How to write the crisis management plan?

Crisis Response Plan 2008065438+1October 65438+June 13: 0 1 "Board of Directors" Font: large, medium and small pages.

By constantly improving the crisis response plan, protecting the core business and strengthening the ability to recover from the incident, enterprises can prepare for similar incidents in the future. While economic globalization provides opportunities for the in-depth development of inter-industry cooperation, it also produces a "butterfly effect" with its strong communication power-more and more regional emergencies have rapidly developed into cross-industry and inter-regional crises: in 2003, SARS caused the entire Asian retail industry and. In 2006, the "panda burning incense" virus seriously affected the normal business of many China enterprises; In 2007, the questioning of China's product quality made China enterprises face an unprecedented crisis. These emergencies that endanger the stable operation of enterprise's core business often lead to serious consequences, forcing enterprises to formulate crisis response plans to protect their core business from the damage of emergencies. By constantly improving the crisis response plan, protecting the core business and strengthening the ability of event recovery, enterprises can prepare for similar events in the future, effectively safeguard their own interests while safeguarding the interests of customers, investors and all external "third parties", and truly consolidate the investment value of enterprises. In extensive practice, Booz Allen summed up five steps to make a crisis response plan and protect the core business from unexpected events. The first step is to establish an organizational structure for the core business to deal with the crisis. It is like a command center, which constructs a reporting and feedback mechanism during and after the event, so that key connection channels such as electronic communication and transportation can be kept smooth under the collaborative functional environment of equipment management, legal affairs, loss control and resource demand. It is worth mentioning that in order to ensure the smooth implementation of the management structure, it is necessary to implement the rights and responsibilities to each main person in charge by signing an agreement separately. In addition, management often ignores another equally important factor, that is, establishing sensitive information communication channels to ensure that accurate and appropriate information is transmitted to the third party at the first time, rather than passively accepting external doubts. In short, only by integrating these matters into sustainable management can decision makers gain insight into the real impact resistance of enterprises and control the possibility and loss of business interruption to a minimum. Step 2: Analyze the possible impact of various events on the business. The method is to gradually refine the objects included in the plan from relevant organizational processes to product supply chain, regional market, business scope and specific departments. In the analysis process, the management should determine the resource investment budget according to the actual situation, and record the time and expectation required for business recovery. This can prevent the management from giving up because they don't understand the coverage of the crisis, or unilaterally handing over the crisis response to a subordinate department. Step 3: Establish evaluation indicators. In order to make the crisis response plan really play a protective role, it is essential to set evaluation criteria for it. For example, at the beginning of all new technical schemes, it is necessary to presuppose the delay and loss caused by their sudden shutdown, and set up backup and backup schemes accordingly. In more cases, these evaluation criteria will be used to "score" the performance of enterprises in crisis response. This includes the time needed to recover from major events, the time needed to evaluate, report and respond to events, the degree of due diligence of employees in enterprise crisis management, and the time needed for early warning centers to monitor and communicate. The fourth step: actual combat drills. When an enterprise has a set of pre-plan and recovery measures to deal with the crisis, it is necessary to organically integrate these mechanisms through practice, test the effect of the pre-plan and find out the shortcomings. The best method is "actual combat drill", which simulates emergencies and irregularly trains the response measures and efficiency of each functional module, and strengthens the weakest link of enterprises in the face of security risks while building orderly actions. Step 5: Cultivate the crisis response consciousness of the whole company. Crisis response is not only the responsibility of a few people in the company, only by making the company unite as one can we recover from the crisis in the shortest time. An effective method is to take crisis response as a compulsory part of employee training, so that employees can understand and learn the coping methods in the implementation of practical measures. On the other hand, for those responsible persons who play an important role in protecting the company's core business in emergencies (such as leaders of the company's leadership, legal affairs, public relations, IT, logistics and other departments), enterprises should encourage them to maintain close contact and communication with their external counterparts, share experiences and sentiments, and urge them to continuously improve and perfect the existing crisis response plan. Crisis response has increasingly become an important risk that enterprises must face in the new environment. Although it takes a lot of manpower and cost to make crisis plans and conduct actual combat drills, we should not only see the additional investment of short-term energy and financial resources, but also focus on the guarantee of long-term stable operation of enterprises, which will become more and more precious with the growth of their own value. In addition, the formulation and exercise of the crisis plan not only cultivates the enterprise's ability to get out of the crisis as soon as possible, but also opens up a road for the enterprise to prepare for the war-which means that when the opponents around them are still worried about the shadow of the crisis, they can find and seize the "business opportunities in the crisis" as soon as possible and win the future.