Documente Academic
Documente Profesional
Documente Cultură
Part 1
Sara Shumway
Danielle Naccarato
Tommy Tambourine
Kelly Larson
Chad Healy
Martha Reese
Table of Contents
Introduction .................................................................................................. 2
Crisis Team Mission ....................................................................................... 3
Potential Crises List ..................................................................................
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10
.................................................................... 14
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Information
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18
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Introduction
Marriott International, Inc. is a leading hospitality company with more than
3,900 properties, 18 brands, and associates at our headquarters, managed and
franchised properties around the world. Founded by J. Willard and Alice Marriott
and guided by Marriott family leadership for more than 80 years, the company is
headquartered in Bethesda, Maryland, USA, and reported revenues of nearly $13
billion in fiscal year 2013.
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The purpose of this plan is not only to help in dealing with a crisis or interruption
but also to help prevent any potential crises that may occur. It is set in place to focus
on prevention, awareness, and planning to keep the foundation of Marriott and our
supporters and stakeholders strong. At Marriott, we strive to put people first, pursue
excellence, embrace change, act with integrity, and serve the world and we believe
that this plan will help us achieve these goals.
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Natural Disasters
Rumors
Technical-error accidents
Power outage
Challenges
Human-error accidents
Workplace violence
Workplace violence
Malevolence
Organizational misdeeds
As the Media Relations Liaison, Kelly Larson is responsible for organizing press
conferences, sending out media releases and fact-checking all information that goes
out to the public. Larson also helps prepare Spokesperson, Danielle Naccarato for all
interviews and statements made on the crisis.
As Spokesperson, Danielle Naccarato is responsible for being the voice of the crisis
management team and company. Naccarato has been trained to face the public in
any given situation and provide all accurate information to the public when necessary.
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Key Publics/Stakeholders
Board of Directors
Shareholders
Employees
Marriott Subsidaries
Franchisees
Customers
Distributors/Suppliers
Stores/Groups associated with Marriott
Competitors
Community Members
Government associations involved with Marriott
Media
Surrounding communities
Board members
Executive committees
Suppliers
Franchisees
Advocacy groups involved with Marriott
In a time of Crisis, Marriott vows to communicate necessary information to all key
publics and stakeholders.
We vow to uphold Marriotts key values while informing stakeholders and key
publics.
Marriott will notify all stakeholders and key publics in a timely matter in the event
of a crisis.
The Crisis Management Team will notify all internal parts of Marriott in order to
ensure that the right steps are taken place.
All information that goes out to key publics and stakeholders will be presented at
the most appropriate time and will be given necessary answers to all questions
and concerns.
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Media Audit
Likely outlets and contacts:
NEWS OUTLET
TYPE
PHONE
FOX NEWS
Television
news@fox.com
212-301-3000
MSNBC
Television
news@msnbc.com
201-583-5000
CNN
Television
news@cnn.com
201-567-4000
NBC NEWS
Television
news@cnbc.com
212-664-4444
ABC NEWS
Television
news@abc.com
233-566-8000
CBS NEWS
Television
news@cbs.com
201-578-8909
Newspaper
news@nyt.com
212-556-1234
USA TODAY
Newspaper
news@usatoday.com
800-872-0001
TIME
Magazine
news@time.com
312-566-9000
NEWS WEEK
Magazine
news@newsweek.com
212-301-3010
NPR
Radio
news@npr.com
301-677-9000
FORBES
Web
news@forbes.com
212-566-8750
HUFFINGTON POST
Web
news@huffpost.com
212-400-4321
Blog
news@hotelcheckin.com
312-888-9312
Blog
news@marriottmove.com 212-301-2512
HOTEL CHATTER
Blog
news@hotechatter.com
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201-445-6652
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Social media will not be posted after 7 p.m. EST, unless deemed necessary by the
social media manager.
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All social media posts will continue as they normally do. It is important that we
start new conversations and not dwell on the crisis.
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TITLE
RELATIONSHIP
CONTACT
Cheryl Conner
Forbes Writer
CConner@forbes.com
Assistant
professor in
the department
of Hotel,
Restaurant and
Tourism at the
University of
South Carolina.
Smith is extremely
knowledgeable with
hotel management and
has conducted several
reputable studies on
pricing and revenue
management in the
hospitality industry.
ssmith1@mailbox.sc.edu
Marcelo Claure
President of
Sprint
MarceloClaure@sprint.com
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Inform customer service to direct all media calls to Marketing & Communications.
Alert customer service and media to time and location of press briefing.
Verify nature and scope of incident with police or responding emergency agencies.
Begin to craft message for release to media, use key messages worksheet.
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Brief and rehearse designated media spokesperson. Go through the information
media will want. List and rehearse what verified information will be made available.
Designate officials who will read statements or speak during press briefing.
Review guidelines for dealing with the media with each person.
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Key Message 2
Key Message 3
Working on new
techniques to ensure
customer safety.
Open lines of
communications so
customers can contact us
and provide feedback.
Revise franchisee
selection process.
Continue to bring
customers the best
hotel experience.
Creating strategies
to ensure company
efficiency for current and
future stakeholders.
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Email: dnaccar@marriott.com
Address and state the news elements of the situation, such as, who, what,
when, where, why and how the crisis occurred (if applicable). Who is this affecting?
What has occurred? When did it happen and where? Why does it matter? How did it
occur?
Restate the key messages and points of support. The key messages should
include a description of how Marriott is addressing and resolving the situation. Include
two to three key messages with support for each.
- Quote from spokesperson, if appropriate. This can tie into the key messages
and support.
of diverse employees and actively engages in efforts to develop a diverse owner, guest
and supplier base.
marriott.com.
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Company Profile
Marriott International, established in 1927, is one of the worlds leaders in luxury
lodging. The headquarters is located in Bethesda, Maryland. Marriott currently owns
over 3,200 properties spanning across 64 different countries.
Year in and year out, Marriott is recognized as a top employer, notably mentioned
for its strong business ethic. Our number one goal within the company is diversity.
Marriott currently employs over 146,000 people from dozens of different nations who
cumulatively speak over 50 different languages. As far as our U.S. employees go, 61
percent are minorities and 55 percent are women. We strongly believe in being an
equal opportunity employer and offering opportunity to everyone.
We also offer numerous different professional development programs which give
our employees the opportunity to branch out and open up a long term career with
Marriott. A large majority of our managers began their careers in hourly positions
with Marriott. Here at Marriott, we work hard to touch on and improve the lives of the
people in our communities. We support numerous different professional organizations
such as Goodwill Industries, Hispanic Corporate Council, NAACP, National Association
of Black Accountants, National Black MBA Association, National Council of La Raza,
National Gay and Lesbian Chamber of Commerce, National Hispanic Corporate Council,
and the National Minority Supplier Development Council.
Marriott International also franchises hotels and licenses vacation ownership
resorts under 18 different brands. Marriott brought in a total of 13 billion in revenue in
2013.
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TITLE
PHONE
CONTACT
Sara Shumway
Crisis
Communication
Manager
(309) 840-0670
sshumw@marriott.com
Kelly Larson
Media Relations
Liaison
(630) 956-8586
klarso@marriott.com
Danielle Naccarato
Spokesperson
(630) 398-7046
dnaccar@marriott.com
Tommy Tambourine
Legal
Representative
(847) 224-9068
ttambo@marriott.com
Chad Healy
Financial
Representative
(630) 344-3838
chealy@marriott.com
Martha Reese
Crisis
Communication
Administrative
(630) 867-5309
mreese@marriott.com
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Questions on the evaluation form may include but are not limited to:
- How did the crisis affect you?
- What role did you have in the crisis?
- How was the crisis communicated to you?
- What should have been done differently in the crisis?
- How was the crisis procedure utilized?
- What was the most effective about the Crisis Management Plan?
- What areas provided the most difficulty when using the plan?
- What are your suggestions to better improve the plan?
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Part 2
Applying the plan to the crisis
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Crisis Type
Victim Cluster
As far as the victim cluster tied to this crisis, it would be the preventable
cluster. The preventable cluster includes human-error accidents, human-error
product harm and organizational misdeeds. There are strong attributions that
come with crisis responsibility for this cluster as well. The organizational misdeeds
explained prior led to the crisis and it could have been easily prevented. The crisis
irresponsibility in this case damages Marriotts reputation because it has created
irrelevant views of the company. The reputation has also received a beating on
social media that does not make the company look good.
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Email: dnaccar@Marriott.com
Marriott International to Reinforce Company Values
BETHESDA, MD It has come to the attention of Marriott International that our
continuing company core values have not been accurately represented. Recently one
of our franchise developers has expressed to the media his previous involvement with
financially supporting a campaign to ban same-sex marriage.
emphasize to the public that this is not something we stand by and encourage at any
extent. Our company is dedicated to our business conduct, our employee policies and
our supply chain policies. Above all, we want to assure our stakeholders that Marriott will
have no leniency towards a misrepresentation of our core values.
This occurrence involving an independent franchisee who does not share the same
inaccurate depiction of our company. Marriott apologizes for any offense taken by theis
franchisees actions and will continue to cooperate fully with further questions and
concerns.
--more--
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Key Messages
KEY POINT 1:
Marriott Hotels has refocused their franchisee policies after a franchisee
pubicly supported a bill that goes against Marriotts values.
KEY POINT 2:
We deeply apologize to our guests, stakeholders, and anyone who may
have taken offense to this individuals decisions.
KEY POINT 3:
We value our guests more than anything else, and we wish to continue
to provide guests with the best home away from home experience.
KEY POINT 4:
We value the continued customer loyalty even after the crisis created
by a former Marriott franchisee. Thank you to all for the support of the
company.
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