CRISIS RESPONSE PLAN

Urban Outfitters, Ithaca NY LocationGeneral Crisis Communications Plan Crisis Communications Plan Team

Park School of Communications

Ithaca College

Professor Cory Young

Written May 3rd, 2016

Hannah Biehn

Jillian Koehnken

Cara Frisina

Table of Contents 4 Introduction

5 Acknowledgements

6 Definitions

7 Identifying the Crisis Communications Team

8 Crisis Team & Directory

9 Circumstances That May Require a News Release

10 Sample News Release

11 Purpose

12 Objectives

13 Key Publics

15 Media Spokesperson

16 Notification of a Crisis

17 Communications Procedure For Handling a Minor Crisis

18 Shoplifting Related Crisis

20 Internal Shoplifting Report

21 Dressing Room Crisis

22 Employee Relations Crisis

25 Communications Procedure For Handling a Major Crisis

27 Social Media Crisis

28 Social Media Responses

30 Health Crisis

31 Weather Crisis

32 Emergency Personnel

33 Tools to Use During a Crisis

34 Equipment & Supplies for Crisis Control Room

35 Safety Precautions & Record

36 Sample Fact Sheet on Shoplifting

37 Internet Sources

38 Key Messages

39 Plan for Disseminating Message

40 Crisis Inventory & Results

41 Executive Biography

42 Site Photos

43 Map of Site

44 Phonebook

45 Phonebook

46 References

48 Crisis Communication Plan Team

Introduction As with all corporations, Urban Outfitters is prone to multiple

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

Acknowledgements By signing this statement, I verify that I have read this plan and amprepared to put it into effect

Richard A. HayneChairman of the BOD

Trish DonnellyChief Executive Officer, UO

Frank J. ConfortiChief Financial Officer

Azeez HayneGeneral Counsel & Secretary

Dana RichSocial Media Coordinator

Ithaca Store Manager

____________________________ _____________Signature Date

____________________________ _____________Signature Date

____________________________ _____________Signature Date

____________________________ _____________Signature Date

____________________________ _____________Signature Date

____________________________ _____________Signature Date

Definitions CrisisA crisis is an unplanned event that directly or potentially threatens ourcompany’s reputations; the environment; the health, safety, or welfare ofemployees; and the health safety or welfare of citizens in communitiessurrounding our stores.

Minor CrisisA minor crisis is confined to a limited area of a store or district; results inminimal, if any, disruption of operations; is quickly brought under control;does not require evacuation of all employees/customers; and causes aminor injury or none at all. Media coverage is possible with events in thiscategory but apt to be minimal.

Major Crisis A major crisis may involve significant injury or loss of life, prolongeddisruption of normal operations, substantial property damage, or asignificant environmental impact-or holds potential for any of these.Media Inquiry is more likely to occur with events in this category,especially if other municipal emergency response groups have beencalled in for assistance.

Identifying the Crisis Communications Team

Telephone Email Personal Visit News Release & Fact Sheet

Meetings

Employees Store Manager*

Trish Donnelly*

Trish Donnelly*

Executives Trish Donnelly*

Trish Donnelly*

Trish Donnelly*

Richard A. Hayne*

Customers

Board of Directors Richard A.

Hayne*

Dana Rich/Store Manager*

Electronic Media

Dana Rich*

Methods of Communication*Staff member responsible for communications and follow-up

PUBLICS

Crisis Team & Directory Title Employee Phone

NumberEmergency Phone Number

E-mail

Trish Donnelly Crisis Communications Manager

CEO, UO trish.donnelly@urbanout.com

Store Manager Backup Crisis Communication Manager

Department Manager #1Backup Crisis Communication Manager

Store ManagerCrisis Control Room Coordinator

Store ManagerSpokesperson

Dana RichMedia Contact

PR@URBN.com

Legal Advisor Ithaca PDAzeez Hayne azeez.hayne@urbanout.com

Circumstances That May Require a News ReleaseDuring an emergency situation, it may be determined that a newsrelease should be distributed to the media. The purpose of the newsrelease is to convey written information on the incident and to avoidmisinterpretation. Emergency situations include:

• An accident, fire, or explosion that results in serious injury, death, or considerable property damage.

• A health or environmental hazard that may affect employees, customers, or the surrounding community.

• Bomb threats or acts of terrorism involving company personnel, products or property.

• News of an incident that is likely to be known by employees or circulated in the community and create misleading impressions.

• News of an event that is unusual enough to cause concern to employees, nearby residents, or community officials.

Sample News ReleaseNews Release

FOR IMMEDIATE RELEASE

Date________________________Contact:___________________________ (name/phone number)

ITHACA_____________________________________________________________________________________________________________________________________________________________(explanation of incident)

ex.) A fire broke out at the Urban Outfitters Ithaca location today. All employees andcustomers were evacuated and 2 serious injuries were reported. These individuals have beenflown to Syracuse by helicopter and are currently in stable condition.

Further details will be released by _______________________ (name of person to makeannouncement i.e. store manager) as a news conference scheduled for _________________ (time

of news conference) at ______________________________. (TBD location)

###

KEEP IT SHORT AND TO THE POINT. DON’T HIDE DETAILS, DON’T LIE.

Purpose In the event of a crisis, an open and honest

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

ObjectivesIn the event of a crisis we will make every effort to:

1. To be seen in the media as a company that cares about its customers and employees and their privacy.

2. Initiate the crisis plan within 2 hours of the crisis outbreak.3. Inform corporate within one hour of the outbreak.4. Ensure the information that is disseminated to our publics is open

and honest and doesn't cause confusion.5. Monitor social media for any confused customers or employees.6. Make a decision with corporate and local authorities to release a

statement or to not release a statement.7. Ensure confidentiality amongst employees who were there. 8. Regularly update social media sites exclusive to the Ithaca UO, so

that any inaccurate information being spread can be squashed immediately.

9. Maintain composure and be open and patient with publics.

Key Publics In the event of a minor crisis, the store manager at Ithaca Urban Outfitters is to contact local authorities and fill out the proper forms to notify the corporate branch of Urban Outfitters. No local media is to be released.

Ithaca Police Department 120 E Clinton StIthaca, NY 14850(607) 272-3245

In the event of a major crisis, the store manager at Ithaca Urban Outfitters is to contact local authorities and contact the corporate branch of Urban Outfitters immediately. The corporate branch will then help the store manager release a statement to local media and on social media.

Urban Outfitters Corporate Office

Philadelphia, PA

Direct line to be identified with corporate

Ithaca Fire Station No. 9309 College AveIthaca, NY 14850(607) 272-1234

Suicide Prevention and Crisis Center124 E Court StIthaca, NY 14850(607) 272-1616

Key Publics

WSYR-TV 5904 Bridge StreetEast Syracuse, NY 13057 (315) 446-9999 http://www.9wsyr.com/default.aspx

WTVH/WSTM-TV CNYCentral 1030 James Street Syracuse, NY 13203 (315) 477-9400 news@cnycentral.com

WCNY-TV 506 Old Liverpool Road P.O. Box 2400 Syracuse, NY 13220 (315) 453-2424 http://www.wcny.org/

The Ithacan http://theithacan.org/http://theithacan.org/contact

The Ithaca Times(607) 277-7000http://www.ithaca.com/

The Ithaca Journal 123 West State Street Ithaca, NY 14850 http://www.theithacajournal.com/

Local Television

Local Print Media

Media SpokespersonSpokesperson 1: Store Manager ( ) - Email: ___________________________

Spokesperson 2: Department Manager ( ) - Email: ___________________________

Spokesperson 3: Trish Donnelly ( ) - Email: trish.donnelly@urbanout.com

Spokesperson 4: Azeez Hayne ( ) - Email: azeez.hayne@urbanout.com

Notification of a Crisis

The person who discovers the crisis or incident should call the site emergency number, which is connected to the site Fire Station Dispatch office. A senior Fire Officer is then dispatched to the incident site, evaluates the magnitude of the crisis, and then contacts the Fire Dispatch to notify additional emergency response organizations. If a crisis occurs, but emergency personnel are not needed, the store manager should be notified of the crisis immediately. The Store Manager will immediately notify the PR Manager and members of Urban Corporate with necessary information. From that point on, notification occurs according to defined call lists and through chain-of-command channels.

Site Communications personnel (the In-Store Manager and Staff) are now notified directly by the respective site Fire Dispatchers or by the PR Lead and PR Manager. The procedures outlined below for following a Minor or Major crisis should be followed accordingly.

Communications Procedure for Handling a Minor Crisis 1) Store Manager becomes the PR Lead and informs other communication team

members. 2) PR Lead determines if more information is necessary and if a communicator should

be dispatched to incident site. 3) PR Lead notes more detail about the incident (type of incident, when and where the

incident occurred, emergency response personnel on site, number and name of employees on staff, any injuries, products stolen, name of shoppers involved, what is being done to mitigate the incident, and who the appropriate contacts are and how to reach them).

4) PR Lead notifies and confers with PR Manager (or back-up). Off-hours or on weekends, PR Lead notifies and confers with PR Manager and PR Duty Officer when practical.

5) PR Lead and PR Manager agree to key messages and responses to query statement.6) PR Lead or PR Manager notifies Corporate PR Manager. 7) PR Lead prepares response to query statement, confers with division management,

and obtains approval on statement. 8) PR Lead sents statement via fax, email, or text to PR Manager and to Corporate PR

Manager. 9) PR Lead serves as prime contact for media. PR Manager and Corporate PR Manager

serve as back-ups. 10) PR Lead fields media inquires and makes follow-up calls to media if necessary.

Shoplifting Related CrisisIf You Suspect Shoplifting Is Taking Place:(It is important to refrain from making a false arrest claim and to establish probable cause for detaining a suspected shoplifter) ● You must see the shoplifter enter your store without any

merchandise in their hands. This prevents falsely detaining a customer who carried an item into the store to be returned.

● You must see the customer take your merchandise and conceal the merchandise in someway to protect yourself from a false arrest claim.

● You must see the shoplifter conceal, carry away, or convert the merchandise in question.

● You must maintain continuous surveillance of the suspect. ● You must see the shoplifter fail to pay for the stolen merchandise.

As the cashier if the specific item was paid for at checkout. ● You must see the shoplifter leave the store. Your approach to the

thief should be outside the store. This eliminates all arguments that the shoplifter intended to pay for the item.

Shoplifting Related CrisisWhat To Do Once You Have Accurately Identified A Shoplifter● Alert the Store Manager that you have either identified a shoplifter or about a

suspicious looking customer. ● Store Manager must assess whether they would like to detain shoplifter

depending on what they have taken. ● If the Manager would like to detain shopper, call law enforcement to come to

the store. This will lesson the time store personnel must control the situation. ● The Store Manager must perform the detention outside the store. ● The conversation should be firm but polite. There is a possibility that there has

been a misunderstanding so don’t be presumptuous. ● The Store Manager should say “Excuse me Sir/Ma’am, I am an employee of

Urban Outfitters and I was observing you in the store. Perhaps I am mistaken, but do you have something in your purse/wallet that you forgot to pay for? Would you please accompany me back into the store so you can pay for the item?” or “Hello, I am the Store Manager at Urban Outfitters, could i speak with you about the merchandise you have? I think you may have forgotten to pay?”

● Do not use force and do not lay hands on the person at this point. ● Do not speak loudly because you do not want to bring attention to yourself. ● If the person does not abide by your request, let the person go and speak with

officer when they arrive. Make sure to recall the person’s personal appearance.

Internal Shoplifting Report

Dressing Room CrisisTo avoid a dressing room crises, only one person is allowed in a dressing room at a time.

Females and males must use different sections of the dressing room. If someone is transgender or gender neutral, they may choose which dressing room they would like to use. Teenagers must be at least 16 years of age to try on lingerie in the dressing room. Employees must check ID’s of all females appearing to be 25 years or younger who are attempting to try on lingerie in the dressing room. Employees should explain the policy before checking the I.D. Urban Outfitters is going to strip all branding from the dressing rooms, so if someone takes a picture in the dressing room, it can not be identified as Urban Outfitters.

If anyone takes a picture in the dressing room and tags Urban Outfitters on Facebook, Urban Corporate must untag the company immediately. If a Store Manager or employee notices Urban Outfitters is tagged in an unwanted photo, they should notify members of Urban Corporate so they untag the photo. If a customer tags an unwanted picture on Instagram with Urban Outfitters as the location, Urban Corporate must request that the location is removed. Urban Corporate or the Store Manager can request the tag be removed on Instagram then click on the “Violation of Intellectual Property” as the specific reasoning. If for some reason Urban Corporate is unable to get a tag removed on social media, the PR Manager should send the following message to the customer who tagged the photo, “ Dear ______, Thank you for shopping at Urban Outfitters; we really appreciate you as a customer. Unfortunately, it is against our policy to have pictures of our dressing rooms on social media. Would you please untag our company in your photo. We would loved to offer you $25 off your next purchase at Urban Outfitters for your compliance. Thank you again.”

Employee Relations CrisisSteps to take when two or more employees or an employee and customer are engaged in a disagreement or fight.

1) First the In-Store Manager must ask employees to go to a private area to avoid a public scene. Send a clear message that fighting will not be tolerated.

2) If the fight is between employees, send each employee to a different location where you can discuss the disagreement without interruption. This separation will also help employee to cool their tempers.

3) Talk to the employee or both employees individually to hear their side of the story. 4) Allow the employee to air their complaints without interruptions. 5) If the fight is between employees, gather the employees together to resolve the conflict.

Let them know that name-calling or inappropriate language will not be accepted. 6) Ask that the employees pose resolutions to the fight and work out their conflict. If they

can not think of a resolution, come up with a specific plan that both employees are expected to follow.

7) Make it clear that the fighting must stop and will not be tolerated any longer. Let the employee know that conflict creates a negative work environment for all staff members.

8) Follow up with each employee after the end of the meeting. Find out if the conflict has truly been resolved and ensure that both parties are no longer harboring negative feelings.

9) Make it clear to the employees that you can help them with any further issues.

● If the steps above to not resolve employee conflict, then the Store Manager should follow the formal Constructive Discipline Process Outlines on the next page.

Employee Relations CrisisConstructive Discipline Process (This process takes more serious steps to change employee attitude and behavior when issues regarding employee relations arise.) This process can be used when any type of employee issues arise.

These steps are taken in sequence until the problem is resolved or employment is terminated, though steps can also be repeated or skipped.

1) Oral Warning.2) Written Warning put on file in Store. 3) Second Written Warning put on file in the Corporate Office. 4) Suspension Without Pay. (Can range from one day to one week.)5) Termination of Employment

Employee Relations CrisisEmployee Written Warning Form

Written Warning For Uncooperative Employee

Employee Name:_________________________

Job Title:__________________________________

Manager’s Name_________________________

Type of Warning (Circle) FIRST SECOND

Type of Offense__________________________

__________________________________________

Details of the Infraction:_________________

__________________________________________

Plan for Improvement:___________________

__________________________________________

__________________________________________

Consequences of Further Infractions:

__________________________________________

Did Manager Make Further Consequences

Clear to Employee? (Circle): YES NO

Employee Comments: ____________________

____________________________________________

____________________________________________

____________________________________________

____________________________________________

____________________________________________

____________________________________________

Communications Procedure for Handling a Major Crisis1) Store Manager receives notification from the Fire Dispatcher and compiles the basic facts

and chronology of the event.2) Store Manager becomes the PR Lead and informs other communications team members. 3) PR Lead determines if more information is necessary and if a communicator should be

dispatched to incident site to obtain firsthand information. PR Lead also designates another store manager as PR Backup, if necessary.

4) Member of Urban Corporate goes to site and obtains detail from In-Store Manager (type of incident, when and where the incident occurred, chemical involvement, emergency response personnel on site, number of employees on staff, any injuries, what is being done to mitigate the incident, and who the appropriate contacts are and how to reach them).

5) In-Store Manager calls PR Lead via cellular phone with details of incident. In-Store Manager provides continuous updates to PR Lead every 15-30 minutes.

6) PR Lead immediately notifies and confers with PR Manager. 7) PR Lead and PR Manager agree to key messages and responses to query statement. 8) PR Lead or PR Manager notifies Corporate PR Manager.9) PR Lead prepares response to query statement, confers with division management, and

obtains approval on statement. 10) PR Lead sents statement via fax, email, or text to PR Manager and to Corporate PR

Manager. 11) PR Manager informs PR Operations Manager and PR-VP to review the incident and

determine the need for additional on-site support.

Communications Procedure for Handling a Major Crisis12) PR Lead and PR Manager ensure that In-Store Manager will collect data for a timely report to employees. 13) PR Lead and PR Backup serve as prime contacts for media. PR Manager and Corporate Manager serve as back-ups. 14) PR Lead determines if on-site media center is needed and designates PR Backup to set one up. 15) PR Lead continues to receive information from the In-Store Manager and updates statements accordingly. 16) PR Lead, in turn, provides updates to PR Manager and PR Corporate Manager.17) PR Lead, PR Manager, and PR Operations Manager confer on whether a press release is needed. If so, PR Lead writes the release and clears it with the PR Manager. PR Manager clears release with PR Operations Manager, and other senior officials as required. 18) If incident is on-hours, PR Lead handles follow-up media and employee inquiries and notes incident in report, as necessary. 19) PR Manager develops report analyzing communication aspects of the incident and lessons learned.

Social Media Crisis1) Assess the Situation

a) The first necessary task is to asses the validity of the crisis. Is the accuser making a valid claim? If they are proceed to the next steps. If the claim is not valid, immediately respond, respectfully denying their claim.

b) Next decide how much attention the situation needs. How many people have been affected or hurt? How many people know about the crisis?

c) Once you’ve discovered the scope and validity of the crisis, start planning responses. This is when the PR Manager must inform all team members about the crisis.

2) Accept and Respond to Criticism/Apologize a) If the company has done something offensive, delete and remove the offending material. b) Send out an immediate apology for the offending material or for any wrongdoing of the

company. The apology must be immediate and sincere. Do not explain why something was done; just apologize.

c) Do not delete any embarrassing comments from consumers, because this could just lead to more criticism.

d) Make an effort to respond to every comment you can, directly and personally. This shows that the organization wants to solve the issue or that they are sorry for their mistake.

3) Fix the Situation a) If necessary, offer a more public admission of guilt on and off of social media. b) Concentrate efforts on reversing or mitigating the effects of your post. If you misled

customers about a product, offer a discount on future purchases. If you made an unintentionally offensive comment, show your support for who you offended.

4) Find the Root Cause of the Problem a) Once you’ve mitigated the effects of your mistake or of someone else’s comment, determine the root cause of the issue or of the comments made.

Social Media Crisis Response Guidelines

Social Media Responses

● If responding to an invalid comment, your response should be modest and honest. Make clear to your consumers that the comments made are rumors and that corporate has further looked into the claims and has deemed them completely invalid.

● If responding to a valid claim, respond more tactfully. Say the organization is currently assessing the situation and figuring out the root cause of the crisis.

● Post status updates on your social media pages that reflect the true facts of the issue. Continuously post factual information as it is revealed to corporate.

● Maintain a consistent, conversational tone; avoid jargon. ● Consider taking individual problems offline by using facebook messages or emails

to resolve more specific social media complaints. ● Take the time to post a ‘Thank you’ note to fans if they say something positive

about your business. Consider asking loyal customers for permission to repost their comments that would serve to counter negative comments elsewhere.

● When responding to hostile comments, do not leave the conversation open-ended and immediately apologize for any specific wrongdoings the company may be at fault for.

Social Media Responses in Case of Crisis

Social Media Responses

After Initial Crisis:

● “Standby for more information on _______. We are gathering details and will post a statement soon.”

● “Urban Outfitters confirms place crisis here. Responders are assisting with the situation now. We will provide further details when available.”

Apology:

● “We greatly apologize for ________. We take full responsibility for the situation and we are looking into the root cause of the issue now. We will continuously inform you about updates as we gather them.”

● “Hello, I am the _________ at Urban Outfitters, State name here, I would like to personally apologize to _________ for offending them. We should have realized our actions were offensive before we went through with them. We promise this scenario will not happen again. We will offer discount here for the next week as an apology for our action.

Social Media Responses in Case of Crisis

Health CrisisIn the event that there is a health problem with a customer or

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

Weather CrisisIn the event that there is a weather crisis during store hours, the In-

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

Emergency PersonnelIthaca Police Department

120 East Clinton St. Ithaca, NY 14850911

Non Emergency: 607 272 3245Headquarters: 607 272 9973

Ithaca Fire Department310 West Green Street Ithaca, NY 14850

911Fire Chief’s Office: 607 272 1234

Tompkins County Health Department 55 Brown Road Ithaca, NY 14850

Department of Planning and Coordination:607 274 6674

Division for Community Health: 607 274 6629Environmental Health: 607 274 6688

Health Promotions Program: 607 274 6710Community Health Services: 607 274 6604

Bangs Ambulance Company 911 205 West Green Street Ithaca, NY 14850

Phone: 607 273 1161

Tompkins County Fire Control 92 Country Road Ithaca, NY 14850

Phone: 607 257 3888

Department of Emergency Response 92 Brown Road Ithaca, NY 14850

Phone: 607 257 3888 Fax: 607 266 8035

Cayuga Medical Center 101 Dates Drive Ithaca, NY 14850

Office: 607 274 4011 Public Relations: 607 274 4498

Convenient Care at Ithaca 10 Arrowwood Drive Ithaca, NY 14850

Office: 607 274 4150

Cornell Police G2 Barton Hall Cornell University

Ithaca, NY 14850 Primary: 607 255 1111 Office: 607 255 8945

Tools to Use During a Crisis

• Emergency Response Contact Sheet• Telephone Log Sheet • Incident Information Sheet• Crisis Team and Directory including PR Contacts• Key Urban Outfitter Corporate Contacts and Head

Store Manager• Initial Release• Incident Log • Building Facts and Figures • Sample Press Release• Media Spokesperson Information

Equipment & Supplies for Crisis Control Room

____First Aid Kits/ Medical Supplies ____Press Kits

____Bulletin Board with Emergency ____Street and Highway Maps Procedures including CPR process and Emergency Contact information ____Generator Power Packs

____Telephones and Cellular Phones ____Non-Perishable Food and Beverage

____Map of Store ____Emergency Preparedness Kit

____Wireless IPhone Charger ____Employee Handbook

____Battery Powered Lamps ____Water

____Cameras and Film ____Extra Batteries

____Walkie Talkies ____Multi-Purpose Tool Kit

____Pens, Pencils, Paper ____Employee Procedure Handbook and Crisis Communication Plans ____Telephone Directories

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

Sample Fact Sheet (Shoplifting)Definition of Shoplifting“Shoplifting is the criminal action of stealing goods from a shop while pretending to be a customer.”

What are the signs?“The shoplifter will often look around a lot and act in unusual ways, including movements that are too fast or too slow. Other tell-tale signs: carrying large bags and boxes (the boxes may have false bottoms), and wearing baggy clothes, especially in warm weather. Ask suspicious individuals if they need help.”

When is it most common?Within retail, denim jeans, designer clothing and handbags are most likely to be stolen.

How do you manage shoplifting?“The key to cutting shrinkage is to create an environment that potential shoplifters feel uneasy in.”

How do you prevent shoplifting?“Make sure there are no hidden areas in your store (even a cart can have blind spots) where shoplifters can pause and conceal their goods.” Eliminate wholesale packaging that is easily accessible upon entering. Incentivize employees to be mindful of shoplifting, recognizing that if it occurs it will affect their own paycheck.

Internet SourcesDuring a crisis, use these websites for your reference:

National Retail Federation“The National Retail Federation is the world's largest retail trade association. Its members include department stores, specialty, discount, catalog, Internet, and independent retailers, chain restaurants, and grocery stores.”https://nrf.com/resources/retail-library.

Social Strategy Group“Corporate Alliances, Cause Marketing, Consultancy, Database Marketing, Contest management, Web Design, Blog, Retail in crisis, Cause Related Marketing.”http://www.socialstrategygroup.com/retail-in-crisis.html

Social Intelligence: Retail Crisis Management’s Best Friend“Your retail brand's image is at stake every time a comment is said about you online. Don't worry, Synthesio is your retail crisis management tool.”http://www.synthesio.com/social-listening-retail-cpg-luxury-cosmetics/

Key MessagesIn the event of a crisis, it is important to notify the public to stop rumors in its tracks. Each key message should be crafted and dependent upon the situation.

For a crisis that is under investigation:

“Thank you for your patience. We, at Urban Outfitters, are further investigating the [INSERT CRISIS HERE] crisis and want to fully understand the source of the problem and why it occurred. At this time, we do not have all of the details but will keep you updated and notify you as soon as we discover more information.”

*Following this statement, Urban Outfitters should release a follow-up statement, indicating the reason for the crisis, why it happened, and how it is being managed or prevented for the future.

For a crisis that offends people:

“Thank you for your patience. We, at Urban Outfitters, are deeply sorry for those that were affected by [INSERT CRISIS HERE]. We recognize that it was insensitive. We take full responsibility and are doing everything in our power to regain your trust again. Urban Outfitters values each and every customer and would like to continue to build relationships for many years to come.”

Plan for Disseminating MessagesIf a crisis is local, small and manageable, Urban Outfitters should avoid contacting the key publics, so that negative buzz can be diffused prior to reaching the public.

In the event of a large local crisis, it is likely that it would affect the community of Ithaca, NY. To diffuse tensions and address rumors before they spread, it is important that Urban Outfitters’ Ithaca location reach out to its appropriate key publics in our area with its key messages prepared. Because Urban Outfitter’s does not have social media accounts specifically for its Ithaca location, it is harder to address the public once the public knows about a crises. To combat this, Ithaca’s Urban Outfitters should be proactive and quickly distribute messages before social media buzz is generated. In any event, Urban Outfitters should contact its corporate office just to make sure that they are properly handling the crisis.

Should a larger issue arise for Urban Outfitters, it is important to contact its corporate office and allow for them to handle it and wait for further instructions.

Crisis Inventory & Results

Executive Biography“The year was 1970. Dick Hayne was just 23 years old when he and college roommate Scott Belair came up with the idea to open a retail store. Belair was in search of a topic for an entrepreneurial class he was taking at the time. The first store, originally called Free People, was located in a small space across the street from the University of Pennsylvania. Its mission was to provide second-hand clothing, furniture, jewelry and home décor for college-aged customers in a casual fun environment.

Since the first store opened in West Philadelphia we continually strive to connect with our customers through unique products and engaging store design. Instead of transforming buildings into something new, we preserve their original features, a trait that has become our signature look. We strip back paint to its first layer, expose brick walls, and use original pieces as displays and fixtures. Our approach goes beyond historical preservation – it’s about maintaining a layered history, but infusing a new, fresh atmosphere.”

Site Photos

Map of Site

Phonebook (Future Contacts)

Phonebook (Future Contacts)

ReferencesABC News, (n.d.). What Are The Most Shoplifted Items?. Retrieved from

http://abcnews.go.com/blogs/business/2012/06/what-are-the-most-shoplifted-items/

Executive Officers. (n.d.). Retrieved May 04, 2016, from http://www.urbn.com/who-we-are/executive-officers/

Fearn-Banks, K. (1996). Crisis Communications: A Casebook Approach. Mahwah, NJ: Erlbaum.

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