What Are the Different Types of Food Business Ideas?

The food safety crisis refers to the major hazards caused to people, organizations, society and the country due to the quantity and quality of food.

Food safety crisis

According to the causes, food safety crises can be divided into unpredictable food safety crises and man-made food safety crises. An unpredictable food safety crisis refers to a food safety event that occurs under the circumstances of human force majeure. An artificial food safety crisis refers to a food safety event caused by a food operator's fault or intentional violation of food hygiene laws or regulations. For example, a crisis in the industry chain caused by a problem with the product itself or a problem with the supply of raw materials is a man-made food safety crisis. The major major food safety incidents are mostly caused by moral factors. They can be divided into product quality crisis and Crisis of raw material safety. In the "Sanlu" incident, the problem of the product caused by the problem of raw milk, so that some dairy farmers supplying qualified raw milk were also affected and had to dump the raw milk. ^[1]

Unexpected food safety incidents, due to their unexpectedness, urgency, and uncertainty, have brought many difficulties to successfully respond to crises. To successfully overcome the crisis; often requires the use of various resources, including government, business, and even society. Therefore, we must recognize that in the management of food safety crisis, the government, enterprise and society bear different responsibilities and have different responsibilities. ^[2]

When the food safety crisis breaks out, timely communication is one of the important ways to resolve the crisis. The communication to be done in crisis management includes four aspects: internal employees, government and related departments, media and consumers. ^[2]

(I) Communication within the organization

Communication with employees within the organization should be the first step in crisis communication. Internal communication has three functions. One is that it can easily motivate employees' sympathy for the organization's situation and enhance their sense of responsibility. The other is to prevent rumors from spreading from the inside to the outside. The third is to maintain the orderly operation of the organization and reduce the damage caused by the crisis. It is a pity that many organizations did not realize this. When the crisis broke out, many employees, including senior cadres, did not know what was happening. Their sources of information came from the news media as consumers. The organization lost its PR support as a valuable resource for its employees from the start.

Coca-Cola China's approach was worth learning from when Coca-Cola was poisoned in Belgium in 1999. On the afternoon of June 14, 1999, the Belgian Ministry of Health decided to ban the sale of all Coca-Cola and Fanta drinks produced in Belgium. On the same day, all employees of the Coca-Cola Beijing office were notified of the situation by phone. As soon as he went to work on the 15th, the employees of the Beijing office received all the news about the crisis incidents, the problems found, and the principle of unifying the outside world through the company's internal network. Employees are familiar with the situation of the company, and when they express their views to the outside world, they have guidelines in mind, so that no rumors will arise. Throughout the crisis public relations process, The Coca-Cola China Company kept the same pace and unified voice. The internal information of the company always maintained a rapid, effective, harmonious and unified flow. The talents of employees also helped the company survive the crisis.

When communicating with employees in a crisis, there are several principles to be aware of, otherwise the results will be ineffective or even counterproductive.

--"fast". Employees should be able to understand the crisis situation before other channels spread the news, and let employees know what information is public and what is not. If possible, take suggestions from employees. No matter how serious the crisis is, let employees know the truth.

--"many". As much as possible, convey relevant information to employees, especially some core information, and don't make employees feel like they are being manipulated, otherwise they will not support the company. If employees want to know what s confidential, tell them why they ca nt tell them now.

-"Full opportunities." Provide more opportunities for employees to express their personal opinions. Whether asking questions, investigating issues, or venting grievances, companies should provide them with opportunities. Let employees follow the actions of the business.

Choose the right spokesperson and keep the good effect of internal communication.

(II) Communication with government departments

In many crisis situations, the key public that companies should rely on is often the competent authorities such as the government and industry associations. With their authority, it is often easier to eliminate adverse effects. Resolving the crisis.

In the late 1970s, Chrysler, known as one of the three largest automobile companies in the United States, was on the verge of bankruptcy due to poor management and the impact of the oil crisis. However, the company s chairman and general manager, Icoca, miraculously helped Chrysler rise again with government public relations.

First, in order to get out of doom, the company proposed a billion-dollar loan guarantee plan to the government. In order to gain government support, Ekoka has hired lobbyists at all costs, lobbying inside and outside Congress, and working between government departments. They emphasized the impact of corporate development on national development, and if Chrysler could be rescued, a total of 600,000 workers, automakers and materials suppliers could be prevented from losing their jobs. If the Chrysler company goes down, the national unemployment rate will increase by 0.5%, and the state will pay 2.7 billion U.S. dollars in unemployment insurance and benefits to unemployed workers a year.

Icoka told members of Congress: "You can choose whether you are willing to pay $ 2.7 billion now? Or are you willing to provide a half-month loan guarantee of only half of $ 2.7 billion that you have the opportunity to repay later? The former is now Pay, the latter pay later.

Ecoka also attended a hearing held by the Economic Stability Subcommittee under the House, Banking, Finance, and Urban Affairs Committee, where he analyzed the favorable conditions and development potential of Chrysler's revitalization. He pointed out that as long as the government's Help, the company will have a turnaround.

In order to get the application approved, Chrysler has carried out targeted public relations activities to exert influence on lawmakers in terms of votes. They sent each congressman a list of suppliers and sellers in the constituency that have contacts with Chrysler. Of the 535 constituencies in the country, only two constituencies did not have Chrysler's suppliers and sellers. This list is the right medicine and has achieved excellent results.

There is an extreme saying in the corporate world that advertising is targeted at corporate public relations, and Chrysler has not forgotten this.

In order to convince the government and other publics that Chrysler is a reliable company, they launched a public relations advertising campaign, which greatly promoted Congress's agreement to grant corporate loan guarantees. During the event, the Carter administration and people in Congress took these advertisements in and out. Carter himself has publicly expressed support for Chrysler and authorized the Treasury to handle the Chrysler case. It can be said that without the support of the highest executive body, this bill will never pass.

Ecoka's months of informative lobbying finally brought the government's decision makers and most members of parliament to his side. The House of Representatives finally passed the Loan Act with a majority of 221 votes, expressing support for Chrysler . Chrysler secured a $ 1.5 billion loan guarantee from the government, the largest loan ever made by the US government to a private company.

With the support of the government, Chrysler stepped out of its predicament step by step, and was able to regain its position as one of the strong players in the world's auto industry. It is difficult to imagine what kind of fate Chrysler companies would face if the company did not carry out a series of rational, well-founded and affectionate government public relations activities at that time.

(3) Communication with the media

In crisis management, the role of the news media is growing. For companies, the deterioration of the crisis is largely fueled by the media. It is because of the existence of public opinion supervision that crisis management becomes more difficult. Good communication with the media is particularly important.

Dealing with the media requires certain skills. Flyerick Consulting has invented a simple formula for working with the media:

(3w + 4r) 8f = v1 or v2

This formula can be used both to evaluate the results of communication in a crisis and to analyze the effect of communication with reporters.

3w in the formula refers to three things that communicators need to know as soon as possible in any crisis: 1. what did we know; 2. when did we know about it ; Third, what did we do about it. The time between media questions and corporate responses will determine whether the response is a success or a failure. If an enterprise is too late to understand the crisis it faces, or is too slow to respond, then it is on a landslide and it will be difficult to control the overall situation; if it cannot complete 3w quickly, it will be unable to return to the sky. For enterprises, the information vacuum is the biggest enemy, because someone will always fill it, and often it is negative information.

In the formula, 4r refers to the position of the company in this crisis after collecting the correct information: regret, reform, restitution, or recovery. To deal with the crisis, an enterprise must be good at expressing regret, ensuring that measures are in place, preventing the same incidents from occurring in the future, and providing compensation. This positioning must be maintained after the crisis has been safely overcome.

8f is the 8 principles that should be followed when communicating:

1. Fact: Tell the public the truth of the fact.

2. First: take the lead in responding to problems before responding in other areas.

3 Fast: Dealing with crises must be decisive and fast.

4 Frank: Don't dodge when communicating.

5. Feeling: Share your feelings with the public.

6. Forum: Establish the most reliable and accurate source of information within the company to get the most comprehensive information possible.

7. Flexibility (flexibility): the content of external communication is not static, we should pay attention to changes in the state of affairs.

8. Feedback: Companies need to make timely feedback on external crisis-related information.

If 3w, 4r, and 8f do it right, companies will become v1 in crisis, that is, "victims." The public will consider companies to be responsible, which will make them less prone. Conversely, companies are likely to be treated as v2, or "villain". The public will think that the company's behavior and rhetoric should be taken lightly and irresponsibly, which may easily lead to adverse consequences such as employee depression, shareholder protests, and consumer complaints.

The following questions can help companies determine whether their crisis communication with the media has met the requirements:

(1) Do media reports continue after the first few days of the crisis?

(2) Has the number of negatively reported news increased or decreased?

(3) Are journalists no longer asking for opinions or information from companies and reporting on other aspects of the news?

(4) How should companies judge their relationship with the news media they are in contact with-enthusiastically and professionally or in opposition without trust?

(5) Has the company's core information been adopted by the media?

(IV) Communication with consumers

No company does not know the importance of consumers. Mr. Hilton, the founder of the Hilton Hotel in the United States, has always been regarded as a classic by the business community: First, customers are always right. 2. Even if the customer is wrong, please refer to Article 1. In a crisis, consumers are an important weight in corporate crisis public relations. Whoever loses consumers loses the market.

During the Ericsson mobile phone crisis, Ericsson lost China's vast market because it ignored the demands of consumers. In the "Battered Mercedes" incident in China in 2002, Mercedes-Benz made the same mistake. Ignoring the requirements of consumers, even if it is legitimate and legitimate, the ultimate loss is still the enterprise.

In fact, in the interaction between enterprises and consumers, the dominant power is often in the hands of the enterprise. When a dispute occurs, some of the positive actions of the enterprise seem to be the beneficiaries, but in fact the enterprise itself. Many companies don't really realize this, such as Ericsson and Mercedes-Benz, but the company suffers.