Ginger & Co. Members: Caitlin Gorham,
Edward Immel, Raquel Lamal, Amy
Manske, Jena Richter & Chloe Scheller
Crisis Management Plan
This document is
Kohl’s confidential.
Original Plan Creation Date: 03/28/12
Last Modified Date: 04/18/12
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
1 04/09/12 Confidential
Table of Contents Summary of Changes………………………………………………………………………………………………………………… 2 Introduction……………………………………………………………………………………………………………………………….3 Acknowledgments……………………………………………………………………………………………………………………..4 Company Overview……………………………………………………………………………………………………………………5 Company Goals………………………………………………………………………………………………………………………….6 Company Objectives………………………………………………………………………………………………………………….7 Crisis Management Plan Overview…………………………………………………………………………………………….9 Intellectual Property and Proprietary Information……………………………………………………………………11 Crisis Rehearsal Dates………………………………………………………………………………………………………………12 Crisis Rehearsal Evaluation Form………………………………………………………………………………………….....13 Crisis Management Team Overview…………………………………………………………………………………………14 Crisis Management Team Members…………………………………………………………………………………………15 Crisis Management Team Contact Information………………………………………………………………………..18 Crisis Control Centers……………………………………………………………………………………………………………….19 Risk Assessment……………………………………………………………………………………………………………………….25 Crisis Impact and Risk Grids……………………………………………………………………………………………………..26 Top Ten Crises………………………………………………………………………………………………………………………….30 Incident Report Log………………………………………………………………………………………………………………….33 Incident Report Form……………………………………………………………………………………………………………….34 Media Kit Template………………………………………………………………………………………………………………….35 Tips for Communicating with Media…………………………………………………………………………………………37 Strategy Worksheet………………………………………………………………………………………….........................39 Kohl’s Crisis Event Response…………………………………………………………………………………………………….40 Basic Stakeholder Analysis……………………………………………………………………………………………………….43 Stakeholder Contact Information…………………………………………………………………………………………….44 Post‐Crisis Survey…………………………………………………………………………………………………………………….47 Post‐Crisis Evaluation Form……………………………………………………………………………………………………..48 Business Continuity Plan………………………………………………………………………………………………………….49 Addendums……………………………………………………………………………………………………………………………..50
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
2 04/09/12 Confidential
Summary of Changes
Date of Change Pages Affected Change Details
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
3 04/09/12 Confidential
March 28th, 2012 To all Recipients,
The following document contains Kohl’s Corporation Crisis Management Plan. The purpose of this plan is to provide guidance for response and recovery in the event of a crisis. It includes potential crises, along with contact information, equipment, and recovery processes. This document also includes report forms and media release templates for documenting incidents and responding effectively and timely in an event of a crisis. The Crisis Management Plan includes tips on signal detection, crisis prevention and crisis preparation. It also provides appropriate strategies for crisis recognition, damage containment and recovery. At the end of a crisis, Kohl’s Corporation must complete a post‐crisis evaluation and revision of plans when in need of improvement. In order to measure the efficiency of the Crisis Management Plan, rehearsals will take place on a regular basis. The rehearsal dates are set up every two months in order to ensure that processes are thoroughly understood and implemented. It is important to note that the Crisis Management Plan is a working document that will be continuously updated in order to improve efforts in preventing and managing conflicts and crises that impact Kohl’s Corporation directly or the retail industry in general. By following the Crisis Management Plan we can continue to improve the way in which Kohl’s prevents and handles crises thereby protecting company reputation and ensuring future success. Sincerely, Chloe Scheller President of Investor Relations, Kohl’s Corporation
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
4 04/09/12 Confidential
Acknowledgments April 9th, 2012
The information contained within this document is solely written for Kohl’s Corporation on a national level. This information is intended as a guideline to be used when responding to a crisis impacting Kohl’s Corporation. This document is to be reviewed on a regular basis to ensure effectiveness is maintained. This review is the responsibility of the Kohl’s Crisis Management Team. Updates to this manual will be immediately distributed if the change is deemed significant. By signing this document, each party signing below acknowledges existence of this plan, is committed to ensuring a procedure is available for the entire corporation, and agrees to provide resources needed to maintain the plan. We, the members of the Kohl’s Crisis Management Team have created, implemented and fully understand the following content of the Crisis Management Plan. The following plan should be used as a guideline in any crisis situation. We are aware of our responsibility to adjust the plan according to the nature of the crisis. The Crisis Management Team strides to uphold the values and expectations of the Kohl’s Corporation while working through any crisis.
______________________________________ ______________________________________
Caitlin Gorham Chloe Scheller
Chief Executive Officer President of Investor Relations
______________________________________ ______________________________________
Amy Manske Jena Richter VP of Public & Community Relations Chief Operations Officer
______________________________________ ______________________________________
Edward Immel Raquel Lamal
Chief Security Officer Victim Control Manager
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
5 04/09/12 Confidential
Company Overview
Kohl’s Corporation was founded by Maxwell Kohl. The first Kohl’s was established in 1962 in
Brookfield, Wisc. Originally, a small grocery store, over time Kohl’s became the largest
supermarket chain in the Milwaukee area. Now, with 1,100 stores and 130,000 associates,
Kohl’s is one of the largest retailers in the United States operating in 49 different states.
The majority of Kohl’s stores operate in the Midwest and West, but Kohl’s continues to expand
into other regions.
Kohl’s appeals to middle‐class consumers by offering a variety of name‐brand and private label
clothing, accessories, and home goods. Kohl’s competitors include discount and mid‐level
department stores such as JCPenney’s and Macy’s. Due to a widespread consumer base and
effective business processes, Kohl’s has become a Fortune 500 company.
The Kohl’s mission is to be to be the leading family‐focused, value‐oriented, specialty
department store offering quality exclusive and national brand merchandise to the customer in
an environment that is convenient, friendly and exciting.
Crises are inevitable. In order for Kohl’s to live up to the Kohl’s mission, crises must be managed
effectively and ethically. Kohl’s has a responsibility to consumers, holding up to company
values, and community cultivation. By living up to the standards of a Fortune 500 company,
following company values and responding appropriately to crises, Kohl’s will continue to be a
success and a company associates can be proud to work for.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
6 04/09/12 Confidential
Company Goals
Business Goals
To be the leading family‐focused, value‐oriented, specialty department store.
To be a leader throughout the community with donations, resources, talent and time.
To be continually developing through annual growth by both expansion and revenue,
live up to stockholders expectations and surpassing standards of a Fortune 500
company.
Communication Goals
For Kohl’s target audiences and stakeholders to be aware of the family‐focused, value‐
oriented, specialty department stores Kohl’s offers
For Kohl’s to inspire change in the community through donations, resources, and the
talents of its associates.
For Kohl’s to coordinate our consumer’s expectations of quality, convenience and
affordability with our brand image.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
7 04/09/12 Confidential
Company Objectives
Awareness Objectives
Increase the awareness of the Kohl's Cares program by 15%.
Increase awareness of sustainability efforts by 15%.
Acceptance Objectives
Figure 1 represents the words and phrases that our customers currently associate with the
Kohl’s brand.
Figure 2 represents the words and phrases we would ideally like our customers to associate
with the Kohl’s brand.
The reputation of a brand is crucial to a company’s success and should be considered at all
times, especially in times of crisis. By thinking strategically and communicating effectively Kohl’s
Corporation can maintain their respected reputation.
Action Objectives
Increase net income by 23%. Increase sales by 17%. Open 42 stores in the United States in 2012. Remodel more than 80 stores in 2012. Log 100,000 employee volunteer hours through Kohl’s Cares in 2012. Raise $1.5 million for Kohl’s Cares.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
8 04/09/12 Confidential
Figure 1
Figure 2
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
9 04/09/12 Confidential
Crisis Management Plan Overview
Description
The Kohl’s Corporation Crisis Management Plan is designed to provide a guideline for
immediate response and post‐crisis recovery from an unplanned business interruption through
a structural, reputational or safety crisis. This plan supplies an overview of potential issues and
the response and recovery actions to be executed by Kohl’s in the event of a crisis.
Purpose
The Crisis Management Plan has been developed to meet these objectives:
Provide a guideline to implement and manage response and recovery of unplanned crisis or business interruption
Supply insight on signal detection, crisis prevention and preparation
Suggest appropriate strategies for crisis recognition and addressing internal and external publics, including the media
Isolate and reduce impact levels of a crisis
Reduce exposure to future crises
Improve response rates and actions for future success
Scope
This following list is a sample of scenarios in the Crisis Management Plan are designed to prepare Kohl’s for potential crises that directly and indirectly involve Kohl’s Corporation and if not handled appropriately could damage the reputation of the Kohl’s brand.
Product recall
Cyber‐attacks
Customer satisfaction
Stakeholder relations
Stock
Natural disasters
Intent to use a weapon
Bad marketing
Information fraud
Ethics
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
10 04/09/12 Confidential
Assumptions
The Crisis Management Plan has been developed based upon the following assumptions:
All Kohl’s Store Safety Plans are up to date, rehearsed and successful in implementation in conjunction to state and federal rules and regulations.
The Crisis Management Plan is consistently reviewed, updated and rehearsed to ensure a viable state of readiness.
All designated alternate locations, including crisis control centers are unaffected by the crisis.
An adequate number of qualified Crisis Management Team Members are available to resume crisis management and recovery responsibilities.
Crises will be handled according to the Crisis Management Plan by using the strategies and resources listed in this document.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
11 04/09/12 Confidential
Intellectual Property and Proprietary Information
Confidential Information
While working at Kohl’s Corporation you may encounter confidential information. This
information is not to be released to the public for any reason and can only be used for company
purposes.
“Kohl’s respects the right to keep private information for the better of the company.”
Confidential items include:
Marketing plans including product introductions, strategy and release timelines
Trade secrets
Projects in process
Budget and unpublished financial statements
Business plans
Names of employees until verified and families notified (if applicable)
Employee information: compensation, skill level, private information
Intellectual Property
Intellectual property is protected under Kohl’s Corporation’s policy. This information is not to
be released to the public for any reason and can only be used for company purposes.
Intellectual items include:
Inventions
Discoveries
Innovations
Ideas
Agreement
Employees will sign written agreements regarding information sharing. If employment is
terminated all confidential information must be turned over to management before being
released.
To find out more about legal limitations, copyrights, trademarks and terms and conditions
specific for customers, visit:
http://www.kohlscorporation.com/customer_service/SecurityPrivacy/SecurityPrivacyPolicy.html
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
12 04/09/12 Confidential
Crisis Rehearsal Dates Rehearsal dates are established to review our crisis plan. These reviews will be implemented on the 15th of alternating months. Each review will entail the following:
Update contacts and contact information A review of the currently implemented crisis plan An analysis of any new crisis that have occurred Suggestions for crisis events that may be foreseen Implementation of any new changes
Established annual dates for crisis meeting and review:
January 15th 3:30 pm March 15th 3:30 pm May 15th 3:30 pm July 15th 3:30 pm September 15th 3:30 pm November 15th 3:30 pm
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
13 04/09/12 Confidential
Crisis Rehearsal Evaluation Form
Date of Event: _____________ Time notified: _________________ Location: _________________
Your Name
Your Position
Has all the information, contacts, and forms been updated?
What area had the most confusion or unclear directions?
What changes could be made to that area to clear any confusion?
What was most helpful during the rehearsal?
What areas need to be addressed?
Additional Comments:
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
14 04/09/12 Confidential
Crisis Management Team Overview
The Kohl’s Crisis Management Team is a group of qualified, good‐looking personnel who have
the responsibility to create and implement the Crisis Management Plan. This plan is to be used
as guideline in the event of a crisis and adapted based on the nature of the crisis. The Crisis
Management Team’s main purpose is to uphold the values of Kohl’s Corporation and to protect
and restore the reputation of Kohl’s.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
15 04/09/12 Confidential
Crisis Management Team Members
Caitlin Gorham— Chief Executive Officer
Caitlin Gorham became the CEO of Kohl's in
April 2009 after 11 years with the company.
Prior to joining Kohl's, she served as division
manager of Macy's Department Store. Caitlin
maintains an active involvement in many of the
Kohl's Cares charity organizations and
has received United Way's acclaimed Platinum
Corazon Award for her outstanding generosity.
Caitlin's extensive knowledge of the Kohl's
Corporation and leadership skills make her an
asset to the Crisis Management Team.
Edward Immel—
Chief Security Officer Edward Immel joined the Kohl's Corporation as Chief Security Officer in 2009. His strong background in Information Sciences has kept Kohl's a safe environment in both the physical and digital setting. His risk management skills help him work closely with our business continuity plan.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
16 04/09/12 Confidential
Amy Manske— VP of Public and Community Relations
Amy Manske became the Vice President of Public and Community Relations in May 2009 after spending six years with Target as part of the Community Relations department. Amy has strategic thinking that is valuable to the Crisis Management Team, along with experience in public relations. Her ability to communicate with the public and appropriate audiences in time of crisis is an important skill brought to the team. She also organizes and participates in many charity events for the Kohl’s Cares program.
Raquel Lamal, MD—
Victim Control Manager
Raquel Lamal became a member of the Kohl’s Crisis Team in June of 2010. She took on the role of Victim Manager after having previously worked as a high school guidance counselor. She has spent many hours helping students deal with loss and grief issues and is well suited to deal with difficult issues.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
17 04/09/12 Confidential
Jena Richter—
Chief Operations Officer
Jena Richter assumed the role of Chief Operations Officer in April 2010. She previously held a similar position with OfficeMax Inc. and served previously on a crisis management team. She supervises the operations of our retail locations closely. Jena brings valuable knowledge of retail store operations and management of crises at a local and national level to this team. Jena’s detail‐oriented mindset also provides a positive contribution to this corporation and to this team.
Chloe Scheller—
President of Investor Relations
Chloe Scheller joined Kohl’s as President of Investor Relations in July 2008. Her previous experience working in the Investor Relations department at Apple Inc. has provided her with valuable experience in preventing and recovering from local and national crises. Her ability to communicate effectively with stakeholders and external audiences makes her an asset to the Crisis Management Team.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
18 04/09/12 Confidential
Crisis Management Team Contact Information
Caitlin Gorham Chief Executive Officer
Call/Text: (715) 741‐0878 E‐mail: [email protected]
Edward Immel
Chief Security Officer Call/Text: (920) 713‐4738
Email: [email protected]
Raquel Lamal Victim Control Manager Call/Text: (920) 604‐3167
Email: [email protected]
Amy Manske Vice President of Public and Community Relations
Call/Text: (920) 585‐4198 Email: [email protected]
Jena Richter
Chief Operations Officer Call/Text: (262) 365‐9688 Email: [email protected]
Chloe Scheller
President of Investor Relations Call/Text: (608) 772‐9969 Email: [email protected]
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
19 04/09/12 Confidential
Crisis Control Centers
Crisis Control Center I: Cofrin Library ‐ 605M
Location:
Room 605M
6th Floor Cofrin Library
2420 Nicolet Drive
Green Bay, WI 54311
Available Equipment:
Desktop Computer
Television Screen with hookup
Chairs (6)
Conference Table
White board and dry‐erase markers
Plug Outlets & Surge Protector
High‐speed Wireless Internet
Cell Phones
Laptops (6)
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
20 04/09/12 Confidential
Crisis Control Center I: Cofrin Library ‐ 605M Floor Plan
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
21 04/09/12 Confidential
Crisis Control Center II: Richard Liebl Conference Room
Location:
Richard Liebl Lounge
Richard Liebl Hall
UW‐Green Bay Campus
3304 Thompson Court
Green Bay, WI 54311
Available Equipment:
Large conference table with chairs
Three couches
Television
Sink unit
Plug Outlets
High‐speed Wireless Internet
Cell Phones
Laptops (6)
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
22 04/09/12 Confidential
Crisis Control Center II: Richard Liebl Conference Room Floor Plan
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
23 04/09/12 Confidential
Crisis Control Center III: Mossy Oak Safe Haven
Location:
Pheasant Run Apartments #38
2970 Mossy Oak Circle
Green Bay, WI 54311
Available Equipment:
Kitchen
Three Couches
Dining Table
Television
Plug Outlets
High‐speed Wireless Internet
Cell Phones
Laptops (6)
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
24 04/09/12 Confidential
Crisis Control Center III: Mossy Oak Safe Haven Floor Plan
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
25 04/09/12 Confidential
Risk Assessment
Risk Assessment Analysis:
The Crisis Management Team conducted research on various types of crises that could occur.
The research helped us determine ways to respond to likely crises and give us the ability to stop
the crisis before it escalates. The team then classified the threats into five categories:
1. Personnel
2. Event
3. Industry
4. Reputation
5. Financial
Potential Crisis Ratings Criteria
Likelihood Measure:
1. <Once/5 years
2. < Once/year
3. Once/month to once/year
4. Once/week to Once/month
5. > Once/week
Severity Measure:
1. No exposure
2. Local exposure
3. Region or state exposure
4. National exposure
5. Front page national exposure
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
26 04/09/12 Confidential
Crisis Impact and Risk Grids
Crisis Likelihood Severity Impact
Personnel
Discrimination 3 2 6
Workplace Violence 2 2 4
Health & Safety 1 3 3
Employee Fraud 1 1 1
Misuse of Confidential Information 1 4 4
Sexual Harassment 3 2 6
Employee Posts on Social Media 4 1 4
Corporate Personnel Scandal 1 4 4
Employee Strikes 1 4 4
Layoffs 1 2 2
Industry
Economic State 1
Product Price 3 1 3
Price Manipulation with Competitor 1 5 5
Event
Natural Disasters 2 3 6
Vandalism 3 1 3
Violence 3 1 3
Facility Problems 2 2 4
Hostage Situation 1 4 4
Weapons In Store (Intent with Weapon) 2 3 6
Bomb 1 4 4
Charity 1 4 4
Financial
Embezzlement 1 5 5
Robbery 3 2 6
Bankruptcy 1 5 5
Stock 2 4 8
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
27 04/09/12 Confidential
Crisis Likelihood Severity Impact
Reputation
Brand Management 1 4 4
Stakeholder Relations 2 4 8
Legal Issues 3 1 3
Executive Dismissal 1 3 3
Rumors 3 2 6
Supplier Outsourcing 3 1 3
Bad Marketing 2 3 6
Wasteful Practices 1 4 4
Designer/Endorser Scandal 1 4 4
Hazard of Secondary Products 1 4 4
Product Recall 3 4 12
Cyber‐Attacks 4 2 8
Sweatshop Labor 1 4 4
Information Fraud 2 3 6
Ethics 2 3 6
Customer Satisfaction 4 2 8
Once each potential crisis had a category the likelihood and severity of each crisis was
determined and multiplied to make an overall impact score. The top ten crises are as follows:
1. Product Recall
2. Cyber‐Attacks
3. Customer Satisfaction
4. Stakeholder Relations
5. Stock
6. Natural Disasters
7. Weapons in Store
8. Bad Marketing
9. Information Fraud
10. Ethics After the above analysis was completed risk grids were charted. Figure 3 is the risk grid showing most likely crises Kohl’s Corporation may encounter. Figure 4 is a more specific risk grid, outlining the top 10 most significant crises that could occur.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
28 04/09/12 Confidential
Figure 3
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
29 04/09/12 Confidential
Figure 4
Top Ten Crises: 1.Product Recall 2.Cyber-Attacks 3.Customer Satisfaction 4.Stakeholder Relations 5.Stock 6.Natural Disasters 7.Weapons In Store (Intent with Weapon) 8.Bad Marketing 9.Information Fraud 10.Ethics
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
30 04/09/12 Confidential
Top Ten Crises
Based on the Crisis Management Team’s analysis of potential crises in the fields of likelihood, severity, and reach, a top ten list of crises has been compiled. The following list contains those top ten crises and guidelines on how to manage them. Each crisis must be assessed as an individual incident; this document provides guidelines to consider.
1. Product Recall
In the instance of a product that is potentially causing harm to consumers, all claims are to be investigated. If the claims found to be true, consumers are to be notified as quickly as possible, and the product is to no longer be sold. The products information is to be published, including: specific serial numbers/model numbers, how to locate these numbers, how to return the item, and reason for the recall. This information can be shared in a variety of manners including: hotlines, metropolitan newspapers, government agency websites, social media, media releases, and the corporate website. When notifying stakeholders, be sure to express concern and ensure how, in the future, the incident will be avoided.
2. Cyber‐Attacks
When confronted with a cyber‐attack, such as a written statement, video, or rouge website, the Crisis Management Team must first consider the severity and scope of the attack. If the incident is not viral or large in scope, it is often times best to withhold and uphold, or ignore the attack, as confronting it may bring unnecessary attention to the matter.
If the decision is made to confront the attack, options include: contacting the webmaster of that specific domain or providing a strategic response on the same social media platform on which the attack occurred, i.e. YouTube or Facebook. Kohl’s legal contacts are to be utilized in any measures taken.
3. Customer Satisfaction
In order to avoid issues with customer satisfaction, Kohl’s as a corporation proactively approaches customers for feedback via online and in‐store channels, monitors social media, and trains associates to sympathize with customers and resolve customer dissatisfaction with a sense of urgency. The action to be taken in a crisis involving customer satisfaction must resolve the issue to the greatest extent possible.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
31 04/09/12 Confidential
4. Stakeholder Relations
Stakeholder relationships are crucial to Kohl’s Corporation’s success. Again, as a proactive company we spend time and energy building relationships with all parties involved with the Kohl’s brand. In time of crisis it is crucial to maintain these relationships as best as possible by addressing the correct audiences and resolving concerns in a timely, effective and appropriate manner. Determining the reach of the crisis is also a valuable component because it will direct to the proper channels and corrective approach.
5. Stock
In a crisis involving stock, it is vital to be honest, yet not an open book. Information should be shared with the proper stakeholders in a manner that avoids jargon. The Crisis Management Team must be sure to anticipate questions such as who is losing money and who is gaining money.
6. Natural Disasters
In situations of natural disasters, it is important to be as proactive and prepared as possible. If the event is foreseen, contact authorities with any questions to ensure best preparation. The number one concern in instances of natural disaster is safety. If injury occurs, contact emergency personnel and express concern.
7. Weapons In Store (Intent with Weapon)
If an individual enters a Kohl’s building with the intent to use a weapon, employees are instructed to respond by using safety protocols. Employees are expected to contact emergency personnel in a discreet manner as to not alert the assailant. Also if possible, they should evacuate the location to protect potential victims. If any harm occurs to victims, express deep concern post‐crisis when addressing in this order, the victim’s families, stakeholders, and media.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
32 04/09/12 Confidential
8. Bad Marketing
To avoid misinterpreted messages, the marketing team at Kohl’s is to assess new ideas intently and align communication with audiences and business goals by considering outcomes. In the case that marketing is misconstrued or miscommunication occurs, acknowledge the occurrence and provide reassurance or apology as warranted by the situation.
9. Information Fraud
In the case of information fraud, such as leak of customer personal information, affected parties are to be contacted personally. Highest concern should be expressed to customers and corrective action should be provided, if possible. It is also necessary to deny any intent of harm and to distance the corporation from the event.
10. Ethics
Kohl’s values are to be at the core of all of the actions of the corporation and its representatives. If an occurrence happens to the contrary, perceived damage is to be minimized and an apology is to be issued. Be sure to underscore how this instance will not occur again in the future and distance the corporation from any specific party responsible.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
33 04/09/12 Confidential
Incident Report Log
Reported Date Parties Involved/Location Description
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
34 04/09/12 Confidential
Incident Report Form
Crises Management Team Member(s):_____________________________________________ Date:________ Time:____________ Media Contact/ Informant:_______________________ Channel Used:______________________ Date of Incident:_________ Time of Incident:_________ Location of Incident:______________________________ Notes:_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Stakeholder(s) of Concern: Contact Information: ______________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: _________ Date: _________ Time: ________ No: _________ Action Response: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _________________________________________________________________________________________________________________________________________________________________________________________________________________________________
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
35 04/09/12 Confidential
Media Kit Template
A media kit has been prepared with current facts, background information other materials that may be relevant to the coverage of Kohl’s.
Right Pocket Media Release Media Relations Request Form Media Contact Information Fact Sheet Complimentary Notepad
Left Pocket Company Profile Crisis Board of Directors Biographies Kohl’s Cares: Charitable Stewardship Kohl’s Green Scene: Environmental Stewardship Business Cards
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
36 04/09/12 Confidential
City, Date
###
Please Note: For Broadcast quality video and audio, photo stills and other media resources, visit the Kohl’s Media Link at
www.kohls.com.
Based in Menomonee Falls, Wisc., Kohl’s (NYSE: KSS) is a family‐focused, value‐oriented specialty department store offering moderately
priced, exclusive and national brand apparel, shoes, accessories, beauty and home products in an exciting shopping environment. With a
commitment to environmental leadership, Kohl’s operates 1,134 stores in 49 states. In support of the communities it serves, Kohl’s has
raised more than $208 million for children’s initiatives nationwide through its Kohl’s Cares® cause merchandise program, which operates
under Kohl's Cares, LLC, a wholly‐owned subsidiary of Kohl's Department Stores, Inc. For a list of store locations and information, or for
the added convenience of shopping online, visit www.Kohls.com, or join the discussion on Facebook http://www.facebook.com/kohls or
Twitter http://twitter.com/Kohls
Kohl’s Newsroom
FOR IMMEDIATE RELEASE Media Contact: Amy Manske (VP)
April 17, 2012 Phone Number: (920) 585‐4198
Release No. 12‐01
INSERT HEADLINE HERE
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
37 04/09/12 Confidential
Tips for Communicating with Media
Media Conference:
Have a prepared media kit.
Anticipate your questions
o Answer the 5 W’s (who, what, when, where and why), how the crises occurred
and why the reporters should care (i.e. So what?)
o How will you prevent this from happening in the future?
Have a core message with three subsets. Repeat it to show confidence, accuracy and to
provide multiple opportunities for the media to gather a clear sound bite.
Choose a good, credible spokesperson and educate them on the crisis.
Practice and analyze what you are going to say. What words can be misinterpreted?
Practice answering questions. The media may not always be nice and you need to
remain calm at all times.
Use visuals when communicating complicated information if it will help with your cause.
Determine the audience(s) ‐ who is affected the most by the crisis?
Be polite and do not argue with the reporters.
Sympathize with your main audience(s).
Avoid jargon.
Hold the conference between 9 a.m. ‐ 11 a.m. if possible. This will allow the most
reporters to attend and meet their deadlines.
Understand the equipment used at a media conference and how it works (Mult‐box,
microphones, cameras, lighting, etc.)
Keep in mind ethics and company values. Own up to mistakes. It is better to be honest
then to lie and get caught.
Decide which strategic option to use, and how much information you are willing to give
out.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
38 04/09/12 Confidential
Q & A:
Avoid the response “No comment.” It is often associated with taking blame.
If you are surprised by a question and you don’t have the answers, tell reporters that you will investigate and get back to them on the topic.
Your responses should be short and concise. The more you ramble, the more opportunity there is to have your words taken out of context.
Speak in full sentences.
Start the answer with part of the question (as long as the question isn’t loaded).
For example‐ Reporter: “Why did you become a CEO for Kohl’s?” Answer: “I became a CEO because…”
Doing this limits the opportunity for the reporter to use your response to answer a different question.
Make sure you tape the interview as well, so that you can dispute any edited versions and if applicable, ask for a copy of their piece before it is printed or aired.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
39 04/09/12 Confidential
Strategy Worksheet
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
40 04/09/12 Confidential
Kohl's Crisis Event Response
The diagrams following are a general guideline response for any crisis or disaster event. The
specific response actions will be dependent on the event itself and improvisations will have to
be made.
1. Kohl's Corporation’s first priority in all events is the safety of all people. In actions regarding
a crisis event parties involved should always consider the following: safety of all, reputation and
brand of the Kohl's Corporation and all of its affiliates, financial concerns of Kohl's investors,
and all consumers of Kohl's products.
If anyone is injured or at risk of injury, please make that your top priority.
If reports arrive before you have received what information is proprietary, please tell
the media to contact the Kohl's public relations team for further information. Do not
make any comments for the Kohl's corporation without explicit permission.
2. Contact the Kohl's Crisis Management Team immediately.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
41 04/09/12 Confidential
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
42 04/09/12 Confidential
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
43 04/09/12 Confidential
Basic Stakeholder Analysis
Stakeholder Concerns Channel Preference Lions
Shareholders ‐Receiving Revenue from their investments ‐Investing in an ethical corporation
‐Media Releases ‐Newsletters ‐Meetings ‐Annual Reports
‐Majority Stockholders ‐Board of Directors
Customers ‐Affordable & Quality Product ‐Convenient & Enjoyable Shopping Experience
‐Social Media ‐Advertising
‐Loyal Customers (“Walking Billboards”)
Suppliers & Business Partners
‐Ethical Practices ‐Financial Gain from Partnership
‐Face‐to‐face Meetings ‐Individual Communication (email, phone)
‐Executives
Media
‐Providing information to viewers truthfully and timely
‐Individual Communication (email, phone) ‐Media Releases ‐Interviews ‐Media Conferences
‐News Directors ‐Print Editors
Internal
‐Remaining Informed ‐Practicing Ethical Behavior ‐Financial Compensation ‐Secure work Environment
‐Meetings ‐Individual Communication (email, phone) ‐Bulletin Board Postings
‐Management ‐Executives
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
44 04/09/12 Confidential
Stakeholder Contact Information
Corporate Headquarters:
Kohl’s Department Stores N56 W17000 Ridgewood Drive Menomonee Falls, WI 53051
Phone: (262) 703‐7000
Kohl’s Executive Staff:
Kevin Mansell, Chairman, President, and Chief Executive Officer
Don Brennan, Chief Merchandising Officer
John Worthington, Chief Administrative Officer
Investor Relations Contact:
Wes McDonald, Senior Executive Vice President and Chief Financial Officer
Phone: (262) 703‐1893
Media Relations Contact:
Vicki Shamion, Senior Vice President of Public Relations
Phone: (262) 703‐1464
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
45 04/09/12 Confidential
Local Contacts:
Local Police, Rescue, and Fire Departments:
Emergency: 911
Menomonee Falls Police Department (Non‐emergency): (262) 532‐8700
Menomonee Falls Fire Department (Non‐emergency): (262) 532‐8823
Waukesha County Sheriff (Non‐emergency): (262) 548‐7117
Local Media Contacts:
Milwaukee Journal Sentinel:
P.O. Box 371
Milwaukee, WI 53201
Phone: (414) 224‐2000
TMJ4:
Phone: (414) 967‐5444
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
46 04/09/12 Confidential
National Contacts:
Associated Press Contact:
Associated Press Headquarters
450 W. 33rd St.
New York, NY 10001
Phone: (212) 621‐1500
Email Media Releases to: [email protected]
OSHA (Occupation Safety & Health Administration)
U.S. Department of Labor
Occupational Safety & Health Administration
200 Constitution Avenue
Washington, D.C. 20210
Emergency Toll Free Line: 1‐800‐321‐6742
U.S. Department of Commerce:
U.S. Department of Commerce
1401 Constitution Ave.,
Washington, D.C. 20230
Phone: (202) 402‐2000
United States Green Building Council:
Phone: 1‐800‐795‐1747
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
47 04/09/12 Confidential
Post‐Crisis Survey
Name of Surveyor (optional):______________________________________________________ Date of Crisis: ________________ Time: ____________ Location: ______________________ Describe the crisis: ____________________________________________________________________________________________________________________________________________________________ How did the crisis impact Kohl’s Corporation? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What role did you have in the crisis? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What source informed Kohl’s Corporation of the crisis? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Was the crisis managed ethically and effectively? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What feedback would you have for the Crisis Management Team regarding this crisis? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
48 04/09/12 Confidential
Post‐Crisis Evaluation Form
CMT Member:_____________________________ Date: _______________ Time: __________ Location of Crisis: ______________________ Crisis Category: __________________________ One a scale of 0 to 10, how well was the Crisis Management Plan followed? Circle One: Not at all Somewhat Completely 0 1 2 3 4 5 6 7 8 9 10 How did you learn of the crisis? ____________________________________________________________________________________________________________________________________________________________ What parts of the Crisis Management Plan were used? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What was most effective about the Crisis Management Plan? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What areas provided the most difficulty when using the Crisis Management Plan? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What are your suggestions to better improve the Crisis Management Plan? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
49 04/09/12 Confidential
Business Continuity Plan
The purpose of this document is to provide Kohl’s and its affiliates with the groundwork for a timely response to any upcoming crisis. This is a general structured document and all communication and strategic moves should be adjusted to fit each crisis individually. The Crisis Management Team should be first parties notified. The team will then inform the correct personnel including; primary stakeholders, both inside and outside of Kohl’s Corporation. This would include emergency personnel, senior officers of Kohl’s, investors, and other stakeholders of Kohl’s and its affiliates. As Kohl’s Corporation is a national organization, we have crisis management contacts in each of the 49 states that our stores operate. This assures that proper communication channels are established in a timely manner in response to any crisis or unexpected disaster. The Crisis Management Team reports to the Kohl’s Corporation headquarters in Menomonee Falls, Wisc. The Crisis Management Team is confident in their ability of effectively respond to a crisis in order to maintain Kohl’s mission statement and company values, along with business and communication goals. This business continuity plan is a working document of procedures and is to be reviewed and updated every two months to ensure effectiveness. Reviews will be conducted every 15th day of alternating months starting January 15th of every year. The information reviewed will include the following: current stakeholders and their contact information, crisis policies and practices. Once the plan has been revised, a Crisis Management Team member's signature is required to certify the updated plan. The updated plan will be kept in its entirety at the crisis management headquarters and any of is provisionary meeting places.
K O H L’ S C O R P O R A T I O N
C R I S I S M A N A G E M E N T P L A N
50 04/09/12 Confidential
Please attach all addendums after this page.
Ginger & Co. Members: Caitlin Gorham,
Edward Immel, Raquel Lamal, Amy
Manske, Jena Richter & Chloe Scheller
Post‐crisis Review
1
Table of Contents Executive Summary 2
Introduction 3
Crisis Activity Log 5
Research 8
Summary of Crisis Assessment 11
Audience Analysis 14
CEO Gone Wild Crisis 16
Financial Crisis 19
Kohl's Liberation Army Crisis 22
Continuous Improvement 33
Rejected Ideas 36
Conclusion 37
Appendices
100 Facts 38
Survey 43
Survey Results 44
Risk Grid 46
Audience Analyses 47
Basic Stakeholder Analyses 49
Timeline of Events ‐ CEO Crisis 50
Strategic Response Chart 51
Venn Diagram ‐ CEO Crisis 52
Media Release ‐ CEO Crisis 53
Timeline of Events ‐ Financial Crisis 54
Venn Diagram ‐ Financial Crisis 55
Media Release ‐ Financial Crisis 56
Media Conference Blurbs 57
Timeline of Events ‐ KLA Attacks (Pre‐Violence) 59
Timeline of Events ‐ KLA Attacks (Violence) 60
In circle / out circle word choices 61
Media Release ‐ KLA Crisis 62
Venn Diagram ‐ KLA Crisis 63
Incident Report Forms 64
Media Kit 90
Anticipated Questions 94
PowerPoint Presentation 96
Group Meeting Agendas 102
Class Feedback 105
Sources 107
2
Executive Summary
The following document has two main components: 1) an explanation of the timeline of events
that occurred from April 19 to April 24, 2012 and 2) how Kohl’s Crisis Management Team
effectively responded to these events.
In order to understand effective response methods, Kohl’s Corporation developed a Crisis
Management Plan as a guideline previous to the events that occurred during this timeframe.
This Crisis Management Plan was based on conducted research, crisis assessments and a
primary audience analysis, which will be provided in detail in the following pages.
Kohl’s Corporation faced several crises over a five day period that needed to be addressed
quickly and appropriately. In order to do this these crises were categorized into three separate
incidents: 1) Girl’s Gone Wild Crisis, 2) Financial Crisis and 3) Kohl’s Liberation Army (KLA) Crisis.
The KLA crisis was the most impactful on Kohl’s reputation and needed immediate attention
therefore becoming Kohl’s primary crisis to address.
Kohl’s Corporation’s business and communication goals were refined for each individual
incident while continuing to reflect company values. These goals influenced both the strategic
decisions and action responses (tactics) used in order to have Kohl’s Corporation come out on
top after the incidents occurred.
Handling crises is a learning process and improvements are necessary in order to prevent and
manage conflicts better in the future. The Continuous Improvements section of this paper
discusses the changes to both the Crisis Management Plan and the strategies and action
responses (tactics) used if these incidents were to ever occur again.
3
Introduction
With more than 1000 stores in 49 of the 50 states, Kohl’s Corporation is one of the largest
discount department store franchises in the United States. The target audience for Kohl’s
Corporation is middle income shoppers buying for families and homes. Kohl’s maintains its
discount prices through a low cost structure, limited staffing, and progressive management
information systems, as well as the economical application of centralized buying, distribution
and advertising. This “Kohl’s Concept” has been successful in small and large markets, strip
shopping centers, regional malls and in freestanding venues.
The majority of Kohl’s stores operate in the Midwest and West, but Kohl’s continues to expand
into other regions. Due to this widespread customer base and effective business process, Kohl’s
has become a Fortune 500 company.
In the late 1920s, Kohl’s stores originated as grocery stores founded by Max Kohl in the
Milwaukee, WI. In the mid‐1960s, Kohl’s decided to change their style and started to sell
clothes and apparel to a niche that fell between high‐end department stores and discount
markets. This new positioning effort allowed Kohl’s to skyrocket into the major retailer and
presence it is today.
The Kohl’s Corporation mission is: “to be the leading family‐focused, value‐oriented, specialty
department store offering quality exclusive and national brand merchandise to the customer in
an environment that is convenient, friendly and exciting.”
The following documents provide a detailed explanation of Kohl’s Crisis Management Team’s
strategic options and action responses (tactics) among other things in reaction to a string of
4
three crises which had occurred between the dates of April 19, 2012 through April 22, 2012.
Each crisis has its own business goal and communication goal to be upheld throughout the crisis
and post‐crisis return to business continuity. The actions of the Crisis Management Team were
taken in effort to best maintain congruency with Kohl’s Corporation’s mission statement and to
sustain a positive image of our corporation in the present and in the future to all stakeholders.
5
Crisis Activity Log
Reported Date
Parties Notified/Location Description
04/19 09:20 AM CMT in MAC ‐ 107
Manila envelope with black plastic knife and full can of Monster inside
04/19 01:05 PM
Received by Raquel via
A report has surfaced on Perez Hilton’s (real name) blog that the current Disney’s, Kohl’s, and Pioneer’s CEOs were part of “Girl’s Gone Wild” video years ago. The report says that the new DVD will be released in the near future titled
“Has Your CEO Gone Wild?”
04/19 09:30 PM Chloe via email
The “CEOs Gone Wild” video was released and gone viral. The You Tube clip of Kohl’s CEO Girl’s Gone Wild clip has more than 1 million hits in a matter of days. While no one can confirm the identity of the CEO, it has a remarkable
likeness to the current CEO.
04/20 12:03 PM Caitlin via email
People are now tweeting about the Girl’s Gone Wild incident.
And this event has made itself in the nightly entertainment
world by hitting David Letterman’s top 10.
04/20 12:54 PM Jena, via email
Rumors are now coming out that Kohl’s may be going under and being bought out by a competitor.
4/20 10:45 PM
Ed, via email There’s been an article in the New York Time’s claiming that JCPenney’s new pricing strategy has been hurting Kohl’s
sales ever since it went into effect.
4/21 9:57 AM Amy, via email
A group called the Kohl’s Liberation Army – dressed in JCPenney’s clothing and hats (JC) – is picketing outside several Kohl’s in the Midwest. The signs say “Liberate
Yourself from Kohl’s Oppression”.
4/21 1:23 PM Chloe, via email
The Kohl’s Liberation Army (KLA) has set up a website where disgruntled employees and customers can post their grievances about Kohl's.
4/21
1:23 PM
Chloe, via email
The KLA website has been overwhelmed with hits and
temporarily shuts down.
4/21 3:07 PM Caitlin, via email
The KLA website is back up and running.
6
4/21 3:07 PM
Caitlin, via email Local Chicago news stations have started covering the picketing at the Kohl’s stores.
4/21 4:41 PM Jena, via email
Reporters in Green Bay have tried to interview the protesters but all anyone will say on camera is “Kohl’s must stop the oppression of workers and customers. Go to our
website at Kohlsliberationarmy.com” (Note to group: This is not a real site but assume it is.)
4/21 11:25 PM Amy, via email
The KLA manifesto suddenly appears on their website detailing their “grievances” and encouraging every consumer to stop buying their products. The manifesto includes the following demands: 1) Stop lying to consumers, 2) Halt the use of slave labor in Cambodia, 3) Free the Kohl’s worker
slaves, 4) Cease funding anti‐union causes, , 5) End the greed
4/21 11:25 PM Amy, via email
The KLA continues protest at the Westside Green Bay store
for the 2nd day.
4/22 10:24 AM Ed, via email
With cameras rolling around the nation, KLA protesters (wearing clothing from Penney’s) enter the Kohl’s store
(protest signs left outdoors).
4/22 10:24 AM
Ed, via email The KLA member’s mill around stores for about an hour.
4/22 11:02 AM Raquel, via email
At precisely 3 p.m. CST all the protesters strip off their first layer of clothing to reveal a t‐shirt saying, Kohl’s Liberation Army (KLA.org). Cameras are rolling with laughter all around. The protest leader reads a short a statement in the store saying: “The KLA demands that Kohl’s meet our demands” and passes out written copies of the demands from the
website to reporters
4/22 11:59 AM
Amy, via email Kohl’s store managers at various times start asking the protesters to leave. Most do. Some don’t and the police are
called to “escort” the protesters out of the store.
An argument between the Green Bay store manager and protester ensues. All of this is caught on TV cameras. The
situation escalates.
04/22 01:01 PM Chloe, via email
The national Fox News carries the argument in the Green Bay store live. The New York offices of Fox are inundated with press releases, emails, and tweets from “KLA members”
detailing their grievances. Some get reported during the live drama in the Green Bay store.
7
04/22 02:07 PM Jena, via email
Things continue to escalate in the Green Bay store and more police are rushed to the scene. The protesters re‐enter
the store to protect their leader. Shouting is heard around the store as employees confront the
protesters (wearing KLA tops). A shot is heard. People scurry out of the store or hide behind racks of clothes.
04/22 02:07 PM
Jena, via email Local Green Bay media has reported that Westside Kohl’s has moved to lockdown mode.
04/22 04:09 PM Ed, via email
The Green Bay Store Manager (Tim Meyerisky) has a gun to the head of the KLA protester. He says, “Everyone get out of my store or I’ll kill him”. No one moves. He fires another shot into the air – and inadvertently wounding a hidden KLA protestor. People warily move out of the store including the police. The entire incident was caught on live TV and has gone national.
04/22 04:09 PM
Raquel, via email The Green Bay police now deem this a hostage situation. In fact, Tim Meyerisky, has discovered three other KLA
protesters and has taken them hostage as well. The store is completely empty except for the hostages and the manager.
04/22 05:02 PM Caitlin, via email
Various national news agencies have requested interviews with Kohl’s spokespeople.
04/22 10:02 PM All, via phone call
Shots were heard. A male KLA member staggers out and dies in the arms of a police officer. This is all caught on live TV.
04/24 8:30 All, in person
The hostage situation is over. The hostage‐taker is now in custody. There were no more casualties.
8
Research
To begin our research we compiled a list of 100 facts about Kohl’s Corporation, which you can
find in appendix A. Other research we conducted was a survey and gathering insight on various
companies, television shows or people that we received clues about. Below you will find some
of this research.
Survey
Once we had a mindset about what Kohl’s stands for, we wanted to take a deeper dive into
what Kohl’s customers think of the company. To do this we set up an online survey and sent it
out to people, 73 people ended up completing the survey. For a full list of questions and survey
results see Appendix B & C.
Girls Gone Wild
Girls Gone Wild is an amateur pornographic franchise created by Joe Francis and first debuted
in 1997. Mantra Films is the production company that endorses the films. Films center on
young, attractive females exposing themselves and engaging in sexual activities. Annual sales
for the over 100 videos are approximately $40 million. To protect themselves, the company
requires women to give verbal consent while the camera is running or sign a consent form. The
company was sued for failing to maintain records for the age of its participants in 2006 and has
been sued multiple times for damages from participants.
9
Perez Hilton
PerezHilton.com is the leading celebrity gossip blog averaging 300 million hits a month. Forbes
Magazine named Perez Hilton the number one web‐celebrity three years in a row (2007‐2009).
Perez considers himself a “gossip gangster” and the “queen of all media”. The sources he uses
most often are his friends and although he admits to being wrong about posts every once in a
while he says he has never fabricated any story and is always confident in his posts.
David Lettermen Show
The David Lettermen Show has been on air since 1993. It is a CBS hour‐long, weeknight comedy
and talk‐show based in New York City. The show has won nine Primetime Emmy awards and
was nominated as Favorite Late Night TV Host by the People's Choice Awards in 2012. His
nightly "Top 10" is a fan favorite and also what he is best known for. The "Top 10" is posted in
the newspaper the next day.
New JCPenney’s
Recently, JCPenney’s has gained a new CEO, Ron Johnson. He brought with him innovative
knowledge and a new strategy to reinvent the company. This new strategy includes dropping
promotions and implementing a more simple pricing strategy including renaming clearance
priced items to "best price". The company has also made new designers and products apart of
the JCPenney’s family, including Martha Stewart. With $50 million of Ron Johnson’s own money
invested into this revitalization, expectations are high.
10
CEO Succession
When changing CEO's in a company one of the most important factors to consider is informing
the important stakeholders including: the board, the outgoing CEO, members of the top
management team, shareholders and the incoming CEO. Seventy percent of incoming CEOs are
selected from internally. CEO succession can either create substantial market value or
completely destroy it.
Fortune 500 Company Standards
The list of Fortune 500 companies has been published by Fortune Magazine since 1963. Only
companies that have stock traded on the stock exchange are eligible for the list. These 500
companies are America’s most powerful and profitable– generating billions of dollars in
revenue. Things other than revenue also factor into the list, such as employee treatment,
attitude and their online presence.
11
Summary of Crisis Assessment
The first step in any crisis assessment is scanning. While scanning you must monitor every
outlet that a crisis could develop. During our time of working with Kohl’s we watched many
outlets for any uprising crises that would surface. We carefully watched social media, including
Facebook and Twitter. The importance of keeping up with the conversation on these mediums
is crucial because a crisis could arise from the smallest post or poke. It is also important
because news spreads quickly through these outlets and as a company Kohl’s needs to be a part
of the conversation from the start.
Another medium we monitored was stock, sales and financial reports. We closely watched
these reports to make sure that there were no outlying downfalls that could lead to a crisis. By
reading the current Kohl’s fact book provided on www.kohlcorporation.com, we had the ability
to understand the normal financial situations Kohl’s encounters along with other topics and
concerns.
A tool that was valuable to keep up with the constant movement of the internet was Google
Alerts. Using this allowed us to get updates on the most current and up‐to‐date buzz about the
Kohl’s Corporation.
When looking at all the possible crises that could occur we created a risk grid to plot all possible
categories of crises during our pre‐crisis phase. Located in our Crisis Management Plan, the
possible crisis risk grid has 40 plots, with categories of reputation, event, financial, industry, and
personnel.
Also located in our Crisis Management Plan, is a risk grid of our top 10 possible crises. In order
to find our top ten crises we analyzed each of the 40 by the likeliness multiplied by severity.
12
This chart is located in Appendix D. Upon finishing this chart we easily found our top 10 most
likely and severe crises and plotted them in a risk grid to visually see what quadrants they were
in. From this analysis we found our top ten crises topics were as follows: product recall, cyber‐
attacks, customer satisfaction, stakeholder relations, stock, natural disasters, weapons in store
(with intent to use), bad marketing, information fraud, and ethics.
Product recall is an observable but not controllable situation which is why it is in quadrant IV.
When dealing with a product recall you need to make sure that you give people all the
information they need to understand and know what to do with the product they have and the
concerns with it. To make it controllable a corporation should prepare for product recalls by
knowing how to effectively handle them.
Cyber‐attacks are very observable events but not usually controllable so it is in quadrant IV as
well. With cyber‐attacks it varies on how you should deal with them. Based on what channel
the attack is on you should respond to the attacks on that same channel to control them to the
best of your ability.
Customer satisfaction is a situation that is controllable and is most of the time observable.
While you can train for customer service and have rules regarding it, it may not always follow
the book. Issues can arise and when they do they can be damaging if not cared for properly.
While this could be hurtful to the company this is an occurrence that doesn’t take a toll on
people as much as others which is why it is in quadrant I.
Stakeholder relations are another situation that depends case by case on how it is labeled and
how intense the situation is. Most of the time it will be observable and controllable and
13
because of that it is placed in quadrant I. While stakeholder relations are crucial to a company’s
success, it is also a situation that is easily manageable.
Stock is a topic that was placed in quadrant III because it is not controllable nor is it observable.
When stocks move people are on edge, especially if there are financially involved.
Natural disasters were placed in quadrant IV because they are very observable but never
controllable. Each natural disaster is different and dealing with this as a company is stressful
but doesn’t take a toll on your reputation unless managed inappropriately.
The crisis involving weapons in store with the intent to use was placed in quadrant IV. The
reasoning for this is because it is a crisis that is very observable but not controllable most of the
time. Each case for this crisis would be handled a little bit differently.
Bad marketing is a crisis that is controllable but not always observable which is why it is in
quadrant II. As a business, you control what is being marketed as your message, but you cannot
see right away how it is being interpreted.
Information fraud was placed in quadrant III because it is something that not observable but is
controllable. When dealing with this crisis you are fighting the trust battle because people
cannot physically see anything about it.
Ethics was a very broad crisis for us to place. We placed it in quadrant II because most of the
time an ethic’s crisis was controllable but not observable. We thought it could flex in and out of
the quadrant depending on the specific crisis but this was the case most of the time.
We decided to place these potential crises in this order based on our equation impact
multiplied by severity equals risk level. We chose to analyze these in this way because it is the
best way to define risk.
14
Audience Analysis
In determining which audiences we needed to specifically target during a crisis, we first needed
to know who all of our audiences were. Therefore, we developed an audience analysis chart
detailing the lions within those audiences, the effect those audiences may have on the
company, the channel(s) we should use to contact each audience, the beliefs of each audience
and what we think they already know, resistant points within each group and finally the overall
goals each audience has. (For an overall audience analysis see AA chart in appendix E.)
In further research we looked into five specific audiences. We chose these based on what we
felt were the most influential audiences to the company. First we looked at the shareholders of
the company. We decided they were important because they own part of the company and
help to uphold Kohl’s good name. Our concerns for the stakeholders during this crisis included
receiving revenue off of their investments and making sure they still felt they were investing in
an ethical corporation.
Next we were concerned about the customers because they help to keep Kohl’s stores in
operation. Our concerns with this audience were continuing to carry affordable and quality
products and continue to make the shopping experience at Kohl’s convenient and enjoyable.
Thirdly we were concerned with Kohl’s suppliers and business partners. This was a point of
concern for us because we wanted them to know they were invested in an ethical corporation
while still maintaining that financial gain with the company.
Next, we were concerned about our relationship with the media because they are such an
important part of the way Kohl’s communicates to the public. Media represent gatekeepers;
therefore we rated them high on our list of audiences to be concerned with. Finally we were
15
also concerned with our own internal audience. Kohl’s Corporation wants to keep its employees
informed as well as making them feel that they are working in a safe and friendly environment.
(For a more in depth primary audience analyses see Basic Stakeholder Analysis chart Appendix
F.)
16
CEO Gone Wild Crisis
Summary of Events
We first became aware of this crisis via Perez Hilton blogging that Kohl’s CEO along with other
large corporation’s CEOs were featured in a Girl’s Gone Wild video on April 19, 2012. Later that
evening, the video on YouTube received over 1 million hits and Twitter exploded with the topic.
The following day, due to the popularity, the video is featured on David Letterman’s Top 10.
Refer to Appendix G for a complete timeline of events.
Business & Communication Goal
After becoming aware of this incident, we formulated business and communication goals to
consider as we developed our strategy and action responses. The main business goal was to
maintain the integrity of Kohl’s Corporation and to reiterate that Kohl’s is a family orientated
brand. In order to do this, we created a communication goal for the public, especially the
stockholders to see that leadership roles have been established.
Strategic Options
In order to reduce reputational damage of the Kohl’s Corporation we decided to focus mainly
on the who by isolating the perpetrator and distancing Caitlin from the Kohl’s brand as soon as
possible, since her actions were not in accordance to the Kohl’s mission statement. We also
focused on the what by publicizing our corrective actions that set a corporation standard.
17
This crisis would be considered a misdeed where Kohl’s Corporation took full responsibility.
Kohl’s Corporation was accommodative, providing a full responsibility. (See appendix H) On the
message strategy continuum, our choice for response would be considered identify & reply.
We determined our major audiences for this crisis were stockholders, the general public, Kohl’s
employees and media. To evaluate what the audiences wanted to know and what we were
willing to share with them, we created a Venn diagram (See Appendix I).
While responding to any questions involving the CEO scandal we wanted to strategically avoid
using Caitlin’s name. Instead, we would refer to her as “our former CEO”.
Action Responses
After becoming aware of the CEO Gone Wild Video, our first tactical response was to find out if
the CEO did in fact participate in Girls Gone Wild in the past. Once we found the allegation to
be true, she was asked to resign and accepted. Immediately after her resignation was finalized
an announcement was made to the top management and shareholders.
In order to separate the newly resigned CEO from Kohl’s Corporation, she tweeted an apology
via her personal twitter account. To reiterate how sorry she was she also apologized through a
video uploaded to YouTube, the same channel that made many people aware of the scandal.
This video did not include the Kohl’s logo in the background to strategically distance the CEO
from Kohl’s.
After the video and tweet were released, we made a media release (see Appendix J) and
statement available on the Kohl’s website and directed any reporters to the website for that
18
information. However, once the video was featured on David Letterman’s top 10 we realized
the event was much larger than we anticipated and a media release was emailed to all major
new stations announcing the new Jena as the new CEO.
19
Financial Crisis
Summary of Events
Our first alert of this financial/rumor crisis was a speculation article that appeared in the New
York Times on April 20, 2012 claiming that JCPenney’s new pricing strategy has been negatively
impacting Kohl’s sales since going into effect. This article was quickly followed by rumors
circulating internally and externally that Kohl’s may be bought out by competitors or be going
under. Refer to Appendix K for complete timeline.
Business & Communication Goals
While considering our strategic options and action responses for the financial/rumor crisis,
Kohl’s Corporation kept their business and communication goals in mind during the process of
all decision making. Our business goal for this crisis was to maintain stock value despite rumors
circulating. In order to do this, we enacted a communication goal for stockholders to be
reassured of Kohl’s financial soundness.
Strategic Options
This crisis would consist of weak crisis responsibility, as it was based around rumors. Therefore
our team’s necessary response was one of defense and denial. (See Appendix H) In order to
present the necessary information and maintain stock value by reassuring Kohl’s stockholders,
the Crisis Management team isolated the specific strategic option of focusing on the what of
the issue by denying the allegations. The allegations made in the New York Times in a
speculation article were not based on fact. This article caused rumors to circulate.
20
In our response actions as a corporation and crisis management team, we want to strategically
target two audiences: shareholders and media. Shareholders are going to be most concerned
about the financial standing of our corporation and media is a gateway to sharing the
information with a plethora of audiences. Other audiences include internal audiences
(employees) and business partners (suppliers, etc). To analyze what stakeholders would want to
know, in congruency with what we would want them to know we crafted a Venn diagram (See
Appendix L). The Kohl’s Crisis Management Team strategically chose to identify and reply in this
crisis. Kohl’s Crisis Management Team identified the allegations circulating about Kohl’s
Corporation’s financial state, and then addressed these allegations and concerns with a
strategic reply.
When responding to claims, we also wanted to purposefully avoid any connection to the
competitor mentioned in the article, JCPenney’s. To accomplish this, our action responses
avoided any mention of the corporation by name or as a “competitor”. Instead, we chose to use
the phrase “comparable store”.
Action Response
To best deny the allegations of Kohl’s going‐under or being bought out created in this crisis, our
Crisis Management Team used specific sales data. This specific data released included March’s
sale reports, reports of physical expansion in the month of March, and year to date sales of
both Kohl’s and a comparable store. This information was released via a media release (see
Appendix M) and was also emailed to shareholders.
21
The Crisis Management Team was also equipped with media conference blurbs (see Appendix
N) on this topic and others to reference at the media conference that followed this crisis
addressing the KLA attacks. These blurbs were stand as a quick reference guide of data if media
were to bring up this crisis.
22
Kohl’s Liberation Army Crisis
Summary of Events
Note: The timing of events is not dependent on the times in which Kohl’s Corporation received
clues. In order to make sense of the situation and to react in a timely manner, the timeframe of
events has been independently developed, unless stated otherwise.
The Kohl’s Liberation Army Incident was split into two separate timelines: 1) Pre‐Violence and
2) Violence. The separate timelines mark the turn of events when a peaceful happening became
a hostage situation.
KLA Crisis Pre‐Violence Timeline of Events
On April 21, 2012 a group called the Kohl’s Liberation Army (KLA) begins picketing outside
several Midwest Kohl’s stores with signs that state “Liberate yourself from Kohl’s Oppression.”
Kohl’s contacts their Crisis Management Team to alert them. The KLA sets up several websites,
KLA.org and Kohlsliberationarmy.com, where disgruntled employees and customers post their
grievances about Kohl’s. Kohl’s Crisis Management Team contacts their legal team regarding
taking down the website. The KLA websites shuts down for an hour due to the number of visits
the website receives. Soon after, local Chicago news stations begin to cover the picketing at
the Kohl’s stores. These reporters attempt to interview the KLA protestors but the only
statements they receive are: “Kohl’s must stop the oppression of workers and customers. Go to
our website at Kohlsliberationarmy.com.”
23
The KLA posts a manifesto on their websites with five demands: 1) Stop lying to consumers, 2)
Halt the use of slave labor in Cambodia, 3) Free the Kohl’s worker slaves, 4) Cease funding anti‐
union causes and 5) End the greed.
The protests at west‐side Green Bay store continues for a second day, cameras from all over
the nation are covering the KLA protestors who wear clothes from JC Penney’s. The protestors
enter the store and mill around for an hour. At precisely 3 p.m. CST protestors inside the store
strip off their first layer of clothing in order to reveal t‐shirts stating “Kohl’s Liberation Army
(KLA.org).” The leader of the protestors reads a statement saying, “The KLA demands that
Kohl’s meets our demands.” The protestors then pass out written documents with the
manifesto to reporters. At this point, the KLA have illegally entered the store and passed out
written documents without the consent of employees and disturbing the normal operations of
the business. Kohl’s store managers ask protestors to leave. Most of them do, but several
protestors did not cooperate and the police are then called to address the situation.
An argument between a store manager and an uncooperative protester ensues. This argument
is carried live on Fox News. Fox News offices are flooded with tweets and emails from the KLA
with their Kohl’s grievances. Some of these grievances are reported live on air. (See Appendix O
for complete timeline.)
KLA Violence Timeline of Events
Protestors re‐enter the store in order to protect their leader during the argument. A shot is
heard and the west‐side Green Bay Kohl’s is announced as under lockdown. The Crisis
24
Management Team begins to plan for a media conference. The store manager, Tim Meyerisky,
holds a gun to the head of a KLA protestor and shouts, “Everyone get out of my store or I’ll kill
him.” Everyone clears the store including police officers; all that remain are four hostages,
including one who was inadvertently wounded, and Tim Meyerisky, the hostage taker. The
action has now gone national. The Green Bay Police now deem this as a hostage situation.
Many national news agencies request interviews with Kohl’s Corporation spokespeople.
Shots were heard and a male KLA member staggers out of the store, dying in the arms of a
police officer on national live broadcasting. (See Appendix P for a complete timeline.)
Business and Communication Goals
Kohl’s Corporation provided two main business goals during this incident. The first, to show
that the safety of all parties involved is Kohl’s top priority and second, to express concern for
families and friends of the victim and those still involved in the hostage situation.
Kohl’s Corporation’s business goals are reflected in their communication goals of being honest
in communications to the public and maintaining open feedback channels. By doing this, Kohl’s
can restore stakeholder’s trust in the company which is a vital component to the reputation
and success of a company.
Core Message
A high‐quality core message is an aid to handling any crisis. A high‐quality core message is
memorable and actionable. Kohl’s Corporation core message includes three focal words: safety,
concern and refinement. Kohl’s Corporation accentuates their commitment to the safety of
25
their customers and employees, expresses concern to families involved in the tragedy and
reiterates that they will refine their employee hiring methods and safety procedures to avoid
the event from ever taking place again. This core message was chosen because it is unpack‐
able, meaning that it is easily understandable. Each focal point is linked to the other making it
both enduring and comprehensive. Equally important is the repetition and redundancy of the
core message. By repeating the core message, Kohl’s Corporation can illustrate confidence in
their decisions.
Shaping Memories
Kohl’s Crisis Management Team worked directly with the Green Bay Police Department in this
crisis as a means to have the best outcome of this crisis. This benefited Kohl’s Corporation by
showing the public that Kohl’s Corporation not only cooperates with law enforcement but also
works with them as a team. This displays a sense of safety by both the physical presence of a
public information officer and the setting of the media conference in the police department
headquarters. Word‐association that a police officer often falls under is “safety” or “hero”.
These words are incredibly valuable in the event of a violent crisis such as a hostage situation. It
is important that Kohl’s manages to do more than state that safety is important but to show
that it is. By working along‐side police officers, the value of safety can be reflected in Kohl’s
Corporation’s actions.
The audience reach for this event was very wide due to the KLA incident becoming national live
news. From this, it can be inferred, that the majority of the public eye will shape a memory
from this event. It is important that Kohl’s Corporation handled the crisis effectively by
26
maintaining company values and addressing stakeholder concerns appropriately. By doing so,
Kohl’s Corporation may expect positive media headlines. Kohl’s Corporation hopes to see
headlines such as “Kohl's Makes Safety a Top Priority,” “Kohl's Expresses Concern for Families
Involved in Tragedy,” and “Kohl's Crisis Responses Provide New Guidelines for Fortune 500
Companies.”
Strategic Options
Kohl’s Corporation’s strategies are the organization’s overall plan to achieve business and
communication goals. Strategies have several choices including strategic options, information
disclosure, word choice and the amount of responsibility that an organization takes for a crisis.
Kohl’s Corporation decided to focus on a what strategic option by showing concern for the
tragic loss. This is the primary strategic option because it aligns with company values. Kohl’s
Corporation also focused on a who strategic option by isolating the perpetrator in order to
distance the company from the perpetrator thereby limiting association between the
perpetrator and the company. Kohl’s Corporation also chose a what strategic option by
focusing on the future so as to keep high expectations for all stakeholders including
stockholders, employees and customers. Moreover, Kohl’s Corporation selected a what
strategic option by avoid the use of the KLA organizations name. Doing so reduces the
association of the organization with Kohl’s. This is important because the organization uses
Kohl’s in the title of their name.
Kohl’s Corporation chose to use the identify and reply strategy by identifying key concerns and
addressing them. It places stakeholder concerns as a top priority for Kohl’s Corporation. By
27
using the identify and reply approach, Kohl’s Corporation can legitimize and de‐legitimize
stakeholder concerns including safety, stock value and ethical practices.
Using words strategically is a critical tool when communicating with the media. Words are not
created equally. Word connotation and interpretation can differ even down the very synonym
of a sentence. By providing words that have less negative connotations associated with them,
the message that the public receives is more likely to carry a positive or hopeful outlook. All
words chosen to be utilized/avoided by our crisis management team can be found in Appendix
Q.
During the media conference, Kohl’s Corporation chose to avoid words such as “active
shooter,” which instills fear, and replaced it with the words “hostage taker.” Referring to the
hostage taker as a manager reduces the audience reach and association that the hostage taker
is in a leadership position at Kohl’s corporation.
The Kohl’s Liberation Army (KLA) was referred to at the media conference as an “organized
group” in order to reduce the association between the KLA and Kohl’s, particularly because
Kohl’s Corporation is in the title of the organization’s name.
Emphasizing that the event is a rare and unique circumstance is important so that customers
will feel safe to shop with Kohl’s Corporation. It is vital to avoid the words such as “crazy” or
“snapped” when referring to the hostage taker. It is important to keep in mind that the hostage
taker has the right to a fair trial and is innocent until proven guilty. Jumping to conclusions or
pointing fingers will reflect poorly on Kohl’s Corporation. Instead, it is necessary to distance the
28
perpetrator from the organization in order to protect the company’s reputation. Using the
words “crazy” or “snapped” also suggests that this could happen again at any time because it is
related to emotion. While it is possible that this could occur again, it is incredibly unlikely.
Highlighting the rarity of the situation and rephrasing questions from reporters will protect
Kohl’s Corporation’s reputation and in turn sales and overall success.
In every crisis, an organization has several strategic responses to they can choose (See
Appendix H). The responses range from take full responsibility of a crisis to denying or attacking
a person or group that has exaggerated an organization involvement in a particular issue. In the
KLA crisis, Kohl’s Corporation chose to take strong responsibility of the crisis because the crisis
occurred due to an employee’s misdeed. While limiting the hostage takers association with
Kohl’s Corporation is ideal, some association is bound to occur. Kohl’s Corporation will not take
responsibility of the crisis itself but instead, of the connection between the employee and
Kohl’s Corporation.
Kohl’s Corporation decided to take corrective action so as to mend the damage and to prevent
the crisis from reoccurring in the future. Kohl’s Corporation does this by working directly with
the Green Bay Police Department and reiterating the re‐evaluation of hiring processes and
safety procedures, making it clear to the public that safety is Kohl’s number one concern.
Measuring the reputation of an organization prior to any crisis occurring will help determine
how well an organization will recover from a crisis and how they should respond. Playing to the
goodwill of the public is instrumental when responding to crisis. If a company is viewed
favorably, then they have a much higher likelihood of recovery. How a company reacts to a
29
crisis must be done strategically in order to protect the reputation of an organization.
Customers are the lifeline of an organization during crises. Showing that customer safety is a
top priority will encourage the public to step forward in the company’s defense if ever
necessary.
Action Response
The police were contacted by the Crisis Management Team upon the entrance of the KLA
protestors into the west‐side Green Bay, WI location. After becoming aware of the KLA’s first
website, our tactical response was to contact our legal department in order to understand the
legal implications better. Potential outcomes would include ability to demand the site be
removed due to infringement and/or request to the webmaster to remove it. The same steps
were taken after recognition of a second KLA sponsored site became publicized and brought to
our attention.
In order to further combat the negative effects of this site, which was receiving negative
comments, we planned to reinforce and heavily promote the Kohl’s Corporation sponsored
feedback channels available to our customers to voice their grievances. These channels already
in existence to collect responses include Twitter, Facebook, customer service hotlines, email,
and the Kohl’s website. To respond to the negative employee feedback collected on the KLA
sponsored sites, Kohl’s will enact employee intranet on which to express concerns. These
platforms if used can allow betterment of the corporation and reduce negative feedback in
uncontrollable environments.
30
We released a basic statement to the media at 3:30PM after violence occurred in the store.
Releasing a statement at this time allowed the media to air the statement during the 6 p.m.
news. This strategically allowed Kohl’s to provide input for the situation and therefore the
media would not completely relying on other sources, such as the KLA protesters. The
statement read as follows:
“Westside Green Bay Kohl’s store was evacuated at 3:15 p.m. today by police when a gunshot
was heard during an unannounced in‐store protest. The store has now gone into lockdown
mode. Kohl’s has a responsibility to the safety of those inside our buildings and we care about
the well‐being of all parties involved in this incident. Please stand‐by for additional information
regarding a media conference.”
After issuing a statement to the media, Kohl’s Crisis Management team began planning a media
conference to address the on‐going hostage situation. This planning included the sending of a
media release (see Appendix R). This media release included a brief timeline of the events that
had occurred at the west‐side Green Bay store and indicated the additional concerns of the
media would be addressed at the media conference to the best of knowledge of the Crisis
Management Team and as long as the answers would not compromise the safety of those still
in the store.
To prepare for our media conference, in addition to considering responses to the previous
crises and the hostage situation underway, our Crisis Management Team prepared
counterarguments to the manifesto posted to the KLA’s website. We chose to not directly
address this manifesto at the media conference (or in another manner) unless it was explicitly
31
brought up. We chose this strategy because we felt the KLA’s demands were not based in fact.
We prepared blurbs (see Appendix N) to refer to if these false points were to be brought up
during the media conference highlighting information including Kohl’s Social Responsibility
Policy and other information on Kohl’s good deeds.
The media conference took place at the Green Bay Police Department to strategically and
visually represent a partnership with the Green Bay Police Department to portray an image of
safety and trust to our stakeholders. Media in attendance received a copy of a media kit that
included: Crisis management Team Contact information, information on the corporation, and
media rules (See Appendix U).
The media conference was opened and facilitated by Amy Manske, Kohl’s Vice President of
Public and Community Relations, a member of Kohl’s Crisis Management Team. Amy began the
press conference with an outline of the media conference and then introduced Officer Jon
Eckelberg, the Public Information Officer with the Green Bay Police Department and Ed Immel,
Kohl’s Corporation’s Chief Security Officer. These two gentlemen together explained the
timeline of event of that day and then explained the measures being taken to ensure safety.
Amy then transitioned the focus of the conference to Kohl’s Corporation’s new CEO, Jena
Richter who thanked stakeholders, expressed utmost concern, and explained the corporation’s
steps forward from the tragic event. To conclude the media conference, Amy fielded questions
to appropriate Crisis Management Team members.
The goal of the media conference was to address the questions of the media while expressing
the core messages of Kohl’s Corporation during this crisis. To evaluate these components, the
32
Crisis Management team analyzed both sides’ needs with a Venn diagram (see appendix S). The
core messages that the Crisis Management Team wished to express included: Concern, Safety,
and Refinement. To shape memories of Kohl’s stakeholders, Kohl’s Crisis Management team
intentionally emphasized those words and concepts and also crafted a document of words to
avoid and words to utilize within the media conference (represented by appendix Q). These
words were chosen to accurately depict the situation, while avoiding negative connotations.
Kohl’s Crisis Management Team created a list of headlines to ideally come from this process to
keep focus on their core message.
Many of Kohl’s valued employees were affected by this rare and unfortunate event. In order to
provide support for these cherished members of our organization, we will be offering optional
counseling for employees at the west‐side Green Bay, Wisconsin store in order move forward
from this tragic event in a positive manner.
Moving forward, Kohl’s Corporation wants to take further measures to best ensure that tragic
occurrences such as this do not occur again. Our corporation will be reevaluating and
revamping hiring processes as well as the Crisis Management Team’s Crisis Management Plan,
including training of employees. Kohl’s Corporation strives for continuous improvement.
33
Continuous Improvement
In‐Circle / Out‐Circle
During a crisis situation, it is important to consider the connotations of words. In crafting a
strategic message to your audience there are words that you want your audience to associate
with your corporation and words that you want to distance yourself from. This lets you choose
what images, ideas, and words your audience will associate with certain elements of your
message. In hindsight, we should have visually presented the strategy behind our word choice.
Our choices can be viewed in appendix Q.
Focus on the Who: Traumatized Employees
During our crisis we had many employees that were in the store during the picketing and when
shots were fired. While we incorporated in our action plan to provide grief counseling to
affected employees, we failed to make them a core audience for making Kohl's a safe and
family‐orientated place to shop again.
Addressing our Audience: Traumatized Employees
In addressing the mental state of our employees we would utilize a grief therapist and have
mandatory meetings for employees to discuss their experience. There would be allowance of
follow‐up meetings as long as the employee needed.
The store would not be reopened immediately, as to give affected employees some time off to
regain their composure and use the offered grief counseling. We would also offer some
34
compensatory pay during this down time to those directly affected by the incident. This would
ensure that they can rest, lower their stress levels and upon returning to work be productive.
The safety of the Kohl's employees is our top concern; we would address any security issues at
each of the Kohl's locations. We would implement a mandatory safety training program to
show our employees that their safety is our top concern, but also how to properly handle
stressful situations that may arise.
Separation of the KLA Attack and the Hostage Situation
Originally we had considered the events of April 19, 2012 – April 22, 2012 to be considered
three crises, but after further consideration it is believed that by breaking the events into four
crises, we could better control the situations. This would involve separation of the KLA attacks
via picketers, websites, etc. and the hostage situation.
Crisis Order: Most Important to least important
Our Crisis Management Team had built an internal hierarchy of the importance of each of our
crises. To clarify and improve our message we constructed a numbered list of our crises in order
of importance. This will help our audiences understand our action process and the importance
that we place on each event that occurred.
#1 ‐ KLA ‐ Kohl's Liberation Army
a‐ Employee and Public Safety (Physical and Mental)
b‐ Concern for families and those injured in the event
35
c‐ Kohl's Corporation Brand and Reputation
d‐ Refinement and continuous improvement of policies instilled
#2 ‐ Financial Rumors
a‐ Address Stockholders and Stakeholders to ensure financial stability
b‐ Ensure public that we are financially strong
#3 ‐ CEO ethical issue
a‐ Quick internal replacement (Business contingency, reduces loss of stock price)
b‐ Show stockholders and stakeholders that we have a competent replacement
b‐ Show public that we are family focused and an ethical company
Relabeling of Core message: “Future” to “Refinement”
In addressing the future of Kohl's Corporation and its ability to rebound from any crisis, it is
important to instill our core message to our audiences. We specifically chose certain words
that were un‐packable to each event and were action orientated. Originally we chose the word
“future” as a generic conceptual overview of our third component of our core message. We
changed this word to “refinement”. This word choice instills that we are not changing our core
message and values but due to events we are refining our strategies and tactics in dealing with
them.
36
Rejected Ideas
In figuring out how to handle each of these clues the Crisis Management Team created a list of
rejected ideas based on our analysis of the Crisis Management Plan. These rejected ideas were
not utilized for various reasons including ethical reasons and a need to separate Kohl’s from
misdeeds, etc.
∙ Naming or Picturing the Victim or the Shooter
∙ Having the Media Conference at Kohl’s West near the scene with the active shooter near by
∙ Having the Media Conference somewhere else where a different brand is promoted i.e. a hotel
∙ Having just the Crisis Management Teams at the Media Conference
∙ Having a real Public Safety officer come in to our mock Media Conference
∙ Including everything on a timeline of events and releasing it while the hostages are still being held
∙ Mentioning a KLA member as the one who had been fatally shot
∙ Having former CEO apologize with Kohl’s logo behind her
∙ Having the original CEO partake in the media conference after the “CEO’s Gone Wild” incident
37
Conclusion
The actions taken during these crises by the Kohl’s Corporation and their Crisis Management
Team reflect the values of Kohl’s Corporation and its mission statement. The process utilized
was to maintain the most positive image to stakeholders during the crises and to maintain
business and communication goals for proper business continuity. Each crisis was researched
and analyzed in‐depth and when necessary, a core message and ideal shaped memories were
formulated to strategically lead all decision making. From this process, we received valuable
and feedback and insight to appropriately manage future crises.
38
Appendix A: 100 Facts 1. Business Industry: Retail
2. Slogan: Kohl’s expect great things.
3. Current worth of stock:
KSS (Common Stock)
Exchange NYSE (US Dollar)
Price $49.05
Change (%) 0.83 (1.72%)
Volume 2,097,936
Data as of 03/08/12 4:00 p.m. ET
4. Kohl’s recently opened eight new stores, creating approximately 1,000 jobs in
Menominee Falls, WI.
5. Kohl’s donated $100,000 to the American Red Cross for tornado relief efforts in the
Midwest and Southeast.
6. Kohl’s corporate statement is: “We not only offer the best merchandise at the best
prices, but we’re always working to make your shopping experience enjoyable.”
7. Kohl’s has a Facebook, Twitter and YouTube account.
8. They offer a store survey and store feedback/comment box for customers along with an
email address and phone number to call.
9. Kohl’s appears as number 142 in the 2011 Fortune 500 Company listing.
10. The first Kohl’s opened its doors in 1962 in Brookfield, WI.
11. The company was founded by Maxwell Kohl.
12. The first store was a small grocery business and eventually expanded to a retail
department store.
13. Kohl’s operates stores in three settings: the “Stand Alone,” the “Big Box Mall,” and the
“Lifestyle Center.”
14. Kohl’s Mission Statement: “To be the leading family‐focused, value‐oriented, specialty
department store offering quality exclusive and national brand merchandise to the
customer in an environment that is convenient, friendly and exciting.”
15. Kohl’s Target Market: “A two‐income family with kids at home. They don’t have a lot of
time, and they are looking for a value.” –CEO Lawrence Montgomery
16. 2006 Marketing Mix:
a. 32.6% Women’s
b. 18.6% Men’s
c. 18.4% Home
d. 13.4% Children’s
e. 9.2% Accessories
39
17. SWOT Analysis (found online):
a. Strengths
i. Balanced Brand Mix
ii. Robust Distribution Network
iii. Strong Profitability
b. Weaknesses
i. Weak Presence in Key Markets
ii. Low Comparable Store Sales Growth
c. Opportunities
i. Store Expansion
ii. Growth in Private Label Products
d. Threats
i. Industry Consolidation
ii. Increasing Rental Rates
iii. Weakening Consumer Spending
18. Major brands sold in the store include: Lauren Conrad, Simply Vera, ELLE, Hang Ten,
Rosetti, Hanes, Croft& Barrow, Sonoma, Chaps, Hawk, So, Fisher Price, APT 9, Conair
and Dyson.
19. March 2012 promotions include:
a. Spend $50, get $10 in Kohl’s Cash
b. Free Standard shipping after $75 purchase
c. Take an extra 30‐15% off any purchase when using Kohl’s credit card.
20. Kohl’s Cares Scholarship Program rewards students with $10,000 each.
21. Every year, Kohl’s recognizes and rewards young volunteers (ages 6‐18) across the
country for their amazing contributions to their communities.
22. This year, Kohl’s will award more than 2,200 kids with over $440,000 in scholarships and
prizes.
23. In 1978, BATUS, Inc., U.S. division of BAT Industries, (British American Tobacco) PLC
purchases an 80 percent stake in Kohl’s Food and Department stores. They took over
and the Kohl family withdrew from operations.
24. In 1988, they had 39 stores in Wisconsin, Illinois and Indiana.
25. Mid 1980’s – BATUS got rid of retail for the most part.
26. 1986 – Kohl’s was acquired from BATUS by a management‐led group of investors.
27. Kohl’s became a public company in 1992 along with increasing sales to one million
28. On March 17, 2012 there was shooting at a Kohl’s in Arizona.
29. Twitter is used to offer extra discounts and is conversational.
30. JLO launched her brand and there has been buzz about her commercial for it.
40
31. Their Facebook serves as a post and response page. They rarely post a status update but
rather wait for people to post and then respond quickly.
32. They have not updated to timeline like most competitors which shows that social media
doesn’t take top priority.
33. The company was named a 2011 Energy star of the year.
34. They have a reusable shopping bag.
35. Kohl’s has raised over $180 million to support kids’ health and education initiatives.
36. They sell merchandise to raise money for this cause.
37. Kohl’s helps fund research, raise awareness, and educate women about breast cancer.
38. They have associate volunteer events for youth‐serving nonprofit, breast cancer
awareness events and environmental initiatives; this is called Associates in Action.
39. They log 1,200,000 volunteer hours at 64,000 volunteer events with 385,000 associate
volunteers.
40. The Kohl’s Corporation is an American department store chain headquartered in
Menomonee Falls, Wisconsin, a suburb of Milwaukee.
41. The company currently operates 1,089 stores in 49 states.
42. They have a Yes We Can policy to satisfy customers.
43. They treat their employees incredibly well offering things like coupons and a You Did It
board where employees can right thank you notes to other employees for doing a good
job or helping out.
44. Kohl’s has a dedicated following of customers.
45. If employees open a Kohl’s charge account while at a register, they get a bonus on their
next pay check.
46. Kohl’s is one of the top retailers for customer satisfaction.
47. The company was ranked #2 by the University of Michigan’s American Customer
Satisfaction Index (ACSI).
48. One of the top retailers for customer service, they were ranked number seven by the
National Retail Federation.
49. Forbes magazine ranked Kohl’s number 61 on their list of most reputable U.S.
Companies.
50. FORTUNE magazine ranked them number four on their list of World’s Most Admired
Companies (General Merchandisers Category).
51. Newsweek magazine ranked them number three for the 100 greenest companies in
America.
52. Kohl’s has a hassle‐free return policy.
53. Kohl’s uses mobile alerts
54. Kohl’s distribution center is located in Ottawa, IL>
41
55. They have stores in 49 of 50 states.
56. Hawaii is the only US state without Kohl’s.
57. Kohl’s annual turnover is $15,544,200,000.
58. The company paid their first quarterly dividend of $0.25 per share on March 30, 2011.
59. They expect to pay dividends on the last Wednesday of March, June, September, and
December to their shareholders.
60. In 2001, Kohls.com was launched.
61. In 2011, Kohl’s had a successful slogan of “The More She Knows, The More She Kohl’s.”
62. Kohl’s strategic initiatives are all about inventory management, having the right
inventory, in the right store, at the right time.
63. This inventory management results in Trip Assurance, instilling confidence that our
customer will find what she wants when she wants it.
64. In August 2010, in‐store kiosks were put select Kohl’s stores which allow customers to
purchase items that are not available and have them delivered to their home with no
shipping costs.
65. By the 2012 holiday season it is expected all stores will have these in store kiosks.
66. They believe an important part of the shopping experience is having great and up to
date stores.
67. In 2011, 100 stores were remodeled.
68. The state with the most Kohl’s is California, which has 128.
69. 78% of all waste generated is recycled by Kohl’s.
70. Kohl’s has memberships with: EPA Energy Star, United States Green Building Council,
EPA Green Power Partnership, Business for Social Responsibility, EPA WasteWise,
Wisconsin Partners for Clean Air, and EPA SmartWay Transport Shipper.
71. There are 676 ENERGY STAR labeled stores.
72. Between November 2010 and October 2011, we repurchased 57 million shares of our
common stock.
73. It takes 20 to 32 weeks from the start of the development to the time product is
delivered in stores.
74. Kohl’s breaks down their consumer lifestyles into 3 categories: Classic, Modern Classic
and Contemporary.
75. They place these lifestyles into a “Nine‐Box Merchandising Grid” to provide clear
guidelines for lifestyle and pricing, provide clarity and consistency when defining where
a branch will “live”, effectively manage a growing portfolio of businesses, and identify
opportunities for new businesses.
76. Kohl’s offers their own credit card and a benefit includes receiving extra discounts 12
times a year.
42
77. You can become a Kohl’s Most Valued Customer by spending $600 on your charge card
every year.
78. Kohl’s Most Valued Customers also pick a personal sale day six times a year, along with
other special discounts 18 times a year and the MVC Premier Newsletter full of fashion
tips and lifestyle information.
79. Online orders are shipping within 48 business hours and require a signature upon
delivery.
80. Kohl’s became a public company on May 19, 1992 at $14.00 per share.
81. As of January 29, 2011 there were 136,000 employees.
82. Kohl’s annual sales exceed $18 billion.
83. The annual shareholders’ meeting is held in May.
84. Kohl’s has 11 distribution centers in nine states.
85. The distribution centers are located in Wisconsin, Virginia, Ohio, Montana, Texas, New
York, California, Illinois, and Georgia.
86. Every Wednesday is senior citizen discount day, they can save 15%.
87. Online shipments are insured by the carriers that deliver them up to $100, after that
Kohl’s insures the shipment.
88. Kohl’s CEO is Kevin Manel.
89. Kohl’s competitors include Target and JC Penney.
90. Kohl’s matches competitor’s prices if you bring a copy with the current competitor’s ad.
91. Kohl’s offers a great internship program for college students in every business area.
92. Kohl has these core values: result‐orientated, builds teams and partnerships, prepared
and focused, takes an informed approach, develops self and others, and acts with
integrity.
93. Kohl’s really takes care of their employees, they even offer support through their
Adoption Assistance Programs, on‐site dry cleaning and on‐site fitness classes.
94. To work as an hourly employee at Kohls, you must be at least 17 years old and be able
to pass a drug screen.
95. You can apply online, in store or on the Kohl’s Hiring Hotline.
96. Kohl’s has three call centers located in Menomonee Falls, WI, Corsicana, TX and San
Antonio, TX.
97. In 2009, MUDD brand merchandise became available exclusively in Kohl’s department
stores.
98. The region with the most stores is the Midwest.
99. Most stores are located within a Strip Center.
100. Kohl’s is the largest solar power host in North America with 100 activated solar
arrays on store rooftops.
43
Appendix B: Survey
1. What three words or phrases do you think of when you hear Kohl’s?
_______________________ ______________________ __________________________
2. What is most important to you when choose a department store?
______________________________________________________________________________
3. One a scale of 1 to 10 (1 being negative, 5 being neutral, 10 being positive), where
would you place your view of Kohl’s?
1 2 3 4 5 6 7 8 9 10
44
Appendix C: Survey Results
What three words or phrases do you think of when you hear Kohl’s?
What is most important to you when choose a department store?
45
One a scale of 1 to 10 (1 being negative, 5 being neutral, 10 being positive), where would you
place your view of Kohl’s?
0 5 10 15 20 25
1
2
3
4
5
6
7
8
9
10
46
Appendix D: Risk Grid
Stock
Rumor
Stakeholder Relations Weapon Hostage
Situation CEO
Scandal
Activists
Violence
CyberAttacks
Non‐Observable
Controllabl
Uncontrollb
Observable
47
Appendix E: Audience Analyses
48
Appendix E: Audience Analyses, Continued
49
Appendix F: Basic Stakeholder Analyses
Stakeholder Concerns Channel Preference Lions
Shareholders ‐Receiving Revenue from their investments ‐Investing in an ethical corporation
‐Media Releases ‐Newsletters ‐Meetings ‐Annual Reports
‐Majority Stockholders ‐Board of Directors
Customers ‐Affordable & Quality Product ‐Convenient & Enjoyable Shopping Experience
‐Social Media ‐Advertising
‐Loyal Customers (“Walking Billboards”)
Suppliers & Business Partners
‐Ethical Practices ‐Financial Gain from Partnership
‐Face‐to‐face Meetings ‐Individual Communication (email, phone)
‐Executives
Media
‐Providing information to viewers truthfully and timely
‐Individual Communication (email, phone) ‐Media Releases ‐Interviews ‐Media Conferences
‐News Directors ‐Print Editors
Internal
‐Remaining Informed ‐Practicing Ethical Behavior ‐Financial Compensation ‐Secure work Environment
‐Meetings ‐Individual Communication (email, phone) ‐Bulletin Board Postings
‐Management ‐Executives
50
Appendix G: Timelines of Events ‐ CEO Crisis
04/19 1:05 PM
Perez Hilton blog leaks about Kohl's CEO Girl's Gone Wild Video
04/19 1:30 PM
CMT Contacted
4/19 9:30 PM
Video of Girls Gone Wild video goes viral and receives over 1 million hits.
04/20 8:00 AM
CEO Caitlin is asked to resign
04/20 10:00 AM
CEO accepts and steps down. Announcement is made to Top Management
& Shareholders
04/20 11:00 AM
CEO apologizes through video uploaded to You Tube
04/20 11:30 AM
CEO tweets apology via personal account
04/20 12:03 PM
Twitter explodes with tweets about CEO
04/20 2PM
Media Release and statement becomes
available on Kohl's Website
04/20 10:30 PM
David Letterman show features CEO video on Top 10
04/21 09:00 AM
Media Release
51
Appendix H: Strategic Response Chart
52
Appendix I: Venn Diagram – CEO Crisis
53
Appendix J: Media Release – CEO Crisis
54
Appendix K: Timelines of Events ‐ Financial Crisis
04/20
Article in New York Times claiming that JC Penney's new pricing
strategy has been hurting Kohl's sales since in effect.
04/20
Media releases stating Fortune 500 and latest financial statements
04/20
Rumors heard that Kohl's may be going under and being bought by
competitors
04/20
Email sent to stockholders with latest reports and addressing concerns
55
Appendix L: Venn Diagram – Financial Crisis
56
Appendix M: Media Release – Financial Crisis
57
Appendix N: Media Conference Blurbs
Kohl’s Company Overview:
more than 1,000 stores in 49 states more than 130,000 employees Fortune 500 company founded in 1920s changed style to current niche market in 1960s Mission: To be the leading family‐focused, value‐oriented, specialty department store
offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting
Kohl’s Social Responsibility Policy:
uphold suppliers, business partners, and vendors to strict social responsibility policies these policies include strict compliance with local labor laws and our expectations
regarding wages, child labor, forced labor, workers’ rights to free association, health and safety issues, and more
monitoring of facilities is completed by independent and professional third‐party more than 26,000 visits performed in 5,000 facilities in 75 countries world‐wide Kohl's is a Founding Circle member of the Sustainable Apparel Coalition ‐ group of
leading apparel and footwear brands, retailers, manufacturers, non‐government organizations (NGO's), academic experts and the U.S. Environmental Protection Agency ‐ The coalition is working on a collaborative approach to reduce the social and environmental impacts of apparel and footwear products sourced and sold worldwide
Kohl's participates in the Better Factories Cambodia (BFC) and Better Work Vietnam (BWV) programs ‐ International Labour Organization programs focused on strengthening labor standards in export garment industries in specified countries
Uzbekistan Cotton ‐ Kohl's does not knowingly carry products that use cotton originating from any country that condones the use of child labor and/or forced labor
our diamonds are in accordance with Clean Diamonds Trade Act and the Kimberly Process Certification we do not use conflict diamonds
March Sales:
Kohl’s March Sales: Up 5.3 percent Kohl’s Year to date sales: 3.6 percent Comparable store year‐to‐date sales: 1.8 March Growth: 9 new stores Now operate 1,134 stores in 49 states
58
increase of 37 stores from last year
Kohl’s Cares:
Kohl’s Cares for Kids ‐ supports children’s health and education
Kohl’s Environmental Stewardship:
efforts to leave a smaller footprint use solar panels in stores to reduce energy use More than 700 stores labeled Energy‐Star more than 200 stores LEED certified (meet criteria outlined by U.S. Green Building
Council (USGBC))
59
Appendix O: Timeline of Events – KLA Attacks (Pre‐Violence)
4/21 9:57am
A group called Kohl's Libration Army is picketing outside.
4/21 10:00amCMT Contacted
4/21 1:23pmKLA sets up a website where disgruntled employees and
customers post their grievances about Kohl's
4/21 2:00pmContacted legal team about taking down
website.
4/21 2:15pmKLA website shuts down because of
number of visits
4/21 3:07pmKLA website is back up and running
4/21 3:07pmMake police aware of
protesters
4/21 3:07pmLawyers consulted about legal issues regarding the
KLA website
4/21 3:07pmLocal Chicago new stations have
started covering the picketing at the Kohl's stores
4/21 4:41pmReporters try to interview protesters
who only direct them to their website.
4/21 11:25pmKLA posts manifesto on website (5
demands)
4/21 11:25pmKLA continue to protest for the 2nd
day
4/22 10:24amKLA protesters enter Kohl's store wearing JCP clothing, action caught on camera from around the nation
4/22 10:24amKLA members walk around the store
for about an hour
4/22 3:00pmProtesters strip off clothing to reveal shirts with the website on them
4/22 3:05pmManagers asked protesters to leave, some did not. The police were called.
4/22 3:10pmAn argument between a store
manager and protester is caught on TV cameras.
4/22 3:10pmNational Fox News carry the
argument live.
4/22 3:15pmFox News offices are inundated with
tweets and emails from KLA members details their grievances with Kohl's. Some get reported live
on air.
60
Appendix P: Timeline of Events – KLA Attacks (Violence)
4/22 3:15pmProtestors re‐enter the store to
protect their leader
4/22 3:20pmA shot was heard and the
Westside Kohl's goes on lockdown
4/22 3:30pmCMT plans for media
conference
4/22 3:35pmThe store manager holds a gun to the head of a protester and tells
every out to get out
4/22 3:37pmThe store manager fires a shot into the air, wounding a KLA
protester
4/22 3:38pmGreen Bay police deems this a
hostage situation
4/22 3:38pmStore is empty besides the manager and hostages
4/22 3:40pmNational news agencies have
requested interviews with Kohl's spokespeople
4/22 3:50pmEmail statement to
media
4/22 4:15pmShots were heard
4/22 4:16pmA male staggered out and dies in the arms of a police officer, all
caught on live TV
4/22 4:30pmEmergency Media
Release with intent of Media Conference at
6:00pm
4/22 6:00pmMedia Conference
61
62
Appendix R: Media Release – KLA Crisis
63
Appendix S: Venn Diagram – KLA Crisis
64
Appendix T: Incident Report Forms
Incident Report Form (#1) Crises Management Team Member(s):__________Raquel Lamal_________________ Date:___4/19/12_____ Time:___1:05 p.m._ Media Contact/ Informant:_Nicole Miley_____ Channel Used:_______email_______ Date of Incident:___4/19/12______ Time of Incident:___n/a______ Location of Incident:____blog report (internet)____________ Notes:_____A report has surfaced on Perez Hilton’s (real name) blog that the current Disney’s, Kohl’s, and Pioneer’s CEOs were part of “Girl’s Gone Wild” video years ago. The report says that the new DVD will be released in the near future titled “Has Your CEO Gone Wild?”_____ Stakeholder(s) of Concern: Contact Information: _____All shareholders notified.______________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X______ Date: ___4/19/12______ Time: _Late afternoon_______ No: _________ Action Response: _CMT_contacted____________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
65
Incident Report Form (#2) Crises Management Team Member(s):__________Chloe Scheller_________________ Date:__4/19/12______ Time:___9:30 p.m._ Media Contact/ Informant: _Nicole Miley_____ Channel Used:_____email_________________ Date of Incident:_4/19/12______ Time of Incident:_________ Location of Incident:______YouTube_________________ Notes:_ The “CEOs Gone Wild” video was released and gone viral. The YouTube clip of Kohl’s CEO Girl’s Gone Wild clip has more than 1 million hits in a matter of days. While no one can confirm the identity of the CEO, it has a remarkable likeness to the current CEO.
Stakeholder(s) of Concern: Contact Information: Follow up with all stakeholders____________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ____X_____ Date: ___4/20/12______ Time: __Morning______ No: _________ Action Response: __CMT discusses appropriate measures.______________________________ ____________________________________________________________________________________________________________________________________________________________ Recovery actions: ___Keep stake holders in the loop and updates when more information becomes available._____________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions:
Keep trust of stakeholders.________________________________________________________
______________________________________________________________________________
66
Incident Report Form (#3) Crises Management Team Member(s):_______Caitlin Gorham_________________ Date:__4/20/12______ Time:___12:03 p.m.___ Media Contact/ Informant: Nicole Miley_ Channel Used:_email__________ Date of Incident:__4/20/12_______ Time of Incident:___10:30 p.m._ Location of Incident:_CBS and Twitter___________ Notes:__ People are now tweeting about the Girl’s Gone Wild incident. *And this event has made itself in the nightly entertainment world by hitting David Letterman’s top 10.___ _____ Stakeholder(s) of Concern: Contact Information: __ALL_______________________________ ____________________________________ _Media Relations, Executive staff________ ___Vicki Shamion, 262-703-1464______ __Investor Relations___________________ ___Wes McDonald, 262-703-1464_________ Contacted? Yes: ___X______ Date: ___4/20/12______ Time: _10:30 p.m.____ No: _________ Action Response: __CMT working hard on response. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __Conversation started regarding the CEO’s resignation. (CEO resignation video on YouTube) _______________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _Reputation impacted, but semi-maintained. _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
67
Incident Report Form (#4) Crises Management Team Member(s):____Jena Richter_________________ Date:_4/20/12 Time:___12:54 p.m. _____ Media Contact/ Informant: __Nicole Miley______ Channel Used:__email_____________ Date of Incident:_____4/20/12 (started)____ Time of Incident:___--______ Location of Incident:__________--____________________ Notes:_____Rumors are now coming out that Kohl’s may be going under and being bought out by a competitor._______________________________________________________________
Stakeholder(s) of Concern: Contact Information: _Internal (employees)______ ____________________________________ __Shareholders___________ Investor Relations- (262) 703 - 1893_____________________ ______________________________________ ____________________________________ Contacted? Yes: __X______ Date: __4/20____ Time: _1:20 p.m._____ No: _________ Action Response: _CMT contacted. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _n/a_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __n/a____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
68
Incident Report Form (#5) Crises Management Team Member(s):__________Ed Immel _________________ Date:_4/20/12_______ Time:_4:45 p.m.__ Media Contact/ Informant:_Nicole Miley___ Channel Used:____email__________ Date of Incident:_4/20/12______ Time of Incident:______--___ Location of Incident:___NY Times newspaper______________ Notes:_____There’s been an article in the New York Time’s claiming that JC Penny’s new pricing strategy has been hurting Kohl’s sales ever since it went into effect. Stakeholder(s) of Concern: Contact Information: _public/media relations_________________ ____________________________________ _Financial/Investor relations____________ ____________________________________ _All stakeholders__________________ ____________________________________ Contacted? Yes: ____X____ Date: _4/20/11_____ Time: _Evening_______ No: _________ Action Response: ___Contacted CMT. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _Inform people invested in Kohl’s so they understand these false assessments. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _Save financial status of Kohl’s Corporation. _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
69
Incident Report Form (#6) Crises Management Team Member(s):_Amy Manske ____________ Date:_4/21/12___ Time:__9:57 a.m. Media Contact/ Informant:_Nicole Miley_______ Channel Used:____email _______________ Date of Incident:_4/21/12____ Time of Incident:_________ Location of Incident:______________________________ Notes:_____A group called the Kohl’s Liberation Army – dressed in J.C. Penny clothing and hats (JC) – is picketing outside several Kohl’s in the Midwest. The signs say “Liberate Yourself from Kohl’s Oppression”. Stakeholder(s) of Concern: Contact Information: _Internal (CMT) and Media Relations_____ _Vicki Shamion (262) 703-1464_________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ____X____ Date: __4/21/12_____ Time: __10:00 a.m.____ No: _________ Action Response: ____CMT contacted. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _CMT will follow up. Media Relations on call and award if situation furthers. ______________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ________n/a_______________________________________________________________________________________________________________________________________________________________________________________________________________________________
70
Incident Report Form (#7) Crises Management Team Member(s):_____Chloe Scheller Date:__4/21/12 Time:_1:23 p.m.___ Media Contact/ Informant:__Nicole Miley______ Channel Used:_____email____________ Date of Incident:4/21/12___ Time of Incident:__1:23 p.m.____ Location of Incident:__Internet __________ Notes:_____The Kohl’s Liberation Army (KLA) has set up a website where disgruntled employees and customers can post their grievances about Kohl's. Stakeholder(s) of Concern: Contact Information: __Media Relations______________________ ____________________________________ __Internal - Executives___________________ _______________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X_____ Date: __4/21/12____ Time: __late afternoon______ No: _________ Action Response: __CMT contacted. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _Find legal rights involved and monitor situation. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___n/a____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
71
Incident Report Form (#8) Crises Management Team Member(s):__________Chloe Scheller_________________ Date:_4/21/12_______ Time:___1:23 p.m._ Media Contact/ Informant:Nicole Miley ___ Channel Used:___email_________________ Date of Incident:__4/21/12_______ Time of Incident:____afternoon_____ Location of Incident:___Internet_____________ Notes:_____ The KLA website has been overwhelmed with hits and temporarily shuts down. Stakeholder(s) of Concern: Contact Information: _____Internal_____________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X______ Date: ___4/21/12______ Time: afternoon____ No: _________ Action Response: ___Continue monitoring. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ____n/a___________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___n/a___________________________________________________________________________________________________________________________________________________________________________________________________________________________________
72
Incident Report Form (#9)
Crises Management Team Member(s):__________Caitlin Gorham _________________ Date:_4/21/12_______ Time:____ Media Contact/ Informant:Nicole Miley ___ Channel Used:___email_________________ Date of Incident:__4/21/12_______ Time of Incident:____afternoon_____ Location of Incident:___Internet_____________ Notes:_____ The KLA website is back up and running. Stakeholder(s) of Concern: Contact Information: _____Internal_____________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X______ Date: ___4/21/12______ Time: afternoon____ No: _________ Action Response: ___Continue monitoring. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __Take legal matters if possible. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _________n/a_____________________________________________________________________________________________________________________________________________________________________________________________________________________________
73
Incident Report Form (#10) Crises Management Team Member(s):__________Caitlin Gorham_________________ Date:__4/21/12____ Time:___3:07 p.m. Media Contact/ Informant:__Nicole Miley______ Channel Used:____email___________ Date of Incident:__4/21/12_____ Time of Incident:_________ Location of Incident:__Many channels__________________ Notes:___Local Chicago news stations have started covering the picketing at the Kohl’s stores. Stakeholder(s) of Concern: Contact Information: ______________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: _________ Date: _________ Time: ________ No: _________ Action Response: _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
74
Incident Report Form (#11) Crises Management Team Member(s):____Jena Richter______________________ Date:4/21/12____ Time: 4:41 p.m.________ Media Contact/ Informant: Nicole Miley ______ Channel Used:____email__________ Date of Incident:_4/21/12____ Time of Incident:______4:41 p.m._ Location of Incident: Green Bay ____________ Notes: Reporters in Green Bay have tried to interview the protesters but all anyone will say on camera is “Kohl’s must stop the oppression of workers and customers. Go to our website at Kohlsliberationarmy.com” Stakeholder(s) of Concern: Contact Information: __All local Stakeholders________________ ____________________________________ _Media relations_____________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X____ Date: __5:00 p.m.______ Time: ________ No: _________ Action Response: _____CMT take control of situation – research group and understand motive. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _____n/a_________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ____n/a___________________________________________________________________________________________________________________________________________________________________________________________________________________________________
75
Incident Report Form (#12) Crises Management Team Member(s):__Amy Manske_________________________ Date: 4/21/12 ____ Time:_11:25 p.m._____ Media Contact/ Informant:___Nicole Miley____ Channel Used:_____email_________ Date of Incident: 4/21/12_____ Time of Incident:_11:25 p.m._____ Location of Incident:__Internet____________ Notes:_____ The KLA manifesto suddenly appears on their website detailing their “grievances” and encouraging every consumer to stop buying their products. The manifesto includes the following demands: 1) Stop lying to consumers, 2) Halt the use of slave labor in Cambodia, 3) Free the Kohl’s worker slaves, 4) Cease funding anti-union causes, 5) End the greed Stakeholder(s) of Concern: Contact Information: ___ALL_Internal_________________ ____________________________________ __________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X______ Date: _4/21/12________ Time: __11:30 p.m.___ No: _________ Action Response: __Contacted CMT – they continue updating internal audiences and researching the group. Refer to crisis management plan. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___Maintain control. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __N/A____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
76
Incident Report Form (#13) Crises Management Team Member(s):__________Amy Manske _________________ Date:__4/21/12______ Time:11:25 p.m.______ Media Contact/ Informant:__Nicole Miley Channel Used:email_______________ Date of Incident:__4/22/12_______ Time of Incident:__--_______ Location of Incident: Green Bay____________________ Notes:_____ The KLA continues protest at the Westside Green Bay store for the 2nd day. Stakeholder(s) of Concern: Contact Information: __All stakeholders who were notified before. ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ____X_____ Date: _4/22/12____ Time: _Early morning_______ No: _________ Action Response: __CMT – continues to monitor. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
77
Incident Report Form (#14) Crises Management Team Member(s):_________Ed Immel_________________ Date:__4/22/12__ Time: 10:24 a.m.____ Media Contact/ Informant: Nicole Miley Channel Used:_email_________ Date of Incident:_4/22/12_____ Time of Incident: 10:24 a.m._____ Location of Incident: Green Bay_____________ Notes:_ With cameras rolling around the nation, KLA protesters (wearing clothing from Pennys) enter the Kohl’s store (protest signs left outdoors) Stakeholder(s) of Concern: Contact Information: _Security - CIO____ ____________________________________ _Stakeholders, local store managers_______________________ Contacted? Yes: ____X____ Date: __4/22/12_____ Time: __10:25 a.m.____ No: _________ Action Response: ___CMT contacted. Managers wait for more information. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _______To maintain control. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _____n/a__________________________________________________________________________________________________________________________________________________________________________________________________________________________________
78
Incident Report Form (#15) Crises Management Team Member(s):__________Ed Immel_________________ Date:__4/22/12__ Time:10:24 a.m._____ Media Contact/ Informant: Nicole Miley______ Channel Used:____email________ Date of Incident:4/22/12_____ Time of Incident:_10:24 a.m.____ Location of Incident:__Green Bay__________ Notes:___ The KLA member’s mill around stores for about an hour. Stakeholder(s) of Concern: Contact Information: ____Those listed in Incident Form #14______ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X_____ Date: __4/22/12_____ Time: _11:30 a.m.____ No: _________ Action Response: __n/a_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _n/a______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _n/a______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
79
Incident Report Form(#16) Crises Management Team Member(s):___Raquel Lamal______________________ Date:4/22/12____ Time:__11:02 a.m._ Media Contact/ Informant:__Nicole Miley __ Channel Used:_email_______________ Date of Incident:_4/22/12____ Time of Incident:__3:00 p.m.___ Location of Incident:___Green Bay__________ Notes:__At precisely 3 p.m. CST all the protesters strip off their first layer of clothing to reveal a t-shirt saying, Kohl’s Liberation Army (KLA.org). Cameras are rolling with laughter all around. The protest leader reads a short a statement in the store saying: “The KLA demands that Kohl’s meet our demands” and passes out written copies of the demands from the website to reporters Stakeholder(s) of Concern: Contact Information: _All stakeholders that have been receiving updates on the current situation. _____________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ____X____ Date: _4/22/12_____ Time: _3:15 p.m._______ No: _________ Action Response: _n/a______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _n/a______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___n/a____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
80
Incident Report Form (#17) Crises Management Team Member(s):_______Amy Manske____________________ Date:__4/22/12_____ Time:_11:59a.m. Media Contact/ Informant:___Nicole Miley_ Channel Used:____email____ Date of Incident:__4/22/12_______ Time of Incident:__11:59 a.m._______ Location of Incident:____Green Bay_____________ Notes:___Kohl’s store managers at various times start asking the protesters to leave. Most do. Some don’t and the police are called to “escort” the protesters out of the store.__ Stakeholder(s) of Concern: Contact Information: ______All previously mentioned stakeholders from Incident Report Form #18______________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X_____ Date: __4/22/12_____ Time: _12:05 p.m._____ No: _________ Action Response: _CMT contacted – controlling situation and updating as events are occurring. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
81
Incident Report Form (#18) Crises Management Team Member(s):__________Amy Manske _________________ Date:__4/22/12____ Time:____11:59 a.m._ Media Contact/ Informant:__Nicole Miley______ Channel Used:_email____________ Date of Incident:4/22/12_______ Time of Incident:_11:59 a.m.__ Location of Incident:_Green Bay _______________ Notes:____ An argument between the Green Bay store manager and protester ensues. All of this is caught on TV cameras. The situation escalates. Stakeholder(s) of Concern: Contact Information: __All previously mentioned stakeholders in incident report form #17 – related. ____________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: __X_____ Date: 4/22/12______ Time: _12:10 p.m._____ No: _________ Action Response: _On-going _________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __In-progress.
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __In-progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
82
Incident Report Form (#19)
Crises Management Team Member(s):__________Chloe Scheller _________________ Date:_4/22/12___ Time:_1:01p.m._____ Media Contact/ Informant:_Nicole Miley_______ Channel Used:_email ____________ Date of Incident:_4/22/12_____ Time of Incident:_________ Location of Incident:______________________________ Notes:___ The national Fox News carries the argument in the Green Bay store live. The New York offices of Fox are inundated with press releases, emails, and tweets from “KLA members” detailing their grievances. Some get reported during the live drama in the Green Bay store. Stakeholder(s) of Concern: Contact Information: ___All stakeholder mentioned in Incident Report Form #18 – related.__________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X_____ Date: _4/22/12____ Time: _afternoon_______ No: _________ Action Response: _On-going _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: _In progress. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: _In progress. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
83
Incident Report Form (#20) Crises Management Team Member(s):__________Jena Ritcher _________________ Date:4/22/12___ Time:_2:07 p.m._________ Media Contact/ Informant:_Nicole Miley Channel Used:__email _________ Date of Incident:_4/22/12____ Time of Incident:_2:07 p.m.____ Location of Incident:__Green Bay__________ Notes:__Things continue to escalate in the Green Bay store and more police are rushed to the scene. The protesters re-enter the store to protect their leader. Shouting is heard around the store as employees confront the protesters (wearing KLA tops). A shot is heard. People scurry out of the store or hide behind racks of clothes.
Stakeholder(s) of Concern: Contact Information: _____All the mentioned stakeholders mentioned in Incident Report Form #19 – related. _________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ____X____ Date: _4/22/12_____ Time: Afternoon No: _________ Action Response: __On-going _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: __In progress. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___In-progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
84
Incident Report Form (#21) Crises Management Team Member(s):__________Jena Richter_____ Date:4/22/12__ Time:_2:07 p.m.____ Media Contact/ Informant: Nicole Miley _________ Channel Used:_____email_________ Date of Incident:4/22/12___ Time of Incident:_2:07 p.m._____ Location of Incident:__Green Bay ______________ Notes: Local Green Bay media has reported that Westside Kohl’s has moved to lockdown mode. Stakeholder(s) of Concern: Contact Information: ___All previously mentioned stakeholders (see IRF #22) – related. ___________________________________ ____________________________________ ______________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: ___X_____ Date: _4/22/12_____ Time: 2:15 p.m._____ No: _________ Action Response: On-Going – CMT controlling situation. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __In progress. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
85
Incident Report Form (#22) Crises Management Team Member(s):__________Ed Immel__________ Date:_4/22/12_ Time:_4:09 p.m._______ Media Contact/ Informant:__Nicole Miley __ Channel Used:_email_____________ Date of Incident:4/22/12____ Time of Incident:_4/22/12 _____ Location of Incident:__Green Bay _______________ Notes:____The Green Bay Store Manager (Tim Meyerisky) has a gun to the head of the KLA protester. He says, “Everyone get out of my store or I’ll kill him”. No one moves. He fires another shot into the air – and inadvertently wounding a hidden KLA protestor. People warily move out of the store including the police. The entire incident was caught on live TV and has gone national. Stakeholder(s) of Concern: Contact Information: _Same as IRF #21 – related. _________________________ ____________________________________ ____________________________________ ______________________________________ ____________________________________ Contacted? Yes: __X_____ Date: 4/22/12_____ Time: _4:15 p.m.____ No: _________ Action Response: _CMT is controlling – on-going. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___In progress. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: __In progress. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
86
Incident Report Form (#23)
Crises Management Team Member(s):__________Raquel Lamal_________________ Date:_4/22/12_ Time:_4:09 p.m. ______ Media Contact/ Informant:_Nicole Miley_______ Channel Used:_email_________ Date of Incident:__4/22/12_______ Time of Incident:_4:09 p.m._____ Location of Incident:_Green Bay_______________ Notes:_____ The Green Bay police now deem this a hostage situation. In fact, Tim Meyerisky, has discovered three other KLA protesters and has taken them hostage as well. The store is completely empty except for the hostages and the manager. Stakeholder(s) of Concern: Contact Information: __See previous IRF #22 – related same stockholders apply.___________________________________________________________________ ______________________________________ ____________________________________ Contacted? Yes: __X______ Date:4/22/12____ Time: 4:15 p.m.___ No: _________ Action Response: ___CMT controlling – On-going. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
87
Incident Report Form (#24) Crises Management Team Member(s): Caitlin Gorham Date: 04/22/2012 Time: 5:02 PM Media Contact/ Informant: Nicole Miley Channel Used: email Date of Incident:04/22/2012 Time of Incident: 5:02 p.m.___ Location of Incident: headquarters Notes: Various national news agencies have requested interviews with Kohl's spokespeople.
Stakeholder(s) of Concern: Contact Information: PR Team __________________________________________________
CEO__________________________________________________________
CMT__________________________________________________________ Contacted? Yes: __X_____ Date: _________ Time: ________ No: _________ Action Response:
Informed Media of press conference
Recovery actions: Bought time to get congruent core messages
Impact of actions:
Holding press conference
88
Incident Report Form (#25) Crises Management Team Member(s):__________Jena Richter__(all)_____________ Date:_4/22/12_ Time:_10:02 p.m. ______ Media Contact/ Informant:_Professor Clampitt
Channel Used:_phone_________ Date of Incident:__4/22/12_______ Time of Incident:_4/22/12__ Location of Incident:_Green Bay_______________ Notes:_____ Shots were heard. A male KLA member staggers out and dies in the arms of a police officer.This is all caught on live TV. Stakeholder(s) of Concern: Contact Information: __See previous IRF #24 – related same stockholders apply.___________________________________________________________________ ______________________________________ ____________________________________ Contacted? Yes: __X______ Date:4/22/12____ Time: ASAP___ No: _________ Action Response: ___CMT controlling – On-going. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Recovery actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Impact of actions: ___In progress. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
89
Incident Report Form #26 Crises Management Team Member(s): All group members present Date: 04/24/2012 Time:8:30 AM Media Contact/ Informant: Dr. So What Channel Used: Face-to-face Date of Incident: 04/24/2012 Time of Incident:8:30 AM Location of Incident: MAC 107 Notes: The CMT was notified that the hostage taker was in custody, no other injuries took place, and in Dr. So What's exact words "It is done."_________________________________________ Stakeholder(s) of Concern: Contact Information: All CMT members___________________________________________________ Media ______________________________________________________________ Stakeholders - everyone_________________________________________________________ Contacted?
Yes: X Date: _4/24/12_____ Time: _ASAP/during media conference No: _________ Action Response: We were updated about the change of events right before the press conference, we updated the media and all stakeholders at that time.
Recovery actions:
CMT will perform post-crisis requirements. Continue to update all audiences and maintain reputation to the best of our ability. Impact of actions: _By the way our message was delivered and handled us effectively handled the crisis while maintaining our reputation and core values as a company.___________________ ______________________________________________________________________________
90
Appendix U: Media Kit
Kohl’s Environmental Stewardship Kohl’s is committed to the environment through our Kohl’s Green Scene ®. Kohl’s takes
the environment very seriously and has made it a constant effort to keep stores as green as possible. Managing energy use and climate emissions are key to sustaining the environment and Kohl’s is taking big steps to ensure we leave a smaller footprint.
Kohl’s is a 100% Green Power partner, which means Kohl’s uses solar panels to help reduce energy use within stores. More than 700 of Kohl’s stores nationwide have been labeled energy‐star stores.
Kohl’s also is helping the green scene through recycling. Kohl’s recycles anything from hangers to light bulbs, carpet to construction materials and much more. All materials recycled by Kohl’s amounts to more than 130,000 tons a year. The materials collected through Kohl’s Environmental Recycling Program are reused, recycled or re‐engineered into new products, including things such as alternative fuel sources, industrial floor cleaners and artisan paints.
With each new store location, Kohl’s Corporation strives to be more environmentally friendly. Kohl’s achieves this long‐term sustainability through improved building design and Leadership in Energy and Environmental Design (LEED). To be LEED® certified a building must meet a set of criteria produced by the U.S. Green Building Council (USGBC), which guides best practices for the design, construction and operation of high‐performance green buildings. With more than 200 stores LEED certified, Kohl’s is consistently looking for new way to go green. For more information regarding Kohl’s Environmental Stewardship please go to: http://www.kohlsgreenscene.com/
Kohl’s Fact Sheet
1) Kohl’s Corporation operates family‐oriented, specialty department stores that feature moderately priced apparel, shoes, accessories, soft home products and housewares.
2) Kohl’s is a Fortune 500 Company, ranked 142 on the list for 2011.
3) Kohl’s headquarters is based in Menominee Falls, WI.
4) Kohl’s Department Stores are nationwide with Kohl’s stores operating in 49 of the 50 states.
5) The Kohl’s Mission statement is as follows:
To be the leading family‐focused, value‐oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting.
6) Kohl’s department stores were originally started as grocery retailers in 1962, with the first store being opened in Brookfield, WI.
91
7) Kohl’s Corporation was owned by the Kohl Family, primarily Allen and Herbert Kohl. In 1979 Herbert Kohl became a US Senator and an owner of the Milwaukee Bucks as well.
8) Kohl’s is involved in a number of local charities within the community and has a Kohl’s Cares System where proceeds earned all go to the charity being supported.
9) Kohl’s supports a wide variety of youth‐serving and community organizations and causes. From the United Way to local parks, children’s hospitals to breast cancer awareness programs, Kohl’s Associates are lending a hand and demonstrating our commitment to helping the communities we serve.
10) The slogan for Kohl’s stores is “Expect great things.”
11) Kohl’s is environmentally friendly through there Kohl’s Green Scene initiative. From large scale projects such as constructing environmentally friendly buildings to everyday practices like recycling hangers, Kohl’s is taking big steps to ensure we leave a smaller footprint.
12) Kohl’s has more than 700 Energy Star Labeled stores all across the U.S.
Kohl’s Company Profile
Kohl’s Corporation is one of the largest discount department store franchises in the United States, with more than 1000 stores in 49 of the 50 states. The target audience for Kohl’s Corporation is middle income shoppers buying for families and homes. Kohl’s maintains its discount prices through a low cost structure, limited staffing, and progressive management information systems, as well as the economical application of centralized buying, distribution and advertising. This “Kohl’s Concept” has been successful in small and large markets, strip shopping centers, regional malls and in freestanding venues.
The majority of Kohl’s stores operate in the Midwest and the West, but Kohl’s continues to expand into other regions. Due to this widespread consumer base and effective business process, Kohl’s has become a Fortune 500 company.
The original Kohl’s stores started off as grocery stores founded by Max Kohl in the late 1920s in Milwaukee WI. In the mid‐1960s Kohl’s decided to change their style and started to sell clothes and apparel to a niche that fell between high‐end department stores and discount markets. This new positioning effort helped Kohl’s skyrocket into the major retailer it is today.
The Kohl’s mission is to be the leading family‐focused, value‐oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting.
92
Kohl’s Cares Charities
Kohl’s Corporations is a strong force within the communities they serve. The Kohl’s Cares program is a one of the many ways that Kohl’s strives to be involved with the community. One of the most well‐known charities is Kohl’s Cares For Kids® which is committed to supporting children’s health and education initiatives nationwide.
The Kohl’s A‐Team is the group of dedicated Kohl’s associates who volunteer their time to these charities. Kohl’s volunteers support a wide variety of youth‐focused organizations such as children’s hospitals and local schools. Some of the things that the A‐Team does through its volunteer efforts include, giving away backpacks filled with school supplies to children, hosting a “day of fun” for the patients at a local children’s hospital, volunteering at a camp for homeless children and fitting children with free bike helmets for safety reasons.
Nationwide Kohl’s stores have participated in many A‐Team events and continue to encourage their associates to volunteer at many local youth oriented nonprofits. Kohl’s then matches the volunteer efforts with $500 grants to the organization.
Kohl’s Contact Information
Investor Relations Chloe Scheller‐President of Investor Relations
Phone: (608) 772‐9969 Email: [email protected]
Crisis Media Relations Amy Manske‐Vice President of Public and Community Relations
Phone: (920) 585‐4198 Email: [email protected]
Crisis Victim Contact Raquel Lamal‐Victim Control Manager
Phone: (920) 604‐3167 Email: [email protected]
93
Kohl’s Crisis Media Rules
1) Media may not cross police lines for the safety of themselves and those involved in the crisis
and to prevent the any evidence from being altered.
2) Media must assume that the hostage taker has access to news coverage and must therefore
remain sensitive about their influence on the outcome. The use of live‐footage must be
exercised cautiously.
3) Media must stay in the designated “broadcast area” that has been agreed upon by the police.
4) Media may not describe positions of snipers or other positions of the police within the crime
scene.
5) Media is prohibited to give information to the perpetrator and communicating with the suspect
or victim without coordinating with the police.
6) Media must notify the police immediately if they are contacted by the hostage taker.
Communication between the hostage taker may not be published unless given the permission
and advice of the police negotiator.
7) Coverage shall not restrain or halt law enforcement efforts to resolve the situation.
8) The identity to a suspect, prior to arrest, may not be released .
9) The identity of any injured or deceased person prior to the notification of the person’s direct
family members.
10) Media may not become personally involved in the hostage situation.
11) Exercise empathy and understanding when interviewing hostages, families and friends during
and after a crisis.
12) Interviewing employees will not be allowed unless given the consent of Kohl’s Corporation’s
community and relations manager.
94
Appendix V: Anticipated Questions
Is it true that Kohl’s is going‐under and being bought‐out by a competitor?
Kohl’s is a very respected and honorable company. Our sales have shown that we are a
successful company and will continue to do what we do best and that is give customers a
great value. We have proven ourselves by being a fortune 500 company and plan to continue
our success.
Has the new pricing‐strategy of JC Penny’s had a negative effect on Kohl’s?
Kohl’s is a very respected and honorable company. Our sales have shown that we are a
successful company and will continue to do what we do best and that is give customers a
great value. We have proven ourselves by being a fortune 500 company and plan to continue
our success.
Have you appeared in a Girl’s Gone Wild video too?
No. (Refer to rumor answer at bottom.)
Why did you hire a skanky hoe?
OUR FORMER CEO was very qualified for her position. She led us to become the company we
are today.Her actions were unprofessional. Jena Ritcher is our CURRENT CEO and knows the
Kohl’s Corporation very well. Jena will do a fantastic job.
How were you unaware of Caitlin’s actions?
OUR FORMER CEO was very qualified for her position. She led us to become the company we
are today.Her actions were unprofessional. Jena Ritcher is our CURRENT CEO and knows the
Kohl’s Corporation very well. Jena will do a fantastic job.
Why have you outsourced jobs to overseas? If you were a patriotic company, wouldn't’ you
keep jobs in the US?
JENA TAKE QUESTIONS regarding ‐
Why does your corporation think it is okay to use in‐humane slave labour and support
sweatshops? In response, use “forced‐labour”‐ Jena
95
Who is the replacement for the CEO?
Jena Richter is the current CEO. She has been a part of the Executive board for quite some
times and understands the ins and out of the business world.
Do all of your managers carry guns?
It is not protocal for our employees to carry guns. It is not something that we promote or
allow. This incident is a very isolated and rare situation. The safety of all customers is our first
and foremost concern always.
In the future, how will you prevent this from happening again?
We plan to reevaluate our training on crisis management. While you can not plan for
something like to happen we should need
What effect will these events have on the sales of Kohl’s?
Kohl’s is a very respected and honorable company. Our sales have shown that we are a
successful company and will continue to do what we do best and that is give customers a
great value. We have proven ourselves by being a fortune 500 company and plan to continue
our success.
Other response TO RUMOR QUESTIONS:
Kohl’s is an industry leader and a very successful company. It is obvious that we would be
target for rumors because of this. Kohl’s is a very respected and honorable company. Our
sales have shown that we are a successful company and will continue to do what we do best
and that is give customers a great value. We have proven ourselves by being a fortune 500
company and plan to continue our success.
96
Appendix W: PowerPoint Presentation
97
98
99
100
101
102
Appendix X: Group Meeting Agendas
Monday, March 22 – 10:30am‐12:30pm
23 Days Until Crisis Plan Due
28 Days Until Presentation
23 Days Until Paper Due
Action Plan:
1. Determine audiences
2. Go through 100 facts
Thursday, March 29 – 5:00pm‐6:00pm
20 Days Until Crisis Plan Due
25 Days Until Presentation
26 Days Until Paper Due
Action Plan:
1. Finalize Audiences
2. Business and Communication Goals
3. Assign parts of the Crisis Communication Plan.
a. Introduction
i. Purpose of Crisis Plan
ii. Overview of Kohl’s
b. Rehearsal Dates
c. CMT Members
d. CMT Contact Sheet
e. Crisis Assessment
f. Incident Report Form
g. Proprietary Info List
h. Press Kit
i. Strategy Worksheet
j. Stakeholder Contact Sheet
k. Crisis Control Center Info
l. Post Crisis Evaluation Form
103
Next Time:
Top 10 Crises – each person think of 5 for next meeting
Monday, April 2 – 10:30am‐12:30pm
17 Days Until Crisis Plan Due
22 Days Until Presentation
30 Days Until Paper Due
Action Plan:
1. Share Top 5 Crises
2. Categorize Crises into the 5 groups
3. Start Likelihood and Severity Chart
4. Determine Top 10 Crises
Next Time:
Have Individual Parts for the Crisis Plan Finished
Thursday, April 5 – 5pm‐6pm
14 Days Until Crisis Plan Due
19 Days Until Presentation
33 Days Until Final Exam
Action Plan:
1. Begin Discussing Ways to Handle Top 10 Crises
2. Discuss Individual Parts for the Crisis Plan
a. Overview of Kohl’s – Chloe
b. Rehearsal Dates – Ed
c. CMT Contact Sheet – Caitlin
d. Proprietary Info List – Jena & Amy
e. Press Kit – Raquel & Chloe
f. Crisis Control Center Info & Layout – Caitlin
g. Post Crisis Evaluation Form & Survey – Chloe & Raquel
h. Acknowledgements – Caitlin
i. Business Continuity Plan ‐ Ed
104
Next Time:
Awareness, Acceptance & Action Objectives
Strategy & Flow Chart
Monday, April 9 ‐ 10:30am‐12:30pm
10 Days Until Crisis Plan Due
15 Days Until Presentation
22 Days Until Paper Due
Action Plan:
1. Take Photos
2. Awareness, Acceptance &Action Objectives
3. Start Flow Chart
Next Time:
Have all information put in one document and emailed out to everyone, we will go
through it step by step and find things that need to be edited and added.
Thursday, April 12 – 5:00pm‐6:00pm
7 Days Until Crisis Plan Due
12 Days Until Presentation
19 Days Until Paper Due
Action Plan:
1. Edit/Add to Crisis Plan
Monday, April 16 – 10:30am‐12:30pm
3 Days Until Crisis Plan Due
8 Days Until Presentation
15 Days Until Paper Due
Action Plan
1. Finish Editing and Print Crisis Plan
105
Appendix Y: Class Feedback
This class feedback was taken from case study evaluation forms the class is given during
presentations. Average scores and comments are listed below.
Professional Style Overall (out of 30): 28 Application of Principles Overall (out of 30): 28.1 Analytical Soundness Overall (out of 30): 28 Overall Project (out of 10): 9.1 Final Score (out of 100): 93.2 Comments:
Ed seemed nervous, but it happens
Jena spoke very well
Amy did a great job answering questions
The quadrant was easy to understand and follow
Great goals for each crisis
All dressed very well
Press conference was hard to follow
Could have done better referring back to the core message
Liked the youtube video but why would someone who got fired apologize?
Your police officer isn’t even in the class, couldn’t one of your group members take that
role?
Lots of “ums” and overall hard to follow
Fairly good job answering questions but seemed unprepared for them
Risk grid was hard to follow
Could have been a little more specific and knowledgeable when answering questions
from Phil (don’t waste his time or mine)
The problem was hard to follow
Some of the PowerPoint was hard to read
Kept answers short and didn’t ramble
Good job!
Good job with all the crises
Be careful of “ums”
Everything was very professional, nice job
Jena is an excellent speaker
Could tell the lights bothered Ed
Overall very professional appearance
106
Good use of strategy chart
Likes the outside person being the police officer
Jena did a wonderful job as the newly elected CEO
Like the core message it fit perfect
Nice twist on Caitlin stepping down as CEO with the reason why
Very nicely done
Make sure to step up to the microphone when answering questions during press
conference
Thought it was weid to have someone speak who is not in the class
Spoke clearing but lots of “ums”
Seemed scared during the press conference
Likes the clues chart
Liked the video
I honestly didn’t care for the press conference, but the presentation was really good
The cop was a nice touch
Good use of video
Spoke with great confidence
Provided great insight from the crisis
Amazing job, you did awesome and were really well prepared
Loved the layout and the responses to questions
Used a lot of class principles
Straightforward strategy and worked well within the situations
Rebuttals were great
Must have been hard going on the first day but you didn’t show it
107
Appendix Z: Sources
"Celebrity Gossip Juicy Celebrity Rumors Hollywood Gossip Blog from Perez Hilton." Celebrity
Gossip Juicy Celebrity Rumors Hollywood Gossip Blog from Perez Hilton. Web. 30 Apr.
2012. <http://perezhilton.com>.
Community. Kohl's Corporation. Web.
<http://www.kohlscorporation.com/CommunityRelations/Community01A.htm>.
Customer Service ‐ Store Review. Kohl's Corporation. Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/customer_service/email/default.asp?a=e‐mail‐
choosepath>.
Dalal, Mihir. "Urban Outfitters CEO Resigns, Stock Falls 15 Percent." Reuters. Thomson Reuters,
10 Jan. 2012. Web. 30 Apr. 2012. <http://www.reuters.com/article/2012/01/11/us‐
urbanoutfitters‐idUSTRE8092BZ20120111>.
David Letterman. IMDB ‐ Internet Movie Database. Web.
<http://www.imdb.com/title/tt0106053/>.
Details Page. Kohl's Corporation. Web.
<https://cs.kohls.com/app/answers/detail/a_id/893/session/L3RpbWUvMTMzMTY2NTc
3NS9zaWQvSzlUc3NfU2s%3D>.
"Final Rule:Additional Form 8‐K Disclosure Requirements and Acceleration of Filing Date." Final
Rule: Additional Form 8‐K Disclosure Requirements and Acceleration of Filing Date; Rel.
No. 33‐8400; S7‐22‐02. Web. 30 Apr. 2012. <http://www.sec.gov/rules/final/33‐
8400.htm>.
108
"Fortune 500 Companies â “ What Does It Take?" Fortune 500 Companies â “ What Does It
Take? Web. 30 Apr. 2012. <http://www.dirjournal.com/business‐journal/fortune‐500‐
companies‐what‐does‐it‐take/>.
"From the 'Lectric Law Library's StacksGuide To Crisis Negotiations." Guide to Crisis
Negotiations. Web. 30 Apr. 2012. <http://www.lectlaw.com/files/cjs10.htm>.
"Google Alerts ‐ Monitor the Web for Interesting New Content." Google. Web. 30 Apr. 2012.
<http://www.google.com/alerts>.
Investor Relations. Kohl's Corporation. Web.
<http://www.kohlscorporation.com/InvestorRelations/Investor01.htmhttp://www.kohls
corporation.com/InvestorRelations/Investor01.htm>.
"Investor Relations." Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/InvestorRelations/Investor01.htm>.
JCPenny's. Fortune Magazine. Web. <http://management.fortune.cnn.com/2012/01/25/ron‐
johnsons‐rx‐for‐jc‐penney/>.
"Kohl's ‐ Wall | Facebook." Web. 30 Apr. 2012. <http://www.facebook.com/kohls?sk=wall>.
Kohls. About Retail Stores. Web. <http://www.aboutretailstores.com/kolhs.htm>.
"Kohl's." About Us. Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/AboutKohls/AboutKohls01.htm>.
"Kohl's Cares ” A‐Team Volunteers." Kohl's Cares ” A‐Team Volunteers. Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/CommunityRelations/Community04.htm>.
"Kohl's Cares ‐ Supporting Women's Health." Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/CommunityRelations/Community0.htm>.
109
"Kohl's." Company Statements & Slogans. Web. 30 Apr. 2012. <http://www.company‐
statements‐slogans.info/list‐of‐companies‐k/kohls.htm>.
Kohl's Corporation. Web. <http://www‐
935.ibm.com/services/au/gts/pdf/disasterrecoverycrisisplanningsolution.pdf>.
Kohl's Corporation. Web. <http://www.ntaonline.com/includes/media/docs/crisis‐mgm‐plan‐
020703.pdf>.
Kohl's Department Stores. Market Watch. Web. <http://www.marketwatch.com/story/kohls‐
department‐stores‐donates‐100000‐to‐the‐american‐red‐cross‐for‐tornado‐relief‐
efforts‐in‐the‐midwest‐and‐southeast‐2012‐03‐08>.
"Kohl's Green Scene." Kohl's Green Scene. Web. 30 Apr. 2012.
<http://www.kohlsgreenscene.com/>.
"Kohl's." Kohl's Department Stores. Web. 30 Apr. 2012.
<http://www.kohls.com/kohlsStore/ourbrands/ourwebsites.jsp>.
"Kohl's Remodel Strategy." Web. 30 Apr. 2012.
<http://www.slideshare.net/karinamunoz/kohls‐remodel‐strategy>.
"Kohls.com Legal Notices." Kohl's Department Stores. Web. 30 Apr. 2012.
<http://www.kohls.com/upgrade/webstore/security_legal.jsp>.
"Kohlscorporation.com Security & Privacy Legal Notices ‐ Terms & Conditions of Site
Use(Updated as of December 8, 2011)." Kohls.com Legal Notices. Web. 30 Apr. 2012.
<http://www.kohlscorporation.com/customer_service/SecurityPrivacy/SecurityPrivacyP
olicy.html>.
110
Market Watch. Web. <http://www.marketwatch.com/story/kohls‐department‐stores‐
recognized‐by‐epa‐with‐2012‐energy‐star‐award‐for‐sustained‐excellence‐2012‐03‐15>.
"My Advice (Which I Should Have Taken)." Kaye Publicity. Web. 30 Apr. 2012.
<http://kayepublicity.com/my‐advice‐which‐i‐should‐have‐taken/>.
"Our Brands." Kohl's. Web. 30 Apr. 2012.
<http://www.kohls.com/kohlsStore/ourbrands/brands.jsp>.
"PeriscopeIQ ‐ KNOW NOW." Kohls Survey. Web. 30 Apr. 2012.
<http://kohlssurvey.periscopeiq.com/>.
Publications Report. Heidrick. Web.
<http://www.heidrick.com/PublicationsReports/PublicationsReports/ExcellenceCEOSuc
cession.pdf>.
Securities Alert. Smith Law. Web.
<http://www.smithlaw.com/publications/SecAlert0607041.pdf>.
Securities Alert. Smith Law. Web.
<http://www.smithlaw.com/publications/SecAlert0607041.pdf>.
"S.W.A.T." Green Bay Police Department. Web. 30 Apr. 2012.
<http://www.gbpolice.org/?page_id=86>.
Tactical Operations. FBI. Web. <http://www.fbi.gov/about‐us/cirg/tactical‐operations>.
UWGB ‐ EVSCOHost. Web.
<http://web.ebscohost.com.ezproxy.uwgb.edu:2048/ehost/detail?vid=3&hid=125&sid=
d0ce7c1a‐270c‐4cc5‐8768‐
111
b627692989ba%40sessionmgr104&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=ap
h&AN=40628879>.
"When CEOs Go Wild." The Age. Web. 30 Apr. 2012. <http://www.theage.com.au/executive‐
style/management/when‐ceos‐go‐wild‐20120229‐1u2mq.html>.