新媒体营销及危机公关(双语)
《新媒体营销》课程标准
《新媒体营销》课程标准最近，随着新媒体的快速发展和普及，新媒体营销已成为许多企业宣传推广的重要手段。
为了适应这个趋势，越来越多的学校和培训机构引入了《新媒体营销》课程。
本文将对《新媒体营销》课程的标准进行探讨，以期帮助教育机构更好地制定和开展相关课程。
一、课程目标《新媒体营销》课程的目标是培养学生对新媒体营销理论和实践的全面认识和理解。
通过该课程的学习，学生应具备以下能力：1. 熟悉各种新媒体平台和工具，了解它们的特点和优势；2. 理解新媒体营销的基本概念和原理，能够分析和评估不同营销策略的有效性；3. 掌握新媒体运营和推广的技巧，能够制定并执行有效的营销计划；4. 能够通过数据分析和市场调研，评估和改进营销效果；5. 具备一定创意能力，能够设计并实施吸引人的内容和活动；6. 了解新媒体法律法规，遵守相关规定。
二、课程内容《新媒体营销》课程的内容应包括以下方面：1. 新媒体基础知识：介绍新媒体的发展历程、分类和特点，培养学生对不同新媒体平台的了解和认识。
2. 新媒体用户行为与心理学：讲解用户在新媒体平台上的行为特点和心理需求，帮助学生更好地了解目标受众。
3. 新媒体营销策略：介绍市场营销理论和实践，结合新媒体特点，讲解如何进行精准定位和目标市场分析，制定合适的营销策略。
4. 新媒体广告与传媒策划：探讨通过新媒体平台进行广告宣传和传媒策划的方法和技巧，让学生了解如何进行有效的品牌推广。
5. 新媒体数据分析与优化：介绍数据分析的基本方法和工具，教授学生如何通过数据分析来评估和改进营销效果。
6. 新媒体危机公关：讲解新媒体时代企业面临的危机与公关问题，培养学生对危机公关的应对能力。
7. 新媒体法律法规：介绍新媒体领域的法律法规和相关知识，让学生了解营销活动中需要注意的法律风险。
三、教学方法为了使学生更好地掌握《新媒体营销》课程的知识和技能，教学方法需要灵活多样，注重实践和案例分析。
1. 理论授课：传授新媒体营销的基本理论知识，让学生建立起对概念和原理的正确理解。
新媒体营销 英语
新媒体营销英语English:New media marketing refers to the use of digital platforms and technologies to promote products or services to a targeted audience. This can include social media marketing, search engine optimization, content marketing, and influencer partnerships. With the increasing use of smartphones and social media, new media marketing has become essential for businesses to reach and engage with their customers. It allows for more personalized and targeted marketing efforts, as well as the ability to track and analyze the effectiveness of campaigns in real-time. By leveraging new media marketing, businesses can create a strong online presence, build brand awareness, and ultimately drive customer acquisition and sales.中文翻译:新媒体营销是指利用数字平台和技术向目标受众推广产品或服务。
这可以包括社交媒体营销、搜索引擎优化、内容营销和影响者合作。
随着智能手机和社交媒体的使用增加，新媒体营销已成为企业与客户接触和互动的重要手段。
直播危机公关典型案例范文
直播危机公关典型案例范文一、事件背景。
在直播界，有一位小有名气的美妆网红小美。
她平时以分享各种美妆好物和独特的化妆技巧吸引了几十万粉丝。
有一次，她在一场直播中大力推荐一款号称是“天然有机、敏感肌救星”的面霜。
她在直播中把这款面霜夸得天花乱坠，说自己亲自试用了很久，皮肤变得超级好。
二、危机爆发。
直播结束后的几天里，不少粉丝在她的社交媒体下留言，说使用了这款面霜后，皮肤出现了过敏反应，发红、长痘，甚至有些严重的还起了疹子。
这些负面评论越来越多，就像滚雪球一样，从最初的几个粉丝的抱怨，迅速发展到上百条类似的投诉。
有些粉丝甚至开始在她其他的社交平台账号下也发布这些负面评价，而且言语逐渐变得激烈，指责小美为了赚钱，欺骗粉丝。
这时候，小美面临着一场严重的直播危机。
三、危机公关处理过程。
1. 快速回应。
小美知道不能任由这个事情发酵，她在发现问题后的第一时间，就在自己粉丝量最大的平台发布了一条视频。
她没有任何推诿，直接对着镜头一脸愧疚地说：“宝子们，我看到你们的留言了，我现在心里特别难受。
我真没想到这个面霜会让大家出现这么多问题。
”她的这种真诚的态度，让一部分粉丝的怒火稍微平息了一些，因为大家看到她没有逃避，而是正面面对问题。
2. 深入调查。
接着，小美在视频里说她已经和面霜的品牌方取得联系，并且自己也在深入调查这款面霜到底哪里出了问题。
她还晒出了自己和品牌方的聊天记录截图（敏感信息都打码了），显示她正在积极要求品牌方给出解释。
这个举动让粉丝看到她不是光嘴上说说，而是在采取实际行动。
3. 承担责任。
过了两天，小美又发布了一个新的视频。
这次她表情严肃地说：“宝子们，经过调查，虽然品牌方说是因为个体差异导致的过敏，但我觉得我推荐给大家这个产品，就有责任保证大家的安全。
不管怎样，是我没有做好足够的测试就让大家去用这个面霜，我错了。
”然后她宣布，她会自掏腰包，给那些因为使用这款面霜而过敏的粉丝提供一些补偿，比如送一些有助于修复皮肤的产品。
韩亚航空危机公关显不足(英汉双语版)
Why Asiana Has a PR Problem韩亚航空危机公关显不足Asiana’s decision not to seek communications help in the U.S. following Saturday’s deadly crash-landing reflects a corporate culture in South Korea of keeping public relations in-house and limited practical preparedness for crisis communications, industry officials in Seoul said Wednesday.上周六的空难发生之后，韩亚航空(Asiana)决定不在美国寻求沟通方面的帮助。
驻首尔的行业专家周三说，这表明韩国企业有在内部搞公关的企业文化，在危机沟通方面准备不足。
The South Korean carrier hasn’t arranged for any spokespeople outside of Korea and turned down offers of communications help in the U.S. in the wake of the San Francisco crash.这家韩国航空公司没有在韩国之外安排任何发言人，在旧金山坠机事件发生后又在美国拒绝了沟通方面的帮助。
“Few big Korean companies take outside counseling if a crisis happens, ”said James Chung, chief partner at Strategy Salad, a crisis communications firm based in Seoul. That contrasts with common practice in the U.S., where crisis managers help clients work on plans for dealing with problems.总部位于首尔的危机沟通公司Strategy Salad的首席合伙人James Chung说，在韩国，很少有大企业在危机发生的时候寻求外部咨询。
《新媒体时代下的危机管理》-危机公关课程纲要
《新媒体时代下的危机管理》[2019-5]一、新媒体的传播有哪些特点？1、媒体发展的四个阶段：纸媒、网媒、自媒、全媒2、舆论传播的四个特点：我说你听、我说你问、你问我答、你说我说3、现实世界与舆论世界的运行规律：物竞天择&舆竞天择4、媒体传播中的“一灯三镜”案例分析：1、“7·23”甬温动车追尾特大事故有那些启示?2、俞敏洪和翟天临的道歉为什么一个成功一个失败？3、成都女司机被打事件后舆情为何反转？4、银行员工被打和快递小哥被打为何要采用两种不同应对措施？二、我们为什么要学习危机管理？1、管理学减法：为什么说100-1=0？2、什么是危机？危机的特点有哪些？3、如何防止个体事件向公共事件转化？4、如何防止主生危机引发的次生危机？5、危机认知的“三无现象”有哪些？6、什么样的企业容易遭遇危机？有哪些预警信号？7、危机的四个效应：涟漪效应、蝴蝶效应、破窗效应、多米诺骨牌效应案例分析：1、步长制药董事长女儿名校留学事件为何演变成对企业产品的拷问？2、一个事故现场的表情为何能使一个厅级干部身陷囹圄？3、一篇5千字的文章为何能引发疫苗行业的“大地震”？4、西安工商银行的一个传言为何能在互联网上反复流传？5、学校食堂卫生问题为何能引发群体性事件？6、毕福剑“调侃门”事件是如何演化为公共事件的？7、海底捞如何回应媒体曝光获利公众好评？8、饿了么怒怼央视的做法有无借鉴意义？三、应对危机有哪些策略和技巧？1、危机发展四个阶段的注意事项2、危机回应中的“坐标四象限”3、危机掌控中的“三线管理法”4、危机处理中的“五个决定”5、危机管理中的“五向切割”6、道歉先行与以危治危7、信息控制与另设议题8、危机认知中的三个概念：墨菲定律、海恩法则、塔西陀陷阱案例分析：1、鸿茅药酒为何在当地政府的大力支持下依然不被市场认可？2、达芬奇家居与卡尔丹顿同样被质疑“假洋品牌”，为何结局截然相反？3、某国企建筑单位在施工事故后，如何有效保住自己的建筑资质？4、创业品牌黄太吉如何做到3小时化解危机？5、美团上市前如何用小成本覆盖网络负面信息？6、滴滴顺风车如何用“以危治危法”转化舆论情绪？7、刘强东明州性侵案为何有多次“反转”？8、面对“40万天价菜单”会所总经理如何转危为机？9、深圳某企业如何借用危机帮助房地产老总要回八千万欠款？10、淘宝网如何用“以弱抗强”应对国家工商总局监测危机？11、某地产企业为何要重金删除一条争议性帖子？12、湖畔大学在应对声誉危机时为何是及时反应而不是及时回应？四、如何做到危机的有效沟通？1、危机沟通中的六个任务2、危机沟通中的七个要素3、媒体声明中的“四要素、四原则”4、领导者面对媒体时的语言体系5、新闻发言人是什么人？6、新闻发布会的注意事项7、如何应对媒体突然采访？案件分析：1、如何看任正非在“孟晚舟事件”上的表态？2、淘宝商城小商家扰乱交易事件，马云新闻发布会3、碧桂园安徽六安工地安全事故媒体见面会4、国美黄光裕的媒体公关策略5、达芬奇家居的新闻发布会有哪些失误？6、如何从细节中看“7·23”甬温动车事故新闻发布会？7、安徽阜南县委书记现场喊话为何能走红网络？==============================================================================【师资介绍】马龙照北京大学公共关系研究中心研究员中国广告主协会教育专家委员会委员企业危机公关管理专家主讲课程：《企业危机公关与媒体应对》-民营企业方向《新媒体时代下的舆情与应急管理》-党政、国企、央企、上市公司方向《危机管理与品牌声誉塑造》-银行、保险、证券等金融行业方向==============================================================================学员收获：1、理解危机，增强危机意识，认识到危机公关的重要性；2、学会危机处理的基本原则、流程与方法；3、提高与媒体包括新媒体以及记者打交道的能力；4、掌握危机预警制度的制定方法以及危机预警手册的编写；5、学会如何撰写危机管理计划以及新闻稿等等。
会展经济与管理新媒体营销中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译)原文:Social Networks and the Mass MediaAdapted from: American Political Science Review,2013,107 Social networking has become an every day part of many peoples’lives as evidenced by the huge user communities that are part of such networks. Facebook, for instance, was launched in February 2004 by Harvard under graduate students as an alternative to the traditional stud ent directory. In tended to cover interaction between students at Univers ities–Facebook enables individuals to encourage others to joint he network through personalized invitations, friend suggestions and creation of s pecialist groups. Today Facebook has a much wider take up than just s tudents at Universities. Facebook now facilitates interaction between peo ple by enabling sharing of common interests, videos, photos, etc. Sharin g,Some social network populations exceed that of large countries, for example Facebook has over 350 million active users. Social networks provide a platform to facilitate communication and sharing between user s, in an attempt to model real world relationships. Social networking ha s now also extended beyond communication between friends; for instanc e, there are a multitude of integrated applications that are now made a vailable by companies, and some organizations use such applications, su ch as Facebook Connect to authenticate users, i.e. they utilize a user’s Facebook credentials rather than requiring their own credentials(for exa mple the Calgary Airport authority in Canada uses Facebook Connect t o grant access to their WiFi network). This ability to combine a third party application (including its local data) to authenticate users demonstr ates the service-oriented approach to application development. By tappin g into an already established community around a particular social netw orking platform, it becomes unnecessary to require users to register wit h another system.The structure of a Social Network is essentially the formation of a dynamic virtual community with inherent trust relationships between fri ends. (Szmigin et al., 2006) identify how “relationship marketing” (ident ified as referring to all marketing activities directed towards establishing, developing and maintaining successful relational exchanges) can be faci litated through the creation of on-line communities. They discuss how o n-line communities can be used to facilitate interaction and bonding bet ween consumer and suppliers, intermediate parties and specific brands. Similarly, (Shang et al., 2006) discuss how brand loyalty can be achiev ed through various types of participation within an on-line community (focusing specifically on the –a virtual communit y of Apple users in Taiwan). They discuss the motivation for individua ls to promote certain products during on-line discussions (active particip ants) and for others to remain as lurkers (passive participants). The stu dy particularly focuses on the incentives for participants to contribute to an on-line community, based on the perception of a user about the de gree of relevance towards an object that is being discussed –focusing on both cognitive (based on utilitarian motive –concerning an individua l’s concern with the cost and benefit of the product or service) and aff ective (a value-expressive motive, referring to an individual’s interest in enhancing self-esteem or self-conception, and in projecting his/her desir ed self-image to the outside world through the product or service).It is also useful to understand, for instance, how such trust relation ships could be used as a foundation for resource (information, hardware, services) sharing. Cloud environments are typically focused on providin g low level abstractions of computation or storage. Using this approach, a user is able to access (on a short term/rental basis) capacity that is owned by another person or business (generally over a computer networ k). In this way, a user is able to outsource their computing requirement s to an external provider –limiting their exposure to cost associated wi th systems management and energy use. Computation and Storage Clou ds are complementary and act as building blocks from which applicatio ns can be constructed –using a technique referred to as “mash-ups”. S torage Clouds are gaining popularity as a way to extend the capabilities of storage-limited devices such as phones and other mobile devices. T here are also a multitude of commercial Cloud providers such as Amaz on EC2/S3, Google App Engine, Microsoft Azure and also many smalle r scale open clouds like Nimbus (Keahey et al., 2005) and Eucalyptus (Nurmi et al., 2009). A Social Cloud (Chard et al., 2010), on the other hand, is a scalable computing model in which virtualized resources co ntributed by users are dynamically provisioned amongst a group of frie nds. Compensation for use is optional as users may wish to share reso urces without payment, and rather utilize a reciprocal credit (or barter) based model (Andrade et al., 2010). In both cases guarantees are offered through customized Service Level Agreements (SLAs). In a sense, thi s model is similar to a Volunteer computing approach, in that friends s hare resources amongst each other for little to no gain. However, unlik e Volunteer models there is inherent accountability through existing frie nd relationships. There are a number of advantages gained by leveraging social networking platforms, in particular one can gain access to hug e user communities, can exploit existing user management functionality, and rely on pre-established trust formed through existing user relations hips.The author thanks Jason Barabas, Jon Bendor, Ted Carmines, Jami e Druckman, John Freeman, Matt Golder, Sona Golder, Bob Jackson, J enn Jerit, Kris Kanthak, ?zge Kemahlioglu, Charlotte Lee, Valerie Marti nez-Ebers, Adam Meirowitz, Scott McClurg, Will Moore, Chris Reenock, John Ryan, John Scholz, Jake Shapiro, Anand Sokhey, Jeff Staton, Ji m Stimson, Craig Volden, Jon Woon, four very helpful anonymous revi ewers, and audiences in the Political Economics group at the Stanford GSB, Political Science departments at FSU, GWU, Minnesota, Pittsburg h, and Stony Brook, and the Frank Batten School of Leadership and P ublic Policy at UVa. Any errors are my own.To begin to answer this question, I develop a novel theory of aggr egate opinion and behavior. The theory considers a heterogeneous popul ation of individuals who must choose between dichotomous options. It incorporates the interaction of social network and mass media influences at the individual level; its key assumption is that the more others cho ose an option, the more one is apt to do so as well. In the theory, soc ial networks provide information about the choices of those to whom o ne is directly connected, while the mass media provide (potentially bias ed) information about aggregate choice. The theory thus applies to, for example, voter turnout and political participation (e.g., Gerber, Green, a nd Larimer 2008; Lake and Huckfeldt 1998; Leighley 1990; McClurg 2 003; Rolfe 2012), opinion formation (e.g., Beck et al. 2002; Druckman and Nelson 2003; Huckfeldt and Sprague 1995), protests and social mo vements (e.g., Kuran 1991; McAdam 1986), and vote choice (e.g., Beck 2002; Huckfeldt and Sprague 1995; Ryan 2011; Sinclair 2012; Sokhey and McClurg 2012).Three major results follow from this theory. All hold both when in dividuals treat media identically and when they select into media in lin e with their preferences. First, understanding the aggregate effect of the media generally requires considering social networks, because social ne twork structure conditions media's impact. For example, additional weak ties between disparate social groups can reduce the media's impact, an d the presence of unified social elites can eliminate the media's impact entirely in the aggregate. Empirical studies of media impact that fail t o consider media's interaction with social networks risk bias.Second, social networks can amplify the effect of media bias. A bi ased media outlet that systematically under- or over-reports a poll of th e population by a only a few percentage points can in some cases swi ng aggregate behavior (e.g., turnout or vote share) by over 20% in eith er direction due to positive feedback within the network. Open advocate s in the media can have a yet larger impact even when not comparativ ely influential. Unified social elites limit the effect of media bias, but c annot fully counter an advocate; selection into media, made ever easier with technological improvements, tends to enhance the effect of bias. We should therefore expect media bias to become increasingly importan t to aggregate behavior.AN INDIVIDUAL-LEVEL THEORY OF AGGREGATE BEHAVIO RThough I present a theory of aggregate behavior, it is based on in dividual-level assumptions informed by what we know about the way p ersonal characteristics, social networks, and mass media outlets affect in dividual behavior. Due to this, the theory can explore the effect that int eractions between these three factors have on aggregate behavior. As i mportantly, the theory incorporates empirically realistic heterogeneity acr oss people in allthree factors.Additionally, people are exposed to individuals, groups, and organiz ations external to one's network, such as mass media outlets, state prop aganda, national party leaders, NGOs, and Internet personalities. These outlets can provide information, increasing political knowledge.As this small sampling of large literatures indicates, individuals' de cisions are influenced by the information they obtain via both local soc ial networks and global media outlets. However, comparatively little sch olarship has explored the three-way interaction of personal characteristic s, social networks, and mediaIn the second type of bias, which I call advocacy, the media outle t simply states a preference for one of the options, providing no inform ation about aggregate support. The goal in advocacy is to sway the po pulation toward one or the other option. As before, many goals could u nderlie advocacy beyond just the support of a biased media outlet's pre ferences. Advocacy represents the editorial power of the media or the i nfluence of an external actor; it is a "one-message" model (Zaller 1992).I focus my analysis in all three sections on the case in which one of the two options is the status quo, and all individuals begin supporti ng it. For political participation and social movements, the status quo is not participating. For opinion formation and vote choice, the status qu o is an existing option such as a policy in place or an incumbent politician, as contrasted with an alternative such as a newly proposed policy or a challenging politician. For simplicity I subsequently call participat ion the option that is not the status quo; this should be read as "partici pation in support of" the option that is not the status quo in contexts o ther than political participation or social movements.In my analysis I simultaneously vary media strength, network prop erties, media bias, and, for two outlets, the strength of the L outlet. Th ough I keep my analysis to two biased outlets, it can easily be extende d to multiple biased outlets with the addition of parameters dictating th eir relative strengths.二、译文社交网络和大众传媒社交网络已经成为许多人每天生活的一部分，即证明了这种网络庞大的用户群体。
文章的危机公关中英文版本
Up to today I have had only myself to blame, Array wrong is wrong, and whoever had seemingly beeninvolved had absolutely nothing to do with it.Not merely it had brought up my hubris, a smoothascending in acting career had likewise beennurturing my self-conceited, peremptorydisposition, thenceforth eventually led to today'ssuch precarious situation. Therefore alone, I amready to bear all the consequences. In fact, I amgrateful that rather than let me tumble at ablindingly arrogant tomorrow, you havegenerously brought it forward and in less than notime I am obliged to reorganize myself, face theupcoming impact , and yet most imperatively, Ishall hereby not escape from issuing a sincereapology.I, Wen Zhang, have been writing the “wenzhang”of my life with disgraceful blunders.I have failed Ma Yili and the child;I have failed the family;I have failed my title as a husband and, as a father;I have failed those who had counted on me withtheir hearty expectation.I am sorry; please accept my gut apology andremorse.Yili and the child could be looking forward tohaving a warm and fine life, had I not smashed itinto a thousand pieces. Fully aware as I am thatmy extramarital misconduct shall not be grantedforgiveness and such harm I have caused is to behealed by no easy means, nonetheless, I amdetermined to heal it, since it has to be, and fromtoday, this shall be my life.As for myself, I wish to fail no one hereafter, for Ihave had no one but myself to blame.Wen Zhang.。
公关 广告 英文术语
接下来，让我们了解一些，公关及公关活动涉及到的专业英语术语。
策划(plan)：公关活动PR activity公关公司PR partner投标书tender book提案proposal公司介绍company profile公关策略PR Strategy传播策略communication strategyxx新闻宣传News communication about xx公关公司职责Responsibility of PR Agency传播目标Objective目标受众Target Audience传播现状分析Corporate Communication SWOT Analysis优势Strength (S)劣势Weakness (W)机遇Opportunity (O)威胁Threat (T)负责人Stakeholder新闻宣传News communication媒体沟通Media Communication新媒体开拓New Media Exploited最少12名来自业内或公司的具有领导地位的资深公共关系实践者组成的小组a panel of at least 12 leading senior PR practitioners from agency and in-house environmentsxx上市后新闻宣传News communication after xx launch危机公关Crisis PR根据实际情况进行跟进处理Crisis management according to actual situationxx 舆论环境Public environment for xx核心媒体群策略Strategy of Key Media group结合实际需求进行新媒体开拓To exploited new media according to actual need强化媒体的掌控Strengthen the control of mediaxx 新闻资料准备News files preparation for xxxx 后续宣传Communication after xx区域性in local areas本月重点工作To-do list of this month其他工作 Others日常新闻宣传Daily news communication媒体分析Analysis of Media重点监测The key point monitor list媒体监测总结Monitor Conclusion意见领袖opinion Leader中坚力量core group传统核心团队Traditional Group新锐团队New core group出发点Basic point建立品牌形象 Set up the image今年的促销活动Promotional Activity of the Year吸引注意力的促销活动attention-grabbing promotional event 2008年公关环境PR circumstance 2008活动(event):合作项目cooperation project圆桌会议roundtable meeting会场布置Venue Arrangement设计方案Design proposal地面设计floorplan贵宾室VIP room签到处reception透视图perspective drawing指引牌设计directional signage design邀请函invitation单独插页a separate page inside折叠线folding line胸卡breast-card备选设计方案alternative design背景设计backdrop designxx 后期维护工作(相册制作等)Maintenance work after xx(picture files made ) 活动前期沟通宣传Pre-event Communication活动过程跟踪沟通During-event Communication and follow-up活动内容和细节建议Event Detail Recommend活动(形式)策划Event Plan活动(线下：会展、路演、促销等)Eventsxx 成员小型媒体沙龙xx member media salon华南媒体沙龙活动Huanan media salon event媒体食宿安排Accommodation Arrangement参加规则Rules of entry礼物建议Gift Recommend颁奖时间Awards Presentation相关网页的设计制作 Homepages Design and Production颁奖仪式场地安排Awarding Ceremony Venue Arrangement现场活动执行支持On-Site Support支持材料/辅助材料Support material活动后分析总结报告After-Event Summary Report访问日程Visit Agenda日程Agenda地点Venue现场制作物设计制作Decoration Design and production设计作品制作并完成Design work finalizationlogo的设计制作Designing and making the the logo of xxxx 项目展厅布置VI设计制作 Exhibition hall display and VI design on xx Project电子杂志的设计制作并提交The on-line journal design and completionxx 前期准备工作Preparation work for xxxx 跟进工作Some following work about xxxx vi设计制作 The VI design about xx执行(exect):中国国内媒体Chinese domestic media业内、商贸媒体Industry/trade media大众媒体General media国际媒体中国通讯员China based international correspondents中国主流媒体China key media核心媒体拜访Visit Key Media政府Government主要传播信息Key Message摘除网络负面声音，BBS，Blog灌水Drop negative information in internet and information release on BBS and Blog媒体邀请(待定)Media Invitation(Suspending)媒体邀请(邀请媒体建议、邀请函撰写发送跟踪)Media Invitation(Media listrecommend/invitation letter/invite follow up)活动前期沟通宣传Pre-event Communication活动过程跟踪沟通During-event Communication and follow-up媒体食宿安排Accommodation Arrangementxx 项目，发布频次7篇，传播量字14000字xx,the releasing frequency are 7 pieces, communication volume are 14000 wordsxx项目，发布频次25篇，传播量38837字xx, the releasing frequency are 25 pieces, communication volume are 38837 words费用预算(budget):合同contract税费 tax入场费entry fee基础公关费用明细表Budget List on Basic PR Expenses媒体维护费用expense on media relations maintenace危机公关费用expense on crisis management政府公关费用 expense on government relations公关培训费用expense on public relations training新闻稿撰写费用expense on news articles writing月服务费用 expense on PR.service费用总计total expenses序号order项目program费用预算budget项目说明explanations服务费用service fee其他相关：窄播Narrowcasting新闻发布News release有新闻价值的Newsworthy在线沟通On-line communications在线媒体关系On-line media relations 在线监测On-line monitoring在线宣传Online publicity评论文章Op-Ed说服 Persuasion产品宣传信 Pitch letter专题报告Position paper新闻发布会Press conferences媒体监测Press monitoring媒体关系Press relations新闻界Press印刷媒体Print media印刷出版物Print publications产品促销Product promotion产品宣传Product publicity项目小组Project team公众抱负Public aspiration公众态度Public attitudes公众意识Public awareness公共事务管理 Public issues management公众情绪Public mood公众需要 Public need舆论Public opinion公共政策预测Public policy forecasting公关广告Public relations advertising公关公司 Public relations agency公关咨询与调研 Public relations counseling and research 公关部 Public relations department公关目标/战略 Public relations objectives/strategies公关计划Public relations plan公关方案Public relations programs公关策略Public relations tactics公众意见Public sentiment公益宣传广告Public service announcement宣传Publicity问卷 Questionnaire监管当局Regulatory authorities调研Research危机沟通Risk communication摘要文章Round-up article促销Sales promotion样本 Sample卫星连线访谈Satellite media tours轰动手法Sensationalism形势分析Situational analysis社会预期Societal expectations软性新闻Soft news特殊利益团体Special interest groups 演讲 Speech演讲稿写作Speech-writing扭曲事实Spin代言人 Spokesperson备用声明Standby statement股东Stockholders托词Subterfuge上下级沟通Supervisory communications 供应商Suppliers调查Surveys电台访谈节目Talk radio目标受众Target audience电话沟通Telephone communication第三方认可Third-party endorsement高层管理Top management行业协会Trade associations行业展览Trade show真相Truth电视访谈TV interviews双向沟通Two-way communication价值观Value视讯会议Video conferences视讯发行Video news releases网络公关Web relations网上新闻室Web site newsroom网站 Web site国际互联网World Wide Web写作Writing（范文素材和资料部分来自网络，供参考。
新媒体运营相关英文词汇
新媒体运营相关英文词汇New Media Operation: Relevant English VocabularyWith the rapid development of the Internet and technology, new media operation has become an essential part of modern businesses. Whether it is social media marketing, content creation, or online advertising, understanding the relevant English vocabulary for new media operation is crucial for professionals in this field. In this article, we will explore some key terms that are commonly used in new media operation.1. Social Media Platforms:Social media platforms are online services that allow individuals and businesses to create and share content, as well as communicate with others. Some popular social media platforms include Facebook, Twitter, Instagram, LinkedIn, and TikTok.2. Content Marketing:Content marketing focuses on creating and distributing valuable, relevant, and consistent content to attract and engage a target audience. It involves the creation of blog posts, articles, videos, infographics, and other forms of content that resonate with the audience and deliver value.3. Influencer Marketing:Influencer marketing is a type of marketing that utilizes individuals with a significant online following to promote products or services. Influencers are seen as experts or opinion leaders within their respective fields and have the power to influence purchasing decisions of their followers.4. User Engagement:User engagement refers to the level of interaction and involvement that users have with a particular piece of content, website, or social media platform. High user engagement indicates a strong connection between the audience and the content being offered.5. Search Engine Optimization (SEO):SEO is the practice of increasing the visibility and ranking of a website or a web page in search engine results. It involves optimizing various factors such as keywords, meta tags, link building, and user experience to improve organic search engine rankings.6. Conversion Rate Optimization (CRO):CRO is the process of improving the percentage of website visitors who complete a desired goal, such as making a purchase or filling out a form. It involves analyzing user behavior, conducting A/B testing, and making data-driven adjustments to improve conversion rates.7. Key Performance Indicators (KPIs):KPIs are measurable values that demonstrate how effectively a company is achieving its primary objectives. In the context of new media operation, KPIs can include metrics such as website traffic, social media engagement, conversion rates, and ROI (Return on Investment).8. Analytics and Reporting:Analytics and reporting involve the collection, analysis, and interpretation of data related to website and social media performance. Thisdata helps in understanding user behavior, tracking campaign success, and making informed decisions to improve overall performance.9. Target Audience:The target audience refers to the specific group of individuals or customers that a company aims to reach with its marketing efforts. Understanding the demographics, interests, and needs of the target audience is crucial for developing effective marketing strategies.10. Branding and Brand Awareness:Branding involves creating a unique and recognizable identity for a company or product. Brand awareness measures the extent to which a target audience is familiar with and recognizes a specific brand. Building brand awareness is essential for enhancing customer trust and loyalty.11. Paid Advertising:Paid advertising involves promoting products or services through various paid channels, such as search engine advertising, social media advertising, or display advertising. It requires budget allocation and strategic targeting to reach the desired audience effectively.12. Customer Relationship Management (CRM):CRM is a technology and strategy that focuses on managing and nurturing customer relationships. It involves collecting and analyzing customer data to personalize communication, provide better customer service, and drive customer satisfaction and loyalty.In conclusion, the field of new media operation requires a solid understanding of relevant English vocabulary. This article has provided an overview of essential terms related to social media platforms, content marketing, influencer marketing, SEO, user engagement, CRO, KPIs, analytics, target audience, branding, paid advertising, and CRM. By familiarizing oneself with these terms, professionals in the new media operation can effectively navigate and thrive in the digital landscape.。
公司危机公关与危机管理(英文版)
公司危机公关与危机管理(英文版)Title: Crisis Public Relations and Crisis Management in CompaniesIntroduction:In today's fast-paced business environment, companies are constantly exposed to various risks and potential crises. These crises can range from product recalls and financial scandals to natural disasters and cyber-attacks. It is crucial for companies to have effective crisis public relations and crisis management strategies in place to mitigate the damage and protect their reputation.Definition of Crisis Public Relations:Crisis public relations is the strategic communication process employed by companies to manage and control the flow of information during a crisis. Its primary goal is to protect and restore the company's reputation and maintain stakeholders' trust. Definition of Crisis Management:Crisis management refers to the overall process and steps taken by a company to handle and recover from a crisis effectively. It involves identifying potential crises, establishing crisis management teams, developing crisis response plans, and implementing them when crises occur.Importance of Crisis Public Relations and Crisis Management: 1. Protecting Reputation: The reputation of a company is its most valuable asset. Effective crisis public relations and management minimize the negative impact on the company's reputation andenhance stakeholders' trust and confidence.2. Maintaining Stakeholder Relationships: During a crisis, communication with stakeholders becomes critical. Transparent and timely communication helps maintain these relationships and minimize confusion and speculation.3. Reducing Financial Losses: Crises can lead to severe financial losses for companies. By having a well-planned crisis management strategy in place, companies can minimize financial damages and recover more swiftly.Strategies for Crisis Public Relations and Crisis Management:1. Proactive Approach: Companies should be proactive and anticipate potential crises. This involves identifying risks, conducting regular risk assessments, and developing plans to address the identified risks.2. Crisis Response Team: Establishing a crisis response team is essential, comprising individuals from different departments who possess knowledge and experience in crisis management. This team should be well-trained and capable of coordinating responses in a crisis situation.3. Communication Plan: Developing a comprehensive communication plan ensures that consistent and accurate messages are delivered to stakeholders during a crisis. This plan should include designated spokespersons, channels of communication, and predefined messages.4. Transparency and Timeliness: Companies should strive for transparency and provide timely updates to stakeholders throughout the crisis. By being open and honest, companies can build trust and credibility, even during challenging times.5. Media Responses: Managing media inquiries and responses is vital during a crisis. Companies should have media-trained spokespersons who can effectively communicate the company's position and handle potentially hostile or challenging questions.6. Learning from Crises: After a crisis, it is important for companies to review and evaluate their crisis response strategies. This assessment will help identify areas of improvement to be better prepared for future crises.Conclusion:Crisis public relations and crisis management play a crucial role in ensuring that companies navigate through crises successfully, protect their reputation, and mitigate potential damages. By adopting proactive measures and effectively communicating with stakeholders, companies can minimize the negative impact of crises and recover more swiftly.Crisis Public Relations and Crisis Management in Companies (Continued)Types of Crises:1. Natural Crises: Natural disasters such as earthquakes, floods, and hurricanes can have a significant impact on companies. Crisis public relations and management involve preparing for such eventsby developing contingency plans, ensuring employee safety, and addressing the needs of affected stakeholders.2. Product and Service Issues: Product recalls, quality issues, or service disruptions can quickly turn into crises if not handled properly. Companies should have clear protocols in place for addressing such issues, including communication strategies to keep customers informed and mitigate potential reputational damage.3. Financial Crises: Financial scandals, bankruptcy, or significant losses can severely impact a company's reputation and financial stability. Crisis public relations and management involve addressing these crises head-on, being transparent about the situation, and implementing strategies to rebuild stakeholders' trust.4. Reputation Crises: Reputation crises can arise from various factors, including negative media coverage, employee misconduct, or social media backlash. Crisis public relations and management aim to address these crises swiftly and effectively, working to repair the company's image and rebuild trust among stakeholders.5. Cybersecurity Breaches: With the increasing reliance on technology, cybersecurity breaches can expose confidential information, disrupt operations, and damage a company's reputation. Crisis public relations and management focus on minimizing the impact of the breach, promptly addressing the issue, and implementing measures to prevent further breaches.Case Study: Boeing's Crisis Management During the 737 Max CrisisThe Boeing Company faced a major crisis following two fatal crashes involving its 737 Max aircraft. The crisis rocked the aviation industry and severely damaged Boeing's reputation. However, the company's crisis management response provides valuable lessons in effective crisis public relations.1. Transparency and Responsibility: Boeing took immediate responsibility for the crashes and acknowledged the flaws in its aircraft's design and safety systems. The company released regular updates, provided detailed information about the issues, and committed to improving the safety of its aircraft.2. Stakeholder Communication: Boeing maintained constant communication with stakeholders, including airlines, regulators, and the public. It addressed concerns promptly and provided regular updates on the progress made in fixing the issues. The company also engaged with families of the crash victims, demonstrating empathy and a commitment to learn from the tragedy.3. Regulatory Collaboration: Boeing worked closely with regulatory bodies, including the Federal Aviation Administration (FAA), to address the concerns and implement necessary changes to the aircraft's design and safety systems. This collaborative approach helped rebuild trust and confidence in Boeing and its products.4. Leadership and Accountability: Boeing's top leadership took responsibility for the crisis, with the CEO making public apologiesand commitments to rectify the issues. The company also initiated leadership changes, including the replacement of key executives, to drive a cultural shift towards prioritizing safety.5. Learning and Improvement: Boeing launched a thorough review of its processes and procedures, aiming to identify and address any systemic issues. The company also implemented significant changes in its corporate culture, emphasizing safety, transparency, and accountability.Lessons Learned:The Boeing crisis highlights several crucial lessons for crisis public relations and management:1. Transparency and openness are essential in maintaining stakeholder trust during a crisis.2. Collaborating with regulators and relevant authorities can help navigate through difficult times.3. Taking responsibility and demonstrating leadership during a crisis are crucial for rebuilding reputation.4. Learning from the crisis and implementing necessary changes are vital to preventing future crises.Conclusion:Crisis public relations and crisis management are critical components of effective risk management for companies. By adopting proactive measures and implementing comprehensive strategies, companies can successfully navigate through crises,protect their reputation, and rebuild trust among stakeholders. The lessons learned from real-world cases, such as the Boeing crisis, provide valuable insights into effective crisis response and management. Companies must be prepared, agile, and transparent in their communication efforts to effectively address crises and minimize potential losses.。
新媒体环境下的社会公共危机传播
新媒体环境下的社会公共危机传播一、本文概述随着数字技术的飞速发展，新媒体已成为现代社会信息传播的重要渠道。
在新媒体环境下，社会公共危机的传播呈现出与传统媒体时代截然不同的特征和挑战。
本文旨在探讨新媒体环境下的社会公共危机传播现象，分析其特点和影响，以及应对策略。
本文将分析新媒体环境下社会公共危机传播的特点。
与传统媒体相比，新媒体具有传播速度快、信息量大、互动性强等特点，这些特点使得公共危机信息在新媒体平台上的传播更加迅速和广泛。
同时，新媒体的去中心化特征也为危机信息的传播带来了新的挑战，如信息真伪难辨、舆论引导困难等。
本文将探讨新媒体环境下社会公共危机传播的影响。
新媒体平台上的危机信息传播不仅影响着公众对危机的认知和应对行为，还可能对危机的演变和解决产生重要影响。
同时，新媒体环境下的危机传播也对政府、媒体和社会组织的危机管理能力提出了更高的要求。
本文将提出新媒体环境下社会公共危机传播的应对策略。
针对新媒体环境下危机传播的特点和挑战，本文将从信息发布、舆论引导、公众参与和危机管理等角度提出相应的策略建议，以期为新媒体环境下的社会公共危机传播提供有效的管理思路和方法。
总体而言，本文将全面分析新媒体环境下社会公共危机传播的特点、影响和应对策略，以期为相关研究和实践提供理论参考和实践指导。
二、新媒体环境的特点及其对危机传播的影响新媒体环境以其独特的属性和优势，对危机传播产生了深远的影响。
新媒体环境的特点主要体现在信息传播的速度快、范围广、互动性强以及表现形式多样等方面。
这些特点使得新媒体在危机传播中发挥着不可或缺的作用。
新媒体环境的信息传播速度极快。
通过互联网技术，新闻和信息可以在瞬间传遍全球，这对于危机事件的传播来说，既是一种挑战也是一种机遇。
一方面，它能够在短时间内引起公众的广泛关注，促使相关部门迅速作出反应另一方面，由于信息传播速度过快，也可能导致信息失真或误导公众。
新媒体环境的传播范围广。
无论是社交媒体、新闻网站还是短视频平台，都能覆盖大量的用户，使得危机事件的影响范围迅速扩大。
新媒体社交媒体营销中英文对照外文翻译文献
文献信息：文献标题：Elements of strategic social media marketing: A holistic framework（战略性社交媒体营销要素：整体框架）国外作者：Reto Felix, Philipp A. Rauschnabel, Chris Hinsch文献出处：《Journal of Business Research》,2017,70:118-126字数统计：英文 2632 单词，15772 字符；中文 5082 汉字外文文献：Elements of strategic social media marketing:A holistic frameworkAbstract Social media marketing is an integral element of 21st-century business. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The current research applies a qualitative, theory-building approach to develop a strategic framework that articulates four generic dimensions of strategic social media marketing. Social media marketing scope represents a range from defenders to explorers, social media marketing culture includes the poles of conservatism and modernism, social media marketing structures fall between hierarchies and networks, and social media marketing governance ranges from autocracy to anarchy. By providing a comprehensive conceptualization and definition of strategic social media marketing, this research proposes an integrative framework that expands beyond extant marketing theory. Furthermore, managers can apply the framework to position their organizations on these four dimensions in a manner consistent with their overallcorporate mission and objectives.Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing1.IntroductionUnderstanding the role of social media in the context of marketing is critical for both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada, Rishika, Janakiraman, & Kannan, 2016; Schultz & Peltier, 2013). Most existing studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015; Kumar et al., 2016; Relling, Schnittka, Sattler, & Johnen, 2016), customer relationship management (Trainor, Andzulis, Rapp, & Agnihotri, 2014), brand management (Asmussen, Harridge-March, Occhiocupo, & Farquhar, 2013), innovation management (Gebauer, Füller, & Pezzei, 2013), and employee recruitment (Sivertzen, Nilsen, & Olafsen, 2013). While these studies detail advancements in specialized areas of social media knowledge in a marketing and management context, extant literature does not provide a holistic framework for social media marketing at the strategic level. This deficiency is surprising because both academics (Labrecque, vor dem Esche, Mathwick, Novak, & Hofacker, 2013; Schultz & Peltier, 2013; Yadav & Pavlou, 2014) and practitioners (Divol, Edelman, & Sarrazin, 2012) acknowledge new complexities accompanying these media and agree that research into social media marketing needs to be reconceptualized. In a nutshell, strategic social media marketing remains an untested user interaction paradigm (Naylor, Lamberton, & West, 2012) with little published academic research.The current article aims to address this theoretically and managerially important research gap by exploring the following two research questions: How is strategic social media marketing defined and conceptualized? and What factors demand consideration when constructing an organization's social media marketing strategy?Specifically, this research attempts to define the continua on which critical strategic social media marketing decisions lie and to integrate them into a holistic framework.2.MethodologyThe study employed a two-stage research design. The first stage consisted of in- depth interviews (Fontana & Frey, 1998) with seven European social media marketing experts who possess both national and international experience in social media marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and direct exposure to social media marketing practices in real industry settings. Seeking depth rather than breadth, the sample size in stage 1 was commensurate with the qualitative research paradigm in which relatively small sample sizes are used to generate information-rich data (Patton, 1990). All informants agreed to audiotape the interviews (between 25 and 60 min), which resulted in 117 pages of double-spaced, verbatim transcripts.The second stage of the data collection procedure consisted of a qualitative survey of social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained through the depth interviews and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through interviews in business magazines, or because they were mentioned as knowledgeable and experienced experts in personal communication. E-mail requests were sent to all experts along with two reminders, which resulted in 50 returned surveys (response rate = 18.9%). Seven data sets were eliminated because of incomplete answers or because social media marketing plays a minor role in the respondents' daily work. The final sample consisted of 43 respondents (age: m = 37; SD = 9 years; 74% male; 88% European) with various backgrounds in their position and/or industry.Table 1 Summary of stage 2 informantsCompany size (employees)< 50 14 (32.6%) 50–99 5 (11.6%) 100–499 3 (7.0%) 500–999 8 (18.6%) 1000–4999 6 (14.0%) 5000–10,000 3 (7.0%) >10,000 4 (9.3%)Social media marketing experience (in years)Average: 6.4 years 1–2 5 (11.6%) 3–5 19 (44.2%) 6–8 12 (27.9%) 9 and more 7 (16.3%)Percentage of working time associated with social mediaAverage: 52.8%<20% 7 (16.3%) 20–39 10 (23.3%) 40–59 6 (14.0%) 60–79 3 (7%)80–100 15 (34.9%)n/a 2 (4.7%)Age (in years)Average:37< 309 (20.9%)30–3919 (44.2%)40–4910 (23.3%)50–59 5 (11.6%)Self-reported experience in…Means aSocial Media 6.2Social Media Marketing 5.9Marketing 5.7Customer Management 4.7Advertising 5.2Communications/Public Relations 5.6a How much experience do you have in the following areas? (1 = no experience at all; 7 = highly experienced)Respondents were asked to (1) define social media marketing, (2) discuss self- selected best and worst practice examples of social media marketing, (3) discuss success factors and success metrics, and (4) describe their ideal implementation of social media marketing in a self-selected organization. The survey employed common design techniques (Smyth, Dillman, Christian, & Mcbride, 2009), such as adding large answer fields and asking respondents to be as specific as possible, to increase respondents' motivation to provide detail.3.FindingsFig. 1 shows the strategic social media marketing framework with its four central dimensions.Fig. 1. Strategic social media marketing framework.First, social media marketing scope addresses the question whether companies use social media marketing predominantly for communication with one or a few stakeholders or comprehensively (both externally and internally) as a genuine tool for collaboration. Defenders use social media marketing primarily as a one-way communication tool to entertain consumers or to inform stakeholders, rather than integrating employees or community groups. Conversely, explorers are interested in an authentic social media marketing collaboration based on reciprocal interactions with many different stakeholders such as clients, employees, suppliers, and government agents.Second, social media marketing culture distinguishes between conservatism, which is represented by an encapsulated, traditional, mass advertising approach to social media marketing, and modernism, which is characterized by a more permeable, open, and flexible social media marketing culture.Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchies stand for a centralized approach with a clearly defined social media marketing assignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is no longer necessary.Fourth, social media marketing governance refers to how the company establishes rules and guidelines and how social media marketing responsibilities are controlled in the company. The extreme position of autocracy describes a situation with precise regulations on who in the company is allowed to interact on social media platforms. Conversely, anarchy represents a situation without any such rules or guidelines.The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles on each dimension. For example, companies need to find a position on social media marketing governance that neither regulates everything employees are allowed to say nor leaves them without any guidance on which to base their responsibilities or behaviors. Fig. 1 also suggests that decisions on social media marketing should indeed be guided by the firm's internal influencers (e.g., general vision, mission, corporate goals, corporate culture, available resources), which in turn should be in line with external influencers (e.g., communities, competition, government regulation).4.Discussion and implicationsThis research addresses the absence of a holistic framework for strategic social media marketing. A review of the marketing literature reveals several approaches regarding aspects of strategic marketing such as customer relationship management (e.g., Payne & Frow, 2005) or marketing organization (Workman, Homburg, & Gruner, 1998). However, few articles address the strategic marketing of social media, and none put forth a holistic social media marketing framework.While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016) or witha focus on customers and communication (e.g., Chang et al., 2015), the findings of this study reveal four general social media marketing dimensions that firms should address when conceptualizing or managing their strategic social media marketing approach. As the findings indicate, these dimensions are interdependent, and companies should strive to position themselves on the four dimensions in an integrated way, rather than treating them as isolated, independent decisions.4.1.A new definition of social media marketingThis research suggests a new definition of social media marketing: Social media marketing is an interdisciplinary and cross-functional concept that uses social media (often in combination with other communications channels) to achieve organizational goals by creating value for stakeholders. On a strategic level, social media marketing covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to modernism), structure (ranging from hierarchies to networks), and governance (ranging from autocracy to anarchy).4.2.Implications for social media marketing scopeSocial media marketing provides firms with an opportunity to use social media tobuild relationships with customers, employees, communities, and other stakeholders (i.e., when they act as explorers). At the same time, firms may choose to view social media as simply another communications channel through which they can push information to customers (i.e., when they act as defenders). Though potentially creating value for customers, the defender approach does not take advantage of the opportunities for building real relationships within the network of customers, employees, interest groups, the government, and other stakeholders, as propagated by modern relationship marketing (Payne & Frow, 2005). However, the explorer approach may require firms to redefine the role of different stakeholders in the organization.4.3.Implications for social media marketing cultureManagement and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé & Farley, 2004) recognize the importance of culture and organizational climate for financial and non-financial firm performance. The current research emphasizes the importance of culture for social media marketing. Companies engaging in social media marketing must acknowledge that stakeholders can take control of and manipulate social media content (Labrecque et al., 2013). Thus, companies should contemplate the trade-offs between an encapsulated social media marketing culture (conservatism), which provides more control of important brand constructs, and consumers' desire to connect and engage with firms displaying a more progressive, permeable culture (i.e., modernism).4.4.Implications for social media marketing structureExtant marketing research investigates how the elements of marketing should be organized according to a firm's structural characteristics, such as formalization, centralization, and specialization (e.g., Olson, Slater, & Hult, 2005). Consequently, social media marketing structure focuses on responsibilities and organizational hierarchies employed to configure social media marketing. Whereas social mediamarketing governance pertains to who can or should say what in social media, social media marketing structure focuses on who has the responsibility to post and interact in these media. As the informants emphasized, firms should integrate social media marketing in a way that fits with their overarching strategies. The informants identified different sets of benefits that can emerge from either a hierarchical or a networked structure. However, they recommended that specific decisions about who has the responsibility to interact online with customers, activists, and pundits should be formally discussed in the organization.4.5.Implications for social media marketing governanceResearch on governance usually investigates the structures, rights, and responsibilities among different employees in organizations (Freeman & Reed, 1983). Information technology (IT) governance, as a sub-discipline of corporate governance, focuses on specifying which individuals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses on the use of IT for work-related purposes, social media can potentially be used by any employee in either official (company-granted access) or unofficial (personal account access) capacities. Therefore, the applicability of IT governance research is of limited use when extended to social media marketing. Some companies have developed the idea of educating employees about the personal and firm-related consequences of “undesirable” social media use through social media marketing guidelines (Linke & Zerfass, 2013). However, building social media guidelines and governance into a holistic framework for social media marketing is novel. The role of employees in promoting brands in other contexts (and thus increasing firm value) is well represented in the academic literature (Morhart, Herzog, & Tomczak, 2009). Weber Shandwick's (2014) recent study reveals an emerging movement termed “employee activism” in which one-third of the surveyed respondents were social media activists who defended their employers and advocated for the firm online. Employees may be better able to understand the needs of consumers and products thatcan meet those needs, and they can effectively advocate and promote the firm online. These technologies have allowed virtually all employees to champion the firm. For example, the fashion retailer Nordstrom has policies to provide employees with knowledge, direction, and expectations. This application of social media marketing governance can increase the overall social media marketing success of the firm (Nordstrom, 2015; Ross, Beath, & Sebastian, 2015).5.Limitations and future researchSeveral limitations to the current study suggest potentially fruitful avenues for future research. First, the qualitative approach reveals four dimensions of strategic social media marketing and identifies the extreme points of each dimension. However, future research could use quantitative approaches to identify the impact of different positions on each of these dimensions. Research could also investigate the influence of each dimension on firm or social media marketing performance. For example, studies could try to isolate the effect of each dimension on outcome variables such as consumer–brand engagement (Schultz & Peltier, 2013) or, more specifically, new media brand engagement (Hennig-Thurau et al., 2010). A second limitation is the over-representation of European (especially German) informants in the analyses. Prior research discusses cross-cultural differences in consumers' use of social media (Bernoff & Li, 2008; World Newsmedia Network, 2015). Furthermore, extant research advocates for the adaptation of social media content to the targeted culture based on differing consumer profiles (Tsai & Men, 2012). Thus, caution should be taken in extrapolating the framework to other cultural contexts. Future research might determine whether aspects of cultural or economic context add dimensions to the proposed framework or whether they simply require different approaches regarding the four dimensions.Future research should also investigate how other characteristics, such as culture,the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs. advertising agency), company size, or available resources, influence a firm's “ideal position” on each of the dimensions of strategic social media marketing. Finally, future research could investigate the role of regulatory or self-regulatory bodies (e.g., Word of Mouth Marketing Association) on social media marketing governance and how firms can create value and form core competencies by superseding these requirements.6.ConclusionThis study sheds light on the complex nature of strategic social media marketing. Social media marketing, in practice, is too complex to be managed and executed exclusively by a single individual or even department. Cross-functional collaborations along the four dimensions of social media marketing are necessary to successfully navigate in this dynamic arena.中文译文：战略性社交媒体营销要素：整体框架摘要社交媒体营销是21 世纪商业的一个组成部分。
新媒体运营中的危机公关处理策略
新媒体运营中的危机公关处理策略随着新媒体的快速发展，企业在进行品牌推广和宣传时，往往会面临各种危机。
这些危机可能是由于不当言论、虚假宣传、产品质量问题等引起的，如果不及时有效地处理，将会对企业形象和声誉造成严重影响。
因此，新媒体运营中的危机公关处理策略显得尤为重要。
本文将从危机公关的定义、危机公关处理策略以及案例分析等方面进行探讨。
一、危机公关的定义危机公关是指在企业面临危机时，通过有效的公关手段和策略，及时应对和处理危机，保护企业的声誉和形象，恢复公众对企业的信任。
危机公关的目标是通过积极的沟通和协调，减少危机对企业的负面影响，最大程度地保护企业的利益。
二、危机公关处理策略1.及时回应在危机发生后，企业应立即回应，及时发布公告或声明，向公众解释事实真相，避免谣言的传播。
同时，要保持信息的透明度，提供准确、全面的信息，以增加公众对企业的信任。
2.积极沟通与公众进行积极的沟通是危机公关的重要策略之一。
企业应主动与受影响的消费者、媒体、政府等各方进行沟通，听取他们的意见和建议，及时回应他们的关切。
通过有效的沟通，可以减少误解和猜测，增加公众对企业的理解和支持。
3.道歉与赔偿在危机处理过程中，如果企业的错误导致了损失或伤害，应及时向受害者道歉，并给予适当的赔偿。
道歉和赔偿是恢复公众对企业信任的重要手段，可以减少公众的愤怒和不满，为企业赢得第二次机会。
4.建立危机管理团队企业应建立专门的危机管理团队，负责危机公关的策划和执行。
团队成员应具备危机公关的专业知识和技能，能够迅速应对各种危机情况。
同时，团队成员应具备良好的沟通能力和应变能力，能够有效地处理危机事件，保护企业的声誉和形象。
三、案例分析1.三鹿奶粉事件2008年，三鹿奶粉事件爆发，引起了广泛的关注和愤怒。
面对危机，三鹿公司未能及时回应和公开道歉，导致危机进一步扩大。
最终，三鹿公司被迫停产，并赔偿了受害者。
这个案例表明，及时回应和公开道歉是危机公关处理中的关键步骤。
2024年危机公关与社交媒体传播策划案例学习培训资料
培训过程中，学员们分组合作，共同解决问题，增强了团队合
作意识和协作能力。
未来发展趋势预测分析
01
社交媒体影响力扩大
随着社交媒体的普及和影响力的扩大，未来危机公关和社交媒体传播将
更加紧密地结合在一起，社交媒体将成为危机公关的重要战场。
02
数据驱动决策
大数据和人工智能技术的发展将为危机公关和社交媒体传播提供更精确
06
总结回顾与展望未来发展趋势
本次培训成果总结回顾
专业知识掌握
01
通过本次培训，学员们深入了解了危机公关和社交媒体传播的
基本原理、策略和方法，掌握模拟演练，学员们提高了应对危机事件和制定
社交媒体传播策略的能力，积累了实战经验。
团队合作意识增强
03
Part
05
法律法规与伦理道德考量
遵守国家法律法规要求
严格遵守《中华人民共和国广告法》等相关法律法规，确保所有传播内容合法合规 ，不含有虚假、误导性信息。
遵循《中华人民共和国网络安全法》，加强网络安全保护，防止用户数据泄露和滥 用。
遵守《中华人民共和国著作权法》，尊重原创作者的权益，不盗用、不抄袭他人的 创意和成果。
Part
02
社交媒体在危机公关中作用
社交媒体传播特点
实时性
社交媒体信息传播速度极 快，可迅速触及大量受众 。
互动性
社交媒体具有强烈的交互 性，便于企业与公众进行 双向沟通。
多样性
社交媒体内容形式丰富， 包括文字、图片、视频等 ，易于吸引受众关注。
社交媒体在危机应对中优势
STEP 02
STEP 03
语言风格
采用符合目标受众喜好的语言风格 ，如网络热词、流行语、段子等， 增加内容的亲民性和传播力。
危机管理-公司危机公关与危机管理(英文版)(ppt29页)
Crisis Management Basics
“No comment” fuels hostility Always try to be helpful Be aware of deadlines Befriend journalists before the crisis hits
Taking Responsibility
On all media interviews, the CEO expressed sympathy and regret for all those affected and immediately promised that the company would pay all medical costs.
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Examples of Crisis Management
Odwalla Exxon
Case Study
Odwalla juice e-coli outbreak in 1996 Health officials in Washington state informed thext step was to tackle the problem of contamination.
The company switched from unpasteurised juice to a process called "flash pasteurization" which would guarantee that E-coli had been destroyed without compromising flavor.
危机公关英语作文范例
危机公关：有效应对与策略实施In today's fast-paced and interconnected world, crisis situations are inevitable for businesses and organizations. Whether it's a product recall, a data breach, or a public outcry due to unethical practices, crisis public relations (CPR) has become a crucial aspect of maintaining brand reputation and stakeholder trust. This essay explores the importance of CPR, highlights effective response strategies, and discusses how organizations can leverage thesestrategies to minimize the negative impact of crises.The first step in crisis management is swift and transparent communication. Organizations must be proactivein acknowledging the issue, expressing sincere regret, and outlining the steps being taken to rectify the situation. Avoiding silence or denial only fuels speculation and mistrust. Instead, providing timely and accurateinformation can help mitigate the damage and restore confidence.Moreover, organizations must demonstrate empathytowards affected stakeholders. Acknowledging their concerns and suffering goes a long way in building trust andmaintaining loyalty. It's essential to avoid blame-shifting or making excuses, as this can further erode trust. Instead, focusing on solutions and remedial actions can help restore a positive image.Another key aspect of CPR is ensuring consistent messaging across all communication channels. This includes press releases, social media posts, and employee training. Inconsistent messaging can confuse stakeholders and undermine the organization's credibility. Therefore, it's crucial to have a well-coordinated crisis communicationteam that ensures a unified narrative.Furthermore, organizations must leverage their crisis response as an opportunity for positive change. Implementing long-term improvements and reforms can demonstrate a commitment to ethics and sustainability, thereby enhancing the organization's reputation. This could involve investing in better safety measures, enhancing data security, or implementing more ethical business practices.Lastly, organizations should conduct post-crisis evaluations to identify lessons learned and areas for improvement. This includes analyzing the effectiveness ofthe crisis response, assessing stakeholder feedback, and identifying potential risks that may have been overlooked. Such evaluations can help organizations refine their crisis management strategies and prepare better for future crises. In conclusion, crisis public relations is a critical aspect of maintaining brand reputation and stakeholder trust. By implementing effective response strategies, demonstrating empathy, ensuring consistent messaging, leveraging the crisis for positive change, and conducting post-crisis evaluations, organizations can minimize the negative impact of crises and emerge stronger from them.**危机公关：有效应对与策略实施**在当今快节奏且互联互通的世界中，企业和组织难免会遇到危机情况。
新媒体技术对于新闻的影响英语作文
新媒体技术对于新闻的影响英语作文The Impact of New Media Technologies on Journalism.The advent of new media technologies has revolutionized the field of journalism, altering the way news is gathered, processed, distributed, and consumed. These technologies have presented both opportunities and challenges for the industry, leading to significant changes in the way journalists approach their work.One of the most significant impacts of new media technologies is the increased speed and accessibility of news. With the advent of social media, news can spread virally, reaching a vast audience in a matter of minutes. This has led to a 24/7 news cycle, where events are constantly monitored and reported in real-time. Journalists are now able to break news much faster than before, thanks to tools like live streaming, social media monitoring, and mobile reporting.Moreover, new media technologies have democratized news production. In the past, news was primarily produced by professional journalists working for large news organizations. However, with the advent of blogging,citizen journalism, and user-generated content, the news industry has become more inclusive, allowing individuals to contribute their own stories and perspectives. This has led to a more diverse and nuanced coverage of news events, reflecting the voices and experiences of a wider range of people.Another impact of new media technologies is the rise of multimedia reporting. With the help of tools like video editing software, drones, and virtual reality, journalists are now able to create more engaging and immersive news reports. These multimedia reports can include videos, audio, images, and interactive elements, providing a more comprehensive understanding of news events. This format is particularly effective for covering breaking news or events that are visually compelling, such as natural disasters or protests.However, the rise of new media technologies has also presented challenges for the news industry. One of the biggest challenges is the issue of information overload. With so much news and information available at our fingertips, it can be difficult to determine what is important and what is not. This has led to a rise in "fake news" and misinformation, which can have serious consequences for society. Journalists must now work harder to verify and fact-check their stories, ensuring that the information they share is accurate and reliable.Another challenge posed by new media technologies is the issue of online privacy and security. With so much personal information available online, journalists must be mindful of protecting the privacy of their sources and subjects. At the same time, they must also comply with strict data protection laws and ethical guidelines to ensure that they do not infringe on the rights of others.In conclusion, new media technologies have had a profound impact on the field of journalism. They have provided new tools and platforms for journalists to reportand distribute news, leading to faster, more accessible,and more diverse coverage. However, these technologies have also presented challenges, such as information overload and online privacy concerns. Journalists must continue to adapt and evolve, harnessing the power of new media technologiesto tell stories that are accurate, engaging, and meaningful.。
新媒体营销及危机公关(双语)
The marketing and crisis management in the era of new media 新媒体是相较传统媒体（报刊、电视、广播等）而言，以数字信息技术为基础，以互动为特点、具有创新形态的媒体，它是一个非常宽泛的概念，其本质是一种信息传播方式的革新。
Pc、手机、平板、网络电视等是新媒体的载体平台，而微博、微信、博客等则是新媒体的应用形式。
Compared to traditional media, new media (newspapers, television, radio, etc.) is based on the information technology. It is interactive and innovative. New media is a broad concept, which means a revolution of communication. The platform is consist of PC, mobile phone , tablet and network television. Besides, micro-blog , WeChat and blog are applied in the platform of new media. 新媒体传播快，影响广，对于企业的品牌管理活动提出了很大的挑战。
新媒体的核心精神便是互动与创新，新媒体用户热爱社交互动，分享，免费，强调参与感，注重用户体验，根据兴趣、价值观等进行分众，意见领袖在新媒体信息传播中起到了关键作用，运用新媒体进行品牌管理或企业传播时，考虑到新媒体的用户特性尤为重要。
New media delivers messages fast and widely, which results in a bigchallenge for the corporate brand management. The interactivity and innovation is the core spirit of new media. The customers of new media love social activity online, sharing, free and participation . They care about User Experience and form different groups according to interests and values. The opinion leaders on the internet play a important role in the information communication. In a word, we should take into account the characteristics of new media users, when we conduct brand management or corporate communication. 新媒体已经成为整合营销的重要平台，例如在康爱一生便是一款全渠道销售的产品，充分运用数字化手段，实现了数字方式与传统方式完美结合的整合营销方案，手机APP、二维码扫描、微博、微信等新媒体齐上阵，为康爱一生产品进行宣传，取得了很好的效果。
《化险为夷：新媒体下的危机公关》
化险为夷：新媒体下的危机公关实战型管理教练-黄俭老师简介：滨江双创联盟荣誉理事长；上海蓝草企业管理咨询有限公司首席讲师；多家知名企业特聘高级管理顾问。
黄老师多年在企业管理、公司战略规划、市场营销、品牌建设、员工管理、绩效考核、上市公司等等方面有着丰富的实践经验；深刻理解了东西方管理精髓。
进入培训教育行业，作为资深培训讲师，在企业内训课、公开课、CEO总裁班等百余家企业和大学课堂讲授战略管理、营销管理、品牌管理等领域专业课程，结合自身的企业实践和理论研究，开发的具有知识产权的一系列新营销课程收到企业和广大学员的欢迎和热烈反馈。
听黄老师上课，可以聆听他的职场经历，分享他的成绩，干货多多！课程突出实用性、故事性、新鲜性和幽默性。
宽广的知识体系、丰富的管理实践、积极向上、幽默风趣构成了独特的教学培训风格，深受听众欢迎。
通过一系列案例剖析点评，使管理人员掌握一些管理先进理念，分析技巧、提高解决问题的能力。
擅长领域：战略管理/领导力系列/ 经典营销/新营销/大数据营销授课风格：采用情景式教学法，运用相关的角色模拟和案例分析诠释授课内容，理论与实战并举，侧重实战，结合视听教材，帮助学员在理论基础与实践应用方面全面提升。
广大的学员认为授课风格为：幽默风趣、条理清晰、实战、理论联系实际。
主讲课程：1、《MCT管理教练技术》2、《MTP中层管理技能提升训练》三3、《高效能人士的七个习惯》4、《高效沟通与激励》5、《目标与计划管理》6、《高效能团队建设》为今天工作成绩优异而努力学习，为明天事业腾飞培训学习以蓄能！是企业对员工培训的意愿，是学员参加学习培训的动力，亦是蓝草咨询孜孜不倦追求的目标。
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危机公关案例分析英文版
Smart Jacket as a Collaborative Tangible UserInterface in Crisis ManagementMonica Divitini1, Babak A. Farshchian2, Jacqueline Floch2, Bjørn MagnusMathisen2,Simone Mora1 and Thomas Vilarinho21 NTNU,N-7491 Trondheim, Norway{monica.divitini, simone.mora}@idi.ntnu.no2 SINTEF ICT,N-7465 Trondheim, Norway{babak.farshchian, jacqueline.floch, bjornmagnus.mathisen, thomas.vilarinho }@sintef.no Abstract.Collaborative AmI technologies have the potential to increase theefficiency and effectiveness of rescuers during crisis response work. However,few AmI technologies are designed specifically for such scenarios. Our findingsfrom a number of case studies have resulted in a set of requirements. In thispaper we present some of these findings. We then present a second generationAmI tool that was developed to support our users. The tool is a jacket equippedwith a number of sensors/actuators allowing coordinators to draw the attentionof rescuers in the field and to provide them information and commands. Thetool is currently undergoing evaluation in collaboration with our users.1 IntroductionThe ability to get accurate and on-time situation awareness and to coordinate rescuer teams effectively is essential for crisis management. The efficiency of response actions impacts directly on the extent of damages, the number of saved lives and the reduction of risks for rescuers. A major challenge for rescuers on the fields is to combine tasks that require full concentration and physical effort with the use of communication and collaboration tools. Today, a number of technical tools, such as computers, sensors, cameras and ad-hoc networking equipment, are regularly operated by rescuers in disaster areas. Pervasive and ambient computing technology can be applied to support the rapid and accurate collection of data, and efficient decision-making, and situational awareness [1]. Moreover, a variety of collaborative software tools are used to manage and coordinate rescuer teams [2]. Research shows that traditional desktop-based computer interfaces are not suited for supporting all the collaboration needs in the field. Social and cognitive aspects should be considered strongly when designing future systems. For instance, Kwon et al. [3] report that that the use of synchronous audio communication can create overload and sometimes confuse the rescuers.2 Babak Farshchian et al.This paper focuses on the user interface with the system. We explore tangible user interfaces that can be integrated in a smooth and non-intrusive manner in the rescuer environment, and plugged in and shared in a collaborative software tool. An example of such tangible interfaces, a smart jacket, is presented. In addition, related to cognitive aspects, we explain how the capabilities of the presented tool can be exploited to reduce abruptions when sharing information during a rescue.This paper is structured as follows: Section 2 shortly introduces the research approach. Section 3 describes our findings from a number of case studies and observations of users. Section 4 and 5 describe our scenario and how our implementation can potentially solve some coordination problems for the rescuers. Section 6 presents the system implementation. Finally Section 7 concludes this paper and presents our future research plan.2 Research approachOur research follows the design science paradigm [4]. While behavioural-science approaches focus mainly on the use and benefits of a system implemented in an organization, design science approaches develop and evaluate IT artefacts intended to solve identified organizational problems. Developing such artefacts requires domain knowledge and justification in form of proper evaluations. The design science recursive process was used to develop our system.Our research started with two sets of domain-related data from two European R&D projects, Mirror1 and SOCIETIES2. As part of the Mirror project, a set of case studies and observations involved rescuers from the Italian civil defence during a simulation of a massive disaster held in 2011 in Italy [5]. Another set of data came from focus groups and interviews with the European Urban Search And Rescue (USAR) as part of the SOCIETIES project [6]. The analysis of these data gave us a set of overall requirements that will be discussed in the next section. Based on this set of requirements we developed a first generation tool: a wristband developed using the Arduino platform3for the rescuer (see Figure 1), and a table-top interface for the coordinator[5]. Informal demonstrations of the tool for our users revealed several shortcomings in the tool. Based on this feedback we developed the second generation of the tool which is documented in the following sections in this paper. The second generation is also integrated with the collaboration-support platform being developed in the EU project SOCIETES, and in this way is also used as a proof-of-concept for that platform.1 http://www.mirror-project.eu/2 http://www.ict-societies.eu/3 /Smart Jacket as a Collaborative Tangible User Interface in Crisis Management 3Figure 1: The first prototype of a tangible interface to support cooperationduring a crisis3 User observations and requirementsUser studies carried out during a simulation of a massive disaster held in 2011 in Italy have shown that rescuers still rely largely on handheld transceivers (e.g. walkie-talkies) to communicate and coordinate the work. During rescue operations, the rescuers are given instructions by a coordinator through radio broadcasts. At the same time, they have to communicate back information, such as their position, environmental data (temperature, humidity, air quality) in a half-duplex communication channel. Rescuers need to remember and execute the tasks they are assigned to (by the coordinator) without any technological aid. In the meantime personnel in the coordinator side transcribe radio communication and update the positions of the teams and data they have collected using annotations on a map.We divided our analysis based on the two main users in our scenarios: the rescuers (in the disaster field) and the coordinators (in a back office or in a tent coordinating the rescue). From an AmI perspective, the rescuer role is the most interesting one. Our observations showed that the usage of consumer hardware, like touch-screen smartphones or tablets, is not a good design choice for the rescuers. Indeed rescuers wear touchscreen-unfriendly gloves, require high screen readably, and depend on high battery capacity. Also, they often wear blouses without additional pockets for such devices. Furthermore the design should avoid requiring the rescuer to interrupt her task in order to interact with the tool.The first prototype of a tangible and wearable device to support data capturing and inter-role coordination was developed in the shape of a wristband (Figure 1). It supports automatic capture of the rescuer’s location, environmental temperature an d noise, and it is able to display text messages broadcasted by the coordinators. The rescuer can send a digital acknowledgement to the coordinators, for example when a task has been accomplished, without interrupting the work (using gestures and proximity-activated buttons). An early evaluation of the prototype with users has revealed a good acceptance of the system. However, the size of the tool and its wearability weren’t considered satisfactory. The users called for a smaller device and asked for a user interface able to be operated leaving hand and lower arms totally free to operate in the rescue scene.4 Babak Farshchian et al.4 Scenario and tool functionalityBased on our observations the following application scenario (see Figure 2) is set up and implemented. The scenario will be evaluated by the USAR team in SOCIETIES.Figure 2: Coordinator and rescuers each have their own user interface. Background.An earthquake of magnitude 7.8 with epicentre about 32 km South-West of the island of Cyprus has caused severe damage and casualties. The local response capacity is exceeded and the government of Cyprus has requested international assistance. Several international rescue experts, like USAR and medical support have been sent to Cyprus to support the local emergency management. Initial technical setup. All team members are equipped with Android devices running the collaboration tool iDisaster. Knut the coordinator uses an Android tablet (simulating a laptop), while Tor the rescuer uses an Android touch-based phone (see Figure 2). As part of the initial setup (prior to the operational phase in the field) the following actions are performed by the coordinator and each rescuer:Knut (Coordinator):1.Creates teams: Knut uses iDisaster GUI to create a new team called"Larnaca" with information about the mission, location of the mission,and other relevant information about the disaster.2.Adds rescuers to the team: Knut browses a directory of rescuers and addsthe ones needed for this mission, including Tor. After the rescuers areadded, they get access to the "Larnaca" shared space provided byiDisaster, created in step 1 above.Smart Jacket as a Collaborative Tangible User Interface in Crisis Management 53.Recommends services: Each mission will have specific needs regardingwhat tools will be used. Knut browses a directory of services and addsthem as recommended services to the shared area for the team to use. Oneof these services is iJacket. Services give access to external physical toolssuch as sensors and actuators.Tor (Rescuer):1.Installs recommended services: After Tor is added to the "Larnaca" teamhe receives a notification and is asked whether he wants to add therecommended services (apps) to his phone. He answers yes and somesoftware is downloaded and installed automatically on the smart phone.2.Sets up services and tools: One of the services that were recommended byKnut was the iJacket service. This is a service that supportscommunication with the smart jacket that all rescuers wear (see Figure 3).Tor scans the jacket QR-code to establish connection between his Androidsmartphone and the smart jacket (Figure 3.B). The service displays the setof actuators and sensors available on the jacket. Tor can test that they allwork properly: display, loudspeaker, LED lamp and vibrator are alloperative.Operation in the field. Following the preliminary set up, all rescuers have now joined their teams. Knut coordinates individuals and teams using the iDisaster GUI and the services. Using the iJacket client, he commands Tor to examine the structure of a building in the Athenon street. Tor’s jacket immediatel y vibrates and displays the command. Later, as the weather forecast indicates shifting winds, he sends a warning to all team members in Larnaca. The LED lamps on their jackets are switched on. At any moment, the team members can, using iDisaster, retrieve the messages sent to the teams or to themselves.Figure 3: The smart jacket6 Babak Farshchian et al.5. Analysis of the scenarioRapid and undisruptive coordination of actions and situation awareness are the main goals of the system. This is done througha) A light-weight mechanism for sharing of information: The system supportsreal-time sharing of information that is posted in a shared space called a CIS(Collaborative Interaction Space). "Larnaca" in the example above is a CIS.b)Undisruptive interaction mechanism, in particular for the rescuers: Rescuersshould be able to concentrate on their tasks. Physical user interfaces supportperipheral awareness of situations without the need for complicatedoperations. The system interface, in form of the smart jacket, tries not tocompete for their attention.In this phase of our research we have focused mainly on the "Operation in the field" part of the scenario. We have tried to apply points a) and b) to the field operation phase. The "Initial technical setup" might seem too complicated in its current form. There are a number of opportunities to improve the setup phase such as using templates and recommendations. One particular example is the use of QR codes and NFC tags to facilitate the setting up of tools such as the smart jacket and other sensors/actuators. This is already part of our implementation. In the near future we will do more experiments in order to improve the initial setup phase.6 ImplementationWe are using a number of exiting platforms to realize our scenario.∙Arduino4 boards and sensors/actuators are used inside the jacket in order to implement the physical prototype. Figure 3.C and D show how the physicalprototype looks like. Figure 4 below shows how this is done in the overallarchitecture.∙Android OS5 and devices are used to implement the remaining parts of the user interaction (the middle box of Figure 4).∙Virgo and OSGi6are used for implementing a back-end where shared data from a CIS is stored and accessed by the various Android devices (left-mostbox in Figure 4).On top of the above platform we have built a number of components (shown as grey boxes in Figure 4):∙CIS Manager: This is a back-end component that stores data about shared spaces (CISs). It provides interfaces for creating, managing and notifyingabout changes.4 /5 /6 /virgo/Smart Jacket as a Collaborative Tangible User Interface in Crisis Management 7 ∙CIS Manager client: This is an Android-based client for CIS Manager. It is implemented in form of an Android Content Provider7. It communicates withCIS Manager using XMPP messaging technology8.∙iDisaster and iJacket: These are Android applications that allow coordinator and rescuer to interact with and configure the functionalities provided by CISManager and the smart jacket.∙Bluetooth library (BT lib) and Jacket app are Arduino-based applications that facilitate communication between iJacket and the real jacket.Figure 4: Overall architecture. Grey boxes are implemented for therealization of the scenario.7 Conclusion and further workOur near future work is to evaluate the current prototype with our users. Our focus will be on the user interaction mechanism, which metaphors are suited for crisis management work and which hare not, and get feedback on what sensors and actuators will be necessary for a real field deployment of such a physical tool. In the long run we want to collect and systematise knowledge about what interaction metaphors are empirically proven to work in the similar scenarios where physical work is in focus.From a technical point of view, our goal is to develop a library or toolkit of primitives that will make it easier for application developers to develop similar physical applications on top of Arduino and Android.Acknowledgments. Our research is supported by EU IST 7th framework programme. This paper results from the collaboration between the projects SOCIETIES (contract 257493) and Mirror (contract 257617).7 Content providers are a standard way of providing access to shared data in an Android device.8 8 Babak Farshchian et al.References1. Lukowicz, P., Baker, M.G., Paradiso, J.: Guest Editors’ Introduction: HostileEnvironments. IEEE Pervasive Computing. 9, 13–15 (2010).2. Hiltz, S.R., Diaz, P., Mark, G.: Introduction: Social media and collaborative systems forcrisis management. ACM Transactions on Computer-Human Interaction. 18, 1–6 (2011). 3. Kwon, G.H., Smith-Jackson, T.L., Bostian, C.W.: Socio-cognitive aspects ofint eroperability: : Understanding communication task environments among different organizations. ACM Transactions on Computer-Human Interaction. 18, 1–21 (2011).4. Hevner, A.R., March, S.T., Park, J., Ram, S.: Design Science in Information SystemsResearch. MIS Quarterly. 28, (2004).5. Cernea, D., Mora, S., Perez, A., Ebert, A., Kerren, A., Divitini, M., Gil de La Iglesia, D.,Otero, N.: Tangible and Wearable User Interfaces for Supporting Collaboration among Emergency Workers. In: Herskovic, V., Hoppe, H.U., Jansen, M., and Ziegler, J. (eds.) Collaboration and Technology. pp. 192–199. Springer Berlin Heidelberg, Berlin, Heidelberg (2012).6. Jacqueline Floch, Michael Angermann, Edel Jennings, Mark Roddy: ExploringCooperating Smart Spaces for Efficient Collaboration in Disaster Management. Proceedings of the 9th International ISCRAM Conference. , Vancouver, Canada (2012).。
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新媒体营销及危机公关(双语)The marketing and crisis managementin the era of new media新媒体是相较传统媒体（报刊、电视、广播等）而言，以数字信息技术为基础，以互动为特点、具有创新形态的媒体，它是一个非常宽泛的概念，其本质是一种信息传播方式的革新。
Pc、手机、平板、网络电视等是新媒体的载体平台，而微博、微信、博客等则是新媒体的应用形式。
Compared to traditional media, new media (newspapers, television, radio, etc.) is based on the information technology. It is interactive and innovative. New media is a broad concept, which means a revolution of communication. The platform is consist of PC, mobile phone , tablet and network television. Besides, micro-blog , WeChat and blog are applied in the platform of new media.新媒体传播快，影响广，对于企业的品牌管理活动提出了很大的挑战。
新媒体的核心精神便是互动与创新，新媒体用户热爱社交互动，分享，免费，强调参与感，注重用户体验，根据兴趣、价值观等进行分众，意见领袖在新媒体信息传播中起到了关键作用，运用新媒体进行品牌管理或企业传播时，考虑到新媒体的用户特性尤为重要。
New media delivers messages fast and widely, which results in a big challenge for the corporate brand management. The interactivity and innovation is the core spirit of new media. The customers of new media love social activity online, sharing, free and participation . They care about User Experience and form different groups according to interests and values. The opinion leaders on the internet play a important role in the information communication. In a word, we should take into account the characteristics of new media users, when we conduct brand management or corporate communication.新媒体已经成为整合营销的重要平台，例如在康爱一生便是一款全渠道销售的产品，充分运用数字化手段，实现了数字方式与传统方式完美结合的整合营销方案，手机APP、二维码扫描、微博、微信等新媒体齐上阵，为康爱一生产品进行宣传，取得了很好的效果。
New media has become a most popular social media marketing tool for integrated marketing. For example, “Kang Ai Yi Sheng” is a product to be sold in all channels, which makes full use of new media communication for integrated marketing. The publicity for Kang Ai Yi Sheng makes a good results by the use of mobile APP, two-dimensional code scanning, micro-blog, WeChat.以微博为例，新浪微博月活跃用户已超 1.2亿，平均每天活跃用户数量达到6140万。
微博信息传播快，互动强，影响广，信息传播极易呈现爆发性增长，已经成为品牌管理的重要渠道之一。
主要功能包括：产品推广、客户服务、资讯发布等，一个微博的运营离不开微博定位、内容策略、互动策略、活动策略等前期计划，在运营过程中如何将线上线下结合，把微博打造成企业的“官网”之一，都需要运营人员对运营目标的设置，对目标受众的理解，对企业资源的运用。
利用微博进行品牌推广的策略主要有：日常运营、事件炒作、整合营销三个方面。
Taking Sina Weibo for example, the users of Sina Weibo has exceeded 120 million monthly active users, and the average number of daily active users has reached 61.4 million. Sina Weibo spreads fast, widely and interactively, which has become a important channel for brand management. The main function of the micro-blog includes: product promotion, customer service, information publishing.The operator should pay attention to the appropriate market location, the content, the interactivity and the activities. Therefore, the micro-blog become another official website for company, combining online and offline. All of these rely on the operator’s setting for the launch target, the understanding for the target users and the operation for the corporate resources. What’s more, the strategies for micro-blog marketing include: daily launch, Commercial hype and Integrated Marketing.1、日常运营：根据用户类型及活跃时间，设置微博内容主题，进行日常的常规更新。
1. daily launch：According to the characteristic and active time of users, set the content topics of micro-blog and update news regularly.2、事件营销：策划事件进行话题炒作，提高品牌/产品知名度。
2. Commercial hype: plan hot topic for hype to improve brand.3、整合营销：作为产品推广的重要渠道之一。
3. Integrated Marketing: one of the channels for product promotion正是由于新媒体的这些特点，导致新媒体时代的危机公关更有难度。
传播危机管理已经发展转变，并面临更大挑战。
企业一旦发生危机，首先要意识到这场危机的几个关键因素：政府、公众、媒体、员工、名人，从这四个方面多管齐下，应对危机，开辟新媒体战场，努力构造舆论闭环。
In a result, it is more hard to handle crisis pr in new media era. Traditional crisis management has changed a lot, becoming more challenging. Once the enterprise PR crisis occurs, we must realize that Government, public, media, employees and celebrity are four key elements in the crisis. We should control the public opinion in a limited field such as micor-blog instead of extending into all media.1、政府：危机发生的第一时刻，评估政府层面带来的威胁，并立即展开公关。
1. government: when the crisis happens, we should value the threats from government and get into touch immediately.2、公众&媒体：通过新媒体及传统媒体，第一时间发表声明，声明内容应该尽力缩小风险范围，表明态度，做出承诺。
统一信息源头，减少负面报道，增加正面传播，发出企业的声音，掌握舆论的主导权。
2. public&media: Issue a statement with new media and traditional media as soon as possible. The content should be narrowed the scope of the event risks, show attitude and make promise. In additional, it is necessary to keep the opinion public in control by unifying information source, reducing the negative reports, increase positive communication and issued a corporate voice案例：2012年麦当劳的3.15事件可谓利用微博进行危机公关的经典成功范例。