Macys

ThanksgivingDay
ParadeCrisisPlan
2016

By:JulianLetizia,JeremyGentner,JustinClements
 CrisisManagement

PossibleCrisis
HumanError(ThirdParty:Eyewitnessesatthescene,firsthandresponders)
Someoneaccidentallypullslivefeedcordduringparade
Afloatoperatormakesabaddecisionincontrollingfloatleadingtolossofcontroloffloat
andpossibleinjuries
Eitherfloatoperators,broadcastingstationscameraperson,oranotherpersonshowsup
undertheinfluence(whowillbereplaced)
AnnouncerAccidentallyannounceswrongfloatorsayssomethingwrongthatupsets
audience
Personfallsofffloatatcenterstageoranywhereonrouteinjuringhim/herself,causing
wholeparadetobebackedup
Floatoperatorsnotcontrollingfloatinturnmakingfloatsrunintooneanother(skyor
ground),gettingtangled,slowingdownparadepossiblycausingfloatdamage,humanor
buildinginjury

ActsofNature(ThirdParty:Meteorologist)
CancellationofParadeduetobadweather
Floatsareuncontrollableduringparadeduetosevereweather,gettingcaughtintrees,
gettingtangledontelephonewires
Someonegettinginjuredduetosevereweather(Floatobtaininglargeamountsofwater
anddumpingitonbystanders/Popeye1957)
WindTunnelEffectanybreezebecomesamplifiedwhenpushedthroughbuildingsof
NewYork
Floatcrashingintolamppost(1997CatintheHatfloatcrashedintolamppostandlanded
onawomansendingherintoacoma.SuedcityandMacy'sfor395million)

MechanicalError(ThirdParty:IndependentEngineer)
Floatisrippedordamaged
Vehicletetheredtoparadeballoonisdamaged(Flattire,nogas)
Floatcrashesinjuringpeopleonboard/bystanders
Paradeballooncrashesintolamppost,powerlines,telephonewires
Paradeballoonlosesair
ManagementDecisions,ActionsorInactions
Managementdecisionagainstprofessionalauthority
Miscommunicationamongtopmanagement
CrisisManagementteammembersuddenlyresigns
 PermitsforparadepermissionarenotsubmittedtoNYCintime
UnionStrike
Certaindemographicisdeniedaccess

PreCrisisPhase
CrisisManagementPlan:
KeyContactInformation/CrisisManagementTeamLeaders
Allcontactshavepreassignedtaskstocontactkeyindividualsaboutthe
crisisthathasoccurredandtocoordinatewithoneanotherona
designatedmeetingtimeandlocationforthecrisismanagementteamto
meetASAPtodevelopacourseofaction.
ElinaKazan,VicePresident
elina.kazan@macys.com,6464297448
AnneKeating,SeniorVicePresident,PublicRelations
anne.keating@bloomingdales.com,2127052434
WilliamS.Allen
ChiefHumanResourcesOffice
PreCollectedInformation
Upcomingweatherconditions
Ifwindsexceed20mphorifgustsexceed34mphthenfloatscan
notfly.
Locationofanemometers(mountedonpolesatkeypointontheroute)
Instrumentsthatmeasurethespeedofwind
Eachonemonitoredbyapoliceofficer&NYCOfficeof
Emergencymanagementrepresentative
Locationofskywatch
Aportabletwostorytowerthatallowsanofficertohaveabetter
vantagepointofthecrowd.
Approximatenumberofpublicattendingparade
Confirmationthatobjectsonroutehavebeeneitheralteredorremoved
Armsoflamppoles,trafficsignalpoles,streetlightsandtrees.
Confirmationthatemergencyhealthprofessionalsareonsightwith
locations.
Remindersofwhatshouldbedoneinacrisis
Remaincalm
Contactmostrelevantorheadofdepartmentwherecrisishasoccurredto
informthemandcontactCrisisManagementTeam.
FilloutNewsReleasetemplateandreleasetomediawithproper
corrections/additions
Preparestatementformedia
Formstobeusedtodocumentthecrisisresponse
 Emails
Press/newsreleases
Audiorecordings
Videorecordings
StatementsmadebyQ&Aindividualatpress/newsconferences
Notes
Civilianresponses/quotes
CrisisManagementTeam
KeySpokesperson:
OrlandoVeras
MediaRelationsDirector
PublicRelations
People
OrlandoVeras(spokesperson)
AnneKeating,SeniorVicePresident,PublicRelations
anne.keating@bloomingdales.com,2127052434
Tasks
Prepareamessageforthemediaandpublicinregardsto
informationabouttheparade,dates,times,events,specificfloats,
factsaboutvolunteers.
Legal
People
OrlandoVeras(spokesperson)
JimSluzewski,SeniorVicePresident,Corporate
Communications&ExternalAffairs
jim.sluzewski@macys.com,5135797764
JamesP.ONeill,NYPDChiefofDepartment(depending
onsituationandifavailable)
Tasks
Prepareamessageforthemediaandpublicinregardsto
informationabouteventthathasoccurredandthelegal
proceedingsofthesituationathand.
Security
People
OrlandoVeras(spokesperson)
JimSluzewski,SeniorVicePresident,Corporate
Communications&ExternalAffairs
jim.sluzewski@macys.com,5135797764
JamesP.ONeill,NYPDChiefofDepartment(depending
onsituationandifavailable)
Tasks
 Prepareamessageforthemediaandpublicinregardsto
informationaboutacrisisinvolvedwiththesecurityandsafetyof
theparade.
Securitythreats&terrorism
Operations
People
OrlandoVeras(spokesperson)
MarissaNicolaescu,MediaRelationsManager
marissa.nicolaescu@macys.com,6464295232
AlyssaBendetson,MediaRelationsManager
alyssa.bendetson@macys.com,6464297447
Tasks
Prepareamessageforthemediaandpublicinregardsto
informationaboutacrisisinvolvedwithroutedifficulties,
mechanicalerrorsandTVbroadcastdifficulties.
Finance
People
ElinaKazan,VicePresident
elina.kazan@macys.com,6464297448
Tasks
Prepareamessageforthemediaandpublicinregardsto
informationaboutacrisisinvolvedwithpotentialsponsorship
losses,floats/organizationsdroppingoutoftheparade,andall
otherfinancialissuespotentiallyharmingMacys.
HumanResources
People
OrlandoVeras(spokesperson)
WilliamS.Allen
ChiefHumanResourcesOffice
Tasks
Prepareamessageforthemediaandpublicinregardsto
informationaboutacrisisinvolvedwithhumanerror.

PreDraftMessages
Providespecifictemplatestoproperindividualsdependingoncrisisathandandfillin
blankstobesthandlethesituation
Delivermessagestoproperpeople/groupsaswellasprovidemessagesandinformation
tocorrectcommunicationchannels(predesignedwebsitetohandleallcrises)

CrisisResponse

InitialCrisisResponse
1. BeQuick:Assurepublicthateveryoneandeverythingissafeatthistime
a. Havemessagereadywithin1hourofincident
i. TellMacyssideofthestory/thekeypointsmanagementwantstoconvey
toourstakeholders.
b. Remembertoincludeemployeesintheinitialresponse
2. BeAccurate
a. Beaccuratebycarefullycheckingallfacts
b. Usealltheavailablecommunicationchannelsincludingtheinternet,intranet,and
massnotificationsystems.
c. Peoplewantaccurateinformationaboutwhathappenedandhowthatmight
affectthem.
d. Preparespokespersonandbesurehehastherequiredinformationtoanswer
andrespondtoallquestionsandstatements
3. BeConsistent
a. Keepingspokespeopleinformedofcrisiseventsandkeymessagepoints
b. Crisismanagersshouldexpressconcern/sympathyforanyvictimsofthecrisis

ReputationRepairandBehavioralIntentions

ReputationRepairStrategies
1. Attacktheaccuser:Crisismanagerconfrontsthepersonorgroupclaimingsomethingis
wrongwiththeorganization
2. Denial:Crisismanagerassertsthereisnocrisis
3. Scapegoat:Crisismanagerblamessomepersonorgroupoutsidetheorganizationfor
thecrisis
4. Excuse:Crisismanagerminimizesorganizationalresponsibilitybydenyingintenttodo
harmand/orclaiminginabilitytocontroltheeventsthattriggeredthecrisis
5. Justification:Crisismanagerminimizestheperceiveddamagecausedbythecrisis
6. Compensation:Crisismanageroffersmoneyorothergiftstovictims
7. Apology:Crisismanagerindicatestheorganizationtakesfullresponsibilitiesforthecrisis
andasksstakeholdersforforgiveness

CrisisTypes

VictimCrisis(MinimalCrisisResponsibility)
NaturalDisaster:Actsofnature
Rumors:Falseanddamaginginformationbeingcirculatedaboutyourorganization
WorkplaceViolence:Attackedbyformerorcurrentemployeeoncurrentemployees
onsite
 ProductTampering/Malevolence:Externalagentcausesdamagetotheorganization

AccidentCrisis(LowCrisisResponsibility)

Challenges:Stakeholderclaimthattheorganizationisoperatinginaninappropriate
manner
TechnicalErrorAccidents:Equipmentortechnologyfailurethatcauseanindustrial
accident
TechnicalErrorProductHarm:Equipmentortechnologyfailurethatcauseaproductto
bedefectiveorpotentiallyharmful

PreventableCrisis:(StrongCrisisResponsibility)

HumanErrorAccidents:Industrialaccidentcausedbyhumanerror
HumanErrorProductHarm:Productisdefectiveorpotentiallyharmfulbecauseof
humanerror
OrganizationalMisdeed:Managementactionsthatputstakeholdersatriskand/orviolate
thelaw

PostCrisis

FollowUp
1. Crisismanagersoftenpromisetoprovideadditionalinformationduringcrisis
phase.Mustdeliveronthoseinformationalpromisesorrisklosingthetrustofthe
public'swantingtheinformation
2. Releaseupdatesontherecoveryprocess,correctiveactions,and/or
investigationsofthecrisis

Goal:
ToprepareandeducateMacysDayParadeemployees,volunteers&thirdparty
individualsforallpotentialcrisisscenariosthatmayoccurandtoidentify,address,and
mollifyanypossibledamagetoMacysimagefromthecriseswhilemaintaining
leadershipandtransparency.

Objectives
1.Totrainallpersonneltoreacttoamultitudeofcrisisscenarioswithinonehourof
detection.
2.Toinformallkeypublicsofthecrisisscenario(s)withinonehourofdetection
andkeepthemuptodateasmoreinformationemerges.
3.Tocontactappropriatethirdpartyorganizationswithinonehourofdetection.
4.ToreturnMacysoriginalimageandreputationwithinsixmonthsofthecrisis.

ObjectiveOne:
Strategy1: Todistinguishaprofessionalcrisismanagementteam
Strategy2: HostregulartrainingsessionstoprepareMacysemployeesfor
crisisscenarios.
ObjectiveTwo:
Strategy1: Conductsituationalassessment/Developkeymessages
Strategy2: Toaddressthecrisiswithinternalpublics.
Strategy3: Toaddressthecrisiswithexternalpublics
(vendors,suppliers,customers,communitymembers,media)
Strategy4: Toconsultwithlegalcounsel.
ObjectiveThree:
Strategy1:Toidentifythecorrectthirdpartyorganization(s)fortheinvestigation
withinthefirst12hours.
Strategy2:Toremaintransparentwiththethirdpartyorganization(s)toensureall
needsfortheinvestigationaremet.

ObjectiveFour:
Strategy1:Maintainaconstantavailabilityforquestions,commentsorconcernsform
thepublic,aslongasthecrisispersists.
Strategy2:Makethecommunicationprocessknowntoemployeesandpreparethemto
handleinquiries.