中国向来不缺乏优秀的品牌制造者,但是却缺乏优秀的危机管理者。有多少看似非常强大的企业在一夜间成名,叱咤风云三五年,却往往在遭遇到一两个似乎很小的、企业及时采取措施就完全可以控制的“小麻烦”后,便如“多米诺骨牌”一样无情地垮下去,并且是一泻千里,不可收拾。三株、秦池、爱多等一批中国旗舰企业莫不如此。如果把危机看作一匹脱缰的野马,那么危机管理就是最好的驾驭术。在～批批企业倒下的同时,我们也看到了这样一些画面:强生公司在与三株类似的中毒事件中依然安稳;全聚德在禽流感危机事件中仍旧乘风破浪……原因何在?因为它们具有优秀的危机管理意识和体系。连锁零售企业们的生存与发展,仅仅就是因为基础不牢而败退于衰亡吗?其效益链变成资金消耗窟,仅仅就是因 China has never lacked outstanding brand manufacturers, but it lacks excellent crisis managers. How many seemingly very powerful companies become famous overnight, and in all likelihood three or five years, they often encounter one or two “small troubles” that seem to be very small and companies can take full control of timely measures. “The dominoes” relentlessly crumbled, and they were out of control. This is not the case for a group of Chinese flagship companies such as Sanji, Qinchi and Aiduo. If crisis is seen as a wild horse, then crisis management is the best driving technique. At the same time as the batch of batches of companies fell, we also saw such pictures: Johnson & Johnson remained stable in three poisoning incidents similar to those in the past; Quanjude was still riding a wave in the bird flu crisis... What are the reasons? Because they are excellent Crisis management awareness and system. The survival and development of chain retailers is only due to the fact that the foundation is not strong enough to survive the decline, and the benefit chain is turned into a fund-depletion hole.