Crisis Communication Plan

Bridget Gillis, Jenna Grossman & Jami Hall

PR Tech Fall 2015

Riptide Relations is happy to provide this crisis communication plan for any crisis that happen at any Subway franchise. Through a lot of research we are able to have all the available information for you during this time. Subway is a global franchise all over the world. They have fresh foods with fresh products. One of the key company values is family. They build their business on the relationships of serving other customers as well as communities. Teamwork is how they challenge themselves to grow greater as a company and to strive to new opportunities.

Riptide Relations ~

Riptide RelationsOne Old Ferry Road

Bristol, RI 02809P: 616.914.4019F: 616.914.4020

To: Subway

From: Riptide Relations

Date: November 5th, 2015

Re: Crisis Communication Plan

Bridget Gillis, Media Relations Coordinator

Jami Hall, Account Executive

Jenna Grossman, Social Media Director

Table of ContentsAcknowledments..................................................................................................................1

Introduction..........................................................................................................................2

7 Steps for Crisis Response.................................................................................................3

The Crisis Communication Team.........................................................................................4

Crisis Senarios.....................................................................................................................5

Positioning...........................................................................................................................6

Working With Family Members............................................................................................7

Designated Spokesperson...................................................................................................8

Media Policies & Procedures...............................................................................................9

Media Center/Room Setup.................................................................................................10

Message Approval Forms...................................................................................................11

Contact Log.......................................................................................................................12

Practicing Tough Questions...............................................................................................13

Being Your Best For Interviews..........................................................................................14

Positive & Negative Body Language..................................................................................15

Recognizing Traps & Pitfalls..............................................................................................16

Prepared Statements.........................................................................................................17

Media Release & Spokesperson Statement......................................................................18

General Fact Sheet............................................................................................................19

Key Audiences..................................................................................................................20

Media Contacts..................................................................................................................21

Recomended Books & Publications...................................................................................22

References.........................................................................................................................23

Acknowledgments

Bridget Gillis, Media Relations Director

Jenna Grossman, Social Media Director

Jami Hall, Account Executive

Bridget graduated from Roger Williams University with a Bachelor’s Degree in Public Relations and a Master’s Degree from the University of Alabama in Advertising and Public Relations. Bridget has worked in the field of public relations for over ten years working for the New Har-bor Group and NBCUniversal. She has been working at Riptide for five years now as the Media Relations Director specializing in crisis commu-nication and social media.

Jenna graduated from Roger Williams University with a Bachelor’s Degree in Public Relations. She then went to Graduate School at Bos-ton University for Public Relations and Social Media. Jenna has worked with Shift Communications and now has been with Riptide Relations for three years.

Jami graduated from Roger Williams University with a Bachelor of Arts in Media Communication. She did her Master’s at the University of Edinburgh where she studied Advertising. She worked for three years at General Motors in their PR department as an Assistant Account Execu-tive and then moved to LA to persue her dreams of opening up her own firm where she worked until she joined Riptide Relations last spring.

Riptide Relations is a botique firm based out of Bristol, Rhode Island that specializes in crisis communication and rebranding. Riptide Relations believes that crises may not always be pre-ventable, but you can never be too prepared. In past years, RR has helped companies like Barclays Bank, Volkswagen, and Johnson & Johnson prepare for and repare after the many challenges that have been thrown their way. For more information, please visit our website at riptiderelations.biz.

Introduction

2

A crisis situation can happen to any organization, big or small. The largest restaurant chain the world, Subway, is not immune. The following crisis communication plan is de-signed to assist Subway in its communication efforts in the inevitable event a crisis situa-tion should occur.

A crisis is defined as an extraordinary event or series of events that adversely affects the integrity of the product, the reputation or financial stability of the organization, or the health and well-being of employees, the community or the public at large. It is important to have a crisis plan for many reasons. Subway can face numerous crises as one of the largest restaurant chains in the world. Crises will include: spokesperson scandals, natural disasters, employee and union disputes, food recalls, unsafe work con-ditions and more. Crises such as these will cause a media frenzy because of Subway’s well known brand image. No matter the precautions taken to prevent these situations, they will occur without any respect to time or place. The variety of crises will affect Sub-way’s brand image and sales.

Since 1965, Subway has been a household name in the food industry in the United States and around the globe. Because of the high brand awareness, Subway must be prepared to effectively communicate to its publics when the inevitable crisis event occurs. This plan serves to protect the company’s reputation, sales, employees, and others asso-ciated from harm.

A crisis has the potential to severely damage a world-renowned brand like Subway if communication actions are not handled with great care during the event of a crisis. The following crisis communications plan will act as a guide that outlines the roles, responsi-bilities, and protocols to attack any crisis situation head on.

7 Steps for Crisis Response

Define the scope of the crisis

Establish a unified response

Create a central information service

Act promptly

Establish a media response policy

Document everything

Conduct a post-crisis review

1. Define the scope of the crisis (local, regional, or national) and then identify the organizational areas that are involved.

2. Establish a unified response and designate one per-son who is authorized to clear statements with the media. Keep the messages simple and consistent and tailored to different audiences. Designate one authorized spokesper-son and one alternate; tell staff and members who they are, where they are, and how they can be reached.

3. Create a central information service and make sure it is adequately staffed, but located away from the crisis site. Staff and volunteers should refer all crisis questions to the central source and have emergency numbers available. For consistency, have all requests funneled through information central.

4. Act promptly, gather facts quickly, notify media, and cooperate with all reporters. Target communications to those who are affected by the crisis because different crises have different focuses (i.e. disasters/industrial accidents/environmental problems affect local communities first while takeovers, mergers, acquisitions affect financial markets and media). Immediately make a simple statement and indi-cate awareness of the situation, the action being taken and willingness to inform media and public of details when they are known. Be open and honest as much as possible. Con-sole the stricken, reassure the affected, and offer help. Use facts to squelch rumors and keep stakeholders informed of developments (staff, leaders, association members, and government officials.

5. Establish media response policy and schedule regu-lar briefings to relay data, correct misconceptions, and maintain positive media relations. Provide no information about victims until families have been notified and keep media away from families until approved by appropriate person. Do not stonewall or deny that there is a crisis, treat all media equally; no exclusives, stick to the facts and limit statements to the immediate problem.

6. Document everything - keep thorough and accurate records of everything.

7. Conduct a post-crisis review. Appoint a crisis evaluation team (different than the crisis team) to assess handling of the crisis and recommend changes in crisis procedures. Questions to ask - Did the crisis plan work? Where did it break down? What should be added? What was unnec-essary and obsolete? Who should be on the next crisis management team?

(Butterfield, 2001)

The Crisis Communication Team

4

A crisis communication team is established in advance in the instance where action is needed. These pre-determined roles are essential in assisting in resolving a crisis quickly. This team of action is comprised of members who are key to the situation.

Name Role in Organization Role in Crisis Responsibilities Contact info

Suzanne Greco CEO Spokesperson • Makes decisions with other top executives• Arrange team meetings• Oversee team functions• Final approval of all messages• Publicly issue statements to the media• Answer journalist questions• Be available and transparent

203-877-4280

Don Fertman Chief Development Officer

Deputy Spokesperson • Assist in approving messages• Assist in overseeing team functions• Fulfills duties in absence of President• Be available and transparent

203-877-4281

Cindy Carrasquilla Senior PR Manager Media Relations Ad-visor

• Coordinate communication response• Develop messages and position• Create all communication material (press

releases, media kits, media advisories, speeches, statements, etc)

• Finalizes media materials sent out

203-877-4281 ext. 1630

Christopher Carroll Senior Vice President of Marketing

Assistant Media Rela-tions Advisor

• Assist the media relations advisor in devel-oping messages and positioning

• Assist in creating communication material (press releases, media kits, media adviso-ries, speeches, statements, etc)

203-877-4282

Lisa Shea Human Resources Director

Family Liaison • Establish contact with family members involved in crisis before media is notified

• Initiate updates and continued communica-tion with family members involved through-out and after crisis

• Offer support to families

302-833-4283

Valerie Pochron Attorney Legal Advisor • Advise if any legal conflicts as necessary 223-335-4567

Eduardo Rodriguez Acting Resident in Charge for the Con-necticut division of the FDA

Food and Safety Sub-ject Matter Expert

• Provides professional and regulatory expertise regarding safe work conditions, food handling and food quality

(203) 579-5822

Sources: www.bloomberg.com & www.fda.gov(Cruz, 2015)(Doctor’s Association, 2015)

Crisis Scenarios

Natural disaster• Fire• Flood• Earthquake• Hurricane• Typhoon

Emergency Situation• Hostage or terrorist situation• Bomb threat• Loss of electricity or water• Gas leak or chemical spill

Internal• Employee Injury • Employee cleanliness issue - disease, infection, etc • Strike/ service disruption of a manufacturer or distribu-

tor• Catering/delivery vehicle accident or breakdown• Security breech or release of private information• Mass computer or system malfunction

Health Concerns• Customer Injury/death - breaks tooth, chokes on food,

etc• Insect or rodent infestation• Foodborne illness outbreak • Product recall - ingredients • Food tampering

Crises can appear in many forms, it is important to be preapred for any situation that your company could encounter. Below is an extensive list of crisis senarios to be prepared for seperated into 4 categories.

PositioningPositioning is the manner in which you set the agenda for the crisis that is taking place. You are to determine how to craft your messages for your target publics before communicating them. This will allow the publics to understand what went on and how it will be remedied. The situation should never be ignored. Subway’s positioning should always be open and honest. You need to acknowledge the situation and provide a recommendation to fix it.

The first step in Subway’s positioning is gathering the information needed by answering the fol-lowing:

• What is the crisis situation at hand?• Who is affected/involved in the crisis?• Where is/did the crisis take place?• When did the crisis take place?• Why did the crisis occur?• How is the Subway going to solve the crisis situation?

After investigating the what, who, where, when, why and how surrounding the given crisis, it must be determined why the situation occurred using the following categories as a guide:

• Human error• Clerical error• Unauthorized procedures• Inadequate supervision• Inadequate quality control• Misuse of confidential information• Errors of judgment• Inadequate standard operating procedures

After investigating the aspects of the crisis, you can now determine a position for your company. This decision is essential is the resolution and the re-building of credibility for your organization. The recommended positions for Subway to take in a crisis include:

• Preemptive• Honesty

While a preemptive and honest position may be difficult to make in a tough situation, it leaves your organization appearing trustworthy. This is because you are opening up to the situation to rectify it, rather than try to cover it up. When being preemptive, you are setting your own tone for what went on, rather than the media or other publics setting it for you. This allows you to control the message you are putting forth. By being transparent about what occurred during a crisis, you are building a strong relationship with your publics for the present and future.

(Clawson, n.d.)

6

Working With Family MembersKeeping the family members informed is an important part of a crisis. There will be certain steps and areas family members will have and they will be notified first of a crisis happening at Subway.Contact all family members first as soon as crisis occurs. Make sure family members do not con-tact with media until after everything is figured out.If necessary, a site for family members will be set up away from media, press and company crisis.

• Away from media• Safe and situated with all necessary needs• Access to computers and television• Food and water• Bathrooms• Comfortable area for the amount of time• Access to counseling if necessary• Parking right near site

Communication will be extremely necessary. Somebody from Human Resources from Subway will be appointed for this position. They need to be appropriately trained as well as familiar with the company’s benefits. They need to have very well communication skills with others and be prepared to deal with any situations laid out. There will be certain protocols set up in how news will be delivered.When communicating with family, be sure to follow certain rules, especially;

• Stay collective and calm• Contact family members before media• Keep everything straightforward• Do not use jargon, they may not understand specific terms• Be truthful and honest no matter what

8

Designated Spokesperson & Subjectmatter Experts

Designated spokespersonOne person will be selected to be the designated spokesperson. This person represents the company at hand during this crisis and makes statements as well as answer questions within the media. The desig-nated spokesperson talks to the media, answers questions, and keeps the image up effectively for the company.The responsibilities of a spokesperson include:

• Keeping communication with the media• Going to press conferences• Giving speeches• Interact with others to keep the communication with the company and others

The designated spokesperson would be the CEO Suzanne Greco. She is the sister of the founder Fred DeLuca. She has been involved with Subway since 1965, so she knows about all of the company values and has a lot of knowledge of Subway.

Quality of a designated spokespersonThere are many qualities that a designated spokesperson has to evoke. These include:

• They’re put together in front of a camera (redshoespr)• They have knowledge about the organization• They’re credible with their information• They’re skilled with media• They’re articulate• They’re optimistic• They remain calm in the stressful situations• They’re transparent and sincere

Source: http://redshoespr.com/category/crisis-communication/

Subjectmatter expertsA person who is an authority on a particular topic and who is chosen when there is a crisis that involves a situation that the spokesperson does not have the knowledge about.

Quality of an Expert• In-depth understanding of a certain topic• Carefully prepared• Expertise in media training• Comfortable speaking to large groups• Remain calm• Willing to learn new techniques• Passionate about the organization of Subway

Eduardo Rodriguez is the food and safety subject expert. He understands safety protocols and has the in depth knowledge about food handling and food understanding.

(Jacobs, 2015)

Media Policies 7 ProceduresIn this chapter, you will find media policies and procedures to follow in a crisis.

On the next three pages, you will see:• A diagram explaining how to set up a media room when in a crisis.• A message approval form for the media relations advisor to take to the spokesperson

to approve when writing all messages for the publics, especially the media.• A contact log to keep track of all calls and media inquiries from your publics.

10

In a crisis, a media room should be prepared away from where the crisis team operates. This room should be adequately sized to house all media professionals as well as any other staff as needed. Subway’s media room should be in adequate distance from the crisis, but close enough to resources needed to resolve it. The illustration below explains how the room should be set up.

Source: National Mining Association

Media Center/Room Setup

Message Approval FormsA message approval form is needed to make sure all messages being sent to the me-dia and target publics are agreed upon by all. This way, PR people know exactly what is being said and there is accountability of who wrote it and agreed upon if it is not received well. An example message approval form is below.

Source: National Mining Association

12

Contact LogA contact log is put in place to record all phone calls made about the crisis. This log is to be placed in the media room for those receiving phone calls as well as reaching out. This provides a record of all the details needed to respond to an individual when the employ-ees finally have the information they are looking for. It is a strong organization tool during a crisis. A contact log should be set up as follows:

Source: National Mining Association

Date Time Name Phone Topic Action Taken

Practicing Tough QuestionsWorking with the media can be difficult during a crisis. Because of this, the spokesperson and deputy spokesperson must rehearse their interactions with the media.The PR staff should develop questions the media can ask so the spokespeople have an opportunity to rehearse their answers beforehand. New questions should be anticipated as the press conference is going on. The spokespeople should never volunteer compa-ny information if the question has not been asked. Sample question and answers are for internal use only and are not to be distributed. Absolutely nothing should be said off the record. Example questions are as follows: 1. What is your name and title?2. What are you job responsibilities?3. What are your qualifications?4. Can you tell us what happened?5. When did this happen?6. Why did this happen?7. Who is in charge?8. Was anyone injured?9. What is this going to cost?10. Have you told us everything you know?11. What can we expect next?12. Who is to blame?13. Will there be inconvenience to employees or to the public?14. How long will it be before the situation returns to normal?15. What steps need to be taken to avoid a similar event?16. What are you advising people to do?17. What responses have you received?18. How certain are you about this information?19. What effects will this have on the people involved?20. What precautionary measures were taken?

(77 Questions, 2003)

14

Being Your Best For InterviewsTo be at your best during an interview, it is important to anticipate questions, prepare messages, and practice your delivery.

Before the interview:• Do your homework on issues.• Decide if the issue is causing high concern locally, statewide or nationally, and

tailor your messages accordingly.• Develop a set of messages that provide the information you want/need to convey.• Develop a list of questions the media are likely to ask.• Develop and practice key messages and responses to anticipated questions.• Practice speaking without jargon or acronyms.• Be familiar with all related current events.• Last-minute details:

· Check dress and grooming.· Remember that everything you say can be reported.· There is no such thing as “off the record” replies or commentary.

During an interview:• Direct the interview toward your three key messages. • Stay “on message.”• Be confident, but not arrogant.• Listen carefully and repeat questions if necessary to clarify.• Avoid hypothetical questions.• Avoid referring to the interviewer as “Sir” or “Ma’am.”• Never lie or knowingly mislead.• Correct any information errors upon discovery. Do not delay!• Never comment on issues outside your area of expertise.• Never speculate on what has happened or could happen.• Treat all questions seriously.• Look at the interviewer rather than the camera or monitor.• Keep your cool, even if the interviewer becomes hostile.

Source: National Mining Association

Positive & Negative Body LanguagePositives:

· Frequent eye contact: honest, open, concerned about your audience.· Well-modulated, confident voice tone: honest, knowledgeable, and trustworthy.· Keep hands in sight and keep hand movements to a minimum: honest, open,

caring, confident.· Posture – If standing, stand tall and straight, but not rigid. If seated, sit for-

ward in the chair and lean forward slightly toward the audience: honest, open, caring, confident.

· Appropriately dressed: approachable, audience-appropriate, honest, credible.· Well-groomed: knowledgeable, credible.

Negatives:· Poor Eye Contact: dishonest, closed, unconcerned, nervous, lying.· Constant throat clearing: nervous, lacking self-confidence.· Arms crossed on chest: arrogant, not interested, uncaring, not listening, impa-

tient, defensive, angry, stubborn, and not accepting.· Frequent hand gestures/body movements or fidgeting: dishonest, deceitful,

nervous, lacking self-confidence.· Hidden hands: deceptive, guilty, and insincere.· Speaking from behind barriers (podiums, lecterns, tables, desks) or from

an elevated position: dishonest, deceitful, too formal, withdrawn, distant, uncon-cerned, superior.

· Touching and/or rubbing nose or eyes: in doubt, disagreeing, nervous, deceitful.· Jingling money/items in pockets: nervous, lacking self-confidence, lacking

self-control, deceitful. A good tip: empty your pockets before an interview or pre-sentation.

· Drumming on table, tapping feet, or twitching: nervous, hostile, anxious, impa-tient, and bored.

Source: National Mining Association

16

Recognizing Traps & PitfallsThere are many traps and pitfalls when coming to speaking with media. It is important to make sure you understand these before they happen.

Accept your responsibility about the crisis• Do not blame others

Avoid using “I”• Speak for the organization

Avoid speculating• Stick to the facts

Stay positive and neutral• Avoid negative words

Stay calm and controlled• Keep it simple

Avoid humor and sarcasm• It is not appropriate to use humor during a crisis

Do not become defensive of the situation• End debates, do not continue

Reinforce key messages• Make sure the public understands

Be willing to explore other options laid out• Be open to new ideas

Avoid Jargon• Explain difficult words to people so they can understand better

Source: National Mining Association

Prepared StatementsA message map is an organized way of seeing what problem there is and finding solutions for that problem. A message map is structured for public concerns.

Concern: Prevent Health Risks to Customers

Key Message 1 Key Message 2 Key Message 3Wear Protective Clothing Keep Area Clean Be Safe

Support Point 1.1 Support Point 2.1 Support Point 3.1

Employees must always wash their hands before putting gloves on to handle food.

Everything will be washed once a day.

Know how to use the equip-ment properly.

Support Point 1.2 Support Point 2.2 Support Point 3.2

Employees must always wear appropriate uniforms.

Every staff member will be trained in health policies.

Understand all the health and safety protocols.

Support Point 1.3 Support Point 2.3 Support Point 3.3

Employees must be trained in how to wear clothing in right way.

Excess food will be disposed in a safe way.

Let a manager know of any problems you see happening before something gets worse.

Source: National Mining Association

18

Media Release & Spokesperson Statement

Sample Media ReleaseA media release is a helpful tool that the organization uses to send information to many different news outlets. During the time of a crisis this tool is crucial.

Media ReleaseFor Immediate Release

[Headline][Subheadline]

[City, Date](WHO) announced today that (what happened) on (date &time) at (this location). This inci-dent is under investigation and more information will be released soon.

Subway apologizes for this incident and ensures safety for their staff, customers and community.[Insert quote from spokesperson]

Subway is investigating further issues with this company. Details will be released as soon as possible.

Contact Info:Cindy CarrasquillaMedia Relations AdvisorPhone Number: 203-877-4281 ext. 1630

Source: http://www.nma.org/index.php/safety-publications/safety-crisis-communication-template

Spokesperson Sample StatementThe statement below is an example of what the Spokesperson should say in case of any crisis. It can be changed for what crisis is being portrayed.

On [date] at [time] there was [description of incident] at [location]. Subway is working very hard to un-derstand [what happened]. [At this moment we have confirmed of number of deaths/injuries]. Only use past statement if necessary to specific crisis. Subway is sincerely apologetic and dedicated to their customers, employees and community. More information will be shared with you when possible. You can find more information at any [location and time].

(Cornell College, 2012)

General Fact Sheet 1. Fred DeLuca co-founded the SUBWAY® brand in Connecticut, USA, in 1965.

2. The SUBWAY® Low Fat Range of Subs is popular with customers all around the world. Around four in ten Subs sold in the UK and Ireland are Low Fat. Each Low Fat Sub delivers less than 5g of fat and under 370 calories.

3. Globally there are more than 37,000 SUBWAY® stores in 100 countries from Afghanistan to Zambia. All stores are independently owned and operated by franchisees. The UK is the largest market outside North America.

4. The SUBWAY® brand has endorsed all four of the UK Government’s Responsibility Pledg-es, committing to reduce salt, eliminate trans fats, display nutritional information on menu boards and cut calories across the product range.

5. Since the launch of SUBCARD®, the SUBWAY® brand’s loyalty program, 5.5 million cus-tomers have activated their account. SUBCARD® customers are rewarded with loyalty points for all purchases made across the 1400 SUBWAY® stores in the UK & Ireland.

6. Together with Heart Research UK, the SUBWAY® brand has raised £300,000 for the Healthy Heart Grants scheme, awarding grants to organizations across the UK committed to improving heart health.

20

Key Audiences Key Audiences

Internal

Employees – Corporate

Employees – FranchisesFamiliesDistributors

External Customers affected by crisis

Prospective customers

Government

Industry and Trade Associations

Media: Local, Regional and National

Partners – Police, Fire, Emergency Management Services, etc.

Shareholders (current and potential) Source: National Mining Association

Media ContactsLocal Media

WPRI Providence News25 Catamore Blvd.

East Providence, RI 02914Newsroom Phone: 401-438-3310Newsroom Email: desk@wpri.com

Website: www.wpri.com

Boston WBUR News Station890 Commonwealth Avenue

Third FloorBoston, MA 02215

Newsroom Phone: 617-909-9287

Local RadioRhode Island Public Radio

1 Union StationProvidence, RI 02903

Phone Number: 401-351-2800Fax Number: 401-351-0246

Email: info@ripr.orgNews Director: Elisabeth Harrison 401-519-0228

National NewspapersThe New York Times

229 W. 43rd StreetNew York, NY 10036

Phone Number: 212-556-1234Website: www.nytimes.com

Story Submissions: news-tips@nytimes.comEditor: Jill Abramson

USA Today7950 Jones Branch Drive

Mclean, VA 22108Phone Number: 703-854-2049Website: www.usatoday.com

Story Submissions: newstips@usatoday.comEditor: David Callaway

National RadioNational Public Radio

635 Massachusetts AvenueWashington, DC 20001-3753

Phone Number: 202-513-2000Website: www.npr.com

National TelevisionABC News

47 West 66th StreetNew York, NY 10023

22

Recomended Books & Publications“Damage Control: The Essential Lessons of Crisis

Management” - Eric Dezenhall and John WeberRecommended by PR Daily

Revolutionary ideas about crisis communicationsWent against all previous methods

Discusses difficulties of getting information out firstSometimes companies have to do the reporter’s jobs for

them

“Masters of Disaster: The Ten Commandments of Damage Control” - Christopher Lehane, Mark Fabiani,

and Bill GuttentagRecommended by PR Daily

Preparing in advance is more important10 commandments to help restore after crisis

Strong case studiesNumerous scandals like Toyota, BP, Penn State, Tiger

Woods

Other Books“Listen, Engage, Respond: Crisis Communications in Real

Time”“How to Win Friends and Influence People”

“Spin: How to Turn the Power of the Press to Your Advan-tage”

“The Four Stages of Highly Effective Crisis Management”

Other ResourcesJournal of Contingencies and Crisis Management

O’Dwyer’s NewsletterPR Week

instituteforpr.orgprsa.org

prweek.com

ReferencesButterfield, B. (2001, November 1). ASAE ® The Center for Association Leadership. Retrieved October 26, 2015.

Clawson Freeo, S. (n.d.). Crisis Communication Plan: A PR Blue Print. Retrieved October 30, 2015, from http://www.niu.edu/newsplace/crisis.html#3

Cornell College Crisis Communications Plan. (2012, November 16). Retrieved October 31, 2015, from http://www.cornellcollege.edu/campus-safety/emergencies/EOP/ Section-C-Crisis-Communication-Plan.pdf

Cruz, L. (2015, September 8). Crisis communication Archives - Red Shoes PR, Inc. Retrieved November 4, 2015.

Doctor’s Associates Inc.: CEO and Executives. (2015, November 4). Retrieved October 4, 2015.

Jacobs, N. (2015, February 12). When to Use Subject Matter Experts as Spokespeople. Retrieved November 1, 2015.

Safety Crisis Communication Template. (n.d.). Retrieved October 27, 2015, from http://www.nma.org/index.php/safety-publications/safety-crisis-communication-tem plate

77 Questions Commonly Asked by Journalists During a Crisis. (2003). Retrieved Novem ber 1, 2005, from https://www.dshs.state.tx.u