In fact, we all know that PVC itself is not a problem, and plasticizers are also environmentally sound. Problems are simply based on lagging national standards and use of plasticizers that have been eliminated from abroad. If companies emerged from the beginning of the storm to explain the truth to the market, how could such a heavy price be paid?
Why, then, will production companies remain silent in this storm? The author believes there are several reasons.
First, at the beginning of the storm, a considerable number of companies were reluctant to take the lead. Enterprises think that this is a matter of standards rather than a production company. The sky is naturally overwhelming. As a result, no one can afford to let the sky fall, and the final price has to be paid by the manufacturer himself.
Second, there are problems with some companies' products and they can't tell the tough words. At the outset, the plasticizer DEHA was mistakenly referred to as ethylhexylamine, and later mistakenly treated both DEHA and DOA as a toxic and non-toxic substance. The production company may be guilty of mistakes. It is believed that ethylhexylamine is a rare substance that is currently unclear and that DOA is allowed by the national standard. It is sloppy to claim that it uses ethylhexylamine, which is DOA. Not DEHA. As everyone knows, not all people are chemically blind. Once people understand under the guidance of the experts, they will be more disgusted with the production companies, avoid being light, and get away with the customs. They will eventually make the integrity of the company and the reputation of the brand unresolved.
Third, many companies do not know how to deal with the storm, there is no crisis management ability, can only resign.
After the disturbance of the cling film, the author believes that it is more necessary for enterprises to establish a mechanism to deal with the crisis of social credibility. In particular, the following points are required. The first is that the response of companies to the crisis must be quick, and delaying time is tantamount to letting more people lose trust in the company and causing more serious consequences. The second is to be courageous to take responsibility, to be honest with the victims and consumers, in order to win public understanding and win wide public understanding and sympathy. The courage to take responsibility is a manifestation of corporate strength. The third is that companies should quickly identify the reasons, study countermeasures, and implement remedies to enable the public to understand the truth of the crisis and the various measures that the company has taken at the first time to gain support. The fourth is to focus on emotional factors. In particular, we must pay attention to the public’s emotions in the crisis management, stand in the position of the victims to express sympathy and comfort, and jointly seek solutions that benefit both parties.
Why is there no corporate voice?
In recent days, the storm of polyvinyl chloride food wrap has swayed the country in the wake of the media's turmoil. For a time, PVC cling film became a street rat. However, the author finds that in this turmoil, the production enterprises at the center have not heard anything. This inappropriate silence highlights the fact that China's PVC cling film manufacturers have not been able to cope with the crisis of corporate survival and have paid a heavy price. It is reported that after this turmoil, two-thirds of China's PVC fresh-keeping film production line has been discontinued, and the original PVC film that occupied 90% of the market has become infamous in the eyes of consumers, and the market lost. This result is thought-provoking.