一场狂欢，正发生在小米汽车的至暗时刻后。 6 月 26 日，小米"人车家全生态发布会"，小米首款 SUV 车型 YU7 上市仅 3 分钟便斩获 20 万订单， 1 小时逼近 29 万大关，锁单率超过 60%. 耐人寻味的是，在不久之前， SU7 高速事故造成的惨剧，以及随后发生的一系列事件，让「小米汽车」 和雷军的声望遭到了巨大打击。 雷军坦言："那是创办小米以来最艰难的一段时间"。 无人看好小米之后的销量。 然而，深陷泥潭的小米，却在之后， 1 小时内收获了 28.9 万张 YU7 的订单，这一成绩令车市为之震 惊。 为什么小米能够在危机之中全身而退？它展现出的商业韧性，究竟源自何处？ 今年 3 月，三名女孩驾驶小米 SU7 在高速公路遭遇不幸事故。 小米随即陷入狂风海啸般的舆论里。公众质疑主要集中在 SU7 的电池安全性能与车门锁死机制上。 信任护城河 风暴中的逆势增长，源自小米十年构建的信任护城河。小米拥有全球数以亿计的月活跃用户。他们用着小 米手机、戴着小米手环、家里摆着小米空气净化器…… 看似微小的日常，早已将 " 可靠 " 二字刻入品牌 基因。 这份信任通过长久琐碎的生活细节逐渐演变成稳定的情感习 ...

在财经媒体公关行业深耕十几年，我带领胡华成财经媒体团队服务过近百家上市公司，亲历过无数企业在资本市场的起起伏伏。我深知，在竞争激烈的资 本市场和复杂多变的舆论环境中，哪怕是行业龙头，一个决策失误、一次舆情失控，都可能让企业陷入困境。上市公司想要站稳脚跟、持续发展，离不开 专业力量的辅助。 在我看来，财经媒体公关公司绝不是简单的 "传声筒"，而是企业值得信赖的 "战略伙伴"，能通过一系列精准服务，为上市公司构建起从品牌塑造到资本 运作、从外部传播到内部管理的全方位支持网络。接下来，我就结合我们团队的实战经验，详细聊聊这 24 条核心帮助是怎么发挥作用的。 一、品牌价值塑造闭环：打造独特名片，赢得长久信任 1. 品牌定位升级 每个行业都有自己的特点，每家企业也有独特的战略规划。就拿科技公司来说，大家最关注的往往是它的技术实力。比如有一家做芯片的科技企业，财经 媒体公关公司就会帮它挖掘自身的技术壁垒，像研发出了什么领先的芯片架构，相比竞争对手，它的芯片在性能、功耗上有哪些优势，然后把这些内容整 理成一个吸引人的品牌故事。如果是消费企业，比如一家主打健康食品的公司，公关公司就会围绕产品给用户带来的价值来打造故事，强调 ...

Core Viewpoint - The company "Duo Wei" has officially responded to consumer complaints regarding the presence of black spots in their sanitary napkins, attributing the issue to the carbonization of protruding fibers during the non-woven fabric production process, which is not harmful and can be safely used [1][2] Group 1: Consumer Complaints and Company Response - A consumer reported finding black foreign objects in "Duo Wei" sanitary napkins, leading to inquiries about the product's safety and quality [1] - "Duo Wei" stated that the black spots are a result of production processes and are within industry control standards, with their visual detection standard being 0.3mm [1] - The company also addressed complaints regarding damaged packaging and "dripping glue," attributing these issues to transportation and promising improvements in packaging [2] Group 2: Brand Background and Market Performance - The brand "Duo Wei" was founded by singer Huang Zitao in response to dissatisfaction with the sanitary napkin industry's irregularities, aiming to provide safe and high-quality products [3][4] - The brand launched its first product on April 11, 2025, selling 19.5 million yuan worth of products within 15 minutes, and achieving over 54.58 million yuan in sales within the first month [4] - "Duo Wei" has sold over 100 million sanitary napkins since its inception, positioning itself as a strong competitor in the market [4] Group 3: Crisis Management and Brand Responsibility - Experts suggest that "Duo Wei's" public response to the complaints lacks sufficient engagement with consumer concerns, particularly regarding the discrepancy in product testing dates [2][5] - The brand's initial trust, bolstered by celebrity endorsement, may be at risk if quality control and customer service do not meet consumer expectations [5]

亚朵此次停业、换新、拉黑的"三连击"，反应尚属迅速。更深层的问题在于，假如不是住客意外发现， 问题能否在店长或总部质检环节就被提前截获？重要的是，企业内部需建立起一套即时监测系统， 让"自曝"成为真正的预警，而不是迫于舆论的被动止血。对连锁酒店而言，道歉—整改—赔偿是常规操 作，消费者对这"三件套"的容忍度正在下降，信任恢复的时间窗口也在缩短。因而，企业必须意识到， 在社交媒体时代，任何卫生问题都可能成为品牌危机的导火索。 对其他酒店而言，"前车之鉴"不应停留在危机公关的修辞上，而要切实做到以下三件事：合同红线化 （医疗布草混洗零容忍）、流程数字化（洗涤全程扫码留痕）和监控日常化（店长KPI与卫生挂钩并对 违规零容忍）。睡得放心，本该是每位旅人最基本的权利，酒店业唯有把卫生不留死角（尤其是看不见 的地方）嵌入品牌基因，连锁酒店才能在愈演愈烈的行业竞争中守住自己的护城河。 （文章来源：南方都市报） 从公共卫生角度，医院与酒店的布草错流存在不可忽视的风险。现实中，二者常由同一工厂洗涤，如果 分拣、标识或运输环节稍有纰漏，错流便可能发生。医用布草理论上要经过高温清洗、消毒，混流后存 在交叉污染风险。《洗染业管理办法 ...

Group 1 - The crisis public relations industry is experiencing rapid growth due to advancements in AI, media technology, and increasing global complexities [1][3] - Domestic crisis public relations companies are rising, capturing market share from foreign firms by adapting to local environments and the emergence of domestic brands [3][4] - New "cross-border public relations companies" are entering the crisis PR space, but they often lack the expertise and market share of established firms [4] Group 2 - The latest ranking of crisis public relations companies highlights the top firms, with Zhongtian Public Relations, Edelman, and Ogilvy Public Relations leading the list [6][7] - The ranking criteria have been updated to include real-world case data and the reputation of firms as assessed by executives from listed companies [6][7] - Zhongtian Public Relations is noted for its significant experience and successful management of public relations for major Chinese companies [9] Group 3 - The crisis public relations industry is expected to continue its rapid growth, particularly among large enterprises that are willing to invest significantly in crisis management [12] - There is a growing demand for specialized services such as reputation risk management and crisis training, reflecting the increasing importance placed on crisis management capabilities by large companies [12]

Core Viewpoint - The article discusses the crisis faced by Mercedes-Benz during the launch of the A-Class in 1997, specifically focusing on the moose test incident and how the company turned the crisis into an opportunity for brand recovery and innovation [1]. Group 1: Background and Initial Challenges - The A-Class was launched on October 21, 1997, just three days after its European debut, when it faced a major crisis due to a rollover incident during a moose test conducted by a journalist [2][21]. - The development of the A-Class took four years, with total costs reaching $1.4 billion, including an 18-month marketing campaign costing $115 million [3][17]. - At the time, Mercedes-Benz held a 25% market share in the European luxury car market, facing competition from brands like BMW and Audi [5]. Group 2: Crisis Response and Initial Reactions - Following the rollover incident, the management team was caught off guard, as the A-Class had passed numerous tests prior to the incident [22][25]. - Initial public statements from the company downplayed the incident, which was perceived as arrogant and led to negative media coverage [29][32]. - The stock price of Daimler dropped from $77.18 to $68.50, a decline of over 11% during the crisis [46]. Group 3: Technical Analysis and Solutions - Engineers suggested that the rollover was due to extreme driving conditions and possibly incorrect tire usage during the test [39][40]. - The company proposed to install the Electronic Stability Program (ESP) in all A-Class vehicles to enhance safety, which was a significant innovation at the time [59][67]. - A crisis management team was formed to address the situation, leading to a decision to recall 17,000 A-Class vehicles for modifications [68][70]. Group 4: Marketing and Brand Recovery - Mercedes-Benz launched a new advertising campaign focusing on the moose test, transforming it into a humorous narrative to regain public interest [94][100]. - The company invited journalists to test the modified A-Class, which resulted in positive feedback and helped restore confidence in the vehicle's safety [105][111]. - By February 1998, the A-Class had regained popularity, with pre-orders increasing to 120,000 units, surpassing the initial 100,000 orders [143][144]. Group 5: Long-term Impact and Lessons Learned - The crisis ultimately led to a reevaluation of crisis management strategies within Daimler, emphasizing the importance of proactive communication and technical preparedness for future product launches [139][140]. - The A-Class became a commercial success post-crisis, highlighting the effectiveness of the company's recovery strategies and the resilience of the Mercedes-Benz brand [141][142].

在因为车祸以及后续锁马力、前风舱事件陷入"至暗时刻"53天后，雷军在新品发布会上拿出了自研3nm的SoC芯片玄戒O1，以及万众期待的YU7。 虽然从整个发布会来看，雷军变得极其的谨慎、冷静，但目前小米的信任风波还没有过去，大众对于芯片和新车的质疑仍然有很多。 那么，小米和雷军在这次发布会之后，能够重拾公众的信任和品牌信心吗？ 02 类似的情况就在小米汽车身上应验了，而且，后续"锁马力"事件引发了用户对产品性能宣传真实性的质疑，"前风舱"的问题又进一步加剧了用户对小米品控 和营销的担忧。 这些事件都触及了消费者对于品牌承诺和产品质量的底线，连带着小米之前的标签也重新被提及。 所以，我特别能理解雷军为什么说自己走到创业以来最艰难的时刻。 首先，我们来听听单仁牛商董事长，央视凤凰评论员单仁博士的看法。 小米过去很长一段时间以来都被外界诟病为"组装厂"、"只会营销、没有核心技术"，这也导致小米从"性价比"到实现"高端化"的战略举步维艰。 一直到小米汽车Su 7的成功，以及雷军本人下场打造了一个极其成功的创始人IP，改善了小米的舆论环境，也帮助小米初步实现了高端化。 但突然发生的车祸事件，以及后续一系列负面事件对小米的 ...

好久没见到这么丝滑的公关战了。 大叔今天研究完，赶紧周末加班，给你分享。 这几天，你应该看到一个和娃哈哈、今麦郎有关的热搜。 你看到的顺序是： 大叔看到，某财经媒体的标题是《娃哈哈"背刺"今麦郎》。 啥意思呢？ 娃哈哈，你去年和农夫山泉打公关战，意外大获全胜。你自己生产不过来了，你去找代工。人家今麦郎好心帮你，给你代工了12亿瓶水，解燃眉之急。 结果呢，不巧，被网友发现了。 1、娃哈哈被网友爆出，它的瓶装饮用水竟然是今麦郎代工的！ 2、娃哈哈紧急回应：属实。但4月已经停止合作了，因为对方抽查不合格。 3、今麦郎总裁连夜回应，避谈抽查不合格。 网友一质疑：娃哈哈竟然是代工？你对得起我们当初不选农夫山泉，选择你的情怀吗？那干脆我直接买今麦郎了！（画个重点，下面要考） 于是，娃哈哈为了保住自己的口碑和销量，"背刺"今麦郎，说它的水自查抽查不合格！ 也有网友认为，娃哈哈的公关很差：捅了别人两刀，自己中一刀。两败俱伤！（画个重点，下面分析） 昔日合作伙伴，反目成仇，搞得今麦郎总裁连夜回应！这危机公关很被动啊！ 今麦郎董事长呢，绝口不提"质量不合格"这事。 反而大谈特谈"便宜、成本控制、利润低"！ 昨天，一位同行还问我： ...

有两件事，想跟大家分享一下。 前几天，我用一个AI工具生成了一张五口之家的图片，结果发现，其中一个孩子肚子特别大，看起来 有点搞笑；这里就不放图了，估计你可能也见过类似的情况。 另外一件事是，一家大公司最近推出了新的AI模型。 在基准测试中表现不错，宣传材料也写得也很强，但我问了一个很简单的问题：某家公司的CTO叫什么 名字？结果它答错了。 还有更夸张的。 有些人故意修改提示词，诱导AI说出脏话。结果AI真的就照做了，然后，被人截图发到网上，还带出 了某企业的LOGO。 两家公司是谁，今天不提名字。但从现象中可以看出，AI在完成任务、推理方面确实进步很大，但一 到细节，问题就出来了。 主要面临两个方面的挑战：一，伦理和道德的问题。比如：AI生成的内容，会不会误导人？或者让人 不舒服？ 第二个，是技术上的问题。虽然整体表现不错，但在回答具体问题时，比如人名、事实判断、逻辑推理 这些方面，还是容易出错。 这些问题，不是一两天就能解决的。但不能不解决。 这两天，有几个技术传播口的同学找我探讨，说出了解决的痛处，他们说，传统的公关手段已经不管用 了。 为什么？ 因为有些事情本身不大，只要官方下场回应，反而让人觉得这事 ...