Test: Crisis Management Determines the Outcome

Author: Ye Bingxi / Pang Yahu
Publisher:
Publish Date: 2005-07-01
Features: Crisis management has two core components: internal management and communication within the company, and how to engage in thorough and comprehensive communication with the media. Sometimes, the success or failure of media communication determines the success or failure of a company's crisis management. The Test teaches us how to do it. -- Fang Hongbo, Vice President of Midea Group and President of the Air Conditioning Division
Sudden and severe crises often test the survival of a company. When facing a crisis, some companies can respond calmly and turn adversity into opportunity, while others are overwhelmed and suffer heavy losses or even collapse. The ability to respond to crises and how to do so reflects a company's grasp of the path to survival. -- Jin Bei, Editor-in-Chief of China Business News
Putting "danger" and "opportunity" together is the wisdom of the Chinese people. Finding opportunities from crises is the highest realm of crisis management. Great companies are dedicated to finding opportunities, excellent companies can rise above crises, and mediocre companies are busy just dealing with them. For Chinese companies, the key is to learn how to grow in the face of crises. -- He Li, Editor-in-Chief of Economic Observer
In the face of a crisis, all companies start from the same starting line, but their responses to crises vary greatly. Some companies can weather the storm, while others collapse. This depends on the accumulation of corporate management and tests the crisis awareness of all employees and the crisis management capabilities of the decision-making layer. -- Bao Yueyang, Editor-in-Chief of China Economic Times
In a business environment where "internationalization" has become the most critical buzzword in the past two years, international crisis management has also become an urgent priority. The Test will undoubtedly provide valuable insights for Chinese companies seeking to conquer the world. -- Yang Fuyu, Executive Editor-in-Chief of Business Week China
Theory guides practice, and practice elevates theory. In these perilous times, this book is timely, relevant, and well-timed. Especially, The Test offers a series of measures for crisis response, which are very worth referencing and learning from by a wide range of companies. -- Gao Peng, Managing Director of BlueFocus Public Relations
The authors have done a historically and practically significant thing for Chinese companies. Crisis management is not only something multinational companies face but also something growing domestic companies must tackle. I recommend promoting The Test. -- Boli, Former Executive President of Edelman China
The core of crisis management has two aspects: internal management and external public relations. Good internal management can reduce the occurrence of crises, while skilled and professional public relations contribute to the success of crisis management. The Test provides detailed and practical discussions on both aspects. -- Pang Zhuochao, General Manager of Jiali Public Relations
I am very happy that the authors have written a crisis management monograph that is easy for Chinese companies to read. Chinese companies, whether domestic or multinational ones operating in China, urgently need theoretical guidance in crisis management. As a peer, I am very willing to recommend this book to everyone. -- Sun Yuhong, Crisis Management Director of (China) Public Relations
As the book describes, crisis management is a branch of corporate management, based on proactive communication built on trust, responsibility, and honesty, and sound management mechanisms are even more conducive to crisis prevention. -- Li Hongfeng, Professor and Doctoral Supervisor at the University of Science and Technology of China, MBA Program
The "entrance fee" controversy at Carrefour, the "false advertising" incident involving Arowana, and the "toxic milk powder" scandal at Sanlu have triggered a wave of research on crisis management in China. These studies undoubtedly provide theoretical guidance for effective crisis management. This book consists of two parts: the theoretical part is based on authoritative and widely accepted theories, making it easy to learn and understand; the case part selects ten classic crisis management cases from ancient and modern times, famous multinational companies' crisis management cases in China, and the top ten crisis communication cases of 2003 and 2004, which are highly practical and reference-worthy. This book can serve as the best textbook for internal corporate training, as a professional textbook for crisis management in universities, and as a case study library for MBA and EMBA programs.