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。这与美国企业的惯常做法形成了鲜明的对比。在美国，危机经理会帮助客户制定应对各种问题的方案。Mr. Chung says that one issue in South Korea is that top managers typically worry about using outside counsel because they think it could interfere with

management and decision-making processes.

James Chung说，韩国企业的一个问题是，最高管理者通常会对利用外部咨询公司产生顾虑，因为他们认为这会干预管理，影响决策制定程序。

“They think ‘Why do we need outside help when we have strong internal public relations?’” he said.

他说，他们的想法是，我们都有了很强的内部公关，为什么还需要外人帮忙？

Asiana, whose Chief Executive Yoon Young-doo is now in San Francisco to help coordinate the company’s response to the crash, said it didn’t need to use external communications.

韩亚航空总裁尹永斗(Yoon Young-doo)目前正在旧金山，帮助公司进行事故回应。韩亚航空说，该公司不需要外部沟通公司。

“It’s not the proper time to manage the company’s image, ”said an Asiana representative in Korea when asked about the company’s response. 在被问及公司的应对之策时，韩亚航空在韩国的一名代表说，现在不是管理公司形象的适当时机。

In Korea, up until Tuesday Mr. Yoon has held daily briefings since the crash and the company has provided statements and updates to the media.

在韩国，从坠机事件发生后直到本周二，尹永斗每天都开简报会，公司媒体提供声明和最新消息。

“Largely the response in Korea was OK in Korean, in Korea, ”said Mike Weisbart, principal at Tower Communications in Seoul.

汉城Tower Communications公司的经理魏斯巴特(Mike Weisbart)说：基本而言，在韩国的应对算是不错，在韩国，在韩国。

“But a lot of revenue comes from outside the country. So they need to know how to handle this, ” he added.

他补充说，但该公司有大量的营收来自韩国之外，他们应该懂得如何处理。Mr. Weisbart said that public relations is often treated as an afterthought in Korea.

魏斯巴特说，在韩国，公关通常都是事后才想起来的。

“In the U.S., the chairman of the board has a PR adviser. That’s not the case here, ” he said.

他说，在美国，董事会主席都有一个公关顾问，韩国则不是这样。

Korean companies started developing crisis management manuals in the early 2000s but few have been through training of how to handle crisis situations, said Mr. Chung.

James Chung说，韩国企业在本世纪初期开始制定危机管理手册，但几乎没有企业接受过如何处理危机的训练。

One priority now for Asiana, said Mr. Chung, should be to express more sympathy to the Chinese people for the death of two Chinese teenagers in the crash. He noted that Mr. Yoon’s public appearances have included more apologies and have been directed towards the Chinese nationals affected by the crash.

James Chung说，韩亚航空现在的一个当务之急是，对两名中国女孩在事故中遇难向中国人表达更多的同情。他说，尹永斗在公开露面时更多的是道歉，向因坠机事故受到影响的中国人致歉。

“Asiana is now listening to public opinion and changing its communications message, ” he said. “Mr. Yoon should visit China soon.”

他说，现在韩亚航空正在听取公关建议，准备改变沟通讯息；尹永斗应尽快访问