Event Details

Please noted that this course will be conducted in Chinese and PPT can't be shared to participants. This course is how to response to public opinion in corporate public relations crisis. The trainers will share their opinions from the perspective of media and enterprise, providing public relations strategies and solutions.


2019年开年以来，企业舆情危机一波接着一波，这些舆情危机的共同特点是：策源地为移动互联网、话题多发一波三折、大众关注度极高、媒体深度参与、自媒体狂欢式传播、党媒引导舆论、企业声誉大幅下滑、企业经营和发展受到明显影响。


移动时代的企业，甚至是个人，都处于随时有可能"被危机""被负面"的可能性中。对于老百姓，每天刷朋友圈，一刷一个危机，几乎到了"前一个危机不用救反正撑不过24小时就会被下一个热点冲走"。然而对于卷入舆论危机的企业、政府机构、名人甚至是普通人，无论是有意无意，对参与者的企业品牌、个人名誉、企业经营、个人职场发展，均可能造成无法逆转的损害。


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。网络舆情的爆发之前都有迹可循，提高政治敏感度、提高舆情监测能力、提高自我审查能力，都是降低突发性舆情的好办法。


然而，真正形成考验的是：企业在突发舆情时应该如何聪明地应对。我们邀请到了资深媒体人和危机公关专家，希望能够从媒体和企业两方面看待问题，更加全面的为企业提供危机发生时的应对策略和解决方案。


第一节：移动时代企业应对舆情的常见错误

1. 商业模式原罪

2. 看不懂大势所趋

3. 从上到下不懂舆情，肆意妄为

4. 过度保守，盲目挨打

5. 案例：某企业老大盲目接受媒体采访的后果


第二节：战术一：严密监控，保持沉默

1. 沉默的战术不等于不作为

2. 外松内紧

3. 案例解析：某医疗保健企业的危机成功案例


第三节、战术二：正面回应，严正声明

1. 正面回应战术的前提

2. 危机声明的要点

3. 不要给危机添料

4. 案例解析：史上最糟糕的危机道歉声明：语法都有问题


第四节、战术三：诚恳道歉

1. 不是所有危机都要道歉：道歉的前提

2. 道歉的技巧

3. 案例解析：某大牌车企如何因沟通失误而引爆舆情


第五节、战术四：看清局势，息事宁人

1. 企业应有舆论的大局观和政治观

2. 要对媒体和大众抱有敬畏之心

3. 案例解析：某保健品企业的舆情失控导致覆水难收

4. 案例：引发行业群殴的舆情危机


第六节、战术五：关键信息，自说自话

1. 对抗舆情危机的前提是企业内部的核心信息

2. 企业日常公关筑起对抗危机的防火墙

3. 案例解析：良好品牌声誉可以迅速平息舆情


第七节、战术六：制造噪音，干扰舆论

1. 很具争议也考验真功夫的噪音法

2. 噪音法的原理和风险

3. 案例解析：错误的危机公关导致某企业舆情成八卦肥皂剧


第八节、战术七：培养敏感度，做好预防

1. 预防才是本质工作

2. 企业应提高舆情预警工作的重要性

3. 企业如何做好舆情预警工作


第九节：网络危机的痕迹清理

1. 危机过后的负面信息要不要处理？

2. 清理的时机

3. 合规合法的清理方法和措施


课程特色：2位资深行业专家+热点危机案例解剖

  1. 具有一线财经媒体行业16年经验的李剑先生将亲自分析热点案例。李剑先生是《商业周刊/中文版》的出版人。
  2. 从事公关行业15年的资深专家乌兰图雅将亲授实战技巧。乌兰图雅具有丰富的危机公关处理，战略公关和品牌营销经验。

Agenda

8:45 AM - 9:00 AM
Reigistration
9:00 AM - 12:00 PM
Morning Session
12:00 PM - 1:00 PM
Lunch Break
1:00 PM - 5:00 PM
Afternoon Session

Speakers

  • Tuya Ulan

    Tuya Ulan

    In 2014, Wulan Tuya founded Linglong Gezhi International Public Relations Consulting (Beijing) Co., Ltd. Since 2018, she has served as an MBA professional tutor at Peking University National Development Institute. Wulan joined the Newell Public Relations in 2003, after that she served in the world's leading companies and agencies in public relation field such as Fleishman Hillard and the American Chamber of Commerce in China.

    Over the 15 years, she contributed to public relations, marketing, brand building. She has served both Chinese and foreign clients all over the world, from Global Fortune 500 companies to domestic start-ups. She has served in leading companies in a variety of industries, including Caterpillar, Emerson, PepsiCo, Copenhagen Fur, Cochlear, NBA, Mercedes-Benz, Colgate, Mori Hamada & Matsumoto, Siebel Systems, Juniper Network, Nyenrode Business University, and University of Chicago Booth School of Business.

    In China, through the establishment of public relations and brand awareness, using cutting-edge marketing and digital marketing techniques, she is committed to helping more local companies to open the market quickly through establishing brands.

    Recent years, based on the local media environment and mass communication characteristics, Ulan Tuya has developed a series of public relations and marketing courses. These courses improve the PR and brand literacy and practical capabilities of enterprises which aim at building brands and expanding markets within Chinese audiences.

    Ulan earned her bachelor’s degree in English from Beijing International Studies University. She graduated from the National Development Institute of Peking University with an MBA and received an MBA from the Leuven Business School in Belgium.

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  • Jian Li

    Jian Li

    The Publisher of Bloomberg Businessweek / China, Executive Director of Modern Media Group & General Manager of Beijing Region. He is the launching Publisher of Bloomberg Businessweek / China and has been on this position since 2011. As an experienced media worker, Patrick used to be the Publisher of the Outlook Magazine, Psychologies Magazine/China, and 25ans Magazine/China. In earlier years, Patrick worked in Accenture Canada.

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Cancellation Policy

If you cannot attend a training for which you have registered, please cancel your registration no later than five business days prior to the training. If you fail to notify AmCham China of your cancellation in a timely fashion, you will be charged for training costs. To cancel you can: 1) email training@amchamchina.org, or 2) cancel online if you registered for the training through the website. Your cooperation in this matter supports AmCham China in maintaining the quality of its trainings and is appreciated by your fellow members and the organization.

Tickets

Employee of Member Company

Please register and pay before May 20

Standard Price RMB 1,950
Non-Member

Please register and pay before May 20

Standard Price RMB 2,300

Venue

AmCham China Washington Room

Floor 3, Gate 4, Pacific Century Place, 2A Workers' Stadium North Road
北京市朝阳区工体北路甲2号， 盈科中心4号门3层。
Beijing, Chaoyang District, China

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