2014
Hard Rock International, Inc. Crisis OverviewLigers Inc. Crisis Team
Katelyn Staaben, Kaylie Fisher, Elizabeth Smeaton, Danielle Washington, Rachel Buhl
Hard Rock International, Inc.
Ligers Inc. Crisis Team
Executive Summary Page 3
Introduction Page 4
About Hard Rock International, Inc. Page 4
Crisis Page 6
Situation Analysis Page 7
Defined Key Factors Page 9
Audience Analysis Page 10
GOST Page 12
Process Timeline- Before Press Conference Page 16
Press Conference Strategies Page 16
Process Timeline- Proceeding Press Conference Page 18
Rejected Solutions Page 18
Continuous Improvements Page 19
So What? Page 19
References Page 21
Appendix 1: Timeline of Crisis Page 23
Appendix 2: Incident Report Forms Page 25
Appendix 3: Crisis Worksheets Page 27
Appendix 4: Tactical Examples Page 40
Appendix 5: Media Kit Page 50
Appendix 6: Agendas and Minutes Page 56
Appendix 7: 100 Facts- Refer to Fact Sheets in Crisis Management Plan
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Executive Summary:
Since the founding in 1971, Hard Rock has been providing the best customer service to
its clients all over the world. With the motto of “Love All - Serve All,” Hard Rock Café strives
to deliver the best service to each and every guest that enters our door. Part of this mission is also
being prepared for any crisis that could occur in our world-class facilities.
Towards the end of April, our Las Vegas and Chicago Hard Rock Cafés were struck with
two major crises. At the Las Vegas Café, a reputation issue regarding a veteran occurred, as well
as an outbreak of a respiratory illness leading to two deaths. At the Chicago Hard Rock Café, the
respiratory illness also struck leading to one death.
This crisis overview will provide detailed information regarding the two crises and how
they developed over time. It will also define key terms that will be discussed throughout the
paper to provide further understanding. This information will be followed by an analysis of our
audience for each situation: The reputational issue with veterans and the respiratory illness. Next,
a detailed overview of our goals, objectives, strategies, and tactics when addressing each
audience and crises will be laid out. The analysis will lead into a process timeline that will
display the steps we took before meeting with media, during the press conference, and after.
Next, rejected solutions for our crisis will be provided, in addition to improvements to be
made in the future. In addition, we include an overview of the key insights made throughout the
crisis process. Lastly, the appendixes will show the timeline of the crisis, incident reports,
strategy worksheets, tactical examples, and the media kit.
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Introduction
Our Crisis Management team’s responsibility is to ensure that all our customers,
employees, and visitors feel valued and respected, even within a crisis situation. Therefore, when
faced with two large crises, a reputation issue and health concern, we took immediate action to
address the situation and create a resolution. This paper will provide a background of the
company; an overview of the crises; steps taken before, after, and during the press conference; as
well as our rejected solutions and what we learned for the future.
About Hard Rock International, Inc.
Hard Rock’s story began in 1971 when two young rock enthusiasts from the U.S. wanted
nothing more than to find a good American burger while living in London. So naturally, the two,
Peter Morton and Isaac Tigrett, opened a restaurant and called it Hard Rock Café. Eight years
later a frequent customer, Eric Clapton, sent his Lead II Fender guitar to reserve his favorite spot
at the bar, starting off the memorabilia collection that exceeds 74,000 items today. In 1982, new
Hard Rock Cafés were opened around the globe and continue launching new locations today.
After a change in ownership in the 1990’s, Hard Rock expanded the brand to other
hospitality establishments including hotels, casinos, and music venues. The Seminole Tribe of
Florida now owns Hard Rock International, Inc., which includes more than 165 Hard Rock
establishments in 55 different countries around the globe.
The Hard Rock brand appeals to music enthusiasts worldwide looking for a lively
atmosphere and a fun place to eat a great burger. The memorabilia featured at each location is an
attraction in itself; however, the hardest of ‘Hard Rockers’ collect pins from each location they
have been to, competing to collect them all. This proves that Hard Rock has the best customers,
making it that much easier to fulfill the motto of ‘Love All – Serve All’ and mission to spread
the spirit of rock ‘n’ roll by creating authentic experiences that rock.
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Values
Hard Rock International believes its employees are the company’s greatest asset and works to
empower all Hard Rock employees by instilling the following values:
Practice honesty, integrity, and professionalism.
Encourage everyone to maximize their potential.
Take personal accountability for getting results.
Create brand excitement through innovation.
Deliver kick-ass service.
Mottos:
Hard Rock International is committed to a wide range of philanthropic programs and causes
worldwide. The following mottos encompass our philanthropic contributions that drive us to
make positive change:
Do Well by Doing Good
Love All – Serve All
Take Time to Be Kind
All Is One
Save the Planet
Mission:
“To spread the spirit of rock ‘n’ roll by creating authentic experiences that rock.”
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Crisis
Reputation Crisis
Josh Binastein entered the Hard Rock Café in Las Vegas. While in the establishment he
was wearing his military uniform. However, before allowed to make a purchase he was escorted
out of the store. Employees supposedly tell him “people like you warmongers are not allowed in
our café.” He protests but leaves peacefully, and posts the above information on his Facebook
account. Josh is a military veteran who served two tours of duty in Iraq and has three purple
hearts. Some employees say he was escorted out after being asked to stop soliciting customers
and employees for the Wounded Warriors Campaign. Others claim it was because he was
coughing excessively which was disturbing other patrons. He as well as others with a similar
experience will be appearing on multiple news media outlets, including the Today Show, Fox
News and Rush Limbaugh.
Health Crisis
Several employees developed acute respiratory breathing problems at the Las Vegas Café
the day following the Josh Binastein incident. Several more employees at this location and
Chicago were experiencing severe coughing sprees at work and were asked to leave. One Vegas
employee ended up in the hospital and died. All employees with symptoms in Las Vegas were
quarantined and the CDC started an investigation. As the incident progresses, an addition Vegas
employee dies and another is on his/her deathbed. One employee of the Chicago Hard Rock
Café was admitted to the hospital and later died. It is rumored they are being treated for Middle
Eastern Respiratory Syndrome (MERS). While this incident developed a few of the Las Vegas
café employees spoke with the media making statements that did not reflect the values of Hard
Rock International, Inc.
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Situation Analysis
After receiving our crises, we had to determine what types of crises were presented to us.
Looking at our likelihood versus impact charts, we determined that the crisis in which a member
of the military was removed from a café was harassment. On the chart, this crisis had an impact
of six and a likelihood of five. The illness crisis was determined to be disease with an impact of
seven and a likelihood of four. After reviewing the different types of crises outlined in the Crisis
Management Plan, we decided that they were a health and reputation crisis. Initially, the military
harassment crisis was a personnel issue; however, when the accusations became widespread and
more veterans began speaking out, it turned into a reputational crisis. Using the chart below
from our Crisis Management Plan, we determined the level of responsibility Hard Rock
International, Inc. has with each crisis. Hard Rock International, Inc. has a higher level of
responsibility for its reputation than it does for the health of customers and employees. Health
issues can be caused by human error or natural causes making the organization less responsible
for this type of crisis. However, Hard Rock’s reputation is almost solely their responsibility.
The level of responsibility, however, does not reflect the importance of a crisis nor the impact it
has on the organization.
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Natural Disasters
Public Misconduc
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Personnel
Manufacturi
Financia
Healt
Securit
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Reputatio
Corporate
Misc
High Low
Hard Rock International, Inc.
Ligers Inc. Crisis Team
Media Outlets
When we discovered Josh Binastein was appearing on several news stations, we
immediately researched the people interviewing him to predict what affect it might have on Hard
Rock’s reputation. This impacted our decision on whether or not to make appearances and
release statements.
Our crisis indicated that Josh would be appearing on the Rush Limbaugh Show, one of
the most popular conservative radio talk shows in America. The producers did not request a
statement or an appearance from Hard Rock. When researching Rush Limbaugh, we discovered
that he donates a significant amount of money to Marine Corps – Law Enforcement Foundation,
which provides scholarships to children of Marines and other law enforcement officers who have
died in the line of duty. In addition, Limbaugh believes that any Iraq War veteran who opposes
the war is a “phony soldier,” Rush is obviously pro-military and his views would likely remain
unchanged regardless of our statement. He would most likely side with Josh and the other
veterans, smearing the Hard Rock brand.
Our crisis also stated that Josh would be appearing on the Fox News station. They asked
for a statement or an appearance on one of their shows; however, we were unsure which one.
We made the assumption that the hosts are conservative and have similar beliefs as those of
Rush Limbaugh. Depending on the host, however, some may be more willing to hear Hard
Rock’s side of the story.
We then found out that Josh and other veterans would be making an appearance on the
Today Show. As a less biased news source, they were more open to statements and appearances.
That is, until we discovered that Natalie Morales, one of the hosts, spent the first 18 years of her
life overseas with the U.S. Airforce. However ethical she may be, her personal bias might make
her less compassionate toward the Hard Rock brand.
To help counteract and repair Hard Rock International’s reputation, we researched what
the organization has done for the U.S. military. They have many philanthropic partners, one of
which helps veterans suffering from post-traumatic stress disorder, the David Lynch Foundation.
Hard Rock International, Inc. also offers a military discount. This, however, is the only military-
related organization they are involved with.
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Illnesses
When we discovered there was a disease outbreak in our Cafés, we immediately began
researching possible acute respiratory breathing problems. We contacted a nurse, which helped
narrow down the search to pneumonia, bronchitis, SARS, and MERS for illnesses. We also
considered chemical reactions and spills that might cause these symptoms. Each of these
illnesses matched the symptom profile given to us.
Defined Key Factors
Three terms used throughout the crisis and paper are CDC, warmonger, and MERS.
They are defined below to provide clarity throughout the remainder of this document.
CDC
The Center for Disease Control and Prevention (CDC) is a national public health institute
based in Atlanta, Georgia. They are a federal agency under the Department of Health and
Human Services. Its main goal is to protect the public’s health and safety by controlling and
preventing disease, injury and disability. They focus on infectious? disease, food borne
pathogens, environmental health, occupational safety and health, health promotion, injury
prevention, and educational activities to help improve the health of U.S. citizens. They also
research and report on non-infectious diseases and provide safety information for natural
disasters.
Warmonger
Warmonger is a derogatory term for a person who is eager to encourage people or a
nation to go to war. War hawk and militarist are similar terms.
MERS
Middle East Respiratory Syndrome (MERS) is a viral respiratory illness. It was first
reported in Saudi Arabia in 2012. It is caused by a coronavirus, which is the same type of virus
that causes Severe Acute Respiratory Syndrome (SARS). Those who have contracted this virus
experience a fever, cough, and shortness of breath, symptoms similar to that of the common cold
or flu. Approximately half of all confirmed cases have resulted in death. It is spread through
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close contact with those infected. The source is currently unknown, however, it has been
discovered in camels and bats. There is currently no vaccine or treatments for this illness.
Audience Analysis
Once we decided what our crises were, we then determined our primary and secondary
audiences for each scenario.
Health Crisis
For the health crisis, we determined that our primary audiences are the victims and their
families. Because they were the ones directly affected from this crisis, we believe that they
should be our number one priority when communicating. What we know is that either they or
someone in their family is or was suffering from this respiratory illness. We can then infer that
they are scared and grieving. What we should do is be sympathetic and help them in any way we
can. We should also use a rich channel to communicate with them to show our concern for their
situation. What we should not do is ignore them, nor bother them too much. This is a difficult
situation for them and we want them to know that we are there for them. However, we
understand that they would like some time to be with their families. We should also not use a
lean channel when communicating with them because this implies our disinterest.
Our secondary audiences for this crisis includes all U.S. Hard Rock employees, franchise
owners, customers, and the media. We chose to only focus on those in the United States because
this issue does not yet affect Hard Rock establishments in other countries. Establishments in
other countries will be alerted, however, they are not our focus. We chose to address Hard Rock
customers because they too may be directly affected by this illness. However, there is no way of
knowing this for sure. We will use the media to alert them of the situation and if they are
infected they will be moved to our primary audience.
Reputation Crisis
For our reputation crisis concerning Josh Binastein, we determined that our primary
audiences are the military, veterans, American customers and the victims. We want both our
military and our customers to know that we do not discriminate against anyone, let alone our
veterans. By making them our primary audience, we hope to repair as much reputation damage
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as possible to retain our customers. For the military and veterans, we know that they have served
our country. We can infer that they are proud of their service and believe in democracy and
freedom. What we should do is let them know that we ‘Love All – Serve All’ just as they have
done for us. We should also explain that we partner with the David Lynch Foundation, which
helps veterans with PTSD. What we should not do is ignore them because this may cause a
negative brand appearance to them and our customers.
For our American customers, we know that they are American and we can infer that most
believe in democracy, freedom, and support our military and veterans, even if they do not
support the war. What we should do is emphasis our motto, “Love All – Serve All”, and express
that we do not discriminate against anyone. We should not ignore them because that would
reflect negatively on our brand, damaging our reputation further.
The victims, including Josh Binastein, are the most important. What we know is that
they feel they have been discriminated against at Hard Rock establishments. We can infer that
they believe Hard Rock International, Inc. does not support the American military and veterans.
We should speak directly to the veterans and make sure they understand that we do not condone
this kind of behavior from our employees. We should also make sure they understand we are
conducting an investigation as to what happened. We should not ignore them. This would not
solve the issue; it would only make it worse. We also should not act defensive or insult them.
Doing either of these things will make the situation worse.
Our secondary audiences include American franchise owners and employees, our
competition, and the media. We would like to address the franchise owners and employees
about discrimination and how it is unacceptable. We will contact them with written and verbal
communications. We will also be indirectly targeting our competition to make sure they know
we do not discriminate, and this situation is just a minor hiccup in what is otherwise a great
reputation. We will be addressing them and our customers through the media.
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GOST
GOST- Josh Binastein Crisis
Regarding the situation with Josh Binastein, we created several goals to guide our decision-
making. Our business goals are to:
Retain customers
Have a respectful and pleasant environment at our cafés
Maintain profits
The communication goals we have for this situation are to:
Emphasize our current involvement with the David Lynch Foundation
Share our motto “Love All, Serve All”, educate employees on the media policy
Inform the public of the steps we’ve taken
We also created goals that we would like to achieve in the short-term as well as long-term. Our
short-term goals are things we would like to do in relation to our crisis either during the crisis or
immediately after the crisis has officially completed. The long-term goals look more at the future
of Hard Rock International, Inc. and how we would like to see the organization perceived in the
future.
Our short-term goals for the Josh Binastein situation are to:
Investigate the situation and reprimand employees as necessary
Create a short term media policy
Reach out to Josh and other vets to repair the relationship with the military
For our long-term goals, we would like to:
Maintain our reputation
Work philanthropically with military or military causes to show support
Have more training for handling difficult customers as well as in discrimination or
harassment to prevent future problems
Reevaluate our media policy to prevent opinions or the spread of false information
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After creating these goals, we were able to create strategies and tactics for this situation.
Our first strategy is to maintain Hard Rock International Inc.’s reputation. We will do this by
emphasizing our values, as well as our involvement with the David Lynch Foundation. Two
values we will emphasize the most would be that Hard Rock practices “honesty, integrity, and
professionalism,” and that Hard Rock takes “personal accountability for actions.”
A second strategy is to acquire necessary information, which we will do by conducting an
investigation. This investigation will be used to answer questions such as “Why was he removed
from the restaurant?” and “What was actually said?” It will also be used to gather key facts in the
situation.
We also want to disassociate the Hard Rock brand with the parties that were at fault in
this situation. We will do this by using the core message that “the opinions of those employees
do not reflect the values of Hard Rock International, Inc.”
Another strategy is to contact stakeholders. How we will tactically do this depends on the
stakeholder. The CEO, Vice President of Public Relations, lawyer, and other key players will be
informed via phone call. An email memo will inform all U.S. franchise owners regarding the
situation. And the media and customers will be informed via press release and press conference.
We will also release a statement on Facebook, as the original accusation by Josh Binastein was
made on Facebook. This will be aimed at our customers.
Also relating to the media, we decided that an updated media policy was needed by Hard
Rock in order to regulate who in the organization talks to the media. In the case it stated that
several waitresses were addressing the media and calling the military members that had been in
the restaurant “goons,” as well as other derogatory terms. We will create a temporary media
policy to be released in times of crisis, as well as reevaluate the media policy that is in place
currently and make changes as necessary. Both Las Vegas Hard Rock Cafés and the Chicago
Hard Rock Café will receive a phone call in order to emphasize the importance of following this
media policy. The media policy will be released to all Hard Rock establishments via email.
Another strategy we have is to address the media. Fox News and the Today Show asked
for a statement in the situation, as Josh will be appearing on the show. Also, Fox News asked if
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we would like to appear on the show. We will not be appearing on the show, but we will release
a statement to both shows that displays our core messages for this situation.
Our final strategy for the Josh Binastein situation is to improve customer relations in our
Hard Rock Cafés. We will do this by providing additional training for employees on handling
difficult customers, as well as on discrimination and harassment.
GOST- MERS Crisis
Regarding our crisis with the illness outbreak, we kept the same business goals we had in the
reputation crisis. Again, these business goals were to:
Retain customers
Have a safe and healthy environment
Maintain profits
In this situation, our communication goals were slightly different, as it was a different type of
crisis. Therefore, our communication goals were to:
Inform stakeholders
Coordinate with the CDC
Inform employees of prevention and symptoms
Educate employees on the media policy
Inform the public of the process we’ve taken
Again, we created long and short-term goals to achieve in this situation. Our short-term goals
were to:
Help victims
Inform stakeholders
Create and implement a short-term media policy
In the long-term, we wanted to focus on:
Maintaining Hard Rock’s reputation
Maintaining Hard Rock’s profits
Reevaluate the employee illness policy
Work with the CDC and hospitals philanthropically specifically for this illness
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These goals are evident in the strategies and tactics we created for this situation. Just like
the Josh Binastein crisis, our first strategy was to acquire necessary information on the situation.
Tactically, we will do this by working with the CDC to find out as much specific information
about the situation as possible. Such information would be: where it started, how it spreads, and
what exact illness this is.
Again, we will also need to inform stakeholders. We will do this by calling the CEO,
Vice President of Public Relations, lawyer and other key players. We will also be sending an
email memo to U.S. franchise owners. Finally, a press release and press conference will be
provided for the media.
In this situation, showing concern will be key to maintaining Hard Rock’s reputation.
Therefore we will team up with the organization’s victim manager to provide support to victims
and their families. Tactically, we will provide contact information of the victim manager to those
affected, and use the victim manager as liaison between them and the corporation.
Another strategy we have is to coordinate with the CDC and other medical professionals.
A CDC professional will be available to victims in order to answer questions. We will also
provide a grief counselor for anyone who requests it.
As this illness is spreading within Hard Rock employees, a strategy we have is to inform
employees of symptoms and prevention. We will send out a tip sheet with relevant information
for employees and anyone interested. The Vice President of Operations will serve as the liaison
between employees and the CDC. We wanted to have someone act as an intermediary between
employees and the CDC in order to not flood the CDC with simple questions that could be found
on the tip sheet or elsewhere.
Just with the other crisis, we will educate employees on the temporary media policy. The
Chicago and Las Vegas Hard Rock Cafés will receive phone calls in order to stress the
importance, and all others establishments will receive an email memo. Franchise owners will
receive the memo and be expected to disburse the information to employees.
We also want to stress our relationship with the Red Cross to show Hard Rock’s
commitment to health and safety. We will include this fact in our communications and stress
how we will continue this partnership into the future.
Our final strategy is to provide a healthy and safe environment for both employees and
customers. We will do this by evaluating our employee illness policy. This policy is in place to
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make sure that employees do not come to work while sick. When working with food it is
important to make sure that all employees are healthy, as it is easy to spread illness through food
that is sent out to customers. We will evaluate the current policy that is in place and make
changes as necessary.
Process Timeline (Prior to Press Conference)
In order to maintain the best possible communication among all parties involved with the
respiratory illness situation, there are a number of things we would do before our press
conference. We would begin by acquiring information through investigating the situation and
involving everyone that is part of the issue. The Center for Disease Control (CDC) would be
contacted immediately to attempt to control the spread of the illness. We would inform all of our
stakeholders about the development of the situation, which would be done through phone calls,
emails, and press releases depending on who we are contacting. In addition, we would partner
with Hard Rock’s victim manager and use her as a liaison between the CDC and our employees.
To address the issues related to Josh Binastein, there are several steps we would take
prior to our press conference. We would begin by investigating the issue and gathering as much
information as possible. Josh would be contacted, as well all of our necessary stakeholders. We
would create a response to be sent to the media outlets that addresses our concerns regarding the
discriminatory allegations. In addition, we would recommend a temporary media policy to be
sent to all franchise owners and distributed to their employees to eliminate additional
disrespectful comments from being made to the media.
Press Conference Strategies:
For our press conference, current issues at hand needed to be addressed while keeping in
mind the business and communication goals. We also wanted to tailor our strategies to each
specific crisis.
Our strategies for the Reputation Issue with Josh Binastein were to underscore and
explore the problem, focus on how to correct the issue and to highlight corrective action and
vocal commiseration. Vocal commiseration was used because we wanted to show concern
without admitting guilt. Since it could not yet be confirm whether the situation actually
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happened, it unwise to admit fault. We knew that corrective action would be needed based on
how our employees had referred to Binastein. We also planned on letting the public know what
steps were being taken to fix the issue, because it was a more effective topic of discussion. As for
our communication strategy, we chose to underscore and explore the problem. It was important
to give the problem attention, but make sure that information released was limited and
controlled. We also felt it necessary to create room for our audiences to express their concerns
and take it into consideration while we investigated the problem.
For the Respiratory Illness, our strategies were to underscore and explore the problem,
explain what is happening, an excuse and vocal commiseration. We decided that an excuse
would explain that we have no responsibility in the situation. On the other hand, we wanted to
express empathy for the victims. With these situations, the audience deserves information to
keep them safe, without creating frenzy. We decided to create dialogue with the audience to hear
their concerns and give them the necessary information, which is why we decided to use the
underscore and explore method. Our core messages were: “we are working with CDC to isolate
the situation,” and “we empathize with the victims and their families, and want to help in any
way we can” This shows that we care about what is happening and that we are working with
qualified professionals to come to a solution.
The core messages of this issue were, “our motto is ‘Love all – Serve All’ and we do just
that as military members have done for us”, “we are still investigating and will be taking the
corrective action on employees as necessary,” and “the alleged opinions do not reflect the values
of Hard Rock International, Inc.” These messages encompass our communication strategies by
expressing the company values, separation from the parties violating those values and correction
of any issues as a means of continuous improvements.
We recognized that we should not validate unconfirmed information because that would
create problems for the organization as a whole. We should avoid admitting fault because we did
not know what the direct cause of each issue at hand was. In one of our clues, the victims were
referred to as the “Hard Rock Hard Coughers”. We chose not to talk about them in that way
because the illness was life threatening and this term was inappropriate. Our main points of
discussion were to stick to the core messages, show empathy for the parties involved and show
what we are doing to resolve the problems.
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Process Timeline Proceeding Press Conference
To ensure that communication is maintained following our press conference, we will take
the following steps to address those involved with the respiratory illness. If customers are
potentially infected with the illness, the CDC will follow up with these people and provide them
with information to get the proper medical attention. We will continue to assist the CDC and
offer help in any way we can. In addition, we will continue to provide support for victims and
their families by being transparent and offering grief counseling. Finally, we will reevaluate our
employee illness policy to ensure sick employees coming to work do not spread illnesses.
We will also take several steps to follow up with those involved with the military veteran
situation. After all parties were contacted, we will create a response to be distributed via social
media stating our concerns and reinforcing our company values. We will also contact any
veterans who felt discriminated against at our facilities and those restaurants involved. In
addition, we will continue to follow up with comments or suggestions made by our customers
through social media. Finally, we will provide training for our employees to ensure they are
offering the best possible customer service to everyone who enters a Hard Rock establishment.
Rejected Solutions
Throughout our crisis we came up with several ideas we decided not to use. First, we
rejected the idea of not addressing the reputation issue. We decided that, because Josh and other
veterans were appearing on the national news, it would be best to express regret for the situation.
We believed that ignoring the situation would only make it worse. If the veterans had not
appeared on national news, we probably would not have spoken about the issue during the press
conference.
Another rejected solution was allowing the employees direct contact with the CDC.
Because the CDC is conducting an investigation, we believed that direct employee contact would
be distracting. Instead, the Director of Operations would act as the liaison between employees
and the CDC and take all employee questions. If she could not answer them, the questions
would then be directed towards the CDC.
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We also decided not to immediately address all Hard Rock establishments globally.
Because both crises were in the U.S., we think it would be beneficial to focus all of our energy
there. These crises do not directly affect any international locations and are probably not in any
danger. After the crises are over, we would then address all Hard Rock establishments globally.
Two of the three news stations the veterans are appearing on have asked for an
appearance from a Hard Rock representative. We decided not to do this for two reasons. First,
appearing on Fox News, a conservative station, would probably do more harm than good to the
Hard Rock brand. They would most likely take things out of context, and because we do not
have all the information yet, it would be difficult to speak about the issue. The second reason is
that the Crisis Management Team has a larger issue at hand, the health crisis. We decided that
most of our efforts should be focus on helping the CDC and containing the virus.
Our final rejected solution was to come out and say that the disease is MERS. Because it
is only a rumor, we believed it would not be in our best interest to state that is in fact the virus
killing our employees. Until the CDC officially confirms it to be MERS, we decided it would be
better for us not to validate the rumor.
Continuous Improvements
There were a few areas during the press conference would could improve on. First, we
would like to emphasize our core messages more during the press conference questioning. Our
spokesperson would like to make sure that she uses ‘ALT’ for each question asked. She would
also like to mention more of what we are doing during the actual press conference speech. For
example, we might have added the tip sheet to the actual speech as an example of actions taken.
As a result of these two improvements, we believe that we will appear more proactive and show
more strength during the entire press conference.
So What
After analyzing our crises and handling the situation effectively, three key insights helped
guide us throughout. In a time of crisis, we cannot confirm information to our audiences if we
have not verified that it is true. It’s important to consider what we know and what don’t know.
Second, legitimizing key issues is essential in a crisis. It’s impossible to address every single
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detail of what’s going on, but evaluating the most important issues will help get the company’s
message across to their audience. Finally, core messages are influential in the way the audience
perceives how we are handling the situation. Emphasizing key points in a number of different
ways throughout the crisis will, hopefully, show the audiences what the crises are, as well as
what we are doing to address them.
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References
AlBattat, A. R., & Sum, A. P. (2013, September 29). Emergency Preparedness for Disasters and Crises in the Hotel Industry. . Retrieved May 5, 2014, from
http://sgo.sagepub.com/content/3/3/2158244013505604
Beveridge, S. (2014, April 5). Embezzlement a growing trend with problem gamblers. Observer-Reporter. Retrieved May 5, 2014, from http://www.observer-
reporter.com/article/20140405/NEWS01/140409689#.U0HyiygoxG4)
Centers for Disease Control and Prevention. (n.d.). Centers for Disease Control and Prevention. Retrieved May 5, 2014, from http://www.cdc.gov/
Halter, N. (2014, March 11). Hard Rock Cafe at Mall of America will have concert capacity for 1,200 - Minneapolis / St. Paul Business Journal. Widgets RSS. Retrieved May 5, 2014, from http://www.bizjournals.com/twincities/news/2014/03/11/hard-rock-cafes-
moa-location-has-1-200-concert.html
Hard Rock | Official Site of Hard Rock. (n.d.). Hard Rock | Official Site of Hard Rock. Retrieved May 5, 2014, from http://www.hardrock.com/
Hard Rock Cafe sold to Native Americans. (2006, December 7). CNNMoney. Retrieved May 5, 2014, from http://money.cnn.com/2006/12/07/news/companies/hardrock_seminole/
Hemlock, D. (2010, March 18). Florida's Hard Rock expands casinos and hotels overseas. Sun Sentinel. Retrieved May 5, 2014, from http://articles.sun-sentinel.com/2010-03-18/business/fl-hard-rock-expands- 20100318_1_hollywood-and-
tampa-casino-hard-rock-international
Morrison, M. (2013, September 30). Hard Rock Cafe Puts Renewed Focus on Artists Rather Than Memorabilia. Advertising Age Special Report Music and Marketing RSS. Retrieved May 5, 2014, from http://adage.com/article/special-report-music-and-marketing/hard-rock-cafe- puts-renewed-focus-artists/244426/
Ruggless, R. (2014, February 13). Major restaurant chains make first moves in Alaska. . Retrieved May 5, 2014, from http://nrn.com/latest-headlines/major-restaurant-chains-make-first-moves-alaska
Schuyler, D. (2013, November 1). Hard Rock signed on as Kenosha casino developer and manager - Milwaukee - Milwaukee Business Journal. Widgets RSS. Retrieved May 5, 2014, from http://www.bizjournals.com/milwaukee/news/2013/10/09/hard-rock-signed-
on-as-kenosha-casino.html
Seminole Tribe. (n.d.). . Retrieved May 5, 2014, from http://www.semtribe.com/
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Wong, V. (2014, March 25). Hard Rock Cafe Wants You to Forget That Old Time Rock and Roll. Bloomberg Business Week. Retrieved May 5, 2014, from http://www.businessweek.com/articles/2014-03-25/hard-rock-cafe-wants-you-to-forget-that-old-time-rock-and-roll
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Appendix 1: Timeline of Crisis
1. Thursday- All: Marine Corps Image2. Thursday-All: Lungs image3. Saturday 9:02 p.m.-Katelyn: Josh Binastein entered the Hard Rock Café in Vegas. He
was wearing his military uniform. Employees escorted him out of the store without allowing him to make a purchase. He protested, but left peacefully. They tell him “people like you warmongers are not allowed in our café,” as he noted on his Facebook account. He also noted that he was also asked to stop soliciting for the wounded warriors campaign.
4. Saturday 9:05 p.m.- Danni: Josh B is a military veteran who served 2 tours of duty in Iraq and had 3 Purple Hearts.
5. Sunday 2:42 p.m.- Kaylie: Josh will be on the Rush Limbaugh show to tell his story. They heard from other vets that they have similar experiences of being discriminated against.
Rush Limbaugh supports the Marine Corps and law-enforcement foundation that provides scholarships to children of Marines and Federal law enforcement, personnel killed on duty or under extraordinary circumstances. In 2007 he said Iraq war vets who opposed to the war are “Phony Soldiers.”
Hard Rock partners with David Lynch Foundation: work with veterans with PTSD
6. Sunday 2:46 p.m.- Elizabeth: Josh and friends will be on Fox News called us and asked if they would like to appear and make a statement.
7. Sunday 2:48 p.m.- Danni: Today Show with other military members tomorrow.8. Sunday 2:52 p.m.- Rachel: Today show called Hard Rocks P.R. Department about
doing a segment on Josh’s story and wants to know if we want to comment.
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Thursday
Lungs
Marine Corps
Friday Saturday
Josh kicked out of Las Vegas Hard
Rock Cafe
Sunday
News Stations asking for our
statement
Employees call in sick for Acute Respiratory
problems
Monday
Josh will be appearing on many news
stations
Hard Rock International, Inc.
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9. Sunday 2:55 p.m.- Katelyn: At the same Las Vegas Hard Rock Café that Josh was asked to leave several employees developed acute respiratory breathing problems. These employees so happened to call in sick today.
Acute means to come on suddenly Respiratory means something with breathing Possible causes: chemicals, anthrax Possible Responses: Call Fire Department and Hazmat team to clear building
10. Sunday 4:13 p.m.- Danni: The Wounded Warriors Foundation has posted an announcement asking for stories from other veterans if they have been discriminated against at a Hard Rock Establishment.
11. Sunday 7:49 p.m. – Elizabeth: “Several employees at the Vegas Hard Rock Cafe experienced severe coughing sprees at work tonight and asked to leave. Same thing happened in a Chicago location.”
12. Sunday 7:50 p.m. – Kaylie: “One of your Vegas employees sent to the hospital earlier has requested a priest and is on her death bed.”
13. Sunday 7:55 p.m. – Rachel: “TMZ has "reported" that Josh Binastein has at least 20 more vets who claim they experienced something similar at Hard Rock Cafes when asking for donations for the Wounded Warriors ... at least 5 of those claim they were NOT soliciting donations. TMZ can not verify any of these claims.”
14. Sunday 7:59 p.m. - Danni: All the "Hard Rock Hard Coughers" from the Vegas store have been quarantined at the hospital and the CDC has dispatched a private jet from Atlanta full of their professionals to investigate in Vegas.
15. Sunday 8:05 p.m. – Katelyn: “A local Fox TV station dispatched a reporter to your Vegas Cafe asking for information about Josh ... one waitress claimed he was asked to leave because he was coughing so loudly that he was disturbing other patrons. Two other waitresses could not recall any coughing and that the "military goons behaved themselves as well as they could given their profession". All the waitresses interviewed on camera were asked if they "felt endangered". No one felt that way and that management made the decision. In the middle of yet another interview and coughing manager asked the video team to leave and they did.”
16. Sunday 10:00 p.m. – All: Employee at hard rock Las Vegas who was on deathbed died. 17. Sunday 10:00 p.m. - All: Another Las Vegas employee died, and an additional one is on
the deathbed. 18. Sunday 10:00 p.m. - All: One more admitted to hospital in Chicago.19. Sunday 10:00 p.m. - All: Rumor around the Las Vegas hospital is all the employees
have been treated for MERS. And everyone has been quarantined. 20. Sunday 10:00 p.m. - All: Josh Binastein reported on Facebook account that he is having
a severe coughing spree and is not sure if he will be appearing on Limbaugh show in morning. (But assume he does appear.)
21. Tuesday 8:00 a.m. – All: Another employee in Chicago has died.
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Appendix 2: Incident Report Forms
Incident Report Form: Reputation IssueThis report is to be used in any and all cases that emergency personnel are contacted or when
further action must be taken following an incident involving the Hard Rock brand and its affiliates.
Crisis Management Team Member(s): Katelyn Staaben, Kaylie Fisher, Elizabeth Smeaton, Rachel Buhl, and Danielle Washington.Date: 4/26/2014 Time: 9:02 PMLocation: Las Vegas Hard Rock Café Witness/Informant: Katelyn Staaben
Stakeholder(s) Involved: Franchise owner, franchise employees, Josh Binastein (short-stay guest), media, Executive Board, Seminole Board of Directors, lawyerContact information: Please refer to stakeholder contact sheet.Have they been contacted? X Yes _____NoAudiences Impacted: Military, other hard rock guests, Josh’s veteran friends, anyone else related to the military.
Date of Incident: 4/26/2014 Time of Incident: 9:02 PMLocation of Incident: Las Vegas, Nevada Hard Rock Café and possibly othersDescription of Incident: Josh Binastein entered the Hard Rock Café in Las Vegas. He was wearing his military uniform; employees escorted him out of the store without allowing him to make a purchase. They supposedly tell him “people like you warmongers are not allowed in our café.” He protests but leaves peacefully but posts the above information on his Facebook account. Josh is a military veteran who served two tours of duty in Iraq and has three purple hearts. Employees say he was escorted out after being asked to stop soliciting customers and employees for the Wounded Warriors Campaign. He will be appearing on multiple news media outlets with other veterans who may have had similar experiences.
Response Taken: Contacted all parties involved and conducted an investigation.Intended Outcome: To maintain our reputation and reestablish a respectable relationship with the military and its veterans.
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Incident Report Form: Respiratory IllnessThis report is to be used in any and all cases that emergency personnel are contacted or when
further action must be taken following an incident involving the Hard Rock brand and its affiliates.
Crisis Management Team Member(s): Katelyn Staaben, Kaylie Fisher, Elizabeth Smeaton, Rachel Buhl, and Danielle Washington.Date: 4/27/2014 Time: 2:55 PMLocation: Las Vegas Hard Rock Café Witness/Informant: Katelyn Staaben
Stakeholder(s) Involved: Franchise owner, franchise employees, media, Executive Board, Seminole Board of Directors, lawyerContact information: Please refer to stakeholder contact sheet.Have they been contacted? X Yes _____NoAudiences Impacted: Employees and possibly customers.
Date of Incident: 4/27/2014 Time of Incident: MorningLocation of Incident: Las Vegas, Nevada Hard Rock Café and Chicago, Illinois Hard Rock CaféDescription of Incident: Several employees developed acute respiratory breathing problems at the Vegas Café. Several more employees at this location and now Chicago are experiences severe coughing sprees at work and ask to leave. One employee ends up in the hospital and dies. All employees with symptoms in Las Vegas are quarantined and the CDC starts and investigation. Another Vegas employee dies and another is on his/her deathbed. One employee was admitted to the hospital in Chicago and later dies. It is rumored they are being treated for MERS.
Response Taken: Contacted all parties involved and conducted an investigation.Intended Outcome: To maintain our reputation and reestablish a respectable relationship with the military and its veterans.
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Appendix 3: Crisis Worksheets
Crisis Worksheet: Josh Binastein
1. Prepare Crisis Center and Assemble Crisis Management Team
Primary Crisis Center Location: ____MAC Hall________________________________
Crisis Management Team Members: ___Katelyn Staaben, Kaylie Fisher, Elizabeth
Smeaton, Danielle Washington, and Rachel
Buhl__________________________________________
2. Identify the Crisis
Specific Crisis: ______Military Discrimination_____________________________
10
Likeliness
0 Impact 10
Level of Responsibility (Circle One)
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HighLow
Natural Disasters
Public Misconduc
t
Personnel
Manufacturi
Financia
Healt
Securit
y
Reputatio
Corporate
Misc
. Harassment
Hard Rock International, Inc.
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Determine what we know and do not know:
Know Don’t Know
Veteran with three purple hearts
Posted on social media about Hard Rock
Entered HRC in Vegas in uniform, felt
discriminated against
Is planning on speaking with radio and TV
There are supposedly other reports of other
vets being discriminated against
TMZ reported Josh has 20 more vets and
most were soliciting donations
Josh may or may not do interviews due to
illness
Did they call him a warmonger?
How many military friends?
Why specifically was he kicked out?
Anything about other vets and if they exist
3. Audience Analysis
Who are our primary audiences for this crisis: ____Military and veterans, All American
Hard Rock Customers______________________________________________________
Who are our secondary audiences for this crisis: ______Franchise owners and
employees, competition____________________________________________________
List Victim’s Manager:___Elizabeth Smeaton________________________________
Are there victims? (Circle one) Yes No
If so, how are they associated with the organization? (Circle all that apply)
a. Executive
b. Employee
c. Customer
d. Partner
e. Competition
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f. Bystander
g. Other _______________________
How will you respond to victims and families?: __Directly contact Josh, address other
military as we know of them, general address to the public via press release and news
conferenc
e______________________________________________________________________
_______________________________________________________________
List Stakeholders to be contacted: __________Franchise owners and employees, Josh
Binastein, News, President of HRC, Human Resources, Seminole tribe, Lawyer, Vice
President of Public Relations___________________________________________
____________________________________________________________________
Primary Contacts:
1. Hamish Dodds 2. Seminole Board Of Directors
CEO of Hard Rock Seminole Tribe of Florida
Phone: (800) 333-3131 Phone: (800) 333-4343
Email: [email protected] Email: [email protected]
Additional Contacts: ___________________________
___________________________
___________________________
___________________________
Media Contacts:
1. Associated Press Local Contact: ____________________
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Phone: (212) 621-1500 ____________________________
Email: [email protected] ____________________________
4. Goals
Retain Customers Have a respectful, pleasant
environment (“Love All, Serve All”) Maintain Profits
Emphasize current involvement with the David Lynch Foundation
Love All, Serve All Educate employees on media policy Inform public of steps being taken
Short-Term Long-Term
Investigate the situation and
reprimand employees as necessary
Short term media policy
Reach out to Josh and other vets to
repair relationship with the military
Maintain reputation
Work philanthropically with military
or military causes to show support
Training for handling difficult
customers and
discrimination/harassment to prevent
future problems
Reevaluate media policy to prevent
opinions or false information being
spread
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Business Goals Communication Goals
5. Strategy
Choose a strategic option (Circle all that apply and order based on importance)
a. Full Apology & Corrective Action: Admitting responsibility and making
corrections for damage done.
b. Corrective Action: Making corrections for damage done.
c. Ingratiation: Remind audiences of previous good deeds.
d. Justification: Providing explanation for actions, while minimizing the
seriousness of the problems.
e. Excuse: Providing rationale for actions like “no control” or “no bad
intentions”
f. Denial: Stating that no crisis exists.
g. Attack the Accuser: confront, threaten, file a lawsuit, etc. against those
accosting organization
Rationale: ________________Vocal Commiseration- Regret to show we are upset and
wish it hadn’t happened. Also use corrective action to show what actions we will take to
deal with it ______________________________________________________________
_______________________________________________________________________
_
Message Strategy: Strategic Options:
a. Who a. Spray and Pray
b. What b. Sell and Tell
c. Where c. Underscore and Explore
d. When d. Identify and Reply
e. Why e. Withhold and Uphold
f. How
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6. Review above information
Amendments and rationale: _______________________________________________
________________________________________________________________________
7. Addressing the Crisis
Create Core Message(s) and list audience:
1. ____”Love All Serve All” Just as the military does for us __________________
2. ______Current Military charity work__________________________________
3. ______Emphasize the process- corrective action _________________________
List Tactical Responses: __Media policy, Press release, Press conference, Social media
response, television response_______________________________________________
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Crisis Worksheet: Respiratory Illness and Deaths
1. Prepare Crisis Center and Assemble Crisis Management Team
Primary Crisis Center Location: ____MAC Hall________________________________
Crisis Management Team Members: ___Katelyn Staaben, Kaylie Fisher, Elizabeth
Smeaton, Danielle Washington, and Rachel
Buhl__________________________________________
2. Identify the Crisis
Specific Crisis: _____Respiratory Illness and Deaths____________________
10
Likeliness
0 Impact 10
Level of Responsibility (Circle One)
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HighLow
Natural Disasters
Public Misconduc
t
Personnel
Manufacturi
Financia
Healt
Securit
y
Reputatio
Corporate
Misc
. Illness/Death
Hard Rock International, Inc.
Ligers Inc. Crisis Team
Determine what we know and do not know:
Know Don’t Know
Several employees called in sick, citing
acute respiratory breathing problems
Las Vegas Hard Rock Café
Several more employees have coughing
sprees and ask to go home
Employees in Chicago are sick as well
Two die and another dying in Vegas
Vegas employees with symptoms are
quarantined
CDC is investigating
Unofficially- it is MERS
One died in Chicago
Source
Confirmed illness
Connection between Chicago and Vegas
Are customers sick
Is Josh involved with this or is it a
coincidence
3. Audience Analysis
Who are our primary audiences for this crisis: _Victims_________________________
___________________________________________________________________
Who are our secondary audiences for this crisis: __Hard Rock Employees in the U.S.,
franchise owners, Customers, Media_____________________________________
List Victim’s Manager: ____________Elizabeth Smeaton_________________________
Are there victims? (Circle one) Yes No
If so, how are they associated with the organization? (Circle all that apply)
h. Executive
i. Employee
j. Customer
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k. Partner
l. Competition
m. Bystander
n. Other _______________________
How will you respond to victims and families?: ___Grief counselor, CDC representative
for questions____________________________________________________________
List Stakeholders to be contacted: _____CEO, Seminole Tribe, Media, Franchise
Owners, Employees, lawyer, Vice President of Public Relations________________
Primary Contacts:
2. Hamish Dodds 2. Seminole Board Of Directors
CEO of Hard Rock Seminole Tribe of Florida
Phone: (800) 333-3131 Phone: (800) 333-4343
Email: [email protected] Email: [email protected]
Additional Contacts: ___________________________
___________________________
___________________________
___________________________
Media Contacts:
2. Associated Press Local Contact: ____________________
Phone: (212) 621-1500 ____________________________
Email: [email protected] ____________________________
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4. Goals
Business Goals Communication Goals
Retaining customers
Have a safe and healthy environment
Maintain profits
Informing stakeholders
Coordinating with the CDC
Inform employees of prevention and
symptoms
Educate employees on media policy
Inform public of steps that are being
taken
5. Strategy
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Short- Term Long-Term
Help victims
Inform stakeholders
Create a short term media policy
Maintain reputation
Maintain profits
Reevaluate illness policy
Work with the CDC and hospitals
specifically for this illness
Hard Rock International, Inc.
Ligers Inc. Crisis Team
Choose a strategic option (Circle all that apply and order based on importance)
a. Full Apology & Corrective Action: Admitting responsibility and making
corrections for damage done.
b. Corrective Action: Making corrections for damage done.
c. Ingratiation: Remind audiences of previous good deeds.
d. Justification: Providing explanation for actions, while minimizing the
seriousness of the problems.
e. Excuse: Providing rationale for actions like “no control” or “no bad
intentions”
f. Denial: Stating that no crisis exists.
g. Attack the Accuser: confront, threaten, file a lawsuit, etc. against those
accosting organization
Rationale: __Vocal commiseration- concern that it happened and condolence to grieve
for the loss. This fits better with an illness situation than any above_________________
_______________________________________________________________________
_______________________________________________________________________
_
Message Strategy: Strategic Options:
g. Who a. Spray and Pray
h. What b. Sell and Tell
i. Where c. Underscore and Explore
j. When d. Identify and Reply
k. Why e. Withhold and Uphold
l. How
6. Review above information
Amendments and rationale: _______________________________________________
________________________________________________________________________
________________________________________________________________________
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7. Addressing the Crisis
Create Core Message(s) and list audience:
1.____We are working with the CDC (shows concern and control) ____________
2.____We’re grieving for the victims (shows concern)_______________________
3. __Did not originate with Hard Rock __________________________________
List Tactical Responses: _____Press conference, Press release, tip sheets
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
__
8. Preparation
Prepare and assemble anything needed for press conference.
Spokesperson: _____Danielle Washington__________________________________
Title: ______Vice President of Marketing____________________________
Contact Info: [email protected]___________________________________
______414-364-1536_________________________________________
___________________________________________________________
Tips for the Spokesperson:
a. Avoid technical jargon and slang.
b. Do not say ‘no comment’.
c. Repeat the core message(s) often.
d. Remember concern, clarity, control, confidence, and competence.
e. Do not argue with the reporters.
f. Challenge incorrect information.
g. Assess the assumptions of the questions.
h. Think Analyze, Link, Turn
Questions to Be Answered: ____What happened, What Hard Rock is doing to solve the
problem, we are concerned but in control of the situation_____________________
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_______________________________________________________________________
_
________________________________________________________________________
________________________________________________________________________
Practice the Press Conference & Evaluate:
The Good: ______Concise, clear, answer to the questions ________________
________________________________________________________________
The Bad: ____Directly address problems if they can be directly addressed_____
_________________________________________________________________
_________________________________________________________________
_
The
Ugly:_______NA________________________________________________
_________________________________________________________________
_
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Appendix 4: Tactical Examples
Respiratory Illness Reported at Hard Rock Café
LAS VEGAS – An illness which caused employees to experience acute respiratory breathing
problems and coughing attacks has been reported at Hard Rock Cafe. Several employees at the
Las Vegas and Chicago Hard Rock Cafés have been hospitalized and the Chicago and Las Vegas
Hard Rock Cafes have been temporarily closed.
We have not yet confirmed what illness our employees have, but we are working with the CDC
to isolate the situation. We empathize with the victims of this unfortunate event and we are doing
everything in our power to help
“We are working tirelessly to learn more about what this illness is and how to resolve it,” stated
a representative from the CDC, “We have partnered with them to help contain the problem.”
Hard Rock International and the CDC are committed to helping the victims. We are also
assisting the prevention of any further outbreaks at Hard Rock locations.
“Hard Rock International, Inc. takes these situations very seriously and are determined to
determine the source,” Hamish Dodds, CEO of Hard Rock International, Inc.
Hard Rock International, Inc. in contact with the victims and their families and is assisting the
CDC in research. The Las Vegas and Chicago locations have been temporarily closed in order to
contain the spread of the illness. While the CDC is sure that Hard Rock International, Inc. is not
the source of the illness, the restaurants have been closed as a precaution.
“The safety of our customers and employees of the utmost importance to Hard Rock Vegas,”
said Andrew Courtney, owner of the Las Vegas Hard Rock Café, “If we need to temporarily
close in order to keep them safe, then we will.”
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Media Contact:
Danielle [email protected]
For Immediate Release
April 29
Hard Rock International, Inc.
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Hard Rock International, Inc. continues to provide support to those affected and assist the CDC
in this matter.
About Hard Rock International, Inc.
Operating under the motto “Love All – Serve All”, Hard Rock International, Inc. is a renowned
hospitality and entertainment company with more than 165 restaurant, hotel, casino, and concert
venues in 52 countries. In addition, memorabilia and merchandise are a large part of the
organization. Hard Rock is owned by the Seminole Tribe of Florida and the corporate office is
located in Orlando, Fla. Any media inquiries can be sent to [email protected].
###
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Hard Rock International, Inc. Responds to Discrimination Claims
LAS VEGAS – A member of the military has reported on Facebook of an act of discrimination
at the Las Vegas Hard Rock Café. Hard Rock International, Inc. is currently investigating the
situation.
Hard Rock International, Inc. has contacted both the employees and the customer and is
investigating the situation. Once the details of the situation have been determined Hard Rock will
be taking any corrective action deemed necessary.
The alleged opinions do not reflect the values of Hard Rock International Inc. Hard Rock is very
committed to several charities that help veterans, including the David Lynch Foundation.
“Hard Rock International Inc. understands the importance of Veterans in our community,” says
Founder and CEO of the David Lynch Foundation, David Lynch. “They have been working with
our foundation that aids Military veterans with PTSD. Hard Rock has been instrumental in
helping to aid veterans for many years now.”
All cases of discrimination of harassment are taken very seriously and Hard Rock International,
Inc. is committed to making sure nothing of this sort happens again.
About Hard Rock International, Inc.
Operating under the motto “Love All – Serve All”, Hard Rock International, Inc. is a renowned
hospitality and entertainment company with more than 165 restaurant, hotel, casino, and concert
venues in 52 countries. In addition, memorabilia and merchandise are a large part of the
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Media Contact:
Danielle [email protected]
For Immediate Release
April 29
Hard Rock International, Inc.
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organization. Hard Rock is owned by the Seminole Tribe of Florida and the corporate office is
located in Orlando, Fla. Any media inquiries can be sent to [email protected].
###
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Temporary Media Policy
Good Morning Hard Rock Café Franchise Owner,
As you are now aware, there are several situations that Hard Rock Cafés are currently involved
in. Due to these situations, we have a media policy we would like to be followed in regards to you and
your employees contact with the media.
No employee should post any opinions or personal feelings regarding this situation online,
including on social media. Any online comments on social media or on websites will be made by
the Hard Rock corporate accounts.
No café employee, franchise owner, or employee of any other division of Hard Rock
International, Inc. should talk to the media. Our official spokesperson in this situation is our Vice
President of Marketing. Any requests by the media to interview anyone at an individual café
should be directed to:
Danielle Washington, Vice President of Marketing
414-364-1536
All official communications regarding this issue will come from the corporate office. Any
information distributed by the media should not be considered to be factual unless verified by the
corporate office.
If you, or your employees, have any questions regarding this situation or how to manage the
media, please send them to [email protected].
Thank you for your continued support of Hard Rock International, Inc. and for your cooperation
regarding this situation. Please meet with employees as soon as possible to release this information, and
manage any situation that may arise with the media appropriately.
Sincerely,
Katelyn Staaben
President of Crisis Management
Hard Rock International, Inc.
Illness Policy
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HARD ROCK INTERNATIONAL, INC. EMPLOYEE HEALTH POLICY
PURPOSE
The purpose of the Hard Rock International, Inc. Employee Illness Reporting Policy is to ensure
that all employees notify the Owner/General Manager, or other person-in-charge when you
experience any of the conditions listed. This will allow appropriate steps to be taken to preclude
transmission of food borne illness or communicable diseases.
POLICY
Hard Rock International, Inc. is committed to ensuring the health, safety and wellbeing of our
employees and customers while complying with all health department regulations. All
employees shall report if they are experiencing any of the following symptoms to the person-in-
charge:
• Diarrhea
• Fever
• Vomiting
• Jaundice
• Sore throat with fever
• Sudden onset/severe cough
• Lesions (such as boils and infected wounds, regardless of size) containing pus on the
fingers, hand or any exposed body part
Employees should also notify the person-in-charge whenever diagnosed by a healthcare provider
as being ill with any of the following diseases that can be transmitted through food or person-to-
person by casual contact such as:
• Salmonellosis
• Shigellosis
• Escherichia coli
• Hepatitis A virus
Any acute respiratory illness, or
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Norovirus
In addition to the above conditions, employees shall notify the person-in-charge if they have
been exposed to the following high-risk conditions:
• Exposure to or suspicion of causing any confirmed outbreak involving the above
illnesses
• A member of their household is diagnosed with any of the above illnesses
• A member of their household is attending or working in a setting that is experiencing
a confirmed outbreak of the above illnesses
HARD ROCK INTERNATIONAL, INC. EMPLOYEE RESPONSIBILITY
All employees shall follow the reporting requirements specified above involving symptoms,
diagnosis and high-risk conditions specified. All employees subject to the required work
restrictions or exclusions that are imposed upon them as specified in the law, the regulatory
authority or person-in-charge, shall comply with these requirements as well as follow good
hygienic practices at all times. Employees that are unsure as to whether or not they should work
should contact their person-in-charge on the phone ahead of their shift.
PERSON-IN-CHARGE RESPONSIBILITY
The person-in-charge shall take appropriate action as specified in the Department of Health Rule
564 IAC 6-21 to exclude, restrict and/or monitor employees who have reported any of the
aforementioned conditions. If person-in-charge or employee is unsure whether the employee
should attend work, cancel their scheduled hours, until symptoms reside, to prevent the spread of
disease. The person-in-charge shall ensure these actions are followed and only release the ill
employee once evidence, as specified in the food code, is presented demonstrating the person is
free of the disease causing agent or the condition has otherwise resolved.
The person-in-charge shall cooperate with the regulatory authority during all aspects of an
outbreak investigation and adhere to all recommendations provided to stop the outbreak from
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continuing. The person-in-charge will ensure that all employees who have been conditionally
employed, or who are employed, complete the employee health questionnaire and sign the form
acknowledging their awareness of this policy. The person-in-charge will continue to promote
and reinforce awareness of this policy to all employees on a regular basis to ensure it is being
followed. Hard Rock International, Inc. takes employee and guest health and safety seriously.
Any disregard for this policy will be grounds for termination.
Department of Health and Human Services
HARD ROCK INTERNATIONAL, INC. EMPLOYEE HEALTH QUESTIONNAIRE
All staff and volunteers whose functions require or necessitate contact with participants or food
preparation shall complete a health questionnaire.
Name:________________________________________________________________________
Job
Title:_________________________________________________________________________
1. Do you have any serious health problems or illnesses that may be contagious to others around
you?
Yes No If yes, please give
details:_________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. Do you have limitations on your ability to perform the work described in your job description
and/or duty statement?
Yes No If yes, please give
details:_________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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3. Do you have any health conditions that would create a hazard to participants or other staff?
Yes No If yes, please give
details:________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
I declare that the above information is true and correct to the best of my knowledge:
____________________________________ _____________________
EMPLOYEE SIGNATURE DATE
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Response to Fox News and the Today Show
News Comment (For Josh situation):
Recent attention has been brought to alleged reports of discrimination toward military veterans
by our employees. While the situation is currently under investigation and corrective actions are
being taken toward involved employees as necessary, we want to remind our loyal customers
that the alleged opinions do not reflect the values held by Hard Rock International Inc. As our
motto states, we strive to “Love All – Serve All,” just as our military veterans have sacrificed
their lives to serve us. Our partnership with the David Lynch Foundation supports the
organization’s efforts to build resilience and heal the wounds of war suffered by our military
personnel. Hard Rock International Inc. thanks and honors all past and current military personnel
for protecting our freedom and serving our country.
Social Media Response
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Appendix 5: Media Kit
Cover Letter
April 29, 2014
Dear press representative:
Please take some time to review the information provided in this media kit. The documents included provide resources to help your organization better understand the recent situations involving Hard Rock International, Inc.
The enclosed documents provide clarification regarding the recent allegations of discrimination by our employees toward military veterans, as well as the illnesses suffered by several of our employees. These documents also outline the steps being taken by Hard Rock International, Inc. to isolate the problem and provide support for everyone involved.
For additional information, please contact Danielle Washington, Vice President of Marketing, at [email protected] or 414-364-1536.
Thank you for your time and for attending our press conference.
Sincerely,
Katelyn StaabenPresident of Crisis ManagementHard Rock International, Inc.
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General Fact Sheet
The first Hard Rock Café was opened in 1971 in London.
Isaac Tigrett and Peter Morton, two young Americans were the founders.
Hard Rock International has over 175 restaurant, hotel and casino, and music venue
locations in over 55 countries.
Eric Clapton was the first artist to have a memorabilia item displayed in a restaurant.
Hard Rock has a record label.
Hamish Dobbs is the current president and CEO of Hard Rock International.
Hard Rock International, Inc. was purchased by the Seminole Tribe of Florida in 2007.
Operating Values
o Practice honesty, integrity, and professionalism.
o Encourage everyone to maximize their potential.
o Take personal accountability for getting results.
o Create brand excitement through innovation.
o Deliver kick-ass service.
Mottos
o Love All – Serve All
o Take Time to Be Kind
o All Is One
o Save the Planet
Mission
o To spread the spirit of rock ‘n’ roll by creating authentic experiences that rock.
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Timeline
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Photos
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Tips for Acute Respiratory Illness
A Quick Reference Sheet from the Centers for Disease Control and Prevention and Hard Rock International Inc.
What is an Acute Respiratory Illness?
An Acute Respiratory Illness comes on quickly and can prevent normal breathing. Symptoms include
severe coughing sprees and common cold like symptoms. If illness advances difficulty breathing and
dizziness may occur.
Contact your healthcare professional immediately if symptoms exceed 72 hours or you experience
advanced symptoms
How can I protect myself?
• Wash your hands often with soap and water for 20 seconds and help young children do the
same. If soap and water are not available, use an alcohol-based hand sanitizer.
• Cover your nose and mouth with a tissue when you cough or sneeze then throw the tissue in the
trash.
• Avoid touching your eyes, nose, and mouth with unwashed hands.
• Avoid close contact, such as kissing, sharing cups, or sharing eating utensils, with sick people.
• Clean and disinfect frequently touched surfaces, such as toys and doorknobs
Where can I find more information?
Contact your local healthcare professional
http://www.cdc.gov/
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Tips for Middle East Respiratory Syndrome (MERS)
A Quick Reference Sheet from the Centers for Disease Control and Prevention and Hard Rock International Inc.
What is MERS?
The Middle East Respiratory Syndrome (MERS) is an acute respiratory illness caused by a coronavirus
called MERS-CoV. Symptoms of MERS include fever and pneumonia within 14 days of exposure; as well
as respiratory illness with a cough, fever, and shortness of breath.
Please contact your healthcare professional if you begin experiencing these symptoms
How can I protect myself?
• Wash your hands often with soap and water for 20 seconds and help young children do the
same. If soap and water are not available, use an alcohol-based hand sanitizer.
• Cover your nose and mouth with a tissue when you cough or sneeze then throw the tissue in the
trash.
• Avoid touching your eyes, nose, and mouth with unwashed hands.
• Avoid close contact, such as kissing, sharing cups, or sharing eating utensils, with sick people.
• Clean and disinfect frequently touched surfaces, such as toys and doorknobs
Where can I find more information?
Contact your local healthcare professional
http://www.cdc.gov/coronavirus/MERS/
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Appendix 6: Agendas and Minutes
Liger’s Inc. Meeting Agenda- 3-31-14
Cofrin Library, Room TBD- 3:30 p.m.
1. Discuss information gathered from 100 factsa. Decide who will compile the information
2. Begin brainstorming potential crises that the Hard Rock Café may face3. Begin discussing potential ways of dealing with those crises.
Liger’s Inc Agenda 4-2-14
Cofrin Library- Room TBD, 4:00 p.m.
1. Discuss any additional research done since last meeting. 2. Create a timeline for the project.3. Continue discussion of potential crises.
Ligers Inc. Agenda 4-7-14
Cofrin Library 605M, 3:30 p.m.
1. Fact Sheets- Any problems? Any interesting insights from these?2. Timeline- Does it need to be changed at all after class on Thursday3. Start discussing likely crises situations
Liger’s Inc Agenda- 4-9-14
MAC Hall- 5:30 p.m.
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1. Continue creating Impact vs Likelihood charts for each division of Hard Rock.2. Create one main Impact vs Likelihood chart for all of Hard Rock.3. Discuss other charts or evaluation tools to create for Hard Rock.
Ligers Inc. Agenda 4/14/14
Cofrin Library- Room TBD, 3:30 p.m.
1. Discuss any updates/changes we want to make to the charts we completed last week. a. Criminal –them and Criminal –Us names
2. Begin work on the strategy planning worksheet
Remember- Professional pictures on Wednesday
Ligers Inc Agenda- 4-16-14 and 4-21-14
MAC Hall, Room TBD- 4:00 p.m.
1. Take professional pictures. 2. Discuss any work we did over the weekend that we still needed to go over (if necessary).3. Continue work on strategy planning worksheet4. Begin working on the incident report form5. Discuss what we are able to split up (diagrams?) and the paper.
Minutes
March 31, 2014
Each of us shared our facts gathered
Potential Crisis
Non-Franchise Hard Rocks causing issue Stolen memorabilia Food problems- menu labeling, gluten Free/vegetarian (NOT), food tampering Sexual harassment
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Celebrity charity events Something happen at concert Scandal with musician that is partnered with Hard Rock Café Death of important Hard Rock officials Discrimination Disease outbreak Going against any of their models Merchandise and sweatshops Embezzling Not following employment regulations Hiring illegal immigrants Guest getting injured National disaster Anything with CEO
Put Potential Crisis in parking garage to think about
Work on 100 facts more
Minutes
April 2, 2014
Discuss any additional research done since last meeting.o Look more into their competitors: Planet Hollywood, Bubba Gump, Landry’s,
Johnny Rockets, TEX, Rainforest Café Game Plan
o Breakdown for further research Seminole Tribe/HR Corporation- Kaylie HR Café- Katelyn HR Hotel/Casinos- Elizabeth HR Live (venues)/HR Records- Rachel HR Memorabilia/Merchandise - Danni
o Created an organized fact sheet for your topic Post on Facebook Make a section for potential crisis ideas
o 100 Facts Add to Google Docs Kaylie made Ideas for CMT Titles
CEO
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Security/Safety PR Victim Manager- Elizabeth Spokesperson Tribe/Corporate Café Hotel/Casino Live/Records Memorabilia/Merchandise
Create a timeline for the projecto 4/7: Likely scenarioso 4/9: Charts (impact), decide speaking roleso 4/14: Strategy and Tacticso 4/16: Group pictures DRESS UP, Strategy and tactics, ++o 4/21: Catch-upo 4/23: Paper Day/Prepo 4/25-4:28: Crisiso 4/29: Presentation
Continue discussion of potential criseso Parking Garage until next week after research is complete
Next Meeting:
Day: Wednesday, April 9 Location: WINTER Garden (not garden café) ;) Time: 5:45
Minutes
April 7, 2014
Florida Seminole Tribe and Corporateo Potential Crisis
Tribe Illegal Gambling Practices Bankruptcy Government Disrupt (tribal council) Change in government regulations regarding tribe
Corporate Boycott Strike Scandal Embezzling Bankruptcy Credit Card Fraud
Hard Rock Caféo Potential Crisis
Food poisoning
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Disease outbreak Food tampering Violence or Death at Restaurant Anything that would happen at an un-authorized restaurant Theft Sexual harassment Harassment Discrimination Not following employment regulations Natural Disaster Credit card fraud
Venues and Record Companyo Potential Crisis
Venues Acts of violence or terrorism at event Event attendees getting injured Fire Legal issues
o Copyright Construction Issues
Record Company Legal issues Funding issues Not enough interest
Merchandise and Memorabiliao Potential Crisis
Merchandise Sweatshops Resources Unauthorized locations making copies of their merchandise
Memorabilia Fraud Theft Illegal acquisition Destruction of the memorabilia
Hotels and Casinoso Potential Crisis
Guest getting harmed by (stabbing/attack) Foodborne illness Terrorist Attack Money laundering Guest information leaked Prostitution Bombing or major Fire Hostage Taking or Kidnapping Civil disturbances
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Natural Disasters/Environmental Hazards Casino is not licensed Loan Sharks in Casinos Cheating the system of Casinos People boycott casino Gamblers embezzling money to fund gambling addiction
(http://www.observer-reporter.com/article/20140405/NEWS01/140409689#.U0HyiygoxG4)
Big Trendso Moneyo Violenceo Food
Started making impact vs. likelihood graphs for each category. Please refer to Facebook images.
Minutes
4/9/2014
Broke up the different duties of Crisis Plan/ Press Kito Kaylie: Backgrounder and Fact Sheetso Katelyn: Timeline and Headero Rachel: Photos, CMT Members, and CMT Contact Sheeto Elizabeth: Stakeholder Contact Sheeto Danni: Crisis Control Center and Rehearsal Dates
Positions:o Katelyn: CEO expertise in Caféo Elizabeth: VP HR-V manager ~ expertise in Hotel and Casinoo Kaylie: VP of Operations ~ expertise in Seminole Tribe and Corporateo Rachel: VP of Finances ~ expertise in Venues and Record Companyo Danni: VP of Marketing ~ expertise in Merchandise and Memorabiliao Herbert Norb Jr: Lawyer ~ expertise in Law
Created Categories for Crisiso Criminal o Personnel
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o Manufacturingo Healtho Financialo Naturalo Reputationo Security
Created a “sexy” charto Triangle-Refer to Facebook
For next meeting: 4/14/2014
Finish part of kit Post contact information
Minutes
April 14, 2014
Revised our chart of responsibilityo Changed criminal us to Corporate Misconduct, and criminal them to Public
Misconduct. Worked on Strategy Planning Worksheet
o Please refer to Google Doc for rough draft.
FOR NEXT MEETING- DRESS UP FOR PICTURES
Minutes- 4/16/14
Took picutres! Change Katelyn’s title to President of Crisis Management Went over everyone’s paper portions
o Add a stakeholders analysis and core messages- Elizabetho Add rehearsal evaluation, incident report, amendment form- Rachelo Beef up crisis center stuff, strategy/tactics sexy chart of responsibility – Dannio Katelyn will do diagrams and introduction, crisis assessmento Strategy planning worksheet, Association overview- Kaylie
Business v Communication goals Talk about proprietary information tomorrow
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Minutes
April 16, 2014
Made updates to the crisis worksheet Reviewed CMP Created Biz, Communication goals and strategies/tactics
o Put in the parking garage until crisis occurs Created a list of Proprietary information Created strategy and tactics for corporate misconduct, rep., security, health money,
manufacturing, and personnel.
Presentation/Paper:
Speaking: Danni (press conference), Kaylie & Rachel for the plan Compiling 1st Paper: Katelyn Compiling 2nd Paper: Elizabeth
For Next Week:
Finish up individual assignments
Minutes
April 21, 2014
Reviewed crisis papero Add Rock and Roll into propriety information.o Add Fact Sheets to Hard Rock Press Kit Contentso Add Stakeholder contact information
Strategies and Tacticso Security
Strategies: 5C’s (Especially Control) Communicate through multiple channels Pinpoint problem
Tactics: Showing plan of action
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Make no guarantees Appropriate channels for each stakeholder
o Health Strategies:
Acquire necessary information about situation 5 C’s, especially concern Provided Resources
Tactics: Contact a medical professional Contact Victim Manager to address victims Tip Sheet for victims
o Financial Strategies:
5C’s, especially control and confidence Contact stakeholders
Tactics: Use appropriate channels to contact stakeholders
o Manufacturing Strategies:
5C’s show concern and clarity Contact Interindustry players Contact Stakeholders Pinpoint problem
Tactics: Issue a report for interindustry players Use appropriate channels to contact stakeholders Conduct safety evaluation
o Personnel Strategies:
Include Human Resources 5 C’s, especially concern and competence Retention Attempt to understand
Tactics: Contact Human Resources Address indirectly affected employees (thank for loyalty) Investigate concerns
o Public Misconduct Strategies:
5 C’s, especially control and concern Clarify situation Contact stakeholders Team up with Victims Manager
Tactics: Assign responsibility Use appropriate channels to address stakeholders
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Continually update Use Victims Manager as a liaison
o Natural Disasters Strategies:
Show 5C’s, especially competence and confidence Prepare Team up with Victims Manager
Tactics: Use Victims Manager as a liaison Understand potential for incidents
Stakeholder Contact Sheeto Add in actual numbers
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