Research On The Crisis Management Of Sporting Goods Salesenterprises In The Post-epidemic Era

In August 2019,under the background of the outline for building a sports power and the 2020 Tokyo Olympic Games,a era of development for China’s sports industry quietly came.2020 as the "sports year" against the backdrop of retail sales of sporting goods has increased in five years.It was regarded by many enterprises as a new engine to continue strong performance.However,in December 2019,the sudden attack of COVID-19 has disturbed the original order of human society,the world is undergoing an unprecedented profound change.The sports industry bears the brunt.On the one hand,China Super League,CBA and other competitions have been postponed;On the other hand,in the sports industry,the high personnel degree of aggregation and the difficult recovery of passenger flow in the short term are both problems for the return to work.Facing the changes of the industry environment,how sports enterprises survive and develop in this profound and broad change of the times has aroused the thinking of the academic circles.Method:In the background of the post-epidemic era,this paper uses the questionnaire survey method to research on 44 sporting goods sales MSMEs in Dalian,and adopts the three-stage model of crisis life cycle as the theoretical framework.This paper investigates the crisis management status of enterprises during the period of COVID-19,and analyzes the problems exposed in it.Conclusion:(1)In preventive management,most enterprises have insufficient awareness of crisis management and there is no complete crisis management plan.The crisis early warning system is imperfect and lack of normalized crisis management training mechanism.The professional quality of crisis management personnel needs to be improved.(2)In response management,the crisis response team is absent.Crisis management scheme is inefficient.Most enterprises ignore internal communication and employee motivation.Failed to fully enjoy policy support.(3)In recovery management,the rationality of recovery plan is insufficient,and there is a lack of reflection and summary of crisis management behavior.Failure to make up for the defects in the organizational structure of crisis management.Suggestion:(1)In preventive management,establishing a systematic enterprise crisis management structure.Adopting scientific crisis assessment methods and building a complete early warning system.Perfecting the training mechanism and strengthening the awareness of enterprise crisis management.Carefully identifying information sources and making rational use of government service platforms;(2)In response management,learning from the procedural crisis management process to improve the efficiency of enterprise crisis management.Improving the employee incentive system through internal financing.Enhancing internal communication and conveying enterprises’ concerns.Seeking policy assistance actively and promoting the protection of special sports legislation.(3)In recovery management,formulating a scientific crisis recovery plan and summarizing the crisis management work.Improving the efficiency of crisis management through digital office.Adopting digital transformation to develop new retail mode and looking for opportunities in danger.