order, the payment can not be made in time, the personnel change management at the top of the enterprise has a concussion, and the dismissed employees intentionally slander the company in front of the customers, etc., all need someone to give a "statement".

Effective management of crisis helps enterprises establish important images of stability, trustworthiness and dependence in the industry, customers and employees.

But sometimes I wonder where the crisis is, which is the key for many managers to not find the problem.

The following questions can help you check the ability of enterprise crisis management.

1. if there is a crisis in non office hours, what kind of internal structure does the company have?

2. what kind of emergency response plan does the company have? When was the last update of the plan? Has it been used before to confirm that it is effective? Can it match the other reaction plans of the company?

3. what are the internal problems or weaknesses of the company that will damage the operation of the company once exposed? If a dissatisfied employee or shareholder's lawsuit, government investigation or news survey are made public, what will the public react to? How will we explain to reduce the impact of the incident on the company's operation and corporate finance? What measures have been taken to minimize the possibility of the occurrence of the problem?

4. if there is a crisis, who will be a spokesperson or who will communicate with each other? If a spokesman is absent or inappropriate for such an occasion, who will replace it? What is their ability to deal with reporters' sharp questions? How confident are they to their credibility and persuasion? Who is the designated speaker when there is no crisis?

5. if a company has a crisis, how much information should the speaker communicate with the public? Who decides the content of the communication? How is the decision process? Who decides?

6. how can a company communicate with management teams and employees so that they can get company news from outside channels rather than news media or customers? How do they communicate with customers, suppliers, and other important audiences? What should companies do? How long does it take to do it?

7. what are the crises that the company's competitors have been exposed in the past few years? How did they manage to deal with the crisis? How much time did they manage? How much management time did they spend? How much cost and business losses did they pay for them so far? What is the prospect of their prosecution and government investigation? How long has it been taken to get rid of such trouble? What will your company do if it happens in your company? What has your company learned from their experience? Have you adjusted the way of operation after they have had such an event?