先跟讲道理的人讲道理

Core Viewpoint - Companies are increasingly misjudging their communication strategies by focusing on engaging with the emotional "C" group rather than the rational "B" group, leading to potential reputational risks and crises [2][5][9] Group 1: Miscommunication and Crisis Management - Many companies, including Xiaomi and Wahaha, have made the mistake of trying to reason with the emotional "C" group instead of the rational "B" group during crises [2][5] - The shift in communication strategy has led to a significant increase in resources allocated to "C" channels, such as short videos, while reducing engagement with "B" [4][5] - The failure to maintain a relationship with the "B" group can result in long-term reputational damage, as seen in the cases of Li Auto and Xiaomi [11][12] Group 2: Understanding B and C Groups - The "B" group consists of knowledgeable individuals who can influence the "C" group, which is characterized by emotional and impulsive reactions [4][6] - The current trend shows that the "C" group is more vocal and engaged, often leading to a chaotic communication environment where the "B" group struggles to assert rational discourse [9][10] - Companies must recognize that while "C" can create immediate noise, it is the "B" group that ultimately shapes long-term perceptions and consensus [9][10] Group 3: Strategies for Maintaining B Relationships - Companies should regularly engage with media, academics, and other stakeholders to gather feedback on their products and services, ensuring they do not lose touch with the "B" group [12][14] - Transparency and open communication are crucial in crisis situations, as the "B" group values honesty and accountability over defensive tactics [15][19] - Successful crisis management involves addressing issues directly and clearly, rather than resorting to denial or obfuscation [19][20]