Cariboucmp

Caribou Coffee
Crisis Management Plan

Melissa Fortes
Frank Hopper
JoeyLauren Jiracek
Kari Lawrence
Stephanie Robertson
Ryan Smart
Introduction
This Crisis Communication Plan provides an in depth plan for Caribou Coffee to follow if a crisis
were to arise internally or externally within the organization. This guide provides the specific
materials and strategies to aid Caribou Coffee in the event of a crisis. This plan includes but is
not limited to:

A list of media contacts
A list of the Crisis Communications Team, their roles, responsibilities and contact
information
A list of key publics and stakeholders
A crisis response guide including a key messages template, communications channels
worksheet and evaluation form

The Caribou Coffee Crisis Communication Team will follow this Crisis Communication Plan in
accordance to their needs in a quick and efficient manner, therefore aiding in reducing the
impact of the crisis.

This plan is intended primarily to communicate both internally and externally in regards to a
crisis. This plan was not created to completely manage a crisis, but instead to work in
conjunction with the overall Crisis Management Plan.
Caribou Coffee Crisis Communication Plan, 2014
Table of Contents
Part I

Introduction
Crisis Team Mission
Purpose of the Crisis Management Plan
Crisis Identification
Crisis Type Key
Key Publics & Stakeholders
Crisis Preparation & Prevention
Media Audit
Crisis Management Team
10
Social Media Strategy
11
Third Party Supporters
12
13
Communication Channels Worksheet
16
Key Messages Worksheet
17
Crisis Response Press Release Template
19
Backgrounder
20
Media Log Sheet
22
23
Evaluation of Crisis Management Plan
24
Post Crisis Review Form
Immediate Response Checklist

Crisis Team Contact Information
25
Post Crisis Evaluation Form
26

Crisis Team Mission

Caribou Coffees Crisis Communication Team seeks to develop a strategic plan that ensures
commitment to our guests, community, and team members. This plan will instruct each
member of the Caribou Coffee community to gather, process, and share information to
prevent, prepare, and respond to any crises that may arise within our community. By listening
to the needs and concerns of our community, recognizing a crisis before it occurs, developing
plans to guide our teams, and maintaining authentic relationships we aim to protect the
Caribou Coffee experience.
Purpose Of The Crisis Management Plan

Crises are inevitable. They are complex situations that are unpredictable but taken into
account and prepared for. Without proper management and continual communication, crises
can threaten stakeholders expectations and cause minor or severe damage to an
organizations reputation.

The purpose of this crisis management plan is to combat crises by creating response strategies
to effectively communicate messages to all stakeholders and the general public. By preventing
and staying proactive during the time of a crisis, Caribou Coffee strives to identify the needs
and values of our company, partners and those in the community.
Crisis Identification
Level 1 Crisis: Minor incidents threatening operations

usually aected one of the Caribou Coee stores.
Challenges: Customer gives bad review on social media or blog post

Natural disaster: Severe weather causes one location to lose operation for a day
Technical-error accidents: Loss of Wi in one location for one week
Technical-error product harm: Shortage of supplies/materials at one location
Workplace violence: Two employees get into physical ght on Caribou Coee
property
Workplace violence: Sexual harassment (internal)
Level 2 Crisis: A more serious incident, accident, or

situation; slightly more likely.
Challenges: True negative media attention towards coee business with mention of
Caribou Coee
Human-error accidents: Employee mis-tweet on Caribou Coee account
Human-error accidents: Employee gets arrested for criminal charges (o the clock)
Natural disaster: Blizzard causes power outage at headquarters, limits
communication, distrubution and supply
Rumors: Flase negative media attention towards coee business with mention of
Caribou Cofee
Level 3 Crisis: A high impact situation that greatly aects

the organization; very likely.
Challenges, human-error product harm, malevolence, organizational misdeeds,
technical-error accidents, technical-error product harm, workplace violence:
Lawsuit
Human-error harm: All locations in one region are distributed sour milk which causes
food poisoning to customers
Malevolence: Robbery with weapon
Technical-error product harm: Shortage of materials/supplies at all locations
Technical-error product harm: Recall on coee machinery at all locations
Level 4 Crisis: Either the mostimpactful crises that could

strike Caribou Coee, or highly likely to happen, or both.
Malevolence: Boycott/protest by customers or employees
Malevolence: Credit card breach
Natural disaster: Coee bean farm suers drought or ooding and limits product
supply
Organizational misdeeds: CEO/leadership scandal gone public
Workplace violence: Act of discrimination in the headquarters (internally)
Crisis Type Key

Natural disaster: Caribou Coffee faces damage due to weather.

Workplace violence: An employee or previous employee commits a violent act against
another employee(s) on the Caribou Coffees grounds.

Rumors: False or misleading information is circulated about the Caribou Coffee or its products.

Malevolence: An outside individual or opponent uses extreme tactics to attack Caribou Coffee.

Challenges: Caribou Coffee is faced by dissatisfied members of its community who claim that
Caribou Coffee is working in an inappropriate manner.

Technical-error accidents: The technology used or supplied by Caribou Coffee fails and causes
an accident.

Technical-error product harm: The technology used or supplied by Caribou Coffee fails and
results in a defect or harmful product.

Human-error accidents: Human error is the cause of an accident.

Human-error product harm: Human error causes a defect or harmful product.

Organizational misdeeds: Management performs in a manner it knows may place the Caribou
Coffee community at risk or knowingly violates the law.
Caribou Coffee Crisis Management Team

Crisis Communication Manager
Frank Hopper will serve as the Crisis Communication Manager and will approve final ideas and
messages before they are executed or communicated to the public. He will ensure everyone is
correctly executing their tasks and if available, will take on roles of other members, if
necessary.

Human Resources and Employee Liaison
Melissa Fortes is the human resources and employee liaison that will communicate among the
Crisis Communication Team, top executives, and employees. Her primary role is to keep
employees satisfied with their positions at Caribou Coffee. As the liaison, Fortes will be the key
communicator to distribute information to the rest of the crisis team.

Spokesperson
Stephanie Robertson is the spokesperson for Caribou Coffee. She exclusively communicates to
the public and media at press conferences and serves as the liaison between the internal crisis
communication team and external team.

Legal Counsel
JoeyLauren Jiracek, the legal counsel, ensures the Crisis Communication Team stays within
legal boundaries. Other responsibilities of Jiracek include managing internal and external legal
issues as well as advising the crisis team about what can or cannot be legally stated.

Finance Monitor
As the finance monitor, Kari Lawrence communicates the current financial situation during the
crisis to the rest of the crisis team. Lawrence works with a separate finance team to discover
the best ways to avoid financial hardship during the crisis.
Public and Media Relations Director
Ryan Smart will serve as the key media liaison. Smart will execute environmental scanning and
use it to aid in crisis recovery. He will provide background information, arrange interviews with
the spokesperson, and draft social media messages. He is also responsible for media outreach
and all social media accounts.

Caribou Coffee Key Publics & Stakeholders
Caribous Board of Directors

Customers (of coffee, food)
Product distributors (Target, Wal-Mart, Carsons)
Packaging Product/Material Suppliers
Manufacturers (coffee farmers)
Shareholders
Competitors (Starbucks, Gloria Jeans, Dunkin Donuts)
Employees
Media

At Caribou Coffee we value consistency; whether it be with our customers, employees, or
board of directors it is our goal to maintain highly effective communication throughout a crisis.
Our overall themes are honesty, transparency, and loyalty to keep Caribou Coffee to our
communitys highest standards.

Crisis Preparation and Prevention

Purpose: Sense the crisis before it hits through proactive environmental scanning and correction.

Types:
Issues management proactive attempt to have an issue decided favorable to an
organization
Reputation management efforts designed to influence stakeholder evaluations of an
organization
Risk management attempts to reduce the vulnerabilities faced by an organization
Environmental scanning monitor organizations environment for current/emerging trends
Major news source
o CNN, Huffington Post, ABC News, New York Times
Industry news
o CoffeeTalk Media, Fresh Cup, Barista Magazine
Distributors
o Track previous purchases to analyze trends in consumer buys
Customers
o Focus group to determine what keeps a customer loyal to Caribou
o Provide surveys for customers to take online/app with incentive for a free drink
Employees
o Focus group to determine trends in customer orders, management training, etc.
o Provide surveys for employees to take during shifts to monitor any changes in
store policies/management level training
Monitor coverage keep track of positive/negative/neutral news about the company
Use media monitoring platforms like Cision, Vocus, and Radian6 to track traditional and
social media mentions
Spend 1-2 hours every day monitoring news mentions of company
Analyze information process to understand any warning signs for organization
Look for trends or increased/decreased activity around a particular issue
Put media mentions into number of impressions to calculate the value of media
coverage for non-PR professionals/staff
Media Audit
If a crisis were to occur, the following chart displays the various media
outlets that would cover the crisis:
News Outlet:
Medium:
E-mail:
Phone:
NY Times
Newspaper
letters@nytimes.com
8886986397
LA Times
Newspaper
news@latimes.com
213-237-5000
Chicago Tribune
Newspaper
info@chicagotribune.com
312-222-2315
The Denver Post
Newspaper
news@denverpost.com
303-954-232
Minneapolis Star
Tribune
Charlotte Observer
Newspaper
news@minnstartribune.com 612-673-4000
Newspaper
news@cobserver.com
704-358-5000
Milwaukee Journal
Sentinel
Des Moines Register
Newspaper
info@mjs.com
414 224-2222
Newspaper
info@dmregister.com
877-424-0225
Huffington Post
Newspaper
scoop@huffingtonpost.com 800-974-0992
Washington Post
Newspaper
news@washingtonpost.com 202-334-6000
ABC News
Television
netaudr@abc.com
212 456-2700
FOX News Channel
Television
comments@foxnews.com
212-301-3000
CNN
Television
news@cnn.com
404 827-1500
CBS News
Television
news@cbsnews.com
212-975-4321
heartroasters.com
Coffee Blog
coffee@heartroasters.com
503-224-0036
purecoffeeblog.com
Coffee Blog
bill.purecoffee@gmail.com
888-515-2345
Associated Press
info@ap.org
212-621-1500
CoffeeTalk Media
News
Organization
Magazine
info@coffeetalk.com
888-278-2979
Barista Magazine
Magazine
info@baristamagazine.com
800-296-9108
Health Magazine
Magazine
news@healthmagazine.com 800-324-1731
10

Caribou Coffee will use social media to connect with consumers during the time of crisis.

Our social media team will consist of highly skilled and trained individuals. To display multiple
ways of responding to the crisis, the various media channels will include:

Cariboucoffee.com
Facebook
Twitter
E-Mail

The social media team will meet briefly before an initial statement is released to ensure every
member understands the policies and is willing to commit to put the company in the best
possible state of readiness in the event a crisis develops. They will also be responsible for the
content and when/how it is presented online. The ideal message here is to act quickly and to
provide those answers before anyone else. The following are some recommendations for the
social media team:

1. Manage the crisis before allowing it to control the function of the company.
2. Deal with the real facts and reveal the truth as they see it. Transparency is key.
3. Never delete any message under any circumstances.
4. To avoid any misconceptions or incorrect interpretations, Caribou Coffee should use all
means of social media at its disposal to communicate its message and only through the
channels listed above.
5. Encourage dialog and ensure a consistent flow of social media posts.
6. Return to normality in a crisis, its important to continue regular postings and not
dwell on the event.
7. Any and all posts should go through the social media manager.
11
Third Party Supporters
Komen Race for the Cure

5005 LBJ Freeway
STE 250
Dallas, TX 75244
(877)465-6636
Food Donation Connection
Harvest Support Center
P.O. Box 22787
Knoxville, TN 37934
Email:
ContactUs@foodtodonate.com
In 1982 a promise to end breast cancer resulted in the

Susan G. Komen foundation which launched the
global breast cancer movement. Ending breast cancer
for the Susan G. Komen foundation means extensive
research, community health outreach, advocacy, and
programs in over thirty countries.
Food Donation Connection has been assisting food

service companies since 1992 to develop and
implement Harvest Programs which are designed to
provide an alternative method to discarding extra
food.
(800)831-8161
Project 7
302 N. El Camino Real
STE 216
San Clemente, CA. 92672
(949)-891-0729
In 2008, Tyler Merrick created a business that allows

for the products people buy everyday to solve
problems around the world.
Press inquiries: Info@project7.com
Coee Kids
1751 Old Pecos Trail,
STE K
Santa Fe, NM 87505
(505)820-1443
Grounds for Health

92 South Main Street #2
Waterbury, VT 05676
(802)241-4146
Email: info@groundsforhealth.org

Coee Kids pairs with organizations in coee farming

communities throughout Latin America. They work to
create projects in education, health care, economic
diversication, food security and capacity building.
This allows the coee farmers to rely less on the
coee market and more on their communities.
In 1996, Dan Cox was visiting coee cooperatives in

Mexico and learned that cervical cancer rates were
higher there than anywhere else in the world; their
goal was to improve cervical cancer screening in that
geographical location. Today, Grounds for Health is a
nonprot for knowledge, training, and education.
12
Immediate Response Checklist

When presented with a crisis, organizations must keep constant communication with internal
and external publics. Having consistent communication with employees as well as customers,
key stakeholders and community members contributes to effective crisis management.

In addition, a quick and timely response can facilitate backlash and prevent a crisis from
spreading.

Caribou Coffees quick response plan will guide the organization throughout a crisis from
determining the type of crisis, strategic communication messages, and who should respond.
While no crisis is the same, the 5-step plan acts as a guideline for all parties involved.
Identify
1.
2.
3.
4.
5.
Notify
Develop
Release
Monitor
Identify the crisis

Notify key communicators
Develop communication messages
Release messages
Monitor the crisis

Note: Steps 1-5 should be repeated throughout crisis response to ensure publics receive the most
current factual information.

13
1: Identify the Crisis

The first step in crisis management is identifying the crisis and determining the essential
elements of the situation, (what, where, when, who, how, why). When identifying the crisis it is
important to gather all of the facts to the best of your knowledge. If necessary and
appropriate, the spokesperson should be on cite to access the situation and confirm
information from multiple credible sources.

WHAT happened during the crisis/actions need to be taken?
WHERE did the crisis occur?
WHEN did the crisis take place?
WHO is affected by the crisis/needs to be involved in responding?
HOW did the crisis start?
WHY did the crisis evolve?

2. Notify Key Communicators

The next step is to notify key communicators. During a crisis the Crisis Communication Team
should be notified first in order to help assess the situation and evaluate appropriate
responses. At this time employees should:

Contact Crisis Communication Manager
Continue to keep appropriate senior staff officials up-to-date
Keep in consultation with appropriate government and legal authorities
Begin to inform internal, stakeholder audiences
Determine what authorities must/should be consulted

Note: Refer to pg. 5 to identify the crisis level depending on the severity.

3. Develop Communication Messages

After identifying the crisis and determining who needs to respond, communication messages
are developed to share information with the public. All critical information should be
communicated to both internal and external publics. In addition, response strategies should be
created for any potential questions that could arise.

Immediately consult with responding agencies to coordinate release of information
Begin to craft message for release to public

Note: Refer to the Key Messages Worksheet on pg. 17
14
Designate a media spokesperson

Develop a crisis response strategy in responding to the media
4. Release Messages

After the Crisis Communication Manager has approved messages, the Crisis Communication
Team should address the crisis by:

Providing the spokesperson with a script of key messages and rehearse what
information will be available to the media
Follow up on media mentions and public inquiries
Monitor social media sites

5. Monitor the Crisis

Once messages are released from the Crisis Communication Team, they should maintain
communication beyond the crisis. It is important to monitor media mentions as well as public
feedback in order to gage crisis management success.

Monitor media coverage/log media contact
Continue updating factual information
Advise media employees and stakeholders of new developments
Evaluate effectiveness of plan
15
Communication Channels Worksheet

Before pushing a message through a particular communications channel, the following factors
must be evaluated:
1) Which channel is the most appropriate for the crisis at hand?
2) Which channel provides the timeliest means of communication?
3) Which channel will result in the most cost-effective choice for the company?
Audience
Communications Channel
*May vary per crisis*
Local/National Media
General public
Emergency Officials
Appropriate: Press conference

(streaming live for off-site media)
Timeliest: Press release
Cost effective: Press release
Appropriate: Press release
Timeliest: Social Media
Cost effective: Press release/social media
Appropriate: Phone call

Timeliest: Phone call
Cost effective: Phone call
Community members
Appropriate: Letter
Timeliest: Phone call/email
Cost effective: Email
Employees/organizational staff
Appropriate: Email/letter, company intranet

Timeliest: Email, company intranet
Cost effective: Email, company intranet
Suppliers/buyers
Appropriate: Letter, phone call

Timeliest: Email
Cost effective: Phone call, email
16
Key Messages Worksheet

Message Development Worksheet
This worksheet is meant to serve as a template to help build strong messages based on sturdy
foundational facts that will help to communicate the key information that publics need to
know during a time of crisis.

Keep in mind these three things while writing the key messages
Situation:
Concern:
Public:

Key Message 1: __________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
Support 1.1: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Support 1.2: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Support 1.3: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

Key Message 2: __________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
Support 2.1: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Support 2.2: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Support 2.3: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Key Message 3:__________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
Support 3.1:______________________________________________________________
_________________________________________________________________________
17
Support 3.2: ______________________________________________________________

_________________________________________________________________________
_________________________________________________________________________
Support 3.3: ______________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Key Messages Map

Key Message 1:
Key Message 2:
Key Message 3:
Support 1.1:
Support 2.1:
Support 3.1:
Support 1.2:
Support 2.2:
Support 3.2:
Support 1.3:
Support 2.3:
Support 3.3:
18
[Date]

FOR IMMEDIATE RELEASE

E-Mail: mediarelations@cariboucoffee.com

Contact: [Name]

Phone: [Number]
Crisis Response Press Release Template

DATELINE Summary lead that addresses issue at hand and provides enough information for
stakeholders who may not be aware of the crisis yet.

Expression of understanding or concern as needed. Comfort stakeholders of Caribou Coffees
ongoing support and commitment.

Address and answer the who, what, when, where, why and possibly how of the situation. Who
is this affecting? What has occurred? When did it happen and where? Why does it matter? How
did it occur?

Restate key messages and points of support. The key messages should include a description of
how Caribou Coffee is speaking to and resolving the situation. Include three key messages with
support for each.

Include a quote from the spokesperson. This quote will tie into the key messages and support
how the crisis is being resolved.

Supply a brief overview of Caribou Coffee.

Contact information (and where to find more information).

19
Caribou Coffee Backgrounder

Caribou Coffee was founded in 1990, after Founding CEO John Puckett returned from an
Alaskan adventure where he had his Aha moment. John realized that excellence is the
product of hard work and that life is too short to for anything else. This attitude has since been
incorporated in everything revolving around the Caribou Coffee experience.

Here at Caribou Coffee we have ditched the mission, vision, and other corporate jargon.
Instead we talk about our aspirations, values, and experiences. Our aspiration is to create an
extraordinary experience that feeds the soul. Below is an outline of our culture. These are all
very important guiding principles that are held at the core of Caribou Coffee.

20

Caribou Coffee has nearly 500 company-owned locations world wide, including 16 states within
the country. Our leadership team is based at our headquarters in Minneapolis, Minn. The team
is lead by veteran Chief Executive Officer and president, Michael Tattersfield. Tattersfield leads
Caribou Coffee with the following:
Chief Financial Officer: Tim Hennessy

Sr. Vice President, General Counsel & Secretary: Dan E. Lee
Sr. Vice President, Marketing: Alfredo V. Martel
Vice President, Human Resources: Karen McBride

The inspiration of excellence from Caribou Coffees founding CEO is what pushes all of Caribou
Coffees employees to provide the finest coffee in the world. Caribou Coffee was the first to
have all of their coffees and espressos 100% rain forest alliance certified.

This means that the coffee Caribou serves its customers is grown, harvested and processed
with water conservation, sustainable farming methods and wildlife preservation in mind.
Caribou Coffee believes that sustainable coffee farming can help lead to a more sustainable
world.

We are dedicated as a company to bring an excellent Caribou Coffee experience to all of our
customers. That experience continues outside of our shops on all of your favorite social spaces
online. Follow us on twitter @Caribou_Coffee and like Caribou Coffee on Facebook.

For more information, please visit cariboucoffee.com
21
Media Log Sheet

Crisis Situation: __________________________________________________________
Date: ___________________________________________________________________
Message for:
________________________________________________________________________
Date/time of call:
________________________________________________________________________
Caller: __________________________________________________________________
Phone number(s):
________________________________________________________________________
Media outlet/Name:
________________________________________________________________________
Return call by/Deadline:
________________________________________________________________________
Summary of inquiry:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Who responded to the inquiry?
________________________________________________________________________
Date/Time: ______________________________________________________________
Summary of response
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Further action needed?
________________________________________________________________________
22
Crisis Team Contact Information

Caribou Coffee Company, Inc.
3900 Lakebreeze Avenue North
Minneapolis, MN 55429
Corporate Office: (763) 592-2200
Customer Service: (888) 227-4268
Web: cariboucoffee.com

Frank Hopper
Crisis Communication Manager
(217) 652-4943

Melissa Fortes
Human Resources and Employee Liaison
(630) 890-6892

Stephanie Robertson
Spokesperson
(630) 207-1992

JoeyLauren Jiracek
Legal Counsel
(708) 921-1033

Kari Lawrence
Finance Monitor
(815) 973-8284

Ryan Smart
Public and Media Relations Director
(847) 848-5765
23
Process For Testing Crisis Management Plan

Post Crisis Evaluation

The crisis management team will analyze the effectiveness of the internal and external
communication while using the crisis management plan using a post crisis evaluation. This is to
provide improvement for the team, the plan, and the procedures.

All individuals involved in the crisis will complete the Post Crisis Review Form; this
includes partners, stakeholders, and communities. The completion of the review form will
assist the crisis management team in completing the Post Crisis Evaluation Form.

24

Post Crisis Review Form

Date of Crisis: Time notified: a.m./p.m. (circle
one)

Location: _______________________

Your affiliation with Caribou Coffee: _______________________________________________________

What was your role in the crisis?

How were you notified of the crisis?

Was the crisis communicated well? Yes or No (Circle one) Please explain why:

Was the crisis managed well? Yes or No (Circle one) Please explain why:

Is there anything you would like to have seen done differently in this crisis? Please explain in detail.

Is there anything that still needs to be done to effectively resolve the crisis? Please explain in detail.

25

Post Crisis Evaluation Form

Crisis Management Team Member: _____________________________________________________

Date of Crisis: ____________________ Time notified: __________________a.m./p.m. (circle one)

Location of Crisis: ____________________________________________________________________

Type of Crisis: _______________________________________________________________________

Level of Crisis: 1 2 3 4 (circle one)

How were you notified of the crisis?

Rate how well the Crisis Management Plan was followed on the scale below.
1 Very poorly, 2 Poorly, 3 Moderately, 4 Well, 5 Very Well

1 2 3 4 5

What was most effective of the Crisis Management Plan? Please explain in detail.

What was least effective of the Crisis Management Plan? Please explain in detail.

Would you change anything about the Crisis Management Plan? Yes or No (circle one)
What would you change about the Crisis Management Plan? Please explain in detail.

If you rated that the plan was followed well or very well (above), please rate the effectiveness of
the plan on the scale below.
1 Not effective at all, 2 Barely effective, 3 Moderately effective, 4 Effective, 5 Extremely Effective

1 2 3 4 5

26
Crisis Management Plan

Part II Response To New York Times
27
Table Of Contents
Part II
The Crisis
29
Why Should Caribou Coffee Care
29
Crisis Response
29
Press Release
30
Key Messages/Talking Points
31
33
28
The Crisis
On Sunday, June 9, 2014, The New York Times runs a front-page, top of the fold story entitled
Caffeine is Killing Us: How Our Addiction is Fueling our Demise. The article lays out the
science showing how caffeine causes hypertension, insomnia, heart problems, and other
ailments. The article, while not explicitly blaming Caribou, extensively references the premium
(Starbucks, Caribou, etc) coffee habits of Americans, the caffeine content in Starbucks and
Caribou beverages and even talks about some of the health problems of Caribou's CEO Mike
Tattersfield, implying they are caused by caffeine consumption. As the NYTimes is one of the
most-read publication in the U.S. (especially the Sunday edition), this article goes viral with
millions of people passing it around online through various channels, and while Starbucks is
cited more frequently than Caribou, Caribou IS getting hashtagged or DM'ed or @ing in
tweets. Other media outlets start discussing the problems of caffeine as a result. What does
Caribou do?
Why should Caribou Coffee care?

The article written by The New York Times addressing caffeine addiction and Mike Tattersfields
health issues creates a crisis for Caribou Coffee with potential impact on customer sales and
the CEOs reputation. Furthermore, the specific mention of the articles ties to Caribou Coffee
over social media intensifies the crisis, bringing more negative attention to the organization.
Although the article specifically mentions Caribou Coffee and Starbucks, the scientific
evidence against caffeine is alarming to the whole coffee industry.
Crisis Response
In this crisis, Caribou Coffee should take on a diminishment technique while also utilizing
bolstering strategies. By using diminishment strategies, the company attempts to reduce
attributions of organizational control over the crisis and negative effects of the crisis. In
addition, Caribou Coffee would use bolstering strategies to remind key stakeholders about its
past good works. Ultimately, the organization aims to maintain their brands reputation.
29

June 10, 2014

FOR IMMEDIATE RELEASE

E-Mail: mediarelations@cariboucoffee.com
Contact: Ryan Smart

Phone: (847) 848-5765

Caribou Coffee Responds to New York Times
MINNEAPOLIS On Sunday, June 9, The New York Times released an article stating the
negative side affects of caffeine. The article later implied that caffeine was the cause of
Caribou Coffees CEO Mike Tattersfields poor heart condition.
As a company, Caribou Coffee recognizes the concerns addressed in the New York
Times article. In response to these issues, Caribou Coffee trusts:
Caffeine intake should be balanced with a well-maintained lifestyle
Tatterfields preexisting heart condition does not directly result from caffeine
consumption
Caribou Coffee has addressed several health issues associated with caffeine and
discussed them further with recognized medical professionals
Tattersfield states caffeine is not the cause of his heart condition.
Caffeine found in coffee and other foods and beverages may have negative side
effects, though research has not confirmed that coffee is the cause of my heart problem. Im
thankful to have such a supportive community concerned about my health, and I will keep
everyone updated through this journey.
Caribou Coffee was founded on the principles of hard work, passion and excellence,
putting the company at the leading front of the coffee industry. Caribou Coffee promises to
continue to deliver an extraordinary coffee experience that feeds the soul.

For more information, please visit cariboucoffee.com
###

30
Key Messages/Talking Points

This worksheet is meant to serve as a template to help build strong messages based on sturdy
foundational facts that will help to communicate the key information that publics need to
know during a time of crisis.

Keep in mind these three things while writing the key messages:

Situation: New York Times released an article that stated caffeine should be avoided
because it causes medical issues. The article also called out Caribou Coffees CEO
medical conditions as a cause of caffeine.
Concern: This will decrease the level of coffee drinkers and reduce Caribou Coffee sales.
Public: Caribou Coffee drinkers, employees, community members and partners.

Key Message 1: Caffeine intake should be balanced with a well-maintained lifestyle.
Support 1.1: Similar to other eating and drinking habits, caffeine intake should be taken
in moderation. According to an article by the FDA, 2-3 cups of caffeine is appropriate
for a balanced diet.
Support 1.2: The menu at Caribou Coffee offers additional products with less or zero
caffeine. These items include smoothies, teas and dark roast.
Support 1.3: The FDA has released suggested times when its appropriate for coffee
intake in order to maintain a proper and healthy sleep schedule.

Key Message 2: CEOs preexisting heart condition does not directly result from caffeine
consumption.
Support 2.1: According to Mayo Clinic, no recent studies have found any connection
between coffee and an increased risk of cancer or heart disease.
Support 2.2: The FDA has reported that caffeine does not cause heart problems but can
irritate preexisting medical conditions that already exist. Caffeine in no way is the main
source of these medical issues.
Support 2.3: Researchers, including American Universitys caffeine researcher Laura
Juliano, has found that caffeine intake does not have the same effect on everyone.

Key Message 3: Caribou Coffee has addressed several health issues associated with caffeine
and discussed them further with recognized medical professionals.
Support 3.1: The Huffington Post shares the warning signs of caffeine addiction with
ways how to avoid unhealthy caffeine compulsion.
31
Support 3.2: Coffee dehydrates, however it stands as a main

source of antioxidants, as stated by the Huffington Post.
Support 3.3: While caffeine has a possibility of causing mental disorders, the John
Hopkins University has conducted research, which proves the caffeine boosts memory
levels.

Key Messages Map
Balance caeine intake
Preexisting medical
condition is not result of
caeine
Debunk caeine medical

myths
2-3 cups per day
No connection between
with heart disease
How to overcome
addiction
Other menu items with

little to zero caeine
Enhances, not causes
Contains antioxidants
Suggested intake times

for proper sleep schedule
Dierent eect on
everyone
Boosts memory levels
32

Social media has become an essential tool to manage crises. In order to respond to all inquiries,
social media will be utilized to the best of our ability.

Our social media team will consist of highly skilled and trained individuals. To display multiple
ways of responding to the crisis, the various media channels will include:

Cariboucoffee.com
Facebook
Twitter
E-Mail

In order to demonstrate transparency, Caribou Coffee will address the issue on the various
media channels.

Website: On Caribou Coffees website cariboucoffee.com, there will be a picture of the CEO
and a statement immediately following the crisis. Those who are loyal customers will be
directed the correct source of information regarding the CEOs health status.

The news of the recent study is not being taken lightly by the Caribou Coffee community.
While I do have a heart problem, there is no proof that my passion for the coffee industry has
caused my health deficiency. Caffeine found in coffee and other foods and beverages may
have negative side effects, though research has not confirmed that coffee is the cause of my
heart problem. Im thankful to have such a supportive community concerned about my health,
and I will keep everyone updated through this journey.

Facebook: Caribou Coffee will post a status update on Facebook. Caribou Coffee will not
respond to each individual comment, but rather address the issue in a status update. We will
also follow up with additional posts including our key messages about balancing a healthy
lifestyle, the pros and cons of caffeine, and health conditions caffeine may cause (both good
and bad).

The Facebook post will provide a picture of CEO with this statement:

33

Twitter: A Twitter update will be posted immediately following the article. This shows our
desire to handle the crisis quickly, while diminishing its magnitude of impact. The tweet will
read: #truebrew tweets daily facts that bust myths about what people think about coffee.
E-Mail: Subscribers will get an e-mail with a short bio of the CEO and what his health situation
has been in the past and what it is currently and how this may or may not have to do with
caffeine based on the Mayo article.
Include the statement:
To conclude the e-mail, 3 Myths busted about coffee will be provided for all subscribers.

34
References
Aubrey, Allison. (2006). Coffee: A little really does go a long way. Retrieved from:
http://www.npr.org/templates/story/story.php?storyId=6155178 Retrieved on Monday,
April 28, 2014
Coombs, Timothy W. (2012). Ongoing Crisis Communication: Planning, managing and
responding. Thousand Oaks, CA: Sage Publications.
Hellmich, Nanci. (2014). Coffee lovers perk up: Caffeine may boost memory levels. Retrieved
from: http://www.usatoday.com/story/news/nation/2014/01/13/caffeine-boosts-
memory/4457591/ Retrieved on Monday, April 28, 2014
Hensrud, Donald, M.D. (2013). Is coffee good or bad for me? Retrieved from:
http://www.mayoclinic.org/healthy-living/nutrition-and-healthy-eating/expert-
answers/coffee-and-health/faq-20058339 Retrieved on Monday, April 28, 2014
Jacques, Renee. (2013). 11 Reasons Why You Should Drink Coffee Every Day. Retrieved from:
http://www.huffingtonpost.com/2013/10/17/coffee-health-
benefits_n_4102133.html. Retrieved on Monday, April 28, 2014

35

Cariboucmp

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Cariboucmp

Uploaded by

Copyright:

Available Formats

Caribou Coffee

Crisis Management Plan

Caribou Coffee Crisis Communication Plan, 2014

Crisis Team Mission

Purpose of the Crisis Management Plan

Crisis Type Key

Key Publics & Stakeholders

Crisis Preparation & Prevention

Crisis Management Team

Social Media Strategy

Third Party Supporters

Communication Channels Worksheet

Key Messages Worksheet

Crisis Response Press Release Template

Media Log Sheet

Evaluation of Crisis Management Plan

Post Crisis Review Form

Immediate Response Checklist

Crisis Team Contact Information

Post Crisis Evaluation Form

Caribou Coffee Crisis Communication Plan, 2014

Crisis Team Mission

Purpose Of The Crisis Management Plan

Caribou Coffee Crisis Communication Plan, 2014

Level 1 Crisis: Minor incidents threatening operations

Challenges: Customer gives bad review on social media or blog post

Level 2 Crisis: A more serious incident, accident, or

Level 3 Crisis: A high impact situation that greatly aects

Level 4 Crisis: Either the mostimpactful crises that could

Crisis Type Key

Caribou Coffee Crisis Communication Plan, 2014

Caribou Coffee Crisis Management Team

Caribou Coffee Crisis Communication Plan, 2014

Caribou Coffee Key Publics & Stakeholders

Caribous Board of Directors

Caribou Coffee Crisis Communication Plan, 2014

Crisis Preparation and Prevention

Caribou Coffee Crisis Communication Plan, 2014

The Denver Post

FOX News Channel

Caribou Coffee Crisis Communication Plan, 2014

Social Media Strategy

Caribou Coffee Crisis Communication Plan, 2014

Third Party Supporters

Komen Race for the Cure

In 1982 a promise to end breast cancer resulted in the

Food Donation Connection has been assisting food

In 2008, Tyler Merrick created a business that allows

Press inquiries: Info@project7.com

Grounds for Health

Caribou Coffee Crisis Communication Plan, 2014

Coee Kids pairs with organizations in coee farming

In 1996, Dan Cox was visiting coee cooperatives in

Immediate Response Checklist

Identify the crisis

Caribou Coffee Crisis Communication Plan, 2014

1: Identify the Crisis

WHAT happened during the crisis/actions need to be taken?

WHERE did the crisis occur?

WHEN did the crisis take place?

WHO is affected by the crisis/needs to be involved in responding?

HOW did the crisis start?

WHY did the crisis evolve?