Crisis Management Plan
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Crisis Management Plan as PDF for free.
More details
- Words: 4,270
- Pages: 27
Loading documents preview...
Crisis Management Plan Part 1
Sara Shumway Danielle Naccarato Tommy Tambourine Kelly Larson Chad Healy Martha Reese
Table of Contents Introduction .................................................................................................. 2 Crisis Team Mission ....................................................................................... 3 Potential Crises List ..................................................................................
4
The Marriott Crisis Management Team ......................................................
5
Key Publics and Stakeholders ....................................................................
6
Crisis Preparation and Prevention .............................................................. 7 Media Audit ............................................................................................... 8 Social Media Strategy ................................................................................ 9 Potential Experts and Support
..............................................................
10
Immediate Response Checklist ............................................................. 11 - 12 Communication Channels Worksheet ...................................................... 13 Key Messages Worksheet Press Release Template
.................................................................... 14 ...................................................................... 15
Marriott Incorporated Information Media Log Sheet Contact
Information
........................................................ 16
................................................................................ 17 ..........................................................................
18
Procedure for Testing Crisis Management Plan ........................................... 19
-1-
Introduction Marriott International, Inc. is a leading hospitality company with more than 3,900 properties, 18 brands, and associates at our headquarters, managed and franchised properties around the world. Founded by J. Willard and Alice Marriott and guided by Marriott family leadership for more than 80 years, the company is headquartered in Bethesda, Maryland, USA, and reported revenues of nearly $13 billion in fiscal year 2013.
-2-
Crisis Team Mission Statement The mission of the Marriott Crisis Management Team is to provide employees and stakeholders detailed information and specific guidelines in regards to response and recovery in the event of any crises or other unplanned interruptions.
Purpose of the Crisis Management Plan
The purpose of this plan is not only to help in dealing with a crisis or interruption but also to help prevent any potential crises that may occur. It is set in place to focus on prevention, awareness, and planning to keep the foundation of Marriott and our supporters and stakeholders strong. At Marriott, we strive to put people first, pursue excellence, embrace change, act with integrity, and serve the world and we believe that this plan will help us achieve these goals.
-3-
Possible Crises (Likely and Severe) Below is a list comprised of possible crisis scenarios that Marriott International hotels can and may encounter. Crisis Categories and Likely Scenarios:
Natural Disasters
Taking cover during a tornado
Rumors
Negative Tripadvisor and Yelp reviews
Technical-error accidents
Power outage
Shipping errors causing shortages of food/drink for restaurant
Challenges
Guests complain about services or cleanliness
Inappropriate social media posts by partners
Guests partaking in illegal activities in room (e.g. drugs, prostitution, etc.)
Human-error accidents
Guest or employee injured on property
Workplace violence
Issues of discrimination (race, gender, sexuality, etc.) Unlikely but highly impactful crises a Marriott property might face:
Workplace violence
Employee shooting or other gun related incident
Human-error product harm
Food borne illnesses
Malevolence
Bomb threat or terrorist act
Organizational misdeeds
Releasing security footage or guest information to the media
Employees publicly going against Marriott’s values -4-
Marriott Crisis Management Team Crisis Communication Manager, Sara Shumway
As Crisis Communication Manager, Sara Shumway is responsible in leading the crisis management team in all key decision made during a crisis. Shumway oversees the teams work during a crisis and is responsible for deciding when the crisis is resolved.
Media Relations Liaison, Kelly Larson
As the Media Relations Liaison, Kelly Larson is responsible for organizing press conferences, sending out media releases and fact-checking all information that goes out to the public. Larson also helps prepare Spokesperson, Danielle Naccarato for all interviews and statements made on the crisis.
Spokesperson, Danielle Naccarato
As Spokesperson, Danielle Naccarato is responsible for being the voice of the crisis management team and company. Naccarato has been trained to face the public in any given situation and provide all accurate information to the public when necessary.
Financial Representative, Chad Healy
As Financial Representative, Chad Healy is responsible for overseeing all finances while handling a crisis. Healy keeps close contact with the finance department.
Legal Representative, Tommy Tambourine
As Legal Representative, Tommy Tambourine is responsible for ensuring all decisions made during the crisis as lawful. Tambourine also keeps close tabs on making sure the employees and gatekeeper’s rights are being honored.
Crisis Communication Administrator, Martha Reese
As Crisis Communication Administrator, Martha Reese is responsible for organizing all documents/paperwork during a crisis. Reese is the main contact of the Crisis Management Team.
-5-
Key Publics/Stakeholders • Board of Directors • Shareholders • Employees • Marriott Subsidaries • Franchisees • Customers • Distributors/Suppliers • Stores/Groups associated with Marriott • Competitors • Community Members • Government associations involved with Marriott • Media • Surrounding communities • Board members • Executive committees • Suppliers • Franchisees • Advocacy groups involved with Marriott In a time of Crisis, Marriott vows to communicate necessary information to all key publics and stakeholders. • We vow to uphold Marriott’s key values while informing stakeholders and key publics. • Marriott will notify all stakeholders and key publics in a timely matter in the event of a crisis. • The Crisis Management Team will notify all internal parts of Marriott in order to ensure that the right steps are taken place. • All information that goes out to key publics and stakeholders will be presented at the most appropriate time and will be given necessary answers to all questions and concerns. -6-
Plan for Crisis Preparation and Prevention • In order to properly prepare for potential crisis Marriott has determined several possible solutions to potential crisis in order to act on them promptly if something threatening were to happen. • The team will conduct environmental scans utilizing social media, traditional media, ect. for potential threats posed against Marriott. • Issues will be managed as if they pose an impeccable threat to the company right away. • Potential risks will be monitored closely. • Maintain a strong relationship with stakeholders built on trust in order to keep a positive reputation. • Act on potential crisis right away. • Maintain strong internal communication. • Train spokespeople for the company properly. • Maintain financial responsibility.
-7-
Media Audit Likely outlets and contacts: NEWS OUTLET
TYPE
EMAIL
PHONE
FOX NEWS
Television
[email protected]
212-301-3000
MSNBC
Television
[email protected]
201-583-5000
CNN
Television
[email protected]
201-567-4000
NBC NEWS
Television
[email protected]
212-664-4444
ABC NEWS
Television
[email protected]
233-566-8000
CBS NEWS
Television
[email protected]
201-578-8909
NEW YORK TIMES
Newspaper
[email protected]
212-556-1234
USA TODAY
Newspaper
[email protected]
800-872-0001
TIME
Magazine
[email protected]
312-566-9000
NEWS WEEK
Magazine
[email protected]
212-301-3010
NPR
Radio
[email protected]
301-677-9000
FORBES
Web
[email protected]
212-566-8750
HUFFINGTON POST
Web
[email protected]
212-400-4321
USA TODAY HOTEL CHECK-IN
Blog
[email protected]
312-888-9312
MARRIOTT ON THE MOVE
Blog
[email protected] 212-301-2512
HOTEL CHATTER
Blog
[email protected]
-8-
201-445-6652
Social Media Strategy Marriott will use social media to connect with its customers during a crisis. Our social media team will consist of highly skilled and trained individuals. The various social media channels will include: - Facebook - Twitter - YouTube The social media team will briefly meet before an initial statement is put online. This will ensure a unified message and strategy for the specific crisis. Consistency is the main factor. Every team member will understand what message they are putting out, who is responsible for what, and when/how content should be posted. The following are guidelines to be discussed at the initial meeting: - All messages will be consistent and systematic. All posts will be checked before being posted and scheduled by the social media manager. - The crisis team will NOT respond to each individual’s comments through the comments section on Facebook. They will address the issue by posting one or two general posts on Marriott’s wall. -
No messages should be deleted.
- Social media will not be posted after 7 p.m. EST, unless deemed necessary by the social media manager. - All social media posts will continue as they normally do. It is important that we start new conversations and not dwell on the crisis.
-9-
Third Party Supports and Potential Supporters NAME
TITLE
RELATIONSHIP
CONTACT
Cheryl Conner
Forbes Writer
Conner has written positively about Marriott in the past.
[email protected]
Dr. Scott Smith
Assistant professor in the department of Hotel, Restaurant and Tourism at the University of South Carolina.
Smith is extremely knowledgeable with hotel management and has conducted several reputable studies on pricing and revenue management in the hospitality industry.
[email protected]
Marcelo Claure
President of Sprint
Sprint has worked with Marriott by giving Marriott employees discounts on Sprint
[email protected]
- 10 -
Immediate Response Checklist This checklist provides an outline of procedures that the Marriott staff and crisis management team will handle during the time of a crisis.
Step One—First Alert •
Alert Director of Marketing & Communications.
•
Inform customer service to direct all media calls to Marketing & Communications.
•
Assess situation and level of impact.
•
Decide to issue a written statement or to hold a press briefing.
•
If necessary, decide location for press briefing.
•
Alert customer service and media to time and location of press briefing.
Step Two—Get the Facts •
Gather known facts.
•
Verify nature and scope of incident with police or responding emergency agencies.
•
Determine if injuries and/or fatalities (do not release names).
•
Assess public health risk (if any).
•
Determine what authorities must/should be consulted.
•
Consult immediately with responding agencies to coordinate release of information.
•
Begin to craft message for release to media, use key messages worksheet.
•
Begin to plan to inform internal, stakeholder audiences.
Step Three—Verify and Keep the Information Moving •
Time code all information as it arrives.
•
Verify all facts before releasing.
•
Keep appropriate senior officials up-to-date.
•
Keep in consultation with appropriate government and legal authorities.
•
Begin plan to inform internal, stakeholder audiences. (Continued on next page)
- 11 -
Immediate Response Checklist (Cont.) Step Four—Prepare for Media (Calls and Visits) •
Start media contact record.
• Brief and rehearse designated media spokesperson. Go through the information media will want. List and rehearse what verified information will be made available. •
Discuss media inquiry strategy.
•
Activate pre-arranged media room/area (on or off site).
•
Get approval for media statement (as handout or release).
•
Designate officials who will read statements or speak during press briefing.
•
Review guidelines for dealing with the media with each person.
Step Five—When Reporters Arrive •
Ask media for identification and to sign in.
•
Inform reporters of restrictions on movement/photography/filming.
•
Proceed with briefing.
•
Advise media of time and place of next and future updates.
•
Follow-up on additional media inquiries.
Step Six—Media Follow-up & On-going Media Relations •
Monitor media coverage.
•
Assess and correct factual errors.
•
Advise media of any significant new developments.
•
Log all media contact.
•
Evaluate effectiveness of plan and revise as necessary.
- 12 -
Communication Channels Worksheet In case of a crisis, the following communication channels will be used to inform stakeholders of the situation. • Board of Directors Email, phone call, video conference, face-to face • Shareholders Email, press conference, Marriott news center • Employees Email, face-to-face, press conference • Marriot Subsidiaries Email, internal memo, video conference • Franchisees Email, internal memo, video conference • Customers Social media, Marriott website, Marriott news center, newspapers, television • Distributors/Suppliers Email, phone call • Stores, Groups associated with Marriot Email, Marriott news center • Competitor’s: Hilton Worldwide Holdings Inc., ACCOR, InterContinental Hotels Group PLC. Social media, Marriott website, Marriott news center, newspapers, television • Community Members Social media, Marriott website, Marriott news center, newspapers, television • Government organizations associated with Marriott: OSHA, GSA, etc. Media liaison, email • Media Media liaison, email, phone call, Marriott news center, press conference
- 13 -
Key Messages Worksheet Scenario: General crisis outline Stakeholder: Hotel guests/employees/franchisees Concern: Marriott public image Key Message 1 Marriott offers it’s deepest apologies to our stakeholders, and anyone who is affected by the crisis.
Key Message 2
Key Message 3
Marriott has outlined plans for new franchise owner policies
We value our customers more than anything else, and will continue to provide patrons with the best possible experience.
Support Point 1.1
Support Point 2.1
Support Point 3.1
Working on new techniques to ensure customer safety.
Revise franchise owner policies.
Open lines of communications so customers can contact us and provide feedback.
Support Point 1.2
Support Point 2.2
Support Point 3.2
Promise to correct our mistakes to ensure the best experience that everyone can enjoy.
Revise franchisee selection process.
Continue to bring customers the best hotel experience.
Support Point 1.3
Support Point 2.3
Support Point 3.3
Will continue to update policies as needed.
We would like to thank all of our stakeholders for supporting us through this crisis.
Creating strategies to ensure company efficiency for current and future stakeholders.
- 14 -
[Date] Contact: Danielle Naccarato FOR IMMEDIATE RELEASE
Phone: (630) 398-7046
Email: [email protected]
Crisis Response Press Release Template DATELINE— Summary lead that addresses the problem at hand and provides enough information for stakeholders who may not be aware of the crisis yet.
Expression of empathy or concern as needed. Reassure stakeholders of
Marriott’s continued maintenance and investment. If necessary, the use of concern or empathy may come before the summary lead (depending on the status of the crisis).
Address and state the news elements of the situation, such as, who, what,
when, where, why and how the crisis occurred (if applicable). Who is this affecting? What has occurred? When did it happen and where? Why does it matter? How did it occur?
Restate the key messages and points of support. The key messages should
include a description of how Marriott is addressing and resolving the situation. Include two to three key messages with support for each.
- Quote from spokesperson, if appropriate. This can tie into the key messages
and support.
- Marriott International promotes the recruitment, retention, and advancement
of diverse employees and actively engages in efforts to develop a diverse owner, guest and supplier base.
- Contact Danielle Naccarato at (630) 398-7046 or visit our website www.
marriott.com.
- 15 -
Company Profile Marriott International, established in 1927, is one of the world’s leaders in luxury lodging. The headquarters is located in Bethesda, Maryland. Marriott currently owns over 3,200 properties spanning across 64 different countries. Year in and year out, Marriott is recognized as a top employer, notably mentioned for its strong business ethic. Our number one goal within the company is diversity. Marriott currently employs over 146,000 people from dozens of different nations who cumulatively speak over 50 different languages. As far as our U.S. employees go, 61 percent are minorities and 55 percent are women. We strongly believe in being an equal opportunity employer and offering opportunity to everyone. We also offer numerous different professional development programs which give our employees the opportunity to branch out and open up a long term career with Marriott. A large majority of our managers began their careers in hourly positions with Marriott. Here at Marriott, we work hard to touch on and improve the lives of the people in our communities. We support numerous different professional organizations such as Goodwill Industries, Hispanic Corporate Council, NAACP, National Association of Black Accountants, National Black MBA Association, National Council of La Raza, National Gay and Lesbian Chamber of Commerce, National Hispanic Corporate Council, and the National Minority Supplier Development Council. Marriott International also franchises hotels and licenses vacation ownership resorts under 18 different brands. Marriott brought in a total of 13 billion in revenue in 2013.
- 16 -
Media Log Sheet Date of crisis situation: Message for: Date/Time of call: Caller: Phone Number(s): Media Outlet/Name: Return call deadline: Summary of inquiry:
Name of inquiry responder: Date/Time: Summary of response:
Further action needed?:
- 17 -
Crisis Team Contact Information NAME
TITLE
PHONE
CONTACT
Sara Shumway
Crisis Communication Manager
(309) 840-0670
[email protected]
Kelly Larson
Media Relations Liaison
(630) 956-8586
[email protected]
Danielle Naccarato
Spokesperson
(630) 398-7046
[email protected]
Tommy Tambourine
Legal Representative
(847) 224-9068
[email protected]
Chad Healy
Financial Representative
(630) 344-3838
[email protected]
Martha Reese
Crisis Communication Administrative
(630) 867-5309
[email protected]
- 18 -
Procedure for Testing Crisis Management Plan This procedure will be tested semiannually through each Marriott hotel. All employees should be familiar with the plan in the event of a crisis. All employees should know where the crisis management plan is located and how to apply it to each proposed crisis situation. Crisis drills should be applied semiannually, when Marriott employees are required to respond to an artificial crisis. Worksheets should be filled out as if this was a real crisis. This will ensure that employees are well rehearsed in the event of a crisis. In order to provide a positive improvement for the Crisis Management Team and its procedures a post-crisis evaluation will be conducted. This evaluation will allow the Crisis Management Team to analyze the effectiveness of its communication internally and externally. All staff, consumers, colleagues and others affected by the crisis will fill out the evaluation form so that Marriott can continue to provide outstanding service in the future.
Questions on the evaluation form may include but are not limited to: - How did the crisis affect you? - What role did you have in the crisis? - How was the crisis communicated to you? - What should have been done differently in the crisis? - How was the crisis procedure utilized? - What was the most effective about the Crisis Management Plan? - What areas provided the most difficulty when using the plan? - What are your suggestions to better improve the plan?
- 19 -
Part 2 Applying the plan to the crisis
Marriott International operates multiple hotel chains, developed mostly on a franchise basis with local real estate developers. Those developers then independently manage the hotels locally, following the guidelines set forth by Marriott in their franchise agreements. One of these developers, John McMannon, operates 12 Marriott brand hotels in the San Francisco area. In a radio interview with an entrepreneurship show, he mentions his support for the 2008 campaign for Proposition 8, a proposition that enforced a state constitutional ban on same-sex marriage. While this is nearly 7 years later, the fact that he had financially supported the campaign was new information. San Francisco is a very liberal and open-minded city, and this information spreads like wildfire via social media. Protesters soon show up at multiple hotels owned by McMannon, and the Marriott brand is featured heavily in the resulting news coverage. Then, a few days later, the social media activity turns against Marriott International for doing business with this developer. The hashtag #hotelhate starts to trend, and it is attached to tweets and grams related to protesting Marriott International. You are the public relations team for Marriott International, and you are getting multiple media requests for comment as a result of this, in addition to the social media protest. What to do?
- 20 -
Crisis Type
Marriott faces organizational misdeeds and victimage with this crisis. Organizational misdeeds occur when management takes actions that may place stakeholders at risk or create various violations. The Marriott issues franchisee agreements with guidelines but failed to address that franchisee’s need to be careful with what they say that could negatively affect the Marriott brand. Marriott committed a misdeed by not creating a code of ethics/conduct for franchisees and how they should go about their beliefs on controversial topics. Stakeholders at risk with this crisis include employees and customers who may be homosexual or any potential stakeholder who supports same sex marriage, the surrounding communities in San Francisco, which are very liberal, and advocacy groups tied to the Marriott with strong views on sexuality equality.
Victim Cluster As far as the victim cluster tied to this crisis, it would be the preventable cluster. The preventable cluster includes human-error accidents, human-error product harm and organizational misdeeds. There are strong attributions that come with crisis responsibility for this cluster as well. The organizational misdeeds explained prior led to the crisis and it could have been easily prevented. The crisis irresponsibility in this case damages Marriott’s reputation because it has created irrelevant views of the company. The reputation has also received a beating on social media that does not make the company look good.
- 21 -
Crisis Response Strategy In regards to McMannon’s financial support of proposition eight back in 2008, Marriott International will be responding to this crisis in the form of a nonapology. After a long debate on how to effectively address this scenario, the Crisis Management Team at Marriott International came to the agreement that a nonapology was the best way to try and reverse the damage that has been done to the stakeholders. A non-apology mimics an apology but does not take responsibility for the crisis. A non-apology usually expresses regret about the crisis its self or sympathy for the people who were affected by the crisis. The main reason we chose to take the general apology route is because of the high level of crisis responsibility associated with this type of crisis. As mentioned earlier, the fact that this crisis was an organizational misdeed puts a lot of responsibility on Marriott International because this is something that was preventable. More specifically, we decided that a non-apology was the best route because this crisis was integrity based. If we were to apologize for the actions of McMannon, it would ultimately prove a lack of integrity and risk further damage to our reputation. Apologizing would also mean that we have fully accepted responsibility for this crisis and that could intensify negative emotions amongst our stakeholders. In order to carry this out, Marriott International will upload a video on Youtube in which our Spokesperson will apologize for any offense taken by McMannon’s actions. Marriott International will also be posting non-apology updates on all of its social media feeds. We hope that these actions will help prove the integrity we hold dear to our company and its stakeholders.
- 22 -
Marriott International, Inc. 10400 Fernwood Road Bethesda, Maryland 20817-1102 Thursday, April 30, 2015
Contact Name: Danielle Naccarato
FOR IMMEDIATE RELEASE
Contact Phone: (630) 398-7046
Email: [email protected] Marriott International to Reinforce Company Values BETHESDA, MD – It has come to the attention of Marriott International that our continuing company core values have not been accurately represented. Recently one of our franchise developers has expressed to the media his previous involvement with financially supporting a campaign to ban same-sex marriage.
By being aware of this new information, Marriott International would wish to
emphasize to the public that this is not something we stand by and encourage at any extent. Our company is dedicated to our business conduct, our employee policies and our supply chain policies. Above all, we want to assure our stakeholders that Marriott will have no leniency towards a misrepresentation of our core values.
This occurrence involving an independent franchisee who does not share the same
core values of Marriott International. In a radio interview with an entrepreneurship show, he mentioned his previous financial support for the 2008 campaign for Proposition 8, a proposition that enforced a state constitutional ban on same-sex marriage.
As stated prior, this type of behavior is a violation of Marriott’s policies and an
inaccurate depiction of our company. Marriott apologizes for any offense taken by theis franchisee’s actions and will continue to cooperate fully with further questions and concerns. --more--
- 23 -
Arne M. Sorenson; CEO of Marriott International: “Since 1927, Marriott has valued diversity and inclusion. Embracing differences is part of the way we do business around the world and essential to our success as a leading hospitality company. Diversity is closely tied to our core values and our strategic business goals, so it is embedded into every facet of our business. Marriott promotes the recruitment, retention, and advancement of diverse employees and actively engages in efforts to develop a diverse owner, guest and supplier base. Marriott will stand by our beliefs by continuing to create opportunities and value differences within our community.”
For more information, contact: Danielle Naccarato at (630) 398-7046 or visit our website www.marriott.com.
###
- 24 -
Key Messages KEY POINT 1: Marriott Hotels has refocused their franchisee policies after a franchisee pubicly supported a bill that goes against Marriott’s values.
KEY POINT 2: We deeply apologize to our guests, stakeholders, and anyone who may have taken offense to this individual’s decisions.
KEY POINT 3: We value our guests more than anything else, and we wish to continue to provide guests with the best home away from home experience.
KEY POINT 4: We value the continued customer loyalty even after the crisis created by a former Marriott franchisee. Thank you to all for the support of the company.
- 25 -
Social Media Strategy MONITOR: The crisis management team should be consistently monitoring social media channels that have posts about Marriott; including any post that includes Marriott’s name. The team should keep track and record these mentions. ANALYZE: The crisis management team should analyze these social media posts and examine what is being mentioned, including all comments, concerns, or questions regarding Marriott.The crisis management team should look for repeating patterns in these mentions and look for an existing theme among the posts. ACKNOWLEDGE: The crisis management team member(s) who are managing the social media channels should acknowledge the overall concerns of the posts or mentions about Marriott through which the channels they are coming from. These members should release a statement recognizing these issues and ensure the public that something is being done and timely updates will be released. A link to Marriott’s press release will be posted on Facebook and Twitter, as well as Marriott’s website. RESPOND: The crisis management team member(s) who are managing the social media channels should make sure the publics are aware McMannon’s personal views do not represent the views of the company as a whole. Be transparent, honest and open with all responses - always provide correct information.
- 26 -
Sara Shumway Danielle Naccarato Tommy Tambourine Kelly Larson Chad Healy Martha Reese
Table of Contents Introduction .................................................................................................. 2 Crisis Team Mission ....................................................................................... 3 Potential Crises List ..................................................................................
4
The Marriott Crisis Management Team ......................................................
5
Key Publics and Stakeholders ....................................................................
6
Crisis Preparation and Prevention .............................................................. 7 Media Audit ............................................................................................... 8 Social Media Strategy ................................................................................ 9 Potential Experts and Support
..............................................................
10
Immediate Response Checklist ............................................................. 11 - 12 Communication Channels Worksheet ...................................................... 13 Key Messages Worksheet Press Release Template
.................................................................... 14 ...................................................................... 15
Marriott Incorporated Information Media Log Sheet Contact
Information
........................................................ 16
................................................................................ 17 ..........................................................................
18
Procedure for Testing Crisis Management Plan ........................................... 19
-1-
Introduction Marriott International, Inc. is a leading hospitality company with more than 3,900 properties, 18 brands, and associates at our headquarters, managed and franchised properties around the world. Founded by J. Willard and Alice Marriott and guided by Marriott family leadership for more than 80 years, the company is headquartered in Bethesda, Maryland, USA, and reported revenues of nearly $13 billion in fiscal year 2013.
-2-
Crisis Team Mission Statement The mission of the Marriott Crisis Management Team is to provide employees and stakeholders detailed information and specific guidelines in regards to response and recovery in the event of any crises or other unplanned interruptions.
Purpose of the Crisis Management Plan
The purpose of this plan is not only to help in dealing with a crisis or interruption but also to help prevent any potential crises that may occur. It is set in place to focus on prevention, awareness, and planning to keep the foundation of Marriott and our supporters and stakeholders strong. At Marriott, we strive to put people first, pursue excellence, embrace change, act with integrity, and serve the world and we believe that this plan will help us achieve these goals.
-3-
Possible Crises (Likely and Severe) Below is a list comprised of possible crisis scenarios that Marriott International hotels can and may encounter. Crisis Categories and Likely Scenarios:
Natural Disasters
Taking cover during a tornado
Rumors
Negative Tripadvisor and Yelp reviews
Technical-error accidents
Power outage
Shipping errors causing shortages of food/drink for restaurant
Challenges
Guests complain about services or cleanliness
Inappropriate social media posts by partners
Guests partaking in illegal activities in room (e.g. drugs, prostitution, etc.)
Human-error accidents
Guest or employee injured on property
Workplace violence
Issues of discrimination (race, gender, sexuality, etc.) Unlikely but highly impactful crises a Marriott property might face:
Workplace violence
Employee shooting or other gun related incident
Human-error product harm
Food borne illnesses
Malevolence
Bomb threat or terrorist act
Organizational misdeeds
Releasing security footage or guest information to the media
Employees publicly going against Marriott’s values -4-
Marriott Crisis Management Team Crisis Communication Manager, Sara Shumway
As Crisis Communication Manager, Sara Shumway is responsible in leading the crisis management team in all key decision made during a crisis. Shumway oversees the teams work during a crisis and is responsible for deciding when the crisis is resolved.
Media Relations Liaison, Kelly Larson
As the Media Relations Liaison, Kelly Larson is responsible for organizing press conferences, sending out media releases and fact-checking all information that goes out to the public. Larson also helps prepare Spokesperson, Danielle Naccarato for all interviews and statements made on the crisis.
Spokesperson, Danielle Naccarato
As Spokesperson, Danielle Naccarato is responsible for being the voice of the crisis management team and company. Naccarato has been trained to face the public in any given situation and provide all accurate information to the public when necessary.
Financial Representative, Chad Healy
As Financial Representative, Chad Healy is responsible for overseeing all finances while handling a crisis. Healy keeps close contact with the finance department.
Legal Representative, Tommy Tambourine
As Legal Representative, Tommy Tambourine is responsible for ensuring all decisions made during the crisis as lawful. Tambourine also keeps close tabs on making sure the employees and gatekeeper’s rights are being honored.
Crisis Communication Administrator, Martha Reese
As Crisis Communication Administrator, Martha Reese is responsible for organizing all documents/paperwork during a crisis. Reese is the main contact of the Crisis Management Team.
-5-
Key Publics/Stakeholders • Board of Directors • Shareholders • Employees • Marriott Subsidaries • Franchisees • Customers • Distributors/Suppliers • Stores/Groups associated with Marriott • Competitors • Community Members • Government associations involved with Marriott • Media • Surrounding communities • Board members • Executive committees • Suppliers • Franchisees • Advocacy groups involved with Marriott In a time of Crisis, Marriott vows to communicate necessary information to all key publics and stakeholders. • We vow to uphold Marriott’s key values while informing stakeholders and key publics. • Marriott will notify all stakeholders and key publics in a timely matter in the event of a crisis. • The Crisis Management Team will notify all internal parts of Marriott in order to ensure that the right steps are taken place. • All information that goes out to key publics and stakeholders will be presented at the most appropriate time and will be given necessary answers to all questions and concerns. -6-
Plan for Crisis Preparation and Prevention • In order to properly prepare for potential crisis Marriott has determined several possible solutions to potential crisis in order to act on them promptly if something threatening were to happen. • The team will conduct environmental scans utilizing social media, traditional media, ect. for potential threats posed against Marriott. • Issues will be managed as if they pose an impeccable threat to the company right away. • Potential risks will be monitored closely. • Maintain a strong relationship with stakeholders built on trust in order to keep a positive reputation. • Act on potential crisis right away. • Maintain strong internal communication. • Train spokespeople for the company properly. • Maintain financial responsibility.
-7-
Media Audit Likely outlets and contacts: NEWS OUTLET
TYPE
PHONE
FOX NEWS
Television
[email protected]
212-301-3000
MSNBC
Television
[email protected]
201-583-5000
CNN
Television
[email protected]
201-567-4000
NBC NEWS
Television
[email protected]
212-664-4444
ABC NEWS
Television
[email protected]
233-566-8000
CBS NEWS
Television
[email protected]
201-578-8909
NEW YORK TIMES
Newspaper
[email protected]
212-556-1234
USA TODAY
Newspaper
[email protected]
800-872-0001
TIME
Magazine
[email protected]
312-566-9000
NEWS WEEK
Magazine
[email protected]
212-301-3010
NPR
Radio
[email protected]
301-677-9000
FORBES
Web
[email protected]
212-566-8750
HUFFINGTON POST
Web
[email protected]
212-400-4321
USA TODAY HOTEL CHECK-IN
Blog
[email protected]
312-888-9312
MARRIOTT ON THE MOVE
Blog
[email protected] 212-301-2512
HOTEL CHATTER
Blog
[email protected]
-8-
201-445-6652
Social Media Strategy Marriott will use social media to connect with its customers during a crisis. Our social media team will consist of highly skilled and trained individuals. The various social media channels will include: - Facebook - Twitter - YouTube The social media team will briefly meet before an initial statement is put online. This will ensure a unified message and strategy for the specific crisis. Consistency is the main factor. Every team member will understand what message they are putting out, who is responsible for what, and when/how content should be posted. The following are guidelines to be discussed at the initial meeting: - All messages will be consistent and systematic. All posts will be checked before being posted and scheduled by the social media manager. - The crisis team will NOT respond to each individual’s comments through the comments section on Facebook. They will address the issue by posting one or two general posts on Marriott’s wall. -
No messages should be deleted.
- Social media will not be posted after 7 p.m. EST, unless deemed necessary by the social media manager. - All social media posts will continue as they normally do. It is important that we start new conversations and not dwell on the crisis.
-9-
Third Party Supports and Potential Supporters NAME
TITLE
RELATIONSHIP
CONTACT
Cheryl Conner
Forbes Writer
Conner has written positively about Marriott in the past.
[email protected]
Dr. Scott Smith
Assistant professor in the department of Hotel, Restaurant and Tourism at the University of South Carolina.
Smith is extremely knowledgeable with hotel management and has conducted several reputable studies on pricing and revenue management in the hospitality industry.
[email protected]
Marcelo Claure
President of Sprint
Sprint has worked with Marriott by giving Marriott employees discounts on Sprint
[email protected]
- 10 -
Immediate Response Checklist This checklist provides an outline of procedures that the Marriott staff and crisis management team will handle during the time of a crisis.
Step One—First Alert •
Alert Director of Marketing & Communications.
•
Inform customer service to direct all media calls to Marketing & Communications.
•
Assess situation and level of impact.
•
Decide to issue a written statement or to hold a press briefing.
•
If necessary, decide location for press briefing.
•
Alert customer service and media to time and location of press briefing.
Step Two—Get the Facts •
Gather known facts.
•
Verify nature and scope of incident with police or responding emergency agencies.
•
Determine if injuries and/or fatalities (do not release names).
•
Assess public health risk (if any).
•
Determine what authorities must/should be consulted.
•
Consult immediately with responding agencies to coordinate release of information.
•
Begin to craft message for release to media, use key messages worksheet.
•
Begin to plan to inform internal, stakeholder audiences.
Step Three—Verify and Keep the Information Moving •
Time code all information as it arrives.
•
Verify all facts before releasing.
•
Keep appropriate senior officials up-to-date.
•
Keep in consultation with appropriate government and legal authorities.
•
Begin plan to inform internal, stakeholder audiences. (Continued on next page)
- 11 -
Immediate Response Checklist (Cont.) Step Four—Prepare for Media (Calls and Visits) •
Start media contact record.
• Brief and rehearse designated media spokesperson. Go through the information media will want. List and rehearse what verified information will be made available. •
Discuss media inquiry strategy.
•
Activate pre-arranged media room/area (on or off site).
•
Get approval for media statement (as handout or release).
•
Designate officials who will read statements or speak during press briefing.
•
Review guidelines for dealing with the media with each person.
Step Five—When Reporters Arrive •
Ask media for identification and to sign in.
•
Inform reporters of restrictions on movement/photography/filming.
•
Proceed with briefing.
•
Advise media of time and place of next and future updates.
•
Follow-up on additional media inquiries.
Step Six—Media Follow-up & On-going Media Relations •
Monitor media coverage.
•
Assess and correct factual errors.
•
Advise media of any significant new developments.
•
Log all media contact.
•
Evaluate effectiveness of plan and revise as necessary.
- 12 -
Communication Channels Worksheet In case of a crisis, the following communication channels will be used to inform stakeholders of the situation. • Board of Directors Email, phone call, video conference, face-to face • Shareholders Email, press conference, Marriott news center • Employees Email, face-to-face, press conference • Marriot Subsidiaries Email, internal memo, video conference • Franchisees Email, internal memo, video conference • Customers Social media, Marriott website, Marriott news center, newspapers, television • Distributors/Suppliers Email, phone call • Stores, Groups associated with Marriot Email, Marriott news center • Competitor’s: Hilton Worldwide Holdings Inc., ACCOR, InterContinental Hotels Group PLC. Social media, Marriott website, Marriott news center, newspapers, television • Community Members Social media, Marriott website, Marriott news center, newspapers, television • Government organizations associated with Marriott: OSHA, GSA, etc. Media liaison, email • Media Media liaison, email, phone call, Marriott news center, press conference
- 13 -
Key Messages Worksheet Scenario: General crisis outline Stakeholder: Hotel guests/employees/franchisees Concern: Marriott public image Key Message 1 Marriott offers it’s deepest apologies to our stakeholders, and anyone who is affected by the crisis.
Key Message 2
Key Message 3
Marriott has outlined plans for new franchise owner policies
We value our customers more than anything else, and will continue to provide patrons with the best possible experience.
Support Point 1.1
Support Point 2.1
Support Point 3.1
Working on new techniques to ensure customer safety.
Revise franchise owner policies.
Open lines of communications so customers can contact us and provide feedback.
Support Point 1.2
Support Point 2.2
Support Point 3.2
Promise to correct our mistakes to ensure the best experience that everyone can enjoy.
Revise franchisee selection process.
Continue to bring customers the best hotel experience.
Support Point 1.3
Support Point 2.3
Support Point 3.3
Will continue to update policies as needed.
We would like to thank all of our stakeholders for supporting us through this crisis.
Creating strategies to ensure company efficiency for current and future stakeholders.
- 14 -
[Date] Contact: Danielle Naccarato FOR IMMEDIATE RELEASE
Phone: (630) 398-7046
Email: [email protected]
Crisis Response Press Release Template DATELINE— Summary lead that addresses the problem at hand and provides enough information for stakeholders who may not be aware of the crisis yet.
Expression of empathy or concern as needed. Reassure stakeholders of
Marriott’s continued maintenance and investment. If necessary, the use of concern or empathy may come before the summary lead (depending on the status of the crisis).
Address and state the news elements of the situation, such as, who, what,
when, where, why and how the crisis occurred (if applicable). Who is this affecting? What has occurred? When did it happen and where? Why does it matter? How did it occur?
Restate the key messages and points of support. The key messages should
include a description of how Marriott is addressing and resolving the situation. Include two to three key messages with support for each.
- Quote from spokesperson, if appropriate. This can tie into the key messages
and support.
- Marriott International promotes the recruitment, retention, and advancement
of diverse employees and actively engages in efforts to develop a diverse owner, guest and supplier base.
- Contact Danielle Naccarato at (630) 398-7046 or visit our website www.
marriott.com.
- 15 -
Company Profile Marriott International, established in 1927, is one of the world’s leaders in luxury lodging. The headquarters is located in Bethesda, Maryland. Marriott currently owns over 3,200 properties spanning across 64 different countries. Year in and year out, Marriott is recognized as a top employer, notably mentioned for its strong business ethic. Our number one goal within the company is diversity. Marriott currently employs over 146,000 people from dozens of different nations who cumulatively speak over 50 different languages. As far as our U.S. employees go, 61 percent are minorities and 55 percent are women. We strongly believe in being an equal opportunity employer and offering opportunity to everyone. We also offer numerous different professional development programs which give our employees the opportunity to branch out and open up a long term career with Marriott. A large majority of our managers began their careers in hourly positions with Marriott. Here at Marriott, we work hard to touch on and improve the lives of the people in our communities. We support numerous different professional organizations such as Goodwill Industries, Hispanic Corporate Council, NAACP, National Association of Black Accountants, National Black MBA Association, National Council of La Raza, National Gay and Lesbian Chamber of Commerce, National Hispanic Corporate Council, and the National Minority Supplier Development Council. Marriott International also franchises hotels and licenses vacation ownership resorts under 18 different brands. Marriott brought in a total of 13 billion in revenue in 2013.
- 16 -
Media Log Sheet Date of crisis situation: Message for: Date/Time of call: Caller: Phone Number(s): Media Outlet/Name: Return call deadline: Summary of inquiry:
Name of inquiry responder: Date/Time: Summary of response:
Further action needed?:
- 17 -
Crisis Team Contact Information NAME
TITLE
PHONE
CONTACT
Sara Shumway
Crisis Communication Manager
(309) 840-0670
[email protected]
Kelly Larson
Media Relations Liaison
(630) 956-8586
[email protected]
Danielle Naccarato
Spokesperson
(630) 398-7046
[email protected]
Tommy Tambourine
Legal Representative
(847) 224-9068
[email protected]
Chad Healy
Financial Representative
(630) 344-3838
[email protected]
Martha Reese
Crisis Communication Administrative
(630) 867-5309
[email protected]
- 18 -
Procedure for Testing Crisis Management Plan This procedure will be tested semiannually through each Marriott hotel. All employees should be familiar with the plan in the event of a crisis. All employees should know where the crisis management plan is located and how to apply it to each proposed crisis situation. Crisis drills should be applied semiannually, when Marriott employees are required to respond to an artificial crisis. Worksheets should be filled out as if this was a real crisis. This will ensure that employees are well rehearsed in the event of a crisis. In order to provide a positive improvement for the Crisis Management Team and its procedures a post-crisis evaluation will be conducted. This evaluation will allow the Crisis Management Team to analyze the effectiveness of its communication internally and externally. All staff, consumers, colleagues and others affected by the crisis will fill out the evaluation form so that Marriott can continue to provide outstanding service in the future.
Questions on the evaluation form may include but are not limited to: - How did the crisis affect you? - What role did you have in the crisis? - How was the crisis communicated to you? - What should have been done differently in the crisis? - How was the crisis procedure utilized? - What was the most effective about the Crisis Management Plan? - What areas provided the most difficulty when using the plan? - What are your suggestions to better improve the plan?
- 19 -
Part 2 Applying the plan to the crisis
Marriott International operates multiple hotel chains, developed mostly on a franchise basis with local real estate developers. Those developers then independently manage the hotels locally, following the guidelines set forth by Marriott in their franchise agreements. One of these developers, John McMannon, operates 12 Marriott brand hotels in the San Francisco area. In a radio interview with an entrepreneurship show, he mentions his support for the 2008 campaign for Proposition 8, a proposition that enforced a state constitutional ban on same-sex marriage. While this is nearly 7 years later, the fact that he had financially supported the campaign was new information. San Francisco is a very liberal and open-minded city, and this information spreads like wildfire via social media. Protesters soon show up at multiple hotels owned by McMannon, and the Marriott brand is featured heavily in the resulting news coverage. Then, a few days later, the social media activity turns against Marriott International for doing business with this developer. The hashtag #hotelhate starts to trend, and it is attached to tweets and grams related to protesting Marriott International. You are the public relations team for Marriott International, and you are getting multiple media requests for comment as a result of this, in addition to the social media protest. What to do?
- 20 -
Crisis Type
Marriott faces organizational misdeeds and victimage with this crisis. Organizational misdeeds occur when management takes actions that may place stakeholders at risk or create various violations. The Marriott issues franchisee agreements with guidelines but failed to address that franchisee’s need to be careful with what they say that could negatively affect the Marriott brand. Marriott committed a misdeed by not creating a code of ethics/conduct for franchisees and how they should go about their beliefs on controversial topics. Stakeholders at risk with this crisis include employees and customers who may be homosexual or any potential stakeholder who supports same sex marriage, the surrounding communities in San Francisco, which are very liberal, and advocacy groups tied to the Marriott with strong views on sexuality equality.
Victim Cluster As far as the victim cluster tied to this crisis, it would be the preventable cluster. The preventable cluster includes human-error accidents, human-error product harm and organizational misdeeds. There are strong attributions that come with crisis responsibility for this cluster as well. The organizational misdeeds explained prior led to the crisis and it could have been easily prevented. The crisis irresponsibility in this case damages Marriott’s reputation because it has created irrelevant views of the company. The reputation has also received a beating on social media that does not make the company look good.
- 21 -
Crisis Response Strategy In regards to McMannon’s financial support of proposition eight back in 2008, Marriott International will be responding to this crisis in the form of a nonapology. After a long debate on how to effectively address this scenario, the Crisis Management Team at Marriott International came to the agreement that a nonapology was the best way to try and reverse the damage that has been done to the stakeholders. A non-apology mimics an apology but does not take responsibility for the crisis. A non-apology usually expresses regret about the crisis its self or sympathy for the people who were affected by the crisis. The main reason we chose to take the general apology route is because of the high level of crisis responsibility associated with this type of crisis. As mentioned earlier, the fact that this crisis was an organizational misdeed puts a lot of responsibility on Marriott International because this is something that was preventable. More specifically, we decided that a non-apology was the best route because this crisis was integrity based. If we were to apologize for the actions of McMannon, it would ultimately prove a lack of integrity and risk further damage to our reputation. Apologizing would also mean that we have fully accepted responsibility for this crisis and that could intensify negative emotions amongst our stakeholders. In order to carry this out, Marriott International will upload a video on Youtube in which our Spokesperson will apologize for any offense taken by McMannon’s actions. Marriott International will also be posting non-apology updates on all of its social media feeds. We hope that these actions will help prove the integrity we hold dear to our company and its stakeholders.
- 22 -
Marriott International, Inc. 10400 Fernwood Road Bethesda, Maryland 20817-1102 Thursday, April 30, 2015
Contact Name: Danielle Naccarato
FOR IMMEDIATE RELEASE
Contact Phone: (630) 398-7046
Email: [email protected] Marriott International to Reinforce Company Values BETHESDA, MD – It has come to the attention of Marriott International that our continuing company core values have not been accurately represented. Recently one of our franchise developers has expressed to the media his previous involvement with financially supporting a campaign to ban same-sex marriage.
By being aware of this new information, Marriott International would wish to
emphasize to the public that this is not something we stand by and encourage at any extent. Our company is dedicated to our business conduct, our employee policies and our supply chain policies. Above all, we want to assure our stakeholders that Marriott will have no leniency towards a misrepresentation of our core values.
This occurrence involving an independent franchisee who does not share the same
core values of Marriott International. In a radio interview with an entrepreneurship show, he mentioned his previous financial support for the 2008 campaign for Proposition 8, a proposition that enforced a state constitutional ban on same-sex marriage.
As stated prior, this type of behavior is a violation of Marriott’s policies and an
inaccurate depiction of our company. Marriott apologizes for any offense taken by theis franchisee’s actions and will continue to cooperate fully with further questions and concerns. --more--
- 23 -
Arne M. Sorenson; CEO of Marriott International: “Since 1927, Marriott has valued diversity and inclusion. Embracing differences is part of the way we do business around the world and essential to our success as a leading hospitality company. Diversity is closely tied to our core values and our strategic business goals, so it is embedded into every facet of our business. Marriott promotes the recruitment, retention, and advancement of diverse employees and actively engages in efforts to develop a diverse owner, guest and supplier base. Marriott will stand by our beliefs by continuing to create opportunities and value differences within our community.”
For more information, contact: Danielle Naccarato at (630) 398-7046 or visit our website www.marriott.com.
###
- 24 -
Key Messages KEY POINT 1: Marriott Hotels has refocused their franchisee policies after a franchisee pubicly supported a bill that goes against Marriott’s values.
KEY POINT 2: We deeply apologize to our guests, stakeholders, and anyone who may have taken offense to this individual’s decisions.
KEY POINT 3: We value our guests more than anything else, and we wish to continue to provide guests with the best home away from home experience.
KEY POINT 4: We value the continued customer loyalty even after the crisis created by a former Marriott franchisee. Thank you to all for the support of the company.
- 25 -
Social Media Strategy MONITOR: The crisis management team should be consistently monitoring social media channels that have posts about Marriott; including any post that includes Marriott’s name. The team should keep track and record these mentions. ANALYZE: The crisis management team should analyze these social media posts and examine what is being mentioned, including all comments, concerns, or questions regarding Marriott.The crisis management team should look for repeating patterns in these mentions and look for an existing theme among the posts. ACKNOWLEDGE: The crisis management team member(s) who are managing the social media channels should acknowledge the overall concerns of the posts or mentions about Marriott through which the channels they are coming from. These members should release a statement recognizing these issues and ensure the public that something is being done and timely updates will be released. A link to Marriott’s press release will be posted on Facebook and Twitter, as well as Marriott’s website. RESPOND: The crisis management team member(s) who are managing the social media channels should make sure the publics are aware McMannon’s personal views do not represent the views of the company as a whole. Be transparent, honest and open with all responses - always provide correct information.
- 26 -
Related Documents
Crisis Management Plan
January 2021 1
Crisis Management Team And Crisis Manager
January 2021 1
Human Behavior & Crisis Management
January 2021 1
Human Behavior And Crisis Management
January 2021 1
Human Behavior And Crisis Management
January 2021 1