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This course will be delivered in Chinese. PPT won't be shared.


3月15日是"国际消费者权益日" 。1991年3月15日,中央电视台推出现场直播"3.15"国际消费者权益日消费者之友专题晚会。自此以后,每年3月15日,中央电视台的3.15晚会均如期而至,其中的重头节目是现场曝光侵害消费者权益的商家。


由此,315逐渐演变成了用户维权的代名词。有"315中国消费者权益保护网","全国12315平台","中国315防伪中心","315投诉热线"……


过去20年间中国市场发生了巨大变化,不仅是企业在进化,用户在进化,媒体也在进化。曾经占据大众稀缺注意力资源的主流媒体,已经被广泛的无所不在的自媒体所替代。而曾经无处发声只能依靠投诉给官媒来维权的个体,已经人人皆有社交媒体,人人皆可面向全网发出自己的意见。


企业面对用户维权,面对产品质量纠纷,面对负面舆情,曾经还可以"通过媒体合作广告"来"公关"和预防,如今变得舆情如多点爆雷,任何个人的爆料都可能引发一起大规模的舆论危机。舆情危机防不胜防。


而每年的315前后,更是企业如临大敌的时间。因为315大众和媒体的热点就是维权,社会默认"消费者是弱势群体",任何对企业的投诉均在此期间容易形成传播,从而对企业的声誉造成更大的打击。


事实上,企业舆情危机的起因日益多样化,除了企业本身因产品和服务质量导致的用户维权,还有目的更加多样化的"企业被动危机"。在移动时代,企业很多时候,面对舆情,是弱势群体。


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。


年年315,企业不能一年一度来预防危机,而是通过学习系统化的危机防范体系,来做好内部体系化防范,提高全体危机意识,整体降低舆情危机的爆发率,才是保护企业品牌声誉的最佳方案。


课程大纲:(以课堂现场内容为准)


第一节:315的常见危机爆发分析

  1. 315的前世今生
  2. 315的负面报道矩阵分析
  3. 典型的315负面危机报道传播路径


第二节:全面学习315相关的媒体和监管部门

  1. 以"315"为核心的政府管理部门一览
  2. 以用户维权为主的媒体一览
  3. 喜欢写负面的那些主流媒体
  4. 喜欢写负面的那些自媒体
  5. 媒体写负面的关注点


第三节:315前后,企业有可能遇到的危机

  1. 长期积累的用户维权有可能爆发
  2. 竞争对手有可能攻击
  3. 企业有可能收到"黑媒体"电话
  4. 客户不满有可能流出
  5. 员工有可能爆料
  6. 行业自媒体有可能抓住小辫子不放
  7. 其他各类危机总结


第四节:315高危行业分析


第一类:医疗健康类是315时舆情高危多发行业

  1. 典型危机案例分析
  2. 常见危机类型及分析

第二类:汽车及电子类行业的高危案例

  1. 典型危机案例分析
  2. 常见危机类型及分析

第三类:互联网新消费:用户多,事儿就多

  1. 典型危机案例分析
  2. 常见危机类型及分析

第四类:传统行业的声誉受"暗流"影响

  1. 典型危机案例分析
  2. 常见危机类型及分析


第五节:315前后,企业应紧急部署"危机消防队"

  1. 危机预防提高到管理层高度
  2. 建立有效的全网舆情监测体系
  3. 全员提示风险
  4. 高危部门做好方案
  5. 自我审查产品和服务中的"危机易燃点"
  6. 建立流畅的"危机预警反馈机制"
  7. 实战演习


第六节:危机时的对外信息管理至关重要

  1. 如何回应是整场危机的转折点
  2. 不要给二次传播添料
  3. 统一口径很重要
  4. 谁来写声明?
  5. 声明的正确语气是什么?


第七节:315企业危机应对的正确战术是什么?

  1. 遇到危机就道歉是正确做法吗?
  2. 义正言辞就是好风格吗?
  3. 发律师函是正确的应对措施吗?
  4. 应该给媒体发红包吗?
  5. 用钱封口问题用户是有效措施吗?
  6. 如何跟主管部门沟通?
  7. 老板觉得受了委屈就该对大众发脾气吗?


第八节:315遇到危机时的沟通技巧

  1. 怎么跟主流媒体沟通?
  2. 怎么跟自媒体沟通?
  3. 怎么主动推送声明和表态更有效?


第九节 危机后:品牌修复与重建

  1. 网络上残余负面信息怎么办?
  2. 危机过后的负面信息不处理就会永远搜到
  3. 清理的时机
  4. 合规合法的清理方法和措施
  5. 洗白不要太急:需要一段沉默期(敏感期)
  6. 不做品牌修复如何弥补品牌损失?
  7. 如何衡量和计算危机导致的品牌损失和关键信息点
  8. 如何制定品牌修复和重建计划


第十节:制定一份危机传播方案

  1. 危机传播方案内容、
  2. 重点受众
  3. 重点媒体名单
  4. 媒体发言人的预设问答表
  5. 传播策略制定
  6. 现场演习

Agenda

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

Speakers

  • Ulan Tuya

    Ulan Tuya

    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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Tickets

Non-Member

Please register and pay by Feb. 26.

Standard Price RMB 2,600
Employee of Member Company

Please register and pay by Feb. 26.

Standard Price RMB 2,300

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.

Community

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NZ

Venue

AmCham China Washington Room

3F, Gate 4, Pacific Century Place, 2A Workers' Stadium North Road
工体北路甲2号,盈科中心4号门3层中国美国商会华盛顿厅

Beijing, Chaoyang District, China

If you have any questions please contact Caroline Wang

Contact Organizer

+86 108519-0892

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