crisis communication project comments

Lois Jeong1
Final Project Draft – Dunkin’ Donuts CMP
Expected length of CMP (excluding cover page & sources): 10-11 pages
*Cover page*
Table of Contents:
– Introduction
– Crisis Inventory
– Purpose & Objectives
– Key Messages
– Key Publics
– Crisis Notification Protocols
– Conclusion
Introduction:
To Dunkin’ Donuts’ staff, customers, and community,
On behalf of Dunkin’ Donuts, I am pleased to present the official crisis management manual for
the company. Dunkin’ Donuts is the world’s leading baked goods and coffee chain, serving more
than 3 million customers everyday. In this crisis communication plan, the details of proper
procedures and conducts will be thoroughly explained when experiencing certain crisis
situations. Though this plan should be a vital guide to all internal publics, one should not
overlook the impact of crises that can be caused by external publics. Founded in 1950, by Bill
Rosenberg, Dunkin’ Donuts now has more than 11,300 locations worldwide–over 8,500 across
U.S. states and over 3,200 international restaurants in 36 countries. While acknowledging this,
Dunkin’ Donuts has that much of a higher possibility in facing a crisis. Crises are unavoidable
and unpredictable, but I hope reviewing this plan and putting in the efforts to follow the
guidelines will ensure the safety of the employees, customers, and the community.
Sincerely,
Lois Jeong [*photo will be inserted*]
Crisis Inventory:
There are a variety of diverse crises that Dunkin’ Donuts could face for the large company that it
is. Because of this, it is important and should be emphasized for all internal staff members to
recognize all possible damages and anticipated crises that can occur at any given moment. 0
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being least likely and 5 being most likely for a crisis to occur, the ranking of crises can vary. This
inventory outlines the following:
The same scale is applied to the potential damage of a crisis. The closer a crisis is to 0 in both
potential occurrence and damage, it holds less seriousness and less media coverage. A crisis
nearing 5 in both categories will be a severe situation that will garner a lot of attention from the
media. *O = potential occurrence; D = potential damage.
–
–
–
Natural/Weather-Related Incidents
– Outbreak of Contagious Diseases (O:4 | D:4)
– Environment Disasters (O:4 | D:4)
– Evacuation (O:3 | D:3)
Man-Made Incidents
– In-store Violence (O:4 | D:3)
– Robberies (O:5 | D:4)
– Shootings (O:5 | D:4)
– Customer disturbance (O:3 | D:2)
Labor Incidents
– Boycotts (O:4 | D:5)
– Strikes (O:4 | D:5)
– Sexual Harassment (O:4 | D:4)
– Abuse (O:4 | D:4)
*Possibly might provide a visual chart on next page*
Purpose & Objectives:
*A photo will be placed here, above the following paragraphs*
The purpose and objective of this Crisis Management Plan is to provide a set of standards,
procedures, and guidelines for all internal employees and staff members to uphold during a
crisis.
When a crisis is occurring, communicating as soon as possible with our stakeholders is seriously
emphasized. Not only should we be honest when communicating with our internal members, the
same has to be done when interacting with the audience and our customers. We shall not shy
away from anything and take responsibility to uphold the integrity of Dunkin’ Donuts.
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To add on, constantly monitoring online activity related to any crisis is important as well. While
we live in the digital world, utilizing the social media tools and platforms will help create a more
open and controlled communication with our key publics.
A crisis, no matter big or small, can always be a threat to our company’s reputation and
stakeholders so it is crucial to act on any situation as soon as possible.
Key Messages:
Dunkin’ Donuts’ vision statement is
“to be always the desired place for great coffee beverages and delicious complementary
doughnuts & bakery products to enjoy with family and friends”.
Dunkin’ Donuts’ core values comprise of:
– Honesty
– Transparency
– Humility
– Integrity
We, as a company, wish to set a practice that customers can appreciate and feel part of. To add
on, these core values can allow us, as an entire business, to endure any challenges or crises
through the strength of the culture it shows.
Key Publics:
Dunkin’ Donuts’ key publics are crucial to the success and longevity of our company. Key
stakeholders whose support and cooperation help uphold the company and our mission. Internal
key publics are found within our company while external key publics do not directly belong to
our organization.
Internal:
– Restaurant employees
– The 250,000 employees that work all across the Dunkin’ Donuts restaurants are
an important part of our company and its everyday operation. Information
regarding a crisis should always be communicated to them efficiently.
– Headquarter employees
– The employees working behind the scenes at headquarters, like the crisis
management team, located in Canton, MA, should always be informed of all crisis
situations as soon as possible so that they can start figuring out how to mitigate it.
– Suppliers
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–
Outside third-party sources that provide the other resources used in the
restaurants. This would be things such as plastic cups and straws, the sugar
packets, or the variety of creamers and milks.
– Parent Company
– Dunkin’ Donuts is part of the Inspire Brands family of restaurants.
– Retailers/Dealers
– The third-party brands that sell their products in the restaurants. Some Dunkin’
Donuts locations have fridges that also offer bottled beverages of other brands
such as Tropicana, Nesquik, Powerade, etc.
External:
– Local communities/Customers
– Our customers and communities who show constant support for our company
deserve our loyalty and honesty. It is important to us to notify them of anything if
a crisis strikes. This can be done through external news media outlets or through
our owned social media accounts as well.
– Government Officials
– Involvement of local government officials may be necessary depending on the
severity of the crisis.
Crisis notification protocols (the crisis stages)/Notifying publics:
This portion of the plan outlines the variety of communication channels that can be utilized if a
crisis occurs. All reports of a crisis, whether big or small, should be notified as soon as possible
to the Public Relations or Media Relations department and from there, the team will determine
which one is a threat to the company.
[Initial Notification]
Internal:
– Emergency Text Messaging/Calling System
– For internal publics, they can reach out to notify the company of a crisis as soon
as possible by texting or calling a member of the crisis management team. The
contact information can be provided if requested by the employees or
third-parties.
– Broadcast Email
– If the crisis can not be delivered immediately via text or call, broadcast email is
another way to notify internal publics. Broadcast email can be sent to
ADMIN_ALL@dunkinmediarelations.com.
– *Fake email address*
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External:
– Emergency Calling System:
– For external publics wanting to reach out and get the attention of internal publics,
anyone can call Dunkin’ Donuts customer service line to relay any immediate
information. To call, dial (800)-859-5339 at any time between 8:30 AM – 5:00
PM (EST), Monday-Friday.
– Email System:
– For those who wish to write to our company, they can email us at any time and
send it to customerservice@dunkinbrands.com.
– Broadcast Email:
– If any external public members are a member of the press, Dunkin’ Media
Relations office can be reached by writing to
DunkinPublicRelations@inspirebrands.com. A member of the crisis management
team will respond to your inquiry as soon as possible.
[Updates on the Crisis]
**Repeats all information written under [Initial Notification]**
[Post-Crisis Notifications]
Internal & External:
– Website Notices
– Both internal and external publics can check our official website for more
conversation and updates on any crisis. Our Dunkin’ Newsroom can be accessed
on news.dunkindonuts.com.
– Social Media
– Our office of communications, public relations, and media relations team will
send any updates and information out via our Dunkin’ Donuts social media
platforms.
– Facebook:
https://www.facebook.com/DunkinUS/?brand_redir=504997576203914
– Twitter: https://twitter.com/dunkindonuts
– YouTube: https://www.youtube.com/user/dunkindonuts#
– Instagram: https://www.instagram.com/dunkin/
– TikTok: https://www.tiktok.com/@dunkin?lang=en
– Pinterest: https://www.pinterest.com/DunkinDonuts/
Crisis Communication Team:
Karen Raskopf – Chief Communications and Sustainability Officer
Sarah Alexander – Chief Executive Officer
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Sandra Graybill – Operations Manager
Karli Peterson – Victims Manager
Mary Kozloski – Legal Adviser
Megan Lukan – Safety & Security Manager
Taylor Thomson – Public Relations Manager
*Excluding the first person listed above, the rest are not actually under Dunkin’ Donuts company
due to the fact that I was ultimately unable to find those under the company’s actual crisis
management team.*
*Photos will be attached to each name*
Conclusion:
This crisis management plan and guide was produced by those who love and care for the
Dunkin’ Donuts company. The company wishes to ultimately help staff go through and execute a
crisis by mitigating the impact as much as possible. We hope that the contents of this document
will be found useful and refer back to it when a crisis occurs. We thank those who love our
Dunkin’ Donuts company and who took the time to look through this document. Thank you for
your cooperation and we appreciate your dedication.
*Photo will be placed here*
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References
About us: Our mission: Dunkin’®. About Us | Our Mission | Dunkin’®. (n.d.). Retrieved January
9, 2023, from https://www.dunkindonuts.com/en/about/about-us
Contact dunkin’ Corporate & Customer Service. Dunkin’. (n.d.). Retrieved January 9, 2023, from
https://news.dunkindonuts.com/contacts
Karen Raskopf. Dunkin’. (n.d.). Retrieved January 9, 2023, from
https://news.dunkindonuts.com/about/leadership/karen-raskopf
Msa. (2022, August 26). Dunkin Donuts Mission statement 2023: Dunkin Donuts Mission &
Vision Analysis. Biggest Mission Statements Collection – Mission Statement Academy.
Retrieved January 9, 2023, from

Dunkin’ Mission and Vision Statement analysis

Smith, C. (2023, January 8). 36 amazing dunkin donuts statistics. DMR. Retrieved January 9,
2023, from https://expandedramblings.com/index.php/dunkin-donuts-statistics/
CRISIS COMMUNICATION PLAN
2023
ZACH SOLOMON
TABLE OF CONTENTS
– Introduction
– Crisis Inventory
– Purposes and Objectives
– Acknowledgements
– Rehearsal Procedure
– Key Publics
– Crisis Team Identification
– Crisis Notification Protocols
– Crisis Directory
– Media Spokesperson Identification
– Control Center
– Equipment and Supplies
– Related Sources
– Media Inquiries
– Trick Questions
– Evaluation Form
Introduction
Dear Colleagues,
Steamboat Ski and Resort Corporation is excited to announce to you our updated crisis
communication plan. Here at Steamboat Ski Resort avoiding a crisis is our goal. However, crises
are inevitable and unpredictable. Because of this, this document was created to alleviate damage,
and will help ensure that all members of the Steamboat community are effective during times of
crisis.
Steamboat Ski and Resort Corporation was founded in 1963, with the humble goal of providing
world class skiing to the people of Routt County. Since this founding Steamboat Ski Resort has
become a worldwide leader in hospitality, champagne powder, and lift accessed terrain
Now set to become the second largest resort in Colorado, Steamboat Ski Resort has become one
one of the largest ski resorts in the world, with a wide variety of activities. Because of this
exponential growth, there are more chances for crises to occur within the organization, and on
the ski mountain. That is why this document is mandatory reading for all employees, in order to
optimize response to crises that may arise.
Sincerely,
Rob Perlman
Crisis Inventory
There are a fair amount of Crises that may occur at a ski resort, for the purpose of this
communication crisis plan, the three most likely and most detrimental crises will be highlighted.
● Avalanches
● Extreme weather
● Death on the mountain
The probability of a crisis to occur is ranked on a scale from one to ten, with one being the
lowest likelihood and ten being the highest likelihood. The same goes for the damage that may
be caused by a particular crisis. With one meaning there is no damage to the corporation and ten
meaning there is significant damage to the corporation and heavy media involvement and
coverage.
The table below shows the likelihood of certain crises arising, as well as the damage that may be
caused by them.
Purpose and Objectives
The purpose and objectives of this crisis communication plan is to ensure all employees of
Steamboat Ski Resort and Corporation know how to effectively manage themselves, and key
publics of the company in the event of a crisis. This document will act as a guideline during a
crisis event that employees can refer to if a crisis event was to occur
This document also looks to
reinforce the the overall purpose
of the brand that is Steamboat
Ski Resort and corporation.
This will be done by analyzing
the vision and mission statement
of Steamboat Ski Resort. The
culture of Steamboat Ski resort
is important in the event of a
crisis.
Vision- Be the friendliest and most welcoming mountain destination in the world
Mission- Share the Steamboat Dream
What is Most Important- Our employees, our guests, our community
What We Value- Performance, integrity, collaboration, environment, fun!
Steamboat Ski Resort and Corporation Culture Guide
https://www.steamboat.com/employment/cultureguide#:~:text=Respecting%20people%20and%20our%20environment.&text=Providing%20a%2
0fun%2C%20safe%2C%20and,Adapting%20to%20produce%20superior%20results.
The Steamboat culture guide must always be taken into account when dealing with a crisis event.
This guide outlines the key things that are important to our company, and should be translated
through our response to a crisis.
Rehearsal Procedure
Rehearsals for this crisis communication plan will be held once every 2 quarters. The rehearsal
will simulate a crisis and put our crisis communication team into action as a precaution. This will
be a one day rehearsal and will go over procedures to be taken by each crisis team member, as
well as lessons for normal staff members.
Crisis team rehearsal will include reading up on the crisis communication plan, deliberation of
tasks between the three team members, and a walk through of the crisis notification protocols.
As for regular employees, mountain safety staff will use the week of the rehearsal to do
advanced crisis event training in the event of an avalanche, extreme weather, or death on the
mountain. All of these events will be simulated, and ski patrol and steamboat ambassadors are
expected to take part.
While these events are rehearsals, these should be taken seriously, as their will be a time when
you are needed to spring into action to quickly and safely execute your tasks during a crisis event
Key Publics
In the event of a crisis, communication with our key public is essential. Key publics are the
persons who have interest in our corporation. These could include stakeholder, individuals or
groups that have become more active in communication efforts. It is imperative that Steamboat
Ski Resort and Corporations key publics are aware of any crisis that may occur
The two types of key publics addressed below will be internal publics and external publics.
Internal publics are found within the company, while the category of external publics have ties
with the organization but do not belong to it.
Internal
● Stakeholders: A person or group who owns a significant share of the company and thus
must be kept in the loop when a crisis occurs
● Employees: Someone who is imperative to day-to-day operations within the organization,
and thus must informed of a crisis event
– Ski patrol
–
Steamboat Ambassadors
On-mountain food staff
Lift operations crew
Lift maintenance crew
Search and rescue
External
● Customers: People who purchase or consume goods, in our case ski passes, lodging,
food, and other affiliated steamboat products
● Government officials: Depending on the level of crisis government officials may be
required to get involved. If this is the case it is of utmost importance to keep them fully
informed
● Local Communities: Being that a pillar of steamboat culture is helping local
communities, it is imperative to keep them involved when a crisis event arises.
● Tourists: A subset of customers, these people are a driving force behind steamboats
revenue, and must be kept in the loop of any crisis event.
Crisis Team Identification
Should a crisis event occur on the premises of Steamboat Ski Resort and corporation, the listed
individuals below will make up the crisis management team. This team is responsible for
overseeing communication throughout the chain of command when a crisis arises. No matter
what crisis is happening, each team member has certain rules and guidelines to follow
Mr. David Hunter: Vice President of Mountain Operations
As the Vice President of mountain operations Mr. Hunter will be taking the lead in the overall
crisis management plan. His responsibilities include but are not limited to the following
● Receive the initial notice of crisis
● Inform the rest of the crisis management team
● Approve all media related press releases
● Clarify roles to team members
● Final say on all communications
Ms. Loryn Duke: Communications Director
As the communications director Ms. Duke will be second in command, and her responsibilities
will include but are bit limited to the following
● Sending press releases to Mr. Hunter for check
● Gathering evidence and documents
● Stitching together departments so everyone is working accordingly
● Send a document to team member documenting the crisis so they can go about handling it
properly
Ms. Maren Francisosi: Communications Manager
As the communications manager Ms. Franciosi will be in charge of writing press releases and
handling main media interviews, as well as relaying information from Mr. Hunter and Ms. Duke
to employees not on the crisis team
● Informing non crisis team employees on up to date information
● Main media interviews
● Main media press releases
● Writing reports on new findings and media impact from the crisis
All Steamboat Ski Resort and Corporation employees will be briefed daily on the crisis, if or
when it occurs.
Pictured below is the Steamboat Ski and Resort Corporation’s crisis team
Crisis Notification Protocols
STEP 1: Crisis is reported to someone with the organization
STEP 2: Crisis is reported to the Public Relations or Communications Department
STEP 3: Crisis is assessed
STEP 4: Assemble the Crisis response team
STEP 5: Crisis team identifies key publics
STEP 6: Crisis team notifies key publics
STEP 7: Use press releases and briefing to monitor public response
Crisis Directory + Emergency Contacts
Mr. David Hunter: VP of Mountain Operations
Phone: ***-***-****
Email: ***************
Ms. Loryn Duke: Communications Director
Phone: ***-***-****
Email: ************
Ms. Maren Franciosi: Communications Manager
Phone: ***-***-****
Email: **************
Police Department:
Emergency number: 911
Non-Emergency number: (970) 879-1144
Address: 2027 Shield Dr, Steamboat Springs, CO 80487
Fire Department:
Emergency number: (970) 879-7170
Address: 2600 Pine Grove Rd, Steamboat Springs, CO 80487
Search and Rescue:
Emergency number: (970) 879-1090
Address: 911 Yampa St, Steamboat Springs, CO 80487
Steamboat hospital:
Emergency number: (970) 879-1322
Address: 1024 Central Park Dr, Steamboat Springs, CO 80487
City of Steamboat:
Number: (970) 879-2060
Address: 137 10th St., Steamboat Springs, CO, 804874
Media Spokesperson Identification
The media spokesperson is the person who is assigned to talk to the media during a crisis event.
Ms. Maren Franciosi is going to be the media spokesperson, she is well established within the
organization as the communications manager and will handle all media inquiries.
Responsibilities of the Media Spokesperson include:
● Setting up press releases to keep the media well aware of what is transpiring during and
after the crisis.
● Setting up meetings with local and national news, print, and social media to make sure
they are getting their information straight from the source.
● Running all press releases and new information by the lead of the crisis communication
team.
● Holding meetings with everyday employees during crisis events to make sure everyone is
briefed.
Control Center
The control center for the crisis communication team, and various other employees, will be the
old gondola building being converted into the range food hall. The second floor is currently
unoccupied with no plans of that changing, so converting the space into a control center for the
crisis communication team should go smoothly.
Below is a map of the Steamboat ski resort base area, take note of the range, the building that
will be used as the crisis control center, towards the top right of the map.
Equipment and Supplies
Below is a list of equipment or supplies that may be needed in case of a crisis emergency
Within the control center will be:
● Topographic map of the resort and surrounding areas
● 4 computers with GPS capabilities
● 10 beacons
● 10 probes
● 10 sets of powder poles
● 10 shovels
● 5 jackets
● 10 avalanche parachutes
● 5 sets of skis
● 5 snowboards
● 3 ski patrol sleds
● 100 ft of rope
Related Sources
Listed below are some sources that could be of use during a crisis event
● Wildland firefighting workforce USDA:
– Use for potential forest fires over the summer
● National Avalanche Center
– Use for potential avalanches during the winter
Media Inquiries
All media inquiries will be handled by the media spokesperson, Ms. Maren Franciosi.
Trick Questions
● Who is at fault for “x”
● Was everything done properly so that this should not have happened
Evaluation Form
The following form is to be distributed following a crisis. Score the statements below from one
to five, with one being the lowest and five being the highest
Was the crisis managed in a timely manner
Answer:
Were all relevant publics notified
Answer:
Did the crisis team effectively manage the events that transpired
Answer:
Did employees follow protocol
Answer:
Was this crisis plan a valuable resource
Answer
Please leave any constructive criticism or suggestions below: