CONFIDENTIAL
CRISIS COMMUNICATION PLAN
1000 Nicollet Mall
Minneapolis, MN 55403
(800) 775-3110
In the event of any serious emergency, you may activate the
Crisis Communication Team by calling (123) 456-7890
24 hours a day.
This document contains confidential material.
Any intentional misuse or public disclosure will be vigorously prosecuted.
Copy number ___ of ___ Date Issued: ___________
1.
Introduction: Target’s History and Mission
________________________________________________________
2.
Objectives
_________________________________________________________
3.
Crisis Team Leaders
_________________________________________________________
4.
Crisis Team Contact Sheet
_________________________________________________________
5.
Crisis Risk Assessment
_________________________________________________________
6.
Target Audiences and Publics
_________________________________________________________
7.
Media Relations
_________________________________________________________
8.
Action Steps: Who Should do What, When?
_________________________________________________________
9.
Financial and Legal Considerations
_________________________________________________________
10. Crisis Center: Location, Map and Resources
_________________________________________________________
11. Post-Crisis Evaluation
_________________________________________________________
12. References
_________________________________________________________
INTRODUCTION: TARGET’S HISTORY AND MISSION
Target Corporation (NYSE TGT) is an upscale discount retailer that provides highquality, on-trend merchandise at attractive prices in clean, spacious, and guest-friendly
stores.
Target’s History:
The first Target store opened in 1962 in the Minneapolis suburb of Roseville, Minnesota.
The store focused on providing convenient shopping at competitive discount prices.
Today, Target remains committed to providing a one-stop shopping experience for guests
by delivering differentiated merchandise and outstanding value with its Expect More. Pay
Less® brand promise. Target is currently the second largest general merchandise retailer
in America, with Target.com consistently being ranked as one of the most-visited retail
websites.
Target is recognized as a leader in innovation across the retail industry. From pioneering
the concept of designer partnerships to consistently being best in class in store design,
Target remains focused on not only meeting, but exceeding, its guests’ needs. To remain
relevant to guests over time, Target continually reinvents its stores, including layout,
presentation and merchandise assortment, to create an engaging shopping experience.
Target Quick Facts:
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
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1,801 stores in the United States
133 stores in Canada
37 distribution centers in the United States
3 distribution centers in Canada
366,000 team members
Online business at target.com
Mission and Values:
Our mission is to make Target the preferred shopping destination in all channels by
delivering outstanding value, continuous innovation, and an exceptional guest experience
by consistently fulfilling out Expect More Pay Less.® brand promise.
Target remains committed to its legacy of responsible corporate citizenship, ethical
business practices, environmental stewardship, and generous community support.
(www.pressroom.target.com/corporate)
OBJECTIVES
 Above all, create, maintain, and protect the integrity and reputation of the company.
 Conduct necessary research and planning for all possible crisis and non-crisis
situations, to best prepare for circumstances that arise.
 Communicate necessary procedures to all involved employees and parties.
 Employ skilled and effective communicators.
 Aim to correctly handle all situations with the goal of minimizing damage.
 Tell it all, tell it fast and tell the truth.1
 Re-establish credibility and confidence with both internal and external audiences
when necessary.
 Conduct evaluations to improve processes and procedures in the future.
1
Quoted from www3.niu.edu/newsplace/crisis.html
CRISIS TEAM LEADERS
The following individuals have been designated as team leaders:
NAME
TITLE
Jeffrey J. Spokesperson,
Jones II Emergency
Communications
Coordinator
Brian
CEO
Cornell
Timothy Chief Legal
R. Baer
Officer
Robert
Chief
DeRodes Information
Officer
HOME
PHONE
(524)555-8493
OFFICE
PHONE
X124
CELL
PHONE
(524)555-0991
(524)555-0199
X123
(524)555-1885
(524)555-9182
X125
(524)555-1765
(524)555-0293
X127
(524)555-0002
TIME
CALLED
In the event of an emergency, please dial 911.
In the event of a fire, chemical leak, or crisis that involves damage to company property,
please call Susan Smith, Midwest Insurance Co. at (800)555-1299.
Local agency information:
AGENCY
Police
Fire
Poison Control
ADDRESS
PHONE
CRISIS TEAM CONTACT SHEET
In an emergency, contact the following individuals in the order listed after the crisis team
leaders have been notified or if a team leader cannot be reached. If an individual listed
below it not available or cannot be reached, leave a voicemail message.
NAME
Brad
Maiorino
TITLE
Information
Security
Officer
Bryan
Senior VP,
Everett
Store
Operations
John J.
Chief Financial
Mulligan
Officer
John
Investor
Hulbert
Relations
Laysha L. Senior VP,
Ward
Community
Relations
Tina M.
Executive VP,
Schiel
Chief Stores
Officer
Kathryn
Executive VP,
A. Tesija
Chief
Merchandising
and Supply
Chain Officer
ADDITIONAL PERSONS
TO CONTACT
HOME
PHONE
(524)555-2839
OFFICE
PHONE
X126
(524)555-0811
(524)555-0092
X128
(524)555-2345
(524)555-6253
X129
(524)555-0220
(524)555-1278
X130
(524)555-7774
(524)555-1119
X131
(524)555-7333
(524)555-8888
X132
(524)555-9999
(524)555-0006
X133
(524)555-3232
ADDRESSES
CELL PHONE
TIME
CALLED
PHONE NUMBERS
CRISIS RISK ASSESSMENT: SUMMARY OF POTENTIAL CRISES
TOP 5 POTENTIAL CRISES IN RANK ORDER OF LIKELIHOOD OF
OCCURRENCE:
1. Damage in Public Perception
This can include any bad publicity received regarding product or service, problems with
the website, or anything else that may cause bad press. Examples include, photoshopping
errors, mistreatment of breastfeeding customers, and the inaccurate sizing of girl’s
clothing. Any event to occur that portrays Target in a negative light would qualify under
this occurrence.
2. Product Recall
This can include any product issue resulting in the mandatory or voluntary recall of a
Target Up and Up® brand product.
3. Data Breach
This can include any breach of customer information, including possible breaches or
compromise of customer information or data.
4. Accident
This can include any accident or injury occurring in a store or on company property. This
can also include fires and acts of violence.
5. Natural Disaster
This can include any adverse event resulting from natural processes of the Earth.
Examples include tornados, floods, earthquakes, and other geologic processes.
TOP 5 POTENTIAL CRISES IN RANK ORDER OF MAGNITUDE OF THREAT:
1. Data Breach
2. Product Recall
3. Accident
4. Damage in Public Perception
5. Natural Disaster
SUMMARY:
Based upon this information, the two potential crises that are most likely to occur with a
significant magnitude of threat are a data breach or a product recall. After that, aa damage
in public perception is the most likely and significant, followed by an accident, and lastly
a natural disaster.
TARGET AUDIENCES AND PUBLICS
Employees:
Employees are ambassadors for the company. They keep the organization running
smoothly and it is important to us to create a great work culture for our employees.
Communities:
Being involved in the communities where our stores are located and in the communities
where our employees live is an important value to our company.
Customers:
We exist because of our customers and their opinion is highly valuable to us. We aim to
provide them with exceptional service.
Industrial/Business:
These groups aid in our day-to-day functions and behind the scenes processes. They are
our suppliers, partners, competitors, professional societies, and trade associations.
Media:
The media is one way that we can communicate our message to the public. The media
can also report uncontrolled messages about us.
Investment/Financial:
Target shareholders and investors who have a vested interest in the state of the companyparticularly as it pertains to the finances of the company.
Special Interest Groups:
Environmental, safety, handicapped and disabled groups, minority groups, think tanks,
consumer, health, senior citizens, religious groups, and any other special interest group
who may be affected by or have an interest in our company.
MEDIA RELATIONS
All incoming calls from news media should be immediately transferred to Emergency
Communications Coordinator and Spokesperson, Jeffrey J. Jones II at extension 124.
Media Outlets and Contacts:
1. Wall Street Journal
Ashley Huston, Head of Corporate Communication
(609) 514-0870
Ashley.huston@dowjones.com
2. Star Tribune
Steve Yaeger, Vice President and Public Relations
(612) 673-4256 office
(651) 357-3036 mobile
Steve.yaeger@startribune.com
3. 5 Eyewitness local news
Lindsay Radford, News Director
lradford@kstp.com
4. CBS News
Sumner M. Redstone, Executive Chairman
(212) 975-3247
cbsnews.com
5. USA Today
Amber Allman, Director/ Communications
(703) 854-5358
aallman@gannett.com
6. NBC News
Stephen B. Burke, Chief Executive Officer
(212) 664-3720
Nbcnews.com
7. Minneapolis Downtown Journal
Sarah McKenzie, Head Reporter
(612) 436-4371
smckenzie@mnpubs.com
8. AM 1240 WJON- local radio station
Jay Cadwell, Program Director
(320) 252-5852
david.engberg@tsmedia.com
9. St. Paul Pioneer Press
Thom Fladung, Press Editor
(651) 222-1111
Pioneer Press, 345 Cedar Street, St. Paul, MN 55101
10. MinnPost.com –local website
Joel Karemer, CEO/Editor
612-455-6950
stories@minnpost.com
11. Finance & Commerce
Carrie Retzack, Public Notice Supervisor
612-584-1523
12. Minnesota Business Magazine
Steve Mollman, Editorial Director
(612)548-3180
ACTION STEPS: WHO SHOULD DO WHAT, WHEN?
In the case of each scenario, the following plan needs to be put into action. Different
scenarios may encounter certain steps to be skipped or more in depth.
ACTION STEPS:
1. CEO Brian Cornell must be contacted and have knowledge of situation at hand.
2. Jeffery J. Jones II and Laysha L. Ward will rotate in 12-hour shifts addressing media
needs. Depending on severity of the situation at hand, 12-hour shifts may be shortened
3. Newspapers, Television, and Radio stations need to be contacted and told time and
place press conference will be held
4. Hold press conference
 Contact newspapers, television, and radio stations explaining time and place of
conference.
 Prepare information to be conveyed to public
5. Carefully examine potential for a secondary crisis to erupt
 If potential is at high risk, emergency personnel need to be contacted
6. Crisis Communications team must discuss plans to allay the publics fears or panic
 Be aware of how the public feels about crisis and react through press conference,
article, news release accordingly
7. Make sure families of all involved in crisis are contacted by one of the team leaders
ASAP
8. Parking situations must be addressed
9. Examine the possibility for a crisis communication center, if required see section 10
FINANCIAL AND LEGAL CONSIDERATIONS AND RESTRICTIONS
 Contact Attorneys and address what legal action may need to take place
 Employees are restricted from discussing crisis at hand with the public. If an
employee is approached they should immediately summon a manager
 Employees are forbidden to make promises or oral agreements with public about
crisis at hand; Target’s team leaders or attorneys should handle all agreements.
CRISIS CENTER: LOCATION, MAP, AND RESOURCES
The Crisis Communications Center is Target’s hub for communication within the
organization, the leadership and crisis communication team, as well as towards the
outside world and target publics. The Crisis Communication Center is the home for all of
Target’s communications during crisis situations. In the event of a possible crisis
situation the center will be set up at Target’s headquarters at Target Plaza, however an
alternate location is available nearby in the Hilton Minneapolis (addresses listed below):
Primary Location: Target Headquarters
Target Plaza
1000 Nicollet Mall
Minneapolis, Minnesota
Alternate Location: Hilton Minneapolis
1001 S Marquette Ave
Minneapolis, Minnesota
The Crisis Communication Center has three core functioning areas, which are required to
enable the crisis communications team to work smoothly. The areas required in the Crisis
Communication Center are: Communication Center, Press Room, and Meeting Room. In
addition to these core areas a mailing room is required as well as an area designated for
official use. The purposes of each functioning areas are listed as follows:
- Communication Center: the Communication Center is allocated for the
communications team to carry out any and all communication activities needed to
enable successful communication. Such communications activities can be for
example the monitoring of media (with the use of television and internet) as well
as preparing statements and press releases (with the use of computers).
- Press Room: The Press Room of the Crisis Communication Center is for all press
conferences to be hosted during a crisis. The facilities of the Press Room should
include: podium, table for resources, projector and a screen as well as seating
reserved for media and other relevant publics. An area for refreshments will be
available in the Press Room.
- Meeting Room: The Meeting Room of the Crisis Communication Center is for
the scenario-planning as well as required negotiations and meetings for the crisis
communications team.
- Mailing Room: The Mailing Room is for all outgoing and incoming mail
(packages, mail and other relevant shipments).
- For Official Use: The Crisis Communications Center must provide a designated
area for officials to operate in.
All areas of the Crisis Communication Center should be equipped with:
- Power supply (electric outlets)
- Internet connection and Wi-Fi
Checklist of required equipment in the Crisis Communication Center:
- Computers/Laptops (possibly also tablet computers)
- Projectors and Screen
- Extension Cords
- Printers (with scanning functions)
- Flipchart
- Television
POST-CRISIS EVALUATION
Name (optional): ___________________________________ Date: ________________
Department: ______________________________________ Extension:______________
What was your role in this crisis?
________________________________________________________________________
How were you first informed on the incident?
________________________________________________________________________
________________________________________________________________________
Were you satisfied with how you were notified on the incident? _____________
Why or why not?
________________________________________________________________________
________________________________________________________________________
How could the notification system have been more efficient?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Approximately how many hours did you spent working on any aspect of the crisis?
________________________________________________________________________
On a scale of 1 (very poorly) to 10 (excellent), how would you score the way the
company handled the crisis? __________ Using the same scale, how would you score
the way your department managed this crisis? __________ How would you rank the
company’s public relations response? __________
What comments regarding certain managers or departments can you give? Did you notice
any particularly outstanding or deficient service?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
How can the company’s Crisis Communication Plan be improved?
________________________________________________________________________
________________________________________________________________________
REFERENCES
Barton, L. (1993). Crisis in organizations: Managing and communicating in the heat of
chaos. Cincinnati, OH: South-Western Publishing Co.
Clawson-Freeo, S.K. (n.d.) Crisis communication plan: A pr blueprint. Retrieved from
http://www3.niu.edu/newsplace/crisis.html
(2014). Target corporate: Social responsibility, careers, press, investors. Retrieved from
https://corporate.target.com