Академический Документы
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Kelly OBrien
Miranda Pietschman
Miranda Puskar
Nicole Weishaar
Written 4/16/15
Table of Contents
Part One...3
Introduction..4
Mission and Purpose4
Vulnerability Analysis.5
Likely...5
Unlikely....6
Crisis Management Team7
Role summaries7
Key Publics and Stakeholders..8-9
Crisis Preparation and Prevention Plan..10
Media Audit..11-12
General Social Media Strategy..13
Third Party Supporters/Credible Experts...14
Immediate Response Checklist..15
Communications Channels16
Key Messages17
Press Release Template18-19
Organizational Backgrounder...20-21
Media Log Sheet...22-23
Crisis Team Contact Sheet.24
Testing/Evaluation of Crisis Plan..25
Part Two.26
Crisis Response Strategy27
Key Messages and Talking Points.28
Social Media Strategy29
Initial Press Release..30-31
Appendix32
PART I
INTRODUCTION
United States Disney Parks Crisis Management Plan is to act as a resource for
procedures to follow in the face of crises. The first step to dealing with a crisis is making
sure it is identified correctly. W. Timothy Coombs 2015 defines a crisis as the perception
of an unpredictable event that threatens important expectancies of stakeholders and can
seriously impact an organization's performance and generate negative outcomes (p. 3)1
The US Disney Parks Crisis Management Plan is a crucial resource when dealing with a
crisis and how to handle any aftermath. The Crisis Management Plan will help us
continue to be one of the worlds leading providers of family travel and leisure
experiences.
The most crucial thing to remember in a crisis is there must be good
communication internally and externally. The crisis communication team has created this
plan for that purpose, so that our organization is efficient and effective in handling any
crises.
Mission:
United States Disney Parks Crisis Communication Teams mission is to
administer a complete and effective crisis management plan as well as help execute the
plan in the event of a crisis. We will work to communicate properly with our stakeholders
internally and externally, and we will be transparent while providing correct information
in a timely manner. We look to help the organization carry on their promotion of a safe
and secure environment for all guests.
1 Coombs, W.T. (2015) Ongoing crisis communication: responding. (4 ed., p. 3). Thousand
Oaks, California: Sage Publications
Address safety concerns. Is the park safe for families after this
incident?
Send emails to guests who are staying on the park grounds through
the emails they give during booking.
Reassure them that their investments are being protected, and will
continue to be protected in the coming quarters.
Investors
Theme: Financial
Employees
Theme: Job Security
Detail what effect this crisis will have on employees. They are
concerned with job security during a crisis, so questions to address
are: will there be lay-offs? Will hours be cut? Will new employees
be hired to help take this problem on?
Newsletters will be sent out to all of the vendors that work out of
Disney Parks alerting them that a crisis has taken place and that the
situation is being taken care of.
10
Send press releases to local media detailing the crisis so that local
businesses are in the loop.
Prevention: Environmental scanning must be done routinely for Disney Parks to avoid a
crisis. The team must scan all news sources, social media sites, blogs, newspapers,
magazines, and all other forms of mass communication in an effort to prevent a crisis
11
before it develops. Environmental scanning means checking these sources and the
surrounding business environment for trends, issues, legislation changes, economic
changes, and more. The same goes for issues management, because even though these are
typically on-going problems, they must still be addressed due to the fact that they can
develop into crises later on. Scanning the environment to detect important happenings,
i.e., lobbying, is important to prevent these issues from developing into crises.
Organizations must also work with their advocacy groups on resolving these issues
together. Another form of crisis prevention is corporate social responsibility (CSR).
Disney Parks must engage in making an impact on society through CSR. This generally
falls in the form of philanthropic efforts in the community. An organizations reputation is
built off of what its publics think of them from their actions, not their words. Therefore,
CSR is an action to help build reputation in the eyes of publics. This reputation then
becomes insulation during times of crises. Disney Parks reputation is invaluable;
therefore it must be proactively up kept in an effort to prevent crises from tarnishing it.
MEDIA AUDIT
In the event of a crisis, the following traditional and social media outlets will cover the
story:
Traditional Media
o Major Newspapers
Newspapers that are near Disney Parks U.S.
o Radio News broadcasts
o Radio Talk Shows
o Talk shows
o Consumer Magazines
o Local News broadcasts
Social Media
o Disney Official website
o Social networking websites
Facebook
Twitter
o News and Opinion websites
Huffington Post
o Media Sharing websites
YouTube
o Blogs
o Daily Newscasts
o Podcasts
12
Name/Outlet
Contact Information
General Number
1800-874-2863
Media Inquiries
1312-222-2315
Los Angeles
Times
General Number
1213-237-5000
General Number
nytnews@nytimes.com
Orange County
Register
Eric Morgan-Director
of Communications
1714-796-2460
Orlando Sentinel
General Number
1407-420-5000
San Francisco
Chronicle
Leba Hertz
lhertz@sfchronicle.com
David Baker
dbaker@sfchronicle.com
USA Today
Kenneth Harney
Domestic.sales@washpos
t.com
Ruth Marcus
Domestic.sales@washpos
t.com
Print Media
wsjsupport@wsj.com
Digital Media
support@wsj.com
Chicago Tribune
Wall Street
Journal
13
II.
Confirm with the crisis team president that they will be the spokesperson
for all communication during the crisis and after it ends
Construct a clear and accurate message for the public right away including
all up-to-date information
Watch out for trending topics that are related to Disney in any way
Respond to the crisis through social media as soon as possible and follow
active update schedule
14
III.
Show thanks for Disney Parks U.S. supporters and look to the future
The team will carry out these tasks immediately in the event of a crisis:
15
16
17
Phone
Number
Alt. Phone
Number
Crisis Leader
Park Manager
Regional
Director
National
Director
Board of
Directors
Human
Resources
Legal Counsel
Local Medical
Facility
Local Fire
Department
Local Law
Enforcement
Insurance
Company
Media
Spokesperson
Operations
Manager
COMMUNICATION CHANNELS WORKSHEET
Email
Address
Best Way
to Contact
18
Key Message 2
Key Message 3
Elaboration 1
Elaboration 2
Elaboration 3
Elaboration 1 cont.
Elaboration 2 cont.
Elaboration 3 cont.
19
###
ORGANIZATIONAL BACKGROUNDER
20
21
When Walt Disney drafted the plans for Disneyland and Walt Disney World, he dreamed
of a place where the whole family could have fun. He wanted a theme park that changed
peoples entire perception of what theme parks should be.
In July 1955 Walt Disney first opened Disneyland in California, the first Disney Parks
U.S. destination that set the stage for others to follow. He immediately started planning
for Walt Disney World, the Florida destination that opened in October 1971. Pushing
forward, Walt always said, if you can dream it, you can do it.
From 1955 to 2015, this vision has stood the test of time and made history. Disneyland
and Walt Disney World open their gates to over 49 million people annually and this
number is still climbing. With eight different theme and water parks and over 30 resorts
at the two vacation destinations, there is something to spark everyones interest.
Disney Parks U.S. has set the standard for high quality service, priceless connections with
guests, and innovative engineering. Countless restaurants keep guests coming for more
by offering every type of food, from American diners to Moroccan style cafes. Every
component of the parks is carefully planned, including the smell of cookies and candy
while walking through the main street.
When winding through the parks, guests will travel through various parts of Walt
Disneys imagination with each section of the park having its own unique theme.
22
Fantasyland and Tomorrowland are examples of these themes, mirroring a magical land
of enchantment and a reality that has yet to come.
Currently Disney Parks U.S. destinations are among the top 10 most visited theme parks
in the world with Walt Disney World topping the list. Today Disney Parks employs more
than 80,000 people to transform entertainment and truly perfect the guests experiences.
The company looks into the future, hoping to create unforgettable family memories that
will last a lifetime.
23
24
Mobile
Work
Home
25
Crisis Leader:
17084437887
15553346754
13092217835
16772173353
16096675421
17735868873
16302173533
13096653454
16309223534
16785563490
18965421555
17555467899
Miranda Pietschman
Public Relations:
Nicole Weishaar
Legal Advisor:
Miranda Puskar
26
more than others during simulations, but many pieces can be referred to for further
description.
After testing the crisis, the most important part is evaluation. To learn from the
testing of the crisis, we must analyze what went well and what needs to be improved. The
plan will be evaluated based on how the organization dealt with the crisis, and the crisis
impact.
The first thing that must be done is data collection. Stakeholders do this through
feedback of surveys or interviews. Keeping in mind stakeholders are one of the (if not
most) important thing in terms of keeping Disney parks running, we need their thoughts
on how the crisis was handled. The crisis team will be evaluated on notification,
collection of information, answering stakeholder questions, and actions and decisions
made by the team. After the feedback is finished, it must be analyzed.
To make sure the crisis anticipation was greater than the actual crisis, we must
start analyzing feedback. Four major variables are crisis type, crisis phases, systems, and
stakeholders. Splitting the data up into four sections makes it easier to determine what
areas we have strengths and weaknesses. This can be compared to past feedback and
analysis to make sure that the crisis team is improving. After this, the evaluation data is
divided into sub phases. These are technology, human factors, infrastructure, culture, and
emotions and beliefs. With these, the team is able to really evaluate where the strengths
and weaknesses lie, which is vital for improvement.
27
PART II
28
of this crisis. Additionally, non-victims and voyeurs are important due to the fact that they
are those audiences observing our crisis response. If this group doesnt like our response,
this can potentially damage the relationships we have with them. 2
This type of crisis is an act of malevolence. Malevolent crises fall in the victim cluster of
crisis types, thus there is minimal responsibility for Disney in regards to this crisis. 3 This
is considered an act of malevolence because an external agent (the third-party hiring
company) caused damage to Disneys reputation when they failed to properly complete
the background checks on all newly hired Disney employees. But, this crisis is also (in a
small part) at the fault of Disney, as an organizational misdeed. Human resource policies
should have indicated (and if they are indicated, then been followed properly) that each
newly hired employees background check be forwarded on to Disneys HR department
for final review. Had this been happening, a) HR would have discovered their third-party
company wasnt equipped to handle their business in the first place and b) felonious
potential employees would have been removed from the system long before they ever had
the chance to enter Disney parks.
Our crisis response strategy will consist of a mix of the diminishment posture, the
rebuilding posture, and the bolstering posture. We will begin with the excusing strategy,
stating that Disney Parks U.S. was minimally responsible for this crisis. We will bring
attention to the third-party organization, which we designated to be our security blanket
for employee hiring and how they failed to do their job. We will minimize our
responsibility for said crisis. We will then rebuild the posture with an apology. This will
not be an apology accepting responsibility for this crisis, but rather an apology that this
happened. We will apologize for trusting the third-party company, and reiterate multiple
times that all ties have been cut with them. We will discuss how we have hired a new,
much more reputable organization to take control of our employee hiring process. We
will apologize that our HR policies didnt catch this malevolence earlier on. Then we will
bolster our posture. This will include a victimage approach, in that we too are a victim.
We will discuss how it hurts us to realize the third-party organization allowed felonious
employees to enter the Disney family. Additionally, we will employ ingratiation, in which
we state that we are in business for our stakeholders, because of our stakeholders, and we
wouldnt have it any other way.
KEY MESSAGE AND TALKING POINTS
Reason: Background checks incomplete
Stakeholders: All customers and employees.
2 Coombs, W.T. (2015) Ongoing crisis communication: Planning, managing and responding. (4
ed., p. 138). Thousand Oaks, California: Sage Publications
3 Coombs,W.(2011,January6).Crisismanagementandcommunications.Institutefor
PublicRelations.RetrievedApril25,2015,fromhttp://www.instituteforpr.org/crisis
managementandcommunications/
29
Key Message 1
Key message 2
Key message 3
Elaboration 1
Elaboration 2
Elaboration 3
Disney should be a
secure and safe place for
families, and we are sorry
for the fear that it may
not be.
Elaboration 1 cont..
Elaboration 2 cont..
Elaboration 3 cont..
Quickly and frequently send out updates and statements through Twitter and
Facebook.
30
Utilize the official Disney website to post press releases and news.
Feature Bob Iger, the Walt Disney Company CEO, as a spokesperson in video
updates, when appropriate.
Own the conversation regarding the crisis from the very beginning.
o Create a safe and reliable hash tag to use as across all social media
platforms. This will allow us to direct the conversation from the moment
the crisis hits. It will ensure other brands/people are not misleading
consumers into their own fake hash tags theyve created.
Be available to the news media across all platforms, ensuring honest and
transparent communication.
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PRESS RELEASE
California, 04/21/15
Today, it has come to our attention that Disney Parks U.S. has been duped by the
organization we employed to complete employee background checks, and therefore, all
ties with said organization have been cut.
Thus far, we know the third-party company we previously employed to perform
background checks on all park employees was only partially completing said background
checks. These incomplete checks tricked us into hiring a few employees at the two U.S.
parks who dont meet our human resource policies. We have cut all ties with this
organization, which we trusted as our security blanket, and are currently working to
correct this error and further reinforce our human resource policies.
Robert Iger, CEO of The Walt Disney Company:
Disney Parks employees are held to the highest standards by our human resource
policies. We are hurt that we trusted this organization to operate as the security blanket
over our Disney family. They have not only let the Disney family down, but theyve also
let down the thousands of families who visit Disney Parks in the U.S. every year. We are
sorry for the trust we befitted to this organization because its clear they couldnt handle
it. We are also sorry our human resources department didnt catch this organizations
problems earlier. We have cut all ties with said organization and replaced their duties with
a much more reputable, respected organization, who we plan to work very closely with
for many years to come. We, as a Disney family, are also a victim of this organizational
malevolence, and we are working quickly to right that organizations wrongs.
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We are working towards resolving this as quickly as possible. If you have any feedback
to give us regarding your experience and how we can improve it, reach out to our
customer service line.
For more information, or to speak with our customer service representatives, contact:
Disney Parks U.S. at (407) 939-2273
Or log on to: http://thewaltdisneycompany.com/disney-news
###
APPENDIX
Coombs, W.T. (2015) Ongoing crisis communication: Planning, managing and
responding. (4 ed., p. 3). Thousand Oaks, California: Sage Publications
Coombs,W.(2011,January6).Crisismanagementandcommunications.Institutefor
PublicRelations.RetrievedApril25,2015,from
http://www.instituteforpr.org/crisismanagementandcommunications/
33