Services

Crisis Resolution

We always recommend foresight and forecasting risk in China, however no one has a crystal ball. Crisis management in China requires an efficient and reactive approach. We work with your local management and your headquarters abroad to effectuate a formidable response to a crisis.

Crisis can be very damaging to companies in China because they regularly result in lost productivity, lost profits, negative public perception, embarrassment, and loss of employee morale. These effects can lead to a permanent loss of business opportunities and eventual revocation of government licenses in China.

Throughout any crisis, it creates panic, disrupts business operations and interferes with daily management. A. Louie understands that there are three key phases of handling a crisis in China: containment, management and resolution.

• Crisis containment: ensures the event catalyst does not accelerate or the existing situation does not worsen.
• Crisis management: entails dealing with the media and public relations, government or regulatory authorities, customers, clients and shareholders.
• Crisis resolution: achieves the status quo to the greatest extent possible in the shortest period of time.

Understanding that a crisis has many facets, A. Louie helps you detect, manage and resolve crises in conjunction with your management team, your legal advisors, public relations, investor relations and government relation personnel.

We have an experienced China team with an exceptional track record and critical skills. Through our integrated approach, we also have a very large network in China to assist us manage serious problems discretely, quickly and cost effectively.

Case Example:

-An German MNC changed the management structure of its China operations. This resulted in the effective resignation of its top 3 Chinese managers, and created a massive management vacuum effect into various China subsidiaries. Furthermore, the management team was planning a media attack on the company. A. Louie worked with headquarters to identify a crisis plan for new management brought in from other regions, and negotiated with the resigned management to back down from their media accusations. This kept operations intact and protected the company’s public reputation in China.

-An Japanese plant manager slapped a local Chinese company employee. Word spread around the plant that this occurred and the manager was forced to barricade himself in his office. A. Louie worked with its headquarters abroad to negotiate a response with the plant employees and evacuate the key management team in conjunction with the local Public Security Bureau.