【正文】 powerful process audience focused message. Why are you consenting to this interview? If there’s no benefit to you, there’s little point in agreeing to it. Who are we really talking to? (NEXT PAGE) Let’s try and identify stakeholders: business customers, business munity, inter users, media, governments, industry bodies ICANN/Atlantic Root, ARNI. What’s your message to each of them…and what their motivation for accepting it (WHITEBOARD). 。 powerful process audience focused message. Why are you consenting to this interview? If there’s no benefit to you, there’s little point in agreeing to it. Who are we really talking to? (NEXT PAGE) Let’ s try and identify stakeholders: business customers, business munity, inter users, media, governments, industry bodies ICANN/Atlantic Root, ARNI. What’s your message to each of them…and what their motivation for accepting it (WHITEBOARD). This is what we call the two As and two Ms formula which is a simple amp。 SYDNEY SINGAPORE BEIJING MELBOURNE KUALA LUMPUR SHANGHAI AUCKLAND BANGKOK TOKYO WELLINGTON HONG KONG Presented by Hill and Knowlton AsiaPacific 偉達(dá)中國團(tuán)隊(duì) People, experience, and systems matter Founded upon corporate munications Reputation must be managed This graph is from research conducted by Rory Knight and deborah Pretty out of Oxford University in 1997 and demonstrates th impcat of a major catastrophe or crisis on shareholder value. This averages all the 15 major manmade catastrophes ranging from Unoon Carbide’s Bhopal disaster, the PanAm Lockerbie crash to product recalls by perrier and heineken. They iused a plex mathematical formula to even out usual trading fluctuations to get as close as possible to mapping only the impact caused by the catastrophe in each case very solid methodology this demonstrates a significant plunge in share price 510 days after a crisis and a slow recovery across the following 6 weeks. But not everyone recovered. When you look more closely a quite remarkable trend appears. We see two distinct groups emerge those who recovered from the crisis clearly in a stronger position than they went in, THESE FOUND THE OPPORUNITY IN THE DANGER Knight and Pretty call them the RECOVERERS. And then there are those who even a year later were still suffering and had not recovered Knight and Pretty rather uncreatively called these the NON RECOVERERS. So to add to our mon sense we now have a tangible, empirical, quanitfiable study which demonstrates a clear positive impact from good crisis management. Note also that recoverers were not impacted as much by the crisis in the first five days losing only 5% to the nonrecoverers 11% average So what were the distinguishing characteristics of the recoverers… well Knight and Pretty found recoverers had high quality risk management systems in place including insurance to counter financial loss good contingency planning which demonstrated to the market and the munity at large that these corporations had thought about how to manage in times of crisis how to keep the operations going if a fire breaks out, or back up puter operations if mainframes fail, or handle public opinion during a redundancy and restructuring program, or quickly restore production after a recall or extortion threat. And thirdly, and MOST importantly open channels of munication the market has no way of knowing what’s going on unless those systems are open and transparent. If management hides and doesn’t distribute information even if they manage the crisis properly the market won’t reward them for it and they could bee nonrecoverers even if they behaved like recoveres simply because noone knew.... Can’t talk your way out of a crisis There are all kinds of crises, and this is by no means an exhaustive list: They can range from LITIGATION, especially a major class action, eg the Dow Corning case over breast implants… to the SUDDEN DEATH or KIDNAP of a key executive. INSOLVENCY…HIH is a good example DISASTERS…Esso’s Longford refinery blast PRODUCT RECALL…a crisis for Arnott’s biscuits and Panadol and Herron. It’s important to remember a crisis can you hit you from a pletely unexpected quarter…eg:Ansett plan exhaustively for plane crashes, but they didn’t forsee a battle over safety inspections that would lead to their 767’s being grounded. Overwhelm and inaction: The team has no str