Dash Wireless

Crisis Communication Plan

Version 1
7/20/2018
DASH WIRELESS: TABLE OF CONTENTS
Introduction ………………………..…………………………………………………………… 3
Company Mission ……………………………………………………………………… 3
Company Information ……………………………………………………………….. 3–4
Current Image Perception …………………………………………………...…………. 4
Stakeholders ………………………………………………………………………………... 5 – 7
Potential Threats to the Organization ……………………………………………………… 8 – 9
Crisis Team ………………………………………………………………….……………. 10–11
Company Spokesperson ………………………………………………………………. 12
Crisis Timeline …………………………………………………………………………... 13 – 14
Joint Information Center (JIC) ……………………………………………………. 14–15
Crisis Communications Checklist ………………………………………………… 15–16
Messaging Guidelines & Best Practices ………………………………………………… 17 – 18
Social Media ……………………………………………………………………… 19–22
Television …………………………………………………………………………. 22–23
Print/Newspaper …………………………………………………………………... 23–24
Crisis Documents ……………………………………………………………………………... 25
Press Release Outlines ……………………………………………………………. 26–27
Contacts ……………………………………………………………………………………….. 28
Media Contact List ………………………………………………………………... 28–30
Organization Contact List ………………………………………………………… 30–32

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INTRODUCTION

This document is to serve as the crisis communication plan and guide for Dash Wireless. As a

national cellular telecommunications provider, Dash Wireless continuously faces PR threats

related to the industry in which it resides as well as its current brand perception. These pages

contain information to prevent, detect, mitigate, and resolve negative communication or crises

regarding the company or brand.

COMPANY MISSION

Dash Wireless helps people move forward every day. We believe that in today’s world, wireless

and mobile connectivity is the most powerful connector between people and the biggest driver of

progress. Connectivity brings communities together, allows students to reach their full potential,

and helps businesses be more productive. At Dash Wireless, we help our customers across the

nation make these connections, bringing them closer to each other and to everything they strive

to be and achieve.

COMPANY INFORMATION

 Established in 1899

 Current headquarters are in Minneapolis, MN

o 4,500 retail stores located in every state across the United States

 Provides wireless, cellular, and internet service in the United States, as well as roaming

services in certain countries outside the U.S.

 30,000 employees across all company locations (including retail)

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  Product offerings include wireless cellular service (talk), wireless internet service (data),

cellular texting service (text), telephones and smartphones, cellular accessories, tech

products, and cellular service plans

IMAGE

Currently, Dash Wireless is facing a long battle with brand perception and recurring PR crises.

Beginning as a small landline phone company in the late 1800s, Dash broke away from basic

telephone service during the dawn of wireless telecommunication technology. We saw early

success in providing cellular phone service, an advanced and innovative new technology at the

time. However, after a disastrous merger with a larger telecommunications brand, the company

has slowly sunk into a state of consistently negative perception, marked by negative brand

sentiment, due to poor customer service and sub-par product offerings. With the rise of social

media, negative brand perception has only worsened. However, after an acquisition that saw new

company ownership, new leadership has been implemented and the company is in the midst of a

five-year turnaround effort. Currently sitting at the halfway mark of said turnaround, Dash

Wireless has seen a slow and small rise in brand perception and sentiment. However, huge

challenges still remain as many customers continue to be dissatisfied, PR crises arise frequently,

and the company continues to lag behind its competitors in all aspects.

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STAKEHOLDERS

Parent Company & Board of Directors: Dash Wireless is owned by a foreign based technology

company. This company, along with its appointed Board of Directors, have control of all of Dash

Wireless and its direction. This group of stakeholders is only to be notified of extreme crises

such as: the leak of sensitive company information, executive level scandals, large celebrity or

influencer mention of the brand, product recalls, and financial disasters over $500,000 dollars.

This group of stakeholders is to be notified via their administrative group or by Dash Wireless’

CEO directly by phone.

Executive Employees: Dash Wireless’ CEO sits on the Board of Directors and should therefore

be the first notified of any of the above crises as well as lower level crises/events such as large

social media issues, any financial disaster over $100,000 dollars, any and all employee scandals,

large dips in stock price, service outages, natural disasters affecting service, and influential

customer problems. Any employees at Vice Presidential level or above should also be notified of

the above crises, as well as any and all issues that pertain directly to their department. For

example, the VP of Marketing should be informed of any problems related to the marketing

team, its employees, or its functions. This level of stakeholders should be contacted directly via

phone.

Employees: Dash Wireless employees should only be made aware of crises/events on a need to

know basis. Any of the prior listed company crises that are at the point of reaching the media

should first be communicated to Dash employees. Additionally, crises affecting different

departments within the company should be communicated to the employees of that department

when it is pertinent that said employees know and may be able to help with the crisis. All

employees, when made aware of any company crises/events, should also be informed of the rules

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regarding speaking to the media/press and anyone outside of the company. This pertains to all

forms of communication. This level of stakeholders should initially be contacted via email and if

additional assistance or information is needed from individual employees, direct telephone is

appropriate.

Business Partners & Vendors: Dash Wireless has many partners such as resellers, dealer stores,

and producers. These include large brands such as Apple, Samsung, and Target. These

stakeholders should be informed of company crises only when said crisis will affect their bottom

line or brand. These types of crises include recalls, defective products, and major financial issues

affecting Dash (such as bankruptcy). These stakeholders are to be contacted via their appointed

company liaison.

Customers: Dash Wireless customers should only be informed of crises that will impact their

service or customer experience. These crises include service outages, defective products, recalls,

or company disbandment. Customers should be contacted only via their provided email and only

if they have consented to receive such emails. If a customer has not consented to be contacted,

do not contact them.

Stockholders: Dash Wireless stockholders should only be informed of any crises that affect the

company’s stock value. They should be contacted via their financial institution or through

provided contact information. If no contact information is provided or consented to, do not

contact these stockholders.

General Public: The general public should only be informed of crisis/events which have a wide-

reaching impact. This includes service outages, impacts to consumer partners (ex: Target),

layoffs which affect the economy, and stock changes which affect the market. All other crises

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should be kept internal or to customers only. If a statement to the general public is needed, it

should be provided via company website, company social channels, and/or from the company

appointed representative via approved public media.

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THREATS

In such a competitive industry, Dash Wireless has many threats from competitors alone.

However, with a negative brand perception, subpar service offerings, poor leadership, and

inadequate customer service, the number of threats Dash faces are greater in number than others

in their field. Rising debt and consistent unprofitability also pose looming threats to the company

as time goes on. In order to combat an overwhelming number of threats, the company needs to

be proactive in solving the root cause of many issues as well as preemptively addressing crises

before they happen.

Dash Wireless faces heavy competition from three other major wireless carriers. All three

carriers offer better customer service and cellular/wireless service, two main factors customers

consider when choosing a carrier due to the identical product offerings of all four businesses.

This is a threat Dash has and continues to face: better product offerings from main competitors.

After the recent adoption of unlimited data by all competitors, something which was once Dash’s

main value proposition, the newest and most immediate main threat these three competitors now

pose is the lowering of prices. Dash currently offers the lowest prices on the services they

provide, however, if competitors were to lower their prices to a similar range to Dash’s, the

company would be left with zero value proposition. Customers would likely flee in massive

numbers in order to take advantage of better service at an equal cost.

Reputation and brand perception are also huge threats to the survival of Dash Wireless. The

longer the company continues to deteriorate in terms of the public and its own customers’

perception of the brand and its offerings, the longer it will remain unprofitable and rated last in

its industry. The extreme to which Dash’s brand/image is viewed unfavorably in the public eye is

something that needs to be immediately addressed. Even if the company were able to improve

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the offerings they provide as a service, it is unlikely that finances or customer numbers would

improve, as the already established negative reputation would discourage potential customers

from giving Dash a chance. Until Dash is able to turn around their current reputation, the

company will suffer. On this same note, if the company is unable to improve its customer service

and product offerings to be on par with its competitors, customers will continue to leave the

company in pursuit of something better. Poor service offerings and poor customer service pose

just as large a threat as negative perception does, as these factors are what has caused the poor

reputation in the first place.

Lastly, unprofitability, built up debt, and poor leadership pose huge threats to the company’s

future survival. Years of poor financial performance due to previously mentioned factors and

customer churn have left Dash Wireless in a massive amount of debt. A company’s survival

depends on its financials, and if Dash is unable to become profitable and pay off its debt, it will

likely go bankrupt in coming years. Additionally, company leadership poses ongoing PR crises

through ill-timed public statements and poor business decisions that drive the company further

into the ground. If the CEO and other influential leaders do not make better decisions or are not

soon replaced, Dash wireless will continue to fail.

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CRISIS COMMUNICATIONS TEAM

The crisis communications team for Dash Wireless is to contain the following positions:

1. Director of Crisis Communications (PR team)

2. Crisis Communications Managers (PR team)

3. Press Release Copywriter (PR team)

4. Director of Press/Media Relations (PR team)

a. Anyone who reports to this position should also be included on the crisis team

5. Media Planner (PR team)

6. Company Spokesperson (PR team)

a. This does not need to be its own position. It can be a job function of any position

on the PR team, i.e. Crisis Communications Director or VP of PR

7. Designated Information Collector (PR team)

a. This does not need to be its own position. It can be a job function of any position

on the PR team, i.e. Crisis Communications Manager

8. Director of Social Media (Marketing team)

9. Social Media Community Managers (Marketing team, reporting to Director of Social

Media)

10. Graphic Designers & Video Editors (Marketing team)

11. General Copywriter (Marketing team)

12. Website Manager/Webmaster (Marketing team)

13. VP of PR (PR team)

14. CEO (Executive team)

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 CEO

VP of PR

Website
Manager/Webmaster

Director of Crisis Director of Director of Social

Communications Press/Media Relations Media

Crisis Communications Social Media

Media Planner
Managers Community Managers

Press Release Graphic Designers &

Copywriter Video Editors

Company
General Copywriter
Spokesperson

Designated
Informaton Collector

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APPOINTED COMPANY SPOKESPERSON

There is to always be a designated Dash Wireless spokesperson who is trained to speak on behalf

of the company in any and all crises/events or media opportunities. This person may serve in

another role within the company and also be appointed spokesperson. At this time, the VP of PR

is to serve as Dash Wireless’ spokesperson.

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CRISIS TIMELINE

The following is an outline of a general timeline to be expected during a crisis/event:

Crisis Pending: Dash and its crisis communications team becomes aware of an event that may

lead to a crisis or aware of a crisis/event about to become larger than its current state.

Preparations should be being made to either try and prevent the crisis or manage it when it

breaks.

Crisis Breaks: The crisis/event is now occurring. At this stage, the crisis/event is still building

but is very much active. The crisis communications team should be actively working to manage

and mitigate the event.

Crisis Peak: The crisis/event is at its height and is garnering the most attention it will receive

throughout its life cycle. The crisis communications team should be in full force in managing and

mitigating the event. If there are any apologies or reparations to be made, these plans should be

announced.

Crisis Decline: The crisis/event is over or almost over and attention is decreasing. The crisis

communications team should still be communicating with the public and affected parties, as well

as managing the situation. If there are any apologies or reparations to be made, these actions

should begin to be implemented.

Crisis Aftermath: The crisis/event is finished but some attention or conversation still remains.

The crisis communications team should be continuing to engage with those who still have

concerns deemed relevant. Apologies should be finished and reparations should be fully

implemented.

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 Crisis Follow-Up: The crisis/event is fully finished and attention/conversation has ceased. New

policies and other changes are being implemented to prevent the crisis from occurring again.

Crisis Complete: The crisis/event is fully finished and actions have been taken to prevent the

same thing from happening in the future.

Crisis Peak

Crisis Decline

Crisis Breaks
Crisis Aftermath

Crisis Follow-Up

Crisis Pending Crisis Complete

JOINT INFORMATION CENTER

The Dash Wireless Crisis Communications Team previously listed will, in the case of any

emergency or need to convene as a partial or entire group, utilize the Dash Wireless Media War

Room as a meeting space and information hub. The war room is located in the basement of

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building 6300 at Dash’s headquarters campus in Minneapolis, Minnesota. The room is to

consistently remain up to date with multiple television sets (at least 3), security protected desktop

computers (at least 5), conference space, a soundproof press release studio (with lighting,

sound/microphones, a camera, backdrop/green screen, and any other assets needed for video

conferences or press releases), and consistent internet and electrical availability. The JIC should

also always contain backup equipment, such as chargers. This room is and should always be

large enough to hold the entire Crisis Communications Team as well as any other necessary

attendees.

CRISIS COMMUNICATIONS CHECKLIST

The following is to serve as an organizational guide and checklist when working through

management of a crisis/event:

 Has the crisis communications team been informed of the crisis/event?

 Has the crisis communications team been given all information regarding the

crisis/event?

 Is all of the information assembled accurate and truthful?

 Have the relevant stakeholders been informed of information regarding the crisis/event?

 Has a course of action been decided upon by the crisis communications team?

 Has the crisis/event course of action been communicated throughout the company to

ensure continuity and a united approach?

 Is the crisis communications team active and responding to all current crisis/event

situations as they arise?

 Has the impact of the crisis/event been evaluated?

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 Has the media been contacted if necessary?

 Has a press release been issued if necessary?

 Has the Dash Wireless company spokesperson made a public statement and answered any

questions if necessary?

 Are plans in motion to issue reparations stemming from the crisis/event if necessary?

 Are there plans for an ongoing effort to manage and mitigate the crisis/event to its end?

 Have the consequences of the crisis/event been recognized and dealt with?

 Have new rules or plans been created and implemented to prevent the crisis/event from

happening again?

 Has there been a debriefing after the crisis’ conclusion to discuss and evaluate Dash

Wireless’ reaction to the crisis/event?

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CRISIS MESSAGING STRATEGIES

Step 1: Identify Relevant Stakeholders

In any crisis/event requiring communication internally or beyond, the first step in Dash Wireless’

messaging strategy is to identify any relevant or impacted stakeholders (see previous section of

this CCP for a list of Dash stakeholders and contact guidelines). These stakeholders are

important to the company and should be alerted of any crisis before the general public. Due to

their vested interest in the company, information should be communicated truthfully, thoroughly,

and quickly. Details should be verified and confirmed before being communicated.

Step 2: Distribute Press Release

After informing stakeholders of the crisis and any important and pertaining information, a press

release should be written containing information that the general public should be aware of.

Press releases should be written by the crisis communications team’s press release copywriter

and should be approved by the Director of Crisis Communications and Director of Press/Media

Relations before being approved by the VP of PR and CEO. The CEO will sign each press

release as a sign of his/her commitment to rectifying the problem and as a source of credibility.

The press release should be posted to the company website and social media pages, as well as

distributed to the media as necessary. All press releases should be truthful, honest, relevant, and

timely. Details should be verified and confirmed before being communicated.

Step 3: Speak to the Media/Public

Once a press release has been made public, if it is deemed necessary, the appointed Dash

Wireless spokesperson should speak to the media regarding the crisis. This representative should

be the appointed company crisis representative who is familiar with the media, its contacts, and

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speaks on the company’s behalf during all events/issues. Media should be contacted through

their representatives (see media contact section of CCP). The statement made by Dash’s

appointed spokesperson should be aligned with the information conveyed in the press release and

the representative should be fully informed and ready to answer any questions with honesty and

empathy. Details should be verified and confirmed before being communicated. This messaging

step is only to be taken if deemed necessary by the Director of Crisis Communications.

Step 4: Follow-Up Communication

After publicizing a press release, speaking to the media, or both, it is advised that Dash Wireless

take pause to evaluate the reaction to the messages released. If the receiving parties’ reactions are

positive, no further crisis communication is needed. If there is still doubt, uncertainty, or anger,

Dash should begin to engage in follow-up communication efforts with said unhappy parties.

Efforts should be conducted on a smaller-scale, personal level. Appointed company

representatives should reach out to those upset, either face-to-face when appropriate, or through

channels such as social media, phone, or email. Messaging should consist of an accurate

explanation of the company’s ongoing efforts to resolve the crisis or issue at hand. It should also

include what the company is doing to prevent said crisis from happening again and, if applicable,

what is being done to make up for the detrimental effects of the crisis. This communication

should be extremely empathetic and should also be conducted in a timely manner after

discovering continuing dissent. Details should be verified and confirmed before being

communicated.

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SOCIAL MEDIA CRISIS COMMUNICATION PLAN & MESSAGING

The following section of the Dash Wireless Crisis Communication Plan contains the company’s

crisis social media plan/guidelines. These guidelines are part of the broader Dash Wireless Social

Media Plan, which can be obtained via the Director of Social Media upon request.

Objectives: Dash Wireless prides itself on currently and consistently maintaining a social media

program within the company, as well as a public social media presence across multiple

platforms. Dash uses social media both as a tool to communicate with customers, potential

customers, and the general public, as well as an advertising and selling platform. In the case of a

PR crisis or a large company event, Dash Wireless will utilize these social media channels to

communicate and mitigate the situation. All social media managers are to be aware and trained

of how to react via social platforms in the event of a crisis/event. The objectives for use of social

media during a crisis/event are to communicate and inform the public and our followers of

accurate and pertinent information, understand concerns and magnitude on a real time scale, and

respond and engage with followers and users in a meaningful way.

Social Platforms: Dash Wireless currently uses and maintains a strong presence on the following

social media platforms:

 Facebook

 Twitter

 Instagram

 YouTube

 LinkedIn

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Twitter/Facebook: During a crisis/event, Twitter is to be the main social media platform used,

followed quickly by Facebook. Due to Twitter’s immediate and instant nature, it is the platform

most conducive to providing information as it happens and communicating with the public

quickly. Twitter will be used to publish accurate updates in real time, as well as respond one-on-

one to users who tweet at the company with questions, concerns, or general thoughts. Twitter is

also to be closely monitored using social analytics tools to keep abreast of current public opinion

and mentions. Major updates posted to Dash’s Twitter should also be formatted for publishing on

Facebook. This pertains to meaningful announcements only, as small updates do not need to be

shared via Facebook. There is to be no one-on-one engagement on Facebook.

Instagram/YouTube: Instagram and YouTube are to be utilized as tertiary social media

resources, most likely after the major impact of the crisis/event has happened. These platforms

may be utilized to publish content which displays positive efforts by the company to rectify a

situation or efforts the company is making to do the right thing. This content may come in the

form of edited video, still images, or interview video. Copywriters, graphic designers, and video

editors should be utilized in creation of this content. There is to be no one-on-one engagement

via Instagram or YouTube and all potential posts should be verified and approved by the

Director of Social Media.

LinkedIn: LinkedIn is not to be used during a crisis/event. This platform may be utilized well

after the issue has passed and only at the discretion of the Director of Social Media.

All social media correspondences will be handled in the tone and voice of Dash’s brand: serious

but kind, and lighthearted when appropriate. Hashtags are not to be used unless there is an

approved hashtag communicated from the Director of Social Media. Dash employees who are

cleared to Tweet or post on their personal accounts after the initial crisis/event has broken, may

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do so using the approved #DashEmployee hashtag. Emojis are only to be used in positive

sentiment one-on-one interactions. All posts should come from the Dash Wireless verified

accounts.

Levels of Use: Dash Wireless will be very active, working as a team and utilizing the War Room

in order to tackle any crises/events that occur via social media. The Director of Social Media will

command all social media plans and approve outgoing posts, with his/her direct reports (Social

Media Community Managers) executing on posting, one-on-one responses, and analytics.

There is to be one Community Manager in charge of listening (monitoring) and analytics. This

manager is tasked with utilizing Dash’s social monitoring tool in order to keep a consistent eye

on: mentions, sentiment, trends, and high klout user engagement. This manager is to report this

information as it updates every 2 hours, unless otherwise directed by the Director of Social

Media.

There are to be two Community Managers in charge of seeking and responding to tweets through

one-on-one engagement. These two managers are to be well versed in the Dash Wireless brand,

tone, and voice, as well as the facts surrounding the current situation. They are to work together

collaboratively to respond to as many users as they can, offering information, updates, and a

personal touch in their interactions. These managers should have a list of pre-prepared and

approved responses available for quick use that contain accurate information related to the

crisis/event. The managers are to engage in responses on a timeline commanded by the Director

of Social Media, although a general guideline is from 9 am to 9 pm during the height of social

activity.

There are to be one to two Community Managers in charge of posting to the verified Dash

Wireless accounts during a crisis/event. Most specifically, Twitter and Facebook. This manager

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is to work side by side with a copywriter to take company facts and information and, with that

content, formulate social media posts for Dash’s accounts. These posts are to be approved by the

Director of Social Media before going live and should be fact based with an aim to provide

pertinent updates to the community and Dash’s followers.

The entire social media team is to collaborate and coordinate all strategy and outgoing posts with

the Director of Crisis Communications and the Crisis Communications team. Although any posts

to Dash Wireless’ accounts only need to be approved by the Director of Social Media, the overall

plan and strategy the social team plans to take should be decided upon with the input of the

Crisis Communications Team. It is essential that all members of the Crisis Communications

Team are aware of the activities occurring via social media and vice versa so that the entire

company is able to present a cohesive front in attacking the current crisis/event.

TELEVISION CRISIS COMMUNICATION PLAN & MESSAGING

The following section of the Dash Wireless Crisis Communication Plan contains the company’s

television media plan/guidelines. For reference, please also see the media contacts list located at

the end of this crisis plan.

Objectives: Dash Wireless will utilize television during a crisis/event only at the discretion of the

Director of Crisis Communications and Director of Press/Media Relations. This medium is to be

utilized only for crises/events whose response requires a larger reach than that which is present

in online and print formats. When utilizing television to respond to a crisis/event, the media

contacts list is to be used at all times and the Director of Crisis Communications and Director of

Press/Media Relations are to determine which of these contexts are to be utilized. The objectives

of using television during a crisis/event are to communicate and inform the public on a more

public and wider-reaching platform and to potentially answer questions that concern the public

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via interviews conducted with the company spokesperson. If determined helpful in managing a

crisis/event by the Director of Crisis Communications and Director of Press/Media Relations, it

is to be ensured that all television interviews are conducted only when the company

spokesperson is well prepared with accurate and truthful facts on the situation, has an approved

public statement on behalf of the company, and is able to honestly speak on real policies being

enacted in order to resolve the crisis/event.

PRINT/NEWSPAPER CRISIS COMMUNICATION PLAN & MESSAGING

The following section of the Dash Wireless Crisis Communication Plan contains the company’s

print (including online) and newspaper media plan/guidelines. For reference, please also see the

media contacts list located at the end of this crisis plan as well as the following section of this

document which references Press Releases.

Objectives: Dash Wireless will utilize print and newspaper mediums for all crises/events that

warrant a press release, as deemed by the Director of Crisis Communications and Director of

Press/Media Relations. Press releases are to be sent to newspapers and other physical print

sources as well as posted online to Dash Wireless’ newsroom

(www.newsroom.dashwireless.com). Press releases may also be posted to Twitter and/or

Facebook. Sole use of online and physical print and newspaper media sources are to be used for

smaller scale crises/events in which Dash Wireless feels it is not necessary to formulate a wide-

reaching public response, such as that seen with television. However, when a larger response,

such as television, is utilized, this medium is also to be activated to work as a supporting

mechanism to the larger reaching approach. The overall objective of utilizing print in all forms is

to inform the public of concrete facts that will not change throughout the crisis/event timeline

and to offer an official statement from Dash Wireless in an effort to manage the situation and

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mitigate questions and uncertainty. When contacting newspapers for printing, the media contacts

list is to be used at all times and the Director of Crisis Communications and Director of

Press/Media Relations are to determine which of these sources is to be utilized.

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DOCUMENTATION

The JIC is to house Dash Wireless’ crisis communication documents. Said documents include

the following and are to be updated either at the start of every fiscal year or when a document

signee departs their role or the company. Please see the list of documents below:

Media Agreements: All signed contracts and agreements that Dash Wireless has entered into

with any media or media company.

Press Release Sign Off: Document signed by CEO stating that the Crisis Communications team

has the ability to release press releases on behalf of the company without CEO approval.

Information Release Sign Off: Document signed by CEO stating that the Crisis Communications

team has the ability to release information to the public or media on behalf of the company

without CEO approval.

Crisis Communications Templates & Guides: All Dash Wireless branded templates used for

press releases or other external communications, as well as pre-approved crisis guidelines

indicating how the company always plans to speak about potential situations and necessary steps

to be taken.

Previous Crises Documentation: Documentation from previous Dash Wireless crises

Employee Contracts: Any signed documents regarding employees on the Crisis Communications

team that relates to their job function on said team

All other contracts/documents: Any other contracts made between employees regarding the

handling of potential crises

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PRESS RELEASE OUTLINE

The following press release outline is to be used and edited for any situation in which the

Director of Crisis Communications or VP of PR determines it is necessary to make a public

statement regarding a matter related to Dash Wireless. Situations may include: company

shutdown or bankruptcy, employee misconduct, service interruption, service announcement,

executive hiring, philanthropy partnership, iconic device launches, new offers/deals for

customers, or company decisions which affect the community/market. All press releases should

be written by the Press Release Copywriter with the Director of Crisis Communications’ final

approval before submission. The releases should then be posted on the Newsroom website, Dash

social media channels, and sent to applicable news/media outlets. References to previous press

releases can be found at www.newsroom.dashwireless.com.

“Date

Dash Wireless (NYSE: DW) announced today ___________ (insert factual and accurate news

announcement to be written by Press Release Copywriter and approved by Director of Crisis

Communications).

Insert follow-up or subsidiary information regarding event/announcement, such as past history,

impact, next steps to be taken, additional pertinent information, and/or quotes from relevant

parties.

Insert important company information relevant to either the event or Dash’s current position in

the marketplace.

About Dash Wireless:

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Dash Wireless (NYSE: DW) is a communications services company that creates numerous and

improved ways to connect its customers to the things and people they care about most. Dash

Wireless served 60 million connections as of 2018 and is widely recognized for developing and

implementing innovative technologies. Today, Dash Wireless’ legacy of innovation and service

continues with a bolstered investment to drastically improve coverage, reliability, and speed

across its nationwide network. Dash Wireless has also engaged in a commitment to launch the

first 5G mobile network in the U.S. You can learn more and visit Dash Wireless at

www.dashwireless.com or www.facebook.com/dashwireless and

www.twitter.com/dashwireless.”

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MEDIA CONTACT LIST

In the case of a PR crisis/event at Dash Wireless, if so determined by the Director of Crisis

Communications and Director of Press/Media Relations, the following media contacts should be

utilized. These contacts may be reached for both positive and negative events occurring at Dash.

All press releases are to be sent via email. Other information may be communicated via phone or

in-person conversation, to ensure security of information and correct reporting. Please note the

specific situations and rules regarding each specific contact.

 Kare 11: Local (Minneapolis) television news station. This is Dash Wireless’ preferred media

outlet and should be contacted first. At determination of the Director of Crisis

Communications and Director of Press/Media Relations, this may be the only media outlet

contacted. Sarah Smith is the media contact at this station and is to be reached via phone at

763-546-1111. This media contact is only to be alerted when there is an event in which the

Director of Crisis Communications, Director of Press/Media Relations, and Dash Wireless

determine it is of best interest to make a public statement with a desire for high visibility.

Collaboration with Kare 11 will generally include an online press release (to be featured on

Kare 11’s website) or a live or televised statement conducted by Dash’s spokesperson.

 Fox 9 Minneapolis: Local (Minneapolis) television news station. John Johnson is the media

contact at this station and is to be reached via phone at 952-946-5767. This media contact is

only to be alerted after Kare 11 and when there is an event in which the Director of Crisis

Communications, Director of Press/Media Relations, and Dash Wireless determine it is of

best interest to make a public statement with a desire for high visibility. Collaboration with

Fox 9 will generally include an online press release (to be featured on Fox 9’s website) or a

live or televised statement conducted by Dash’s spokesperson.

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 KSTP: Local (Minneapolis) television news station. Abby Anderson is the media contact at

this station and is to be reached via phone at 612-588-6397. This media contact is only to be

alerted after Kare 11 and when there is an event in which the Director of Crisis

Communications, Director of Press/Media Relations, and Dash Wireless determine it is of

best interest to make a public statement with a desire for high visibility. Collaboration with

KSTP will generally include an online press release (to be featured on KSTP’s website) or a

live or televised statement conducted by Dash’s spokesperson.

 WCCO 4 CBS Minnesota: Local (Minneapolis) television news station. Daniel Davidson is

the media contact at this station and is to be reached via phone at 612-339-4444. This media

contact is only to be alerted after Kare 11 and when there is an event in which the Director of

Crisis Communications, Director of Press/Media Relations, and Dash Wireless determine it

is of best interest to make a public statement with a desire for high visibility. Collaboration

with WCCO 4 will generally include an online press release (to be featured on WCCO 4’s

website) or a live or televised statement conducted by Dash’s spokesperson.

 StarTribune: Local (Minneapolis & Minnesota) newspaper and media outlet. Elizabeth Eagan

is the media contact at this newspaper and is to be reached via phone at 612-673-4414. This

media contact is to be alerted after Kare 11 when utilizing television media. When utilizing

print media only, the StarTribune may be contacted immediately. This outlet should be

contacted when there is an event in which the Director of Crisis Communications, Director of

Press/Media Relations, and Dash Wireless determine it is of best interest to make a public

statement with a desire for high visibility. Collaboration with the StarTribune will generally

include an online press release to be featured on WCCO 4’s website, social media, and in

print distribution.

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 CNBC: National media outlet. This media contact is to be alerted when utilizing very high

exposure, national television or online media. Dash currently does not work with one specific

contact from this organization and one should be established (please update here upon

establishing specific CNBC contact). This outlet should be contacted via phone when there is

an event in which the Director of Crisis Communications, Director of Press/Media Relations,

and Dash Wireless determine it is of best interest to make a public statement with a desire for

very high visibility. Collaboration with the CNBC will generally include a television

appearance by the company spokesperson (or CEO), as well as said footage being featured

on CNBC’s website or social media pages.

o CNBC is Dash Wireless’ preferred national television media outlet. Similar national

outlets (CNN, Fox News, etc.) will not be granted television interviews unless special

circumstances arise (as determined by the CEO and board) but may, with permission,

repurpose content or be granted press releases from Dash.

COMPANY CONTACT LIST

Below is a Dash Wireless internal employee contact list containing key organizational members

that may be needed in the case of a PR crisis/event at Dash Wireless.

 Parent Company Director of PR/Crisis Communications

o Email: person@parentcompany.com

o Phone Number: XXX-XXX-XXXX

 Head of the Board

o Email: person@parentcompany.com

o Phone Number: XXX-XXX-XXXX

 CEO of Dash Wireless

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 o Email: CEO@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 CMO of Dash Wireless

o Email: CMO@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 VP of PR at Dash Wireless

o Email: VPofPR@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Director of Crisis Communications

o Email: DirectorofCrisisCommunications@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Director of Press/Media Relations

o Email: DirectorofMediaRelations@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Director of Social Media

o Email: DirectorofSocialMedia@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Dash Wireless Company Spokesperson

o Email: Spokesperson@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Crisis Communications Managers

o Email: CrisisCommunicationsTeam@dashwireless.com

 Social Media Community Managers

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 o Email: SocialTeam@dashwireless.com

 Press Release Copywriter

o Email: PressWriter@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Media Planner

o Email: MediaPlanner@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Designated Information Collector

o Email: InfoCollector@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Graphic Designers & Video Editors

o Email: Creatives@dashwireless.com

 General Copywriter

o Email: CopyWriter@dashwireless.com

o Phone Number: XXX-XXX-XXXX

 Website Manager/Webmaster

o Email: WebMaster@dashwireless.com

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