Mock crisis communications plan put together for the local Urban Outfitters in Ithaca, NY.

1. CRISISRESPONSEPLAN

2. UrbanOutfitters,IthacaNYLocation
GeneralCrisisCommunicationsPlan
CrisisCommunicationsPlanTeam
ParkSchoolofCommunications
IthacaCollege
ProfessorCoryYoung
WrittenMay3rd,2016
HannahBiehn
JillianKoehnken
CaraFrisina

3. TableofContents
4 Introduction
5 Acknowledgements
6 Definitions
7 Identifying the Crisis Communications Team
8 Crisis Team & Directory
9 Circumstances That May Require a News Release
10 Sample News Release
11 Purpose
12 Objectives
13 Key Publics
15 Media Spokesperson
16 Notification of a Crisis
17 Communications Procedure For Handling a
Minor Crisis
18 Shoplifting Related Crisis
20 Internal Shoplifting Report
21 Dressing Room Crisis
22 Employee Relations Crisis
25 Communications Procedure For Handling a
Major Crisis
27 Social Media Crisis
28 Social Media Responses
30 Health Crisis
31 Weather Crisis
32 Emergency Personnel
33 Tools to Use During a Crisis
34 Equipment & Supplies for Crisis Control Room
35 Safety Precautions & Record
36 Sample Fact Sheet on Shoplifting
37 Internet Sources
38 Key Messages
39 Plan for Disseminating Message
40 Crisis Inventory & Results
41 Executive Biography
42 Site Photos
43 Map of Site
44 Phonebook
45 Phonebook
46 References
48 Crisis Communication Plan Team

4. Introduction
As with all corporations, Urban Outfitters is prone to multiple
types of crises. Large corporations, like Urban Outfitters, need to
handle crises quickly and efficiently because they are under public
scrutiny. Retail stores specifically, are prone to shoplifting and
dressing room crises as well as other common crises like employee
relation crises, weather crises, and health related crises. This crisis
communication plan is crucial in diffusing most crises and
preventing negative media in order to protect Urban Outfitters
brand reputation. Great service and the health and safety of
employees and customers are vital to upholding the store’s
reputation as well as the stores trendy atmosphere. We have
provided information about several potential crises to help all store
constituents easily diffuse crises situations. By following the
guidelines outlined in this plan, Urban Outfitters employees and
store managers are equipped to handle common retail store crises
with expertise.

5. Acknowledgements
By signing this statement, I verify that I have read this plan and am
prepared to put it into effect
Richard A. Hayne
Chairman of the BOD
Trish Donnelly
Chief Executive Officer, UO
Frank J. Conforti
Chief Financial Officer
Azeez Hayne
General Counsel & Secretary
Dana Rich
Social Media Coordinator
Ithaca Store Manager
____________________________ _____________
Signature Date
____________________________ _____________
Signature Date
____________________________ _____________
Signature Date
____________________________ _____________
Signature Date
____________________________ _____________
Signature Date
____________________________ _____________
Signature Date

6. Definitions
Crisis
A crisis is an unplanned event that directly or potentially threatens our
company’s reputations; the environment; the health, safety, or welfare of
employees; and the health safety or welfare of citizens in communities
surrounding our stores.
Minor Crisis
A minor crisis is confined to a limited area of a store or district; results in
minimal, if any, disruption of operations; is quickly brought under control;
does not require evacuation of all employees/customers; and causes a
minor injury or none at all. Media coverage is possible with events in this
category but apt to be minimal.
Major Crisis
A major crisis may involve significant injury or loss of life, prolonged
disruption of normal operations, substantial property damage, or a
significant environmental impact-or holds potential for any of these.
Media Inquiry is more likely to occur with events in this category,
especially if other municipal emergency response groups have been
called in for assistance.

7. IdentifyingtheCrisis
CommunicationsTeam
Telephone Email Personal Visit News Release
& Fact Sheet
Meetings
Employees Store
Manager*
Trish
Donnelly*
Trish
Donnelly*
Executives
Trish
Donnelly*
Trish
Donnelly*
Trish
Donnelly*
Richard A.
Hayne*
Customers
Board of
Directors
Richard A.
Hayne*
Dana
Rich/Store
Manager*
Electronic
Media
Dana Rich*
Methods of Communication
*Staff member responsible for communications and follow-up
P
U
B
L
I
C
S

8. CrisisTeam&Directory
Title Employee Phone
Number
Emergency
Phone
Number
E-mail
Trish Donnelly
Crisis Communications Manager
CEO, UO trish.donnelly@urbanout.com
Store Manager
Backup Crisis Communication
Manager
Department Manager #1
Backup Crisis Communication
Manager
Store Manager
Crisis Control Room Coordinator
Store Manager
Spokesperson
Dana Rich
Media Contact
PR@URBN.com
Legal Advisor Ithaca PD
Azeez Hayne azeez.hayne@urbanout.com

9. CircumstancesThatMay
RequireaNewsRelease
During an emergency situation, it may be determined that a news
release should be distributed to the media. The purpose of the news
release is to convey written information on the incident and to avoid
misinterpretation. Emergency situations include:
• An accident, fire, or explosion that results in serious injury, death, or
considerable property damage.
• A health or environmental hazard that may affect employees, customers,
or the surrounding community.
• Bomb threats or acts of terrorism involving company personnel, products
or property.
• News of an incident that is likely to be known by employees or circulated in
the community and create misleading impressions.
• News of an event that is unusual enough to cause concern to employees,
nearby residents, or community officials.

10. SampleNewsRelease
News Release
FOR IMMEDIATE RELEASE
Date________________________
Contact:___________________________ (name/phone number)
ITHACA__________________________________________________________________________________________
___________________________________________________________________(explanation of incident)
ex.) A fire broke out at the Urban Outfitters Ithaca location today. All employees and
customers were evacuated and 2 serious injuries were reported. These individuals have been
flown to Syracuse by helicopter and are currently in stable condition.
Further details will be released by _______________________ (name of person to make
announcement i.e. store manager) as a news conference scheduled for _________________ (time
of news conference) at ______________________________. (TBD location)
###
KEEP IT SHORT AND TO THE POINT. DON’T HIDE DETAILS, DON’T LIE.

11. Purpose
In the event of a crisis, an open and honest
disclosure with employees, customers, and the
surrounding community is of the utmost importance
to us. We must take immediate action to inform our
publics of the situation and the measures they need
to take. Our open and honest transfer of
communication to our publics will ensure safety and
eliminate confusion amongst our publics. By being
prepared for any crisis, we are able to be truthful
and open. This will enable the crisis situation to be
more smoothly resolved and action can be taken to
eliminate any further problems.

12. Objectives
In the event of a crisis we will make every effort to:
1. To be seen in the media as a company that cares about its
customers and employees and their privacy.
2. Initiate the crisis plan within 2 hours of the crisis outbreak.
3. Inform corporate within one hour of the outbreak.
4. Ensure the information that is disseminated to our publics is open
and honest and doesn't cause confusion.
5. Monitor social media for any confused customers or employees.
6. Make a decision with corporate and local authorities to release a
statement or to not release a statement.
7. Ensure confidentiality amongst employees who were there.
8. Regularly update social media sites exclusive to the Ithaca UO, so
that any inaccurate information being spread can be squashed
immediately.
9. Maintain composure and be open and patient with publics.

13. KeyPublics
In the event of a minor crisis, the store manager at Ithaca Urban Outfitters is to contact local
authorities and fill out the proper forms to notify the corporate branch of Urban Outfitters. No
local media is to be released.
Ithaca Police Department
120 E Clinton St
Ithaca, NY 14850
(607) 272-3245
In the event of a major crisis, the store manager at Ithaca Urban Outfitters is to contact local
authorities and contact the corporate branch of Urban Outfitters immediately. The corporate
branch will then help the store manager release a statement to local media and on social media.
Urban Outfitters Corporate Office
Philadelphia, PA
Direct line to be identified with corporate
Ithaca Fire Station No. 9
309 College Ave
Ithaca, NY 14850
(607) 272-1234
Suicide Prevention and Crisis Center
124 E Court St
Ithaca, NY 14850
(607) 272-1616

14. KeyPublics
WSYR-TV
5904 Bridge Street
East Syracuse, NY 13057
(315) 446-9999
http://www.9wsyr.
com/default.aspx
WTVH/WSTM-TV CNY
Central
1030 James Street
Syracuse, NY 13203
(315) 477-9400
news@cnycentral.com
WCNY-TV
506 Old Liverpool Road P.
O. Box 2400
Syracuse, NY 13220
(315) 453-2424 http:
//www.wcny.org/
The Ithacan http://theithacan.
org/
http://theithacan.org/contact
The Ithaca Times
(607) 277-7000
http://www.ithaca.com/
The Ithaca Journal
123 West State Street
Ithaca, NY 14850 http:
//www.theithacajournal.
com/
Local Television
Local Print Media

15. MediaSpokesperson
Spokesperson 1: Store Manager ( ) - Email: ___________________________
Spokesperson 2: Department Manager ( ) - Email: ___________________________
Spokesperson 3: Trish Donnelly ( ) - Email: trish.donnelly@urbanout.com
Spokesperson 4: Azeez Hayne ( ) - Email: azeez.hayne@urbanout.com

16. NotificationofaCrisis
The person who discovers the crisis or incident should call the site
emergency number, which is connected to the site Fire Station Dispatch
office. A senior Fire Officer is then dispatched to the incident site,
evaluates the magnitude of the crisis, and then contacts the Fire Dispatch
to notify additional emergency response organizations. If a crisis occurs,
but emergency personnel are not needed, the store manager should be
notified of the crisis immediately. The Store Manager will immediately
notify the PR Manager and members of Urban Corporate with necessary
information. From that point on, notification occurs according to defined
call lists and through chain-of-command channels.
Site Communications personnel (the In-Store Manager and Staff) are
now notified directly by the respective site Fire Dispatchers or by the PR
Lead and PR Manager. The procedures outlined below for following a
Minor or Major crisis should be followed accordingly.

17. CommunicationsProcedurefor
HandlingaMinorCrisis
1) Store Manager becomes the PR Lead and informs other communication team
members.
2) PR Lead determines if more information is necessary and if a communicator should
be dispatched to incident site.
3) PR Lead notes more detail about the incident (type of incident, when and where the
incident occurred, emergency response personnel on site, number and name of
employees on staff, any injuries, products stolen, name of shoppers involved, what is
being done to mitigate the incident, and who the appropriate contacts are and how
to reach them).
4) PR Lead notifies and confers with PR Manager (or back-up). Off-hours or on
weekends, PR Lead notifies and confers with PR Manager and PR Duty Officer when
practical.
5) PR Lead and PR Manager agree to key messages and responses to query statement.
6) PR Lead or PR Manager notifies Corporate PR Manager.
7) PR Lead prepares response to query statement, confers with division management,
and obtains approval on statement.
8) PR Lead sents statement via fax, email, or text to PR Manager and to Corporate PR
Manager.
9) PR Lead serves as prime contact for media. PR Manager and Corporate PR Manager
serve as back-ups.
10) PR Lead fields media inquires and makes follow-up calls to media if necessary.

18. ShopliftingRelatedCrisis
If You Suspect Shoplifting Is Taking Place:
(It is important to refrain from making a false arrest claim and to
establish probable cause for detaining a suspected shoplifter)
● You must see the shoplifter enter your store without any
merchandise in their hands. This prevents falsely detaining a
customer who carried an item into the store to be returned.
● You must see the customer take your merchandise and conceal
the merchandise in someway to protect yourself from a false
arrest claim.
● You must see the shoplifter conceal, carry away, or convert the
merchandise in question.
● You must maintain continuous surveillance of the suspect.
● You must see the shoplifter fail to pay for the stolen merchandise.
As the cashier if the specific item was paid for at checkout.
● You must see the shoplifter leave the store. Your approach to the
thief should be outside the store. This eliminates all arguments
that the shoplifter intended to pay for the item.

19. ShopliftingRelatedCrisis
What To Do Once You Have Accurately Identified A Shoplifter
● Alert the Store Manager that you have either identified a shoplifter or about a
suspicious looking customer.
● Store Manager must assess whether they would like to detain shoplifter
depending on what they have taken.
● If the Manager would like to detain shopper, call law enforcement to come to
the store. This will lesson the time store personnel must control the situation.
● The Store Manager must perform the detention outside the store.
● The conversation should be firm but polite. There is a possibility that there has
been a misunderstanding so don’t be presumptuous.
● The Store Manager should say “Excuse me Sir/Ma’am, I am an employee of
Urban Outfitters and I was observing you in the store. Perhaps I am mistaken,
but do you have something in your purse/wallet that you forgot to pay for?
Would you please accompany me back into the store so you can pay for the
item?” or “Hello, I am the Store Manager at Urban Outfitters, could i speak with
you about the merchandise you have? I think you may have forgotten to pay?”
● Do not use force and do not lay hands on the person at this point.
● Do not speak loudly because you do not want to bring attention to yourself.
● If the person does not abide by your request, let the person go and speak with
officer when they arrive. Make sure to recall the person’s personal
appearance.

20. InternalShopliftingReport

21. DressingRoomCrisis
To avoid a dressing room crises, only one person is allowed in a dressing room at a time.
Females and males must use different sections of the dressing room. If someone is transgender
or gender neutral, they may choose which dressing room they would like to use. Teenagers
must be at least 16 years of age to try on lingerie in the dressing room. Employees must check
ID’s of all females appearing to be 25 years or younger who are attempting to try on lingerie in
the dressing room. Employees should explain the policy before checking the I.D. Urban
Outfitters is going to strip all branding from the dressing rooms, so if someone takes a picture
in the dressing room, it can not be identified as Urban Outfitters.
If anyone takes a picture in the dressing room and tags Urban Outfitters on Facebook,
Urban Corporate must untag the company immediately. If a Store Manager or employee
notices Urban Outfitters is tagged in an unwanted photo, they should notify members of Urban
Corporate so they untag the photo. If a customer tags an unwanted picture on Instagram with
Urban Outfitters as the location, Urban Corporate must request that the location is removed.
Urban Corporate or the Store Manager can request the tag be removed on Instagram then click
on the “Violation of Intellectual Property” as the specific reasoning. If for some reason Urban
Corporate is unable to get a tag removed on social media, the PR Manager should send the
following message to the customer who tagged the photo, “ Dear ______, Thank you for
shopping at Urban Outfitters; we really appreciate you as a customer. Unfortunately, it is
against our policy to have pictures of our dressing rooms on social media. Would you please
untag our company in your photo. We would loved to offer you $25 off your next purchase at
Urban Outfitters for your compliance. Thank you again.”

22. EmployeeRelationsCrisis
Steps to take when two or more employees or an employee and customer are engaged in
a disagreement or fight.
1) First the In-Store Manager must ask employees to go to a private area to avoid a public
scene. Send a clear message that fighting will not be tolerated.
2) If the fight is between employees, send each employee to a different location where you
can discuss the disagreement without interruption. This separation will also help
employee to cool their tempers.
3) Talk to the employee or both employees individually to hear their side of the story.
4) Allow the employee to air their complaints without interruptions.
5) If the fight is between employees, gather the employees together to resolve the conflict.
Let them know that name-calling or inappropriate language will not be accepted.
6) Ask that the employees pose resolutions to the fight and work out their conflict. If they
can not think of a resolution, come up with a specific plan that both employees are
expected to follow.
7) Make it clear that the fighting must stop and will not be tolerated any longer. Let the
employee know that conflict creates a negative work environment for all staff members.
8) Follow up with each employee after the end of the meeting. Find out if the conflict has
truly been resolved and ensure that both parties are no longer harboring negative
feelings.
9) Make it clear to the employees that you can help them with any further issues.
● If the steps above to not resolve employee conflict, then the Store Manager should follow
the formal Constructive Discipline Process Outlines on the next page.

23. EmployeeRelationsCrisis
Constructive Discipline Process (This process takes more serious steps
to change employee attitude and behavior when issues regarding
employee relations arise.) This process can be used when any type of
employee issues arise.
These steps are taken in sequence until the problem is resolved or
employment is terminated, though steps can also be repeated or skipped.
1) Oral Warning.
2) Written Warning put on file in Store.
3) Second Written Warning put on file in the Corporate Office.
4) Suspension Without Pay. (Can range from one day to one week.)
5) Termination of Employment

24. EmployeeRelationsCrisis
Employee Written Warning Form
Written Warning For Uncooperative Employee
Employee Name:_________________________
Job Title:__________________________________
Manager’s Name_________________________
Type of Warning (Circle) FIRST SECOND
Type of Offense__________________________
__________________________________________
Details of the Infraction:_________________
__________________________________________
Plan for Improvement:___________________
__________________________________________
__________________________________________
Consequences of Further Infractions:
__________________________________________
Did Manager Make Further Consequences
Clear to Employee? (Circle): YES NO
Employee Comments: ____________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________

25. CommunicationsProcedurefor
HandlingaMajorCrisis
1) Store Manager receives notification from the Fire Dispatcher and compiles the basic facts
and chronology of the event.
2) Store Manager becomes the PR Lead and informs other communications team members.
3) PR Lead determines if more information is necessary and if a communicator should be
dispatched to incident site to obtain firsthand information. PR Lead also designates another
store manager as PR Backup, if necessary.
4) Member of Urban Corporate goes to site and obtains detail from In-Store Manager (type of
incident, when and where the incident occurred, chemical involvement, emergency
response personnel on site, number of employees on staff, any injuries, what is being done
to mitigate the incident, and who the appropriate contacts are and how to reach them).
5) In-Store Manager calls PR Lead via cellular phone with details of incident. In-Store Manager
provides continuous updates to PR Lead every 15-30 minutes.
6) PR Lead immediately notifies and confers with PR Manager.
7) PR Lead and PR Manager agree to key messages and responses to query statement.
8) PR Lead or PR Manager notifies Corporate PR Manager.
9) PR Lead prepares response to query statement, confers with division management, and
obtains approval on statement.
10) PR Lead sents statement via fax, email, or text to PR Manager and to Corporate PR
Manager.
11) PR Manager informs PR Operations Manager and PR-VP to review the incident and
determine the need for additional on-site support.

26. CommunicationsProcedurefor
HandlingaMajorCrisis
12) PR Lead and PR Manager ensure that In-Store Manager will collect data for a timely report
to employees.
13) PR Lead and PR Backup serve as prime contacts for media. PR Manager and Corporate
Manager serve as back-ups.
14) PR Lead determines if on-site media center is needed and designates PR Backup to set
one up.
15) PR Lead continues to receive information from the In-Store Manager and updates
statements accordingly.
16) PR Lead, in turn, provides updates to PR Manager and PR Corporate Manager.
17) PR Lead, PR Manager, and PR Operations Manager confer on whether a press release is
needed. If so, PR Lead writes the release and clears it with the PR Manager. PR Manager
clears release with PR Operations Manager, and other senior officials as required.
18) If incident is on-hours, PR Lead handles follow-up media and employee inquiries and
notes incident in report, as necessary.
19) PR Manager develops report analyzing communication aspects of the incident and
lessons learned.

27. SocialMediaCrisis
1) Assess the Situation
a) The first necessary task is to asses the validity of the crisis. Is the accuser making a valid claim?
If they are proceed to the next steps. If the claim is not valid, immediately respond,
respectfully denying their claim.
b) Next decide how much attention the situation needs. How many people have been affected or
hurt? How many people know about the crisis?
c) Once you’ve discovered the scope and validity of the crisis, start planning responses. This is
when the PR Manager must inform all team members about the crisis.
2) Accept and Respond to Criticism/Apologize
a) If the company has done something offensive, delete and remove the offending material.
b) Send out an immediate apology for the offending material or for any wrongdoing of the
company. The apology must be immediate and sincere. Do not explain why something was
done; just apologize.
c) Do not delete any embarrassing comments from consumers, because this could just lead to
more criticism.
d) Make an effort to respond to every comment you can, directly and personally. This shows that
the organization wants to solve the issue or that they are sorry for their mistake.
3) Fix the Situation
a) If necessary, offer a more public admission of guilt on and off of social media.
b) Concentrate efforts on reversing or mitigating the effects of your post. If you misled
customers about a product, offer a discount on future purchases. If you made an
unintentionally offensive comment, show your support for who you offended.
4) Find the Root Cause of the Problem
a) Once you’ve mitigated the effects of your mistake or of someone else’s comment, determine
the root cause of the issue or of the comments made.
Social Media Crisis Response Guidelines

28. SocialMediaResponses
● If responding to an invalid comment, your response should be modest and honest.
Make clear to your consumers that the comments made are rumors and that
corporate has further looked into the claims and has deemed them completely
invalid.
● If responding to a valid claim, respond more tactfully. Say the organization is
currently assessing the situation and figuring out the root cause of the crisis.
● Post status updates on your social media pages that reflect the true facts of the
issue. Continuously post factual information as it is revealed to corporate.
● Maintain a consistent, conversational tone; avoid jargon.
● Consider taking individual problems offline by using facebook messages or emails
to resolve more specific social media complaints.
● Take the time to post a ‘Thank you’ note to fans if they say something positive
about your business. Consider asking loyal customers for permission to repost their
comments that would serve to counter negative comments elsewhere.
● When responding to hostile comments, do not leave the conversation open-ended
and immediately apologize for any specific wrongdoings the company may be at
fault for.
Social Media Responses in Case of Crisis

29. SocialMediaResponses
After Initial Crisis:
● “Standby for more information on _______. We are gathering details and will
post a statement soon.”
● “Urban Outfitters confirms place crisis here. Responders are assisting with the
situation now. We will provide further details when available.”
Apology:
● “We greatly apologize for ________. We take full responsibility for the situation
and we are looking into the root cause of the issue now. We will continuously
inform you about updates as we gather them.”
● “Hello, I am the _________ at Urban Outfitters, State name here, I would like to
personally apologize to _________ for offending them. We should have realized
our actions were offensive before we went through with them. We promise
this scenario will not happen again. We will offer discount here for the next
week as an apology for our action.
Social Media Responses in Case of Crisis

30. HealthCrisis
In the event that there is a health problem with a customer or
employee, an Urban Outfitter employee or manager on duty will
immediately call the emergency medical services associated with the town
of Ithaca. Employee will ensure that no one surrounds the person who is
having the health problem. Employees are in no way legally allowed to
provide medical services unless they have received proper certifications.
However, customers can references posters in the establishment if they
are so inclined. Urban Outfitters employee will report the incident to the
local authorities. They will ensure guests that there is no cause for alarm
and that Urban Outfitters did not invoked the problem. Employee will tell
current customers in store that they are doing everything in their legal
right to help the person. As health is a very personal thing, Urban
Outfitters will not disseminate any information relating to the
identification or health risk of the person.

31. WeatherCrisis
In the event that there is a weather crisis during store hours, the In-
Store manager will follow specific procedures to ensure the safety of
customers and other employees. The In-Store manager must first assess
who is currently in the building and account for workers, visitors, and
customers. The store manager must then sound an alarm to warn
employees of a weather crisis. The In-Store Manager must direct everyone
in the building to the Shelter Location. The dressing room is the chosen
shelter location because the dressing room is away from doors, windows,
and outside walls. The employees on staff must ensure that everyone stays
in the hallways of the dressing room and avoids contact with corners. One
employee must be stationed at the exit of the dressing room to ensure that
no one exits the building during the wheather crisis. The Store Manager
must inform the PR Manager at Corporate about the crisis once everyone is
in a safe location. The Store Manager must continuously take a headcount
of all employees and customers in the store. Refer to Health Crisis slide if
anyone is injured. Store Manager must make sure the emergency supply kit
is in the shelter location. Employees and Store Manager must continuously
ensure customers of their safety and help customers remain calm.

32. EmergencyPersonnel
Ithaca Police Department
120 East Clinton St. Ithaca, NY 14850
911
Non Emergency: 607 272 3245
Headquarters: 607 272 9973
Ithaca Fire Department
310 West Green Street Ithaca, NY 14850
911
Fire Chief’s Office: 607 272 1234
Tompkins County Health Department
55 Brown Road Ithaca, NY 14850
Department of Planning and Coordination:
607 274 6674
Division for Community Health: 607 274 6629
Environmental Health: 607 274 6688
Health Promotions Program: 607 274 6710
Community Health Services: 607 274 6604
Bangs Ambulance Company
911 205 West Green Street Ithaca, NY 14850
Phone: 607 273 1161
Tompkins County Fire Control
92 Country Road Ithaca, NY 14850
Phone: 607 257 3888
Department of Emergency Response
92 Brown Road Ithaca, NY 14850
Phone: 607 257 3888
Fax: 607 266 8035
Cayuga Medical Center
101 Dates Drive Ithaca, NY 14850
Office: 607 274 4011
Public Relations: 607 274 4498
Convenient Care at Ithaca
10 Arrowwood Drive Ithaca, NY 14850
Office: 607 274 4150
Cornell Police
G2 Barton Hall Cornell University
Ithaca, NY 14850
Primary: 607 255 1111
Office: 607 255 8945

33. ToolstoUseDuringaCrisis
• Emergency Response Contact Sheet
• Telephone Log Sheet
• Incident Information Sheet
• Crisis Team and Directory including PR Contacts
• Key Urban Outfitter Corporate Contacts and Head
Store Manager
• Initial Release
• Incident Log
• Building Facts and Figures
• Sample Press Release
• Media Spokesperson Information

34. Equipment&Supplies
forCrisisControlRoom
____First Aid Kits/ Medical Supplies ____Press Kits
____Bulletin Board with Emergency ____Street and Highway Maps
Procedures including CPR process
and Emergency Contact information ____Generator Power Packs
____Telephones and Cellular Phones ____Non-Perishable Food and Beverage
____Map of Store ____Emergency Preparedness Kit
____Wireless IPhone Charger ____Employee Handbook
____Battery Powered Lamps ____Water
____Cameras and Film ____Extra Batteries
____Walkie Talkies ____Multi-Purpose Tool Kit
____Pens, Pencils, Paper ____Employee Procedure Handbook and Crisis
Communication Plans
____Telephone Directories

35. SafetyPrecautions& Record
It is important to have signage
and emergency supplies easily
accessible and displayed in the
back of your store. Should there
be an emergency, employees
should be equipped and
prepared to handle it, through
crisis training, prior to calling for
additional assistance from local
authorities and professionals.

36. SampleFactSheet(Shoplifting)
Definition of Shoplifting
“Shoplifting is the criminal action of stealing goods from a shop while pretending to be a
customer.”
What are the signs?
“The shoplifter will often look around a lot and act in unusual ways, including movements that
are too fast or too slow. Other tell-tale signs: carrying large bags and boxes (the boxes may have
false bottoms), and wearing baggy clothes, especially in warm weather. Ask suspicious individuals
if they need help.”
When is it most common?
Within retail, denim jeans, designer clothing and handbags are most likely to be stolen.
How do you manage shoplifting?
“The key to cutting shrinkage is to create an environment that potential shoplifters feel uneasy
in.”
How do you prevent shoplifting?
“Make sure there are no hidden areas in your store (even a cart can have blind spots) where
shoplifters can pause and conceal their goods.” Eliminate wholesale packaging that is easily
accessible upon entering. Incentivize employees to be mindful of shoplifting, recognizing that if it
occurs it will affect their own paycheck.

37. InternetSources
During a crisis, use these websites for your reference:
National Retail Federation
“The National Retail Federation is the world's largest retail trade association. Its members
include department stores, specialty, discount, catalog, Internet, and independent retailers,
chain restaurants, and grocery stores.”
https://nrf.com/resources/retail-library
.
Social Strategy Group
“Corporate Alliances, Cause Marketing, Consultancy, Database Marketing, Contest management,
Web Design, Blog, Retail in crisis, Cause Related Marketing.”
http://www.socialstrategygroup.com/retail-in-crisis.html
Social Intelligence: Retail Crisis Management’s Best Friend
“Your retail brand's image is at stake every time a comment is said about you online. Don't
worry, Synthesio is your retail crisis management tool.”
http://www.synthesio.com/social-listening-retail-cpg-luxury-cosmetics/

38. KeyMessages
In the event of a crisis, it is important to notify the public to stop rumors in its tracks. Each key
message should be crafted and dependent upon the situation.
For a crisis that is under investigation:
“Thank you for your patience. We, at Urban Outfitters, are further investigating the [INSERT
CRISIS HERE] crisis and want to fully understand the source of the problem and why it occurred.
At this time, we do not have all of the details but will keep you updated and notify you as soon
as we discover more information.”
*Following this statement, Urban Outfitters should release a follow-up statement, indicating
the reason for the crisis, why it happened, and how it is being managed or prevented for the
future.
For a crisis that offends people:
“Thank you for your patience. We, at Urban Outfitters, are deeply sorry for those that were
affected by [INSERT CRISIS HERE]. We recognize that it was insensitive. We take full
responsibility and are doing everything in our power to regain your trust again. Urban Outfitters
values each and every customer and would like to continue to build relationships for many
years to come.”

39. PlanforDisseminatingMessages
If a crisis is local, small and manageable, Urban Outfitters should avoid
contacting the key publics, so that negative buzz can be diffused prior to
reaching the public.
In the event of a large local crisis, it is likely that it would affect the
community of Ithaca, NY. To diffuse tensions and address rumors before
they spread, it is important that Urban Outfitters’ Ithaca location reach out
to its appropriate key publics in our area with its key messages prepared.
Because Urban Outfitter’s does not have social media accounts specifically
for its Ithaca location, it is harder to address the public once the public
knows about a crises. To combat this, Ithaca’s Urban Outfitters should be
proactive and quickly distribute messages before social media buzz is
generated. In any event, Urban Outfitters should contact its corporate
office just to make sure that they are properly handling the crisis.
Should a larger issue arise for Urban Outfitters, it is important to contact
its corporate office and allow for them to handle it and wait for further
instructions.

40. CrisisInventory&Results

41. ExecutiveBiography
“The year was 1970. Dick Hayne was just 23 years
old when he and college roommate Scott Belair
came up with the idea to open a retail store. Belair
was in search of a topic for an entrepreneurial class
he was taking at the time. The first store, originally
called Free People, was located in a small space
across the street from the University of
Pennsylvania. Its mission was to provide second-
hand clothing, furniture, jewelry and home décor
for college-aged customers in a casual fun
environment.
Since the first store opened in West Philadelphia we
continually strive to connect with our customers
through unique products and engaging store
design. Instead of transforming buildings into
something new, we preserve their original features,
a trait that has become our signature look. We strip
back paint to its first layer, expose brick walls, and
use original pieces as displays and fixtures. Our
approach goes beyond historical preservation – it’s
about maintaining a layered history, but infusing a
new, fresh atmosphere.”

42. SitePhotos

43. MapofSite

44. Phonebook(FutureContacts)

45. Phonebook(FutureContacts)

46. References
ABC News, (n.d.). What Are The Most Shoplifted Items?. Retrieved from
http://abcnews.go.com/blogs/business/2012/06/what-are-the-most-
shoplifted-items/
Executive Officers. (n.d.). Retrieved May 04, 2016, from
http://www.urbn.com/who-we-are/executive-officers/
Fearn-Banks, K. (1996). Crisis Communications: A Casebook Approach.
Mahwah, NJ: Erlbaum.
Google. (n.d.). Retrieved May 04, 2016, from
https://www.google.com/webhp?sourceid=chrome-instant
McGoey, C. (2013, November 7). CRIME DOCTOR. Retrieved May 04, 2016,
from
http://www.crimedoctor.com/shoplifting2.htm
National Retail Federation, (n.d.). Home. Retrieved from
https://nrf.com/resources/retail-library

47. References
Social Strategy Group, (n.d.). Retail In Crisis. Retrieved from
http://www.socialstrategygroup.com/retail-in-crisis.html
Specialty Retail, (n.d.). Six Ways To Stop A Thief. Retrieved from
http://specialtyretail.com/issue/2005/04/running-a-cart-or-kiosk/six-
ways-to-stop-a-thief/
Synthesio, (n.d.). Synthesio for Retail, CPG, Luxury and Cosmetics. Retrieved
from
http://www.synthesio.com/social-listening-retail-cpg-luxury-
cosmetics/
URBN, (n.d.). Who We Are. Retrieved from
http://www.urbn.com/who-we-are/history
Wood, H. T. (n.d.). How to Handle Fighting Employees. Retrieved May 04,
2016, from http://smallbusiness.chron.com/handle-fighting-employees-
23461.html

48. ThisCrisisPlanisbroughttoyouby...
Hannah Biehn Jillian Koehnken Cara Frisina