Office of Public Relations

Palette of Plans
To: Dana Arbrook, Parabolic Account Executive
CC: Dr. Walter Cason, Prof. UMGC
From: Team 5 (Louisa Reed, Kapri Piner, Bryan Mullins, and Paul Williams)

Greetings Dana, enclosed is the pallet of plans you requested for our client. Our team included
the outlines for the next four top crisis we would expect Tonies to encounter based on statistical
data outlined in previous projects. Thank you for the opportunity to provide valuable
consultation to our client and we look forward to future opportunities!

-Team 5

Crisis Plans 1 - 4:
1. Copyrights and Licensing (Bryan Mullins)
Situation Analysis: 
Tonies is highly dependent on cooperating with other companies and organizations for
engaging content that makes the product an attractive alternative to devices with a screen. As a
global corporation, tonies must meet the licensing requirements of all the markets where we
operate. Negotiations with copyright collecting agencies are ongoing, and the company must
maintain compliance in order to be attractive to consumers and seen as a viable operation to
shareholders. 
With a razor blade business model, tonies relies on selling the starter kit for a competitive
price then customers purchase additional figurines and accessories that enhance the product
experience. Moreover, customers buy additional digital content from some of their favorite
brands (e.g., Disney, Pixar, Sesame Workshop, etc.). Being able to feature beloved characters
from those recognizable brands is paramount to tonies's success. Falling out of compliance to
offer content from these brands would discourage customers from buying additional figurines
and impair the publics' perception of tonies as the leader in screen-free edutainment products. 
In 2021, Universal Studios, Disney, Netflix, Amazon, Apple, Warner Bros., and
Paramount Pictures filed a joint lawsuit against Dwayne Anthony Johnson and his companies,
All-Access-TV and Quality-Restreams, for making popular programs available to consumers
despite lacking permission to rebroadcast or share those videos (Handler, 2021). While tonies
works diligently to remain in compliance with all copyright laws and licensing agreements, a
lawsuit filed by such large corporations could cost the company access to the intellectual
property it requires to operate, incur serious financial penalties, and lose reputation capital with
consumers and shareholders. 

Problem Statement:
Tonies may fall out of compliance with licensing agreements or commit copyright infringement.

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Goal:
Position tonies as the leader in screen-free edutainment products.

Objectives:
 Pre-crisis: Increase reputation capital
o Through monitoring social media likes and online commentary, we will improve
customer favorability by five percent each week following the plan's
implementation. 
 During-crisis: Monitor media sentiment
o As the crisis unfolds, we will adjust messaging so that at least 60 to 70 percent of
coverage is agnostic or positive during the first three days of the crisis unfolding. 
 Post-crisis: Improve reputation
o Customer reviews and ratings should return to or remain within five percent of the
pre-crisis levels within 21 days of a return to normal operations, post crisis.

Messages:
 Tonies bring your family a screen-free, imagination-building experience, and each one
brings new stories or songs (Bolster–External).
 Tonies are characters that feature content, stories and songs from an ever-growing
collection of modern favorites and timeless classics (Bolster–External).
 Paying attention to detail and behaving ethically are part of our core values (Reminder–
Internal)
 With partners like Disney, DreamWorks, GoNoodle, and Sesame Workshop, it’s a
collection filled with variety (Bolster–External).
 We are working to become compliant with all copyright laws (Corrective Action–All).
 Tonies is still in compliance with the majority of our licensing agreements and are on
good footing as a company (Diminish–Internal).
 Please encourage our partners to continue their agreement with tonies so that your child
doesn't miss out on engaging content (Scapegoat–External).
 We regret that our customers experienced a lapse in their favorite content. Please enjoy
this coupon as an expression of our deepest thanks to all our loyal customers
(Mortification–External).
 Tonies is undergoing an extensive review of all our licensing agreements to ensure
another lapse in service does not occur (Corrective Action–All).
 We apologize to all our employees whose jobs were made more
difficult by this unfortunate episode (mortification-internal). 
 Please share your thoughts with us so that we can improve moving
forward (corrective action–all).

Publics: 
 Internal 
 Employees
 Vendor
 Manufacturer
 Shareholders 
 Board

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 External 
 Current and potential customers
 News Media
 Social media influencers
 Pertinent Global Government Agencies or Representatives
 Trade organizations 
 The Toy Association™, Inc. 
 International Council of Toy Industries (ICTI) 

Strategy:
 Pre-crisis: Increase reputation capital
o Engagement (internal)
o Generate buzz (external)
 During-crisis: Monitor media sentiment
o Reframe the issue (external)
o Outreach (internal)
 Post-crisis: Improve reputation
o Gain attention (external)
o Audience participation (internal)

Tactics:
 Pre-crisis: Increase reputation capital
o Engagement 
 Gathering information and feedback
 company community forum (yammer)
o Generate buzz 
 Corporate Public Service Announcement 
 Enact social media plan
 Connect with family influencers 
 Commercial 
 e-Newsletter
 Email blast 
 During-crisis: Monitor media sentiment
o Reframe the issue
 Charitable events 
 Press release 
 Press conference 
 Enact social media plan 
 Pre-recorded CEO public statement 
 Leverage influencers 
 Publish commercial 
 Podcasts
o Outreach
 Email blasts
 Chain of command phone call 
 Internal memo

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 Tonies alert on yammer
 Training 
 Post-crisis: Improve reputation
o Gain attention
 Commercials 
 Social media
 Influencers 
 PSA 
 Press conference 
 Ads 
 Podcast interviews
 News Reports
o Audience Participation
 Tonies’ Spotlight (Employees Spotlight) 
 Employee Surveys
 Engaging Activities (raffles, friendly competitions)
 Staff Outings/Engagements

Evaluation:
 Pre-crisis: Increase reputation capital 
 Metric: Improve customer favorability by five percent.
 Methodology: Monitor social media likes and online commentary.
 Duration: Weekly once the plan is implemented.
 During-crisis: Monitor media sentiment
 Metric: At least 60 to 70 percent of coverage is agnostic or positive. 
 Methodology: Conduct a content analysis of media coverage.
 Duration: Daily from the outset of the crisis until it has been resolved.
 Post-crisis: Improve reputation
 Metrics: Customer sentiment will return to or remain within five percent of the
pre-crisis levels.
 Methodology: Monitor site traffic and e-commerce conversions via Google
Analytics.
 Duration: Once operations have returned to normal or a new normal has been
established.  

List of Annexes:
 Crisis Management Team: Manage responses to crisis events and make sure appropriate
actions are carried out based on the type of crisis and the impact it has on company image
and performance.
 Crisis Communications Team: Collects information, creates and disseminates key
messages and works with the media. The team also monitors responses to the crisis and
crisis communication.
 Spokesperson: Key members of the Crisis Management Team and or members of the
Crisis Communications Team who have been trained to speak for the company during a
crisis.  

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 Rehearsal and Preparation Plan: Guidance for the Public Information Officer to prepare
the spokesperson and other pertinent staff members.
 Contact Lists: Lists of contacts for subject matter experts for each department in the
company, crisis advisors, contractors, and media.
 Sign-off sheet: Documents that all essential personnel have read and understood the crisis
plan.
 Message Templates: Template of standard messages for multiple different audiences and
situations.  
 Social Media Kit: Outlined plan for social media outreach topics, and timeline during
crisis.
 News Conference Plan: Outline and map of news conference logistics, planning, and
execution.  
 Flyaway Kit: List of necessary material needed in case of a crisis response team
relocating away from headquarters.  
 Plan for Overseas Publics:  Outline for how to respond to overseas publics featuring
cultural, and economic differences.
 Incoming Communications Log Sheet:  Log plan for documenting incoming
communications and media inquiries.  
 Factsheet for each partner company: Reference to ensure accurate details for those with
whom we have licensing agreements. 
 Backgrounder for each partner company: Reference to provide context to better
understand those with whom we have licensing agreements
 Copies of all licensing agreements: Backup copies of the agreements. 
 Copyright law primer: Reference material in case clarification is required.
 Summative Evaluation:  After action report for crisis communication effort post crisis
response.    

2. Crisis: IT Systems (Paul Williams)

As an internet-based product, Tonies is vulnerable to ransomware or malware.  Even though
Tonies works to great lengths to ensure products and customers are safe and secure, everything
on the internet is subject to possible threats.  Malware attacks can be loaded into our server from
any outsider or insider threat looking to create havoc or collect sensitive information.  Likewise,
ransomware attacks more commonly from outsider threats look to leverage our own software
against us in order to ransom for profit or political ideology.

Situation Analysis: 
According to the FBI’s most recent report on internet crimes, malware and ransomware
attacks have greatly increased since 2020.  According to the 2020 Internet Crime Report, U.S.
companies lost more than $4.2 billion due to internet crime between 2019 and 2020, ("IC3
releases 2020 internet crime report," 2021).  We consider the safety and security of our
customers and products as one of our top priorities. That is why at Tonies we design and make
products and services with the best quality and reliability possible.  But even with the best
security we know that Tonies products and customers can still be at risk of malware and
ransomware attacks.

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Last year FUJIFILM, the Japanese multinational conglomerate, was victim to a
cyberattack that caused a network outage over several global offices and systems.  The
FUJIMILM headquarters in Tokyo, Japan confirmed that the outage was due to a ransomware
attack and that the attackers would not decease unless their ransom was paid, (Tudor, 2021).  
Any cyberattack like this has the potential to be devastating to Tonies operations and
reputation.  Tonies believes that working with skilled security researchers across the globe is
crucial in identifying weaknesses in any technology.  Through Tonies vulnerability disclosure
policy (VDP), we have created an incentive for consumers and security professionals to be on the
lookout for any security violations in our products and operating systems.  
Even with the best security and policy, we know that Tonies products and customers can
still be at risk of cyberattacks.  The following situation analysis breaks down how the Tonies
organization should respond during times of crisis caused by malware and ransomware attack.  

Problem Statement: 
Tonies has fallen victim to a malware or ransomware attack and our IT operating systems for our
products have been compromised.  

Goal: 
Our goal is to position tonies as the leader in screen-free edutainment products.

Objectives (SMART):
 Pre-crisis: Increase reputation capital: through monitoring social media likes and online
commentary, we will improve customer favorability by five percent each week following
the plan's implementation. 
 During-crisis: Monitor media sentiment: as the crisis unfolds, we will adjust messaging
so that at least 60 to 70 percent of coverage is agnostic or positive during the first three
days of the crisis unfolding. 
 Post-crisis: Improve reputation: customer reviews and ratings should return to or remain
within five percent of the pre-crisis levels within 21 days of a return to normal operations,
post crisis.

Messages:
 Tonies bring your family a screen-free, imagination-building experience, and each one
brings new stories or songs (Bolster–External).
 Tonies are characters that feature content, stories, and songs from an ever-growing
collection of modern favorites and timeless classics (Bolster–External).
 We consider the safety and security of our customers as one of the top priorities.
Therefore, we design and make products and services with the best quality and reliability
possible.  Everyone is encouraged to report identified vulnerabilities, regardless of the
type of service or product. Researchers, partners, CERTS, customers, or any other source
are welcome to report the vulnerabilities, (Bolster–External).
 Tonies is currently carrying out an investigation into possible unauthorized access to its
server from outside of the company. As part of this investigation, the network is partially
shut down and disconnected from external correspondence. (Corrective Action–All).
 We want to state what we understand as of now and the measures that the company has
taken. On (DATE OF ATTACK), we became aware of the possibility of a ransomware

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attack. As a result, we have taken measures to suspend all affected systems in
coordination with our various global entities. (Diminish–Internal).
 We are currently working to determine the extent and the scale of the issue. We sincerely
apologize to our customers and business partners for the inconvenience this has caused.
(Mortification–External).
 Tonies is undergoing an extensive review of all our software and security to ensure
another lapse in service does not occur (Corrective Action–All).

Publics: 
 Internal 
 Employees
 Vendor
 Manufacturer
 Shareholders 
 Board
 External 
 Current and potential customers
 News Media
 Social media influencers
 Pertinent Global Government Agencies or Representatives
 Trade organizations 
 The Toy Association™, Inc. 
 International Council of Toy Industries (ICTI) 

Strategy:
 Pre-crisis: Increase reputation capital
o Engagement (internal)
o Generate buzz (external)
 During-crisis: Monitor media sentiment
o Reframe the issue (external)
o Outreach (internal)
 Post-crisis: Improve reputation
o Gain attention (external)
o Audience participation (internal)

Tactics:
 Pre-crisis: Increase reputation capital
o Engagement 
 Gathering information and feedback
 company community forum (yammer)
o Generate buzz 
 Corporate Public Service Announcement 
 Enact social media plan
 Connect with family influencers 
 Commercial 
 e-Newsletter

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 Email blast 
 During-crisis: Monitor media sentiment
o Reframe the issue
 Charitable events 
 Press release 
 Press conference 
 Enact social media plan 
 Pre-recorded CEO public statement 
 Leverage influencers 
 Publish commercial 
 Podcasts
o Outreach
 Email blasts
 Chain of command phone call 
 Internal memo
 Tonies alert on yammer
 Training 
 Post-crisis: Improve reputation
o Gain attention
 Commercials 
 Social media
 Influencers 
 PSA 
 Press conference 
 Ads 
 Podcast interviews
 News Reports
o Audience Participation
 Tonies’ Spotlight (Employees Spotlight) 
 Employee Surveys
 Engaging Activities (raffles, friendly competitions)
Staff Outings/Engagements

Evaluation:
 Pre-crisis: Increase reputation capital 
o Metric: Improve customer favorability by five percent.
o Methodology: Monitor social media likes and online commentary.
o Duration: Weekly once the plan is implemented.
 During-crisis: Monitor media sentiment
o Metric: At least 60 to 70 percent of coverage is agnostic or positive. 
o Methodology: Conduct a content analysis of media coverage.
o Duration: Daily from the outset of the crisis until it has been resolved.
 Post-crisis: Improve reputation
o Metrics: Customer sentiment will return to or remain within five percent of the
pre-crisis levels.

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o Methodology: Monitor site traffic and e-commerce conversions via Google
Analytics.
o Duration: Once operations have returned to normal or a new normal has been
established.  

List of Annexes:
 Crisis Management Team: Manage responses to crisis events and make sure appropriate
actions are carried out based on the type of crisis and the impact it has on company image
and performance.
 Crisis Communications Team: Collects information, creates and disseminates key
messages and works with the media. The team also monitors responses to the crisis and
crisis communication.
 Spokesperson: Key members of the Crisis Management Team and or members of the
Crisis Communications Team who have been trained to speak for the company during
crisis.  
 Contact Lists: Lists of contacts for subject matter experts for each department in the
company, crisis advisors, contractors, and media.
 Message Templates: Template of standard messages for multiple different audiences and
situations.  
 Social Media Kit: Outlined plan for social media outreach topics, and timeline during
crisis.
 News Conference Plan: Outline and map of news conference logistics, planning, and
execution.  
 Flyaway Kit: List of necessary material needed in case of crisis response team relocating
away from headquarters.  
 Plan for Overseas Publics:  Outline for how to respond to overseas publics featuring
cultural, and economic differences.
 Incoming Communications Log Sheet:  Log plan for documenting incoming
communications and media inquiries.  
 Summative Evaluation:  After action report for crisis communication effort post crisis
response.  

3. COVID-19 (Kapri Piner)

Situation Analysis:
Manufacturing occurs in China which has implemented strict mitigation policies which
could slow production. With the peak in the omicron variant of COVID-19, a never-ending
streak of lockdowns & travel restrictions have severely damaged the economy & eroded the
public goodwill of service. While COVID-19 is on the rise and we show empathy for those who
have had or have been in contact with someone who has COVID-19, COVID-19 is something
that as a company we really don’t have control over due to it being a sickness. That’s why here at
Tonies, it is our top priority to provide top tier services in order to increase the reputation capital
of the company. Furthermore, allowing our customers to shop online freely without having to
worry about the fears and dangers of the illnesses and rioting happening around the world.

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Problem Statement:
Vaccine & booster reluctance leads to a surge in illness further exacerbating supply chain woes

Goal:
Our goal is to position Tonies as the leader in screen-free edutainment products.

Objectives (SMART):
 Pre Crisis
o Increase reputation capital: through monitoring social media likes and online
commentary, we will improve customer favorability by five percent each week
following the plan's implementation. 
 During-crisis
o Monitor media sentiment: As the crisis unfolds, we will adjust messaging so that
at least 60 to 70 percent of coverage is agnostic or positive during the first three
days of the crisis unfolding. 
o Keep up with news on the COVID-19 updates so we can further make the
adjustments needed for the company.
 Post-crisis 
o Improve reputation: customer reviews and ratings should return to or remain
within five percent of the pre-crisis levels within 21 days of a return to normal
operations, post crisis.

Messages:
 We apologize to all our employees whose jobs were made more difficult by this
unfortunate sickness. (Mortification-internal).
 While COVID-19 is still on the rise, we make it mandatory that ALL employees are
vaccinated before returning to the work facility (corrective action-internal).
 Due to COVID-19, we sincerely apologize for the delay in production & customer
service. Use this discount code at checkout (mortification-external).

Publics:
 Internal
o Employees
o Vendor
o Manufacturer
o Shareholders
o Board
 External
o Current & potential customers
o News Media
o Social Media influencers
o Pertinent Global Government Agencies or Representatives
o Trade organizations 
 The Toy Association™, Inc. 
 International Council of Toy Industries (ICTI) 
Pre-crisis: Identify Problems

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o Engagement (internal)
o Generate buzz (external)

During-crisis: Monitor media sentiment

o Outreach (internal)

Post-crisis: Improve reputation

o Gain attention (external)
o Audience participation (internal)

Tactics:
 Pre-crisis: Identify Problems
 Engagement 
o company community forum (yammer)
o COVID-19 Mitigation Training
 Generate buzz 
o Corporate Public Service Announcement 
o Enact social media plan
o Commercial 
o e-Newsletter
o Email blast 
During-crisis: Monitor media sentiment
 Outreach
o Email 
o Chain of command phone call 
o Internal memo
o Tonies alert on yammer
o COVID-19 Training 

Evaluation:
 Pre-crisis: Increase reputation capital 
 Metric: Improve customer favorability by five percent.
 Methodology: Monitor social media likes and online commentary.
 Duration: Weekly once the plan is implemented.
 During-crisis: Monitor media sentiment
 Metric: At least 60 to 70 percent of coverage is agnostic or positive. 
 Methodology: Conduct a content analysis of media coverage.
 Duration: Daily from the outset of the crisis until it has been resolved.
 Post-crisis: Improve reputation
 Metrics: Customer sentiment will return to or remain within five percent of the
pre-crisis levels.
 Methodology: Monitor site traffic and e-commerce conversions via Google
Analytics.
 Duration: Once operations have returned to normal or a new normal has been
established. 

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List of Annexes:
 Crisis Management Team: Manage responses to crisis events and make sure appropriate
actions are carried out based on the type of crisis and the impact it has on company image
and performance.
 Crisis Communications Team: Collects information, creats and disseminates key
messages and works with the media. The team also monitors responses to the crisis and
crisis communication.
 Spokesperson: Key members of the Crisis Management Team and or members of the
Crisis Communications Team who have been trained to speak for the company during a
crisis.  
 Contact Lists: Lists of contacts for subject matter experts for each department in the
company, crisis advisors, contractors, and media.
 Message Templates: Template of standard messages for multiple different audiences and
situations.  
 Social Media Kit: Outlined plan for social media outreach topics, and timeline during
crisis.
 News Conference Plan: Outline and map of news conference logistics, planning, and
execution.  
 Flyaway Kit: List of necessary material needed in case of a crisis response team
relocating away from headquarters.  
 Plan for Overseas Publics:  Outline for how to respond to overseas publics featuring
cultural, and economic differences.
 Incoming Communications Log Sheet:  Log plan for documenting incoming
communications and media inquiries.  
 Summative Evaluation:  After action report for crisis communication effort post crisis
response.   

4. Death and/or Severe Injury (Louisa Reed)

Situation Analysis:
One of tonies’ key selling points is that its child-friendly design encourages independent
play and allows parents to sit back and watch. However, for parents to fully enjoy this asset, they
have to be able to trust the products. This entails that parents can rely on the proper functioning,
and on appropriate content, and most importantly, they need to be assured that their children are
safe from physical harm at all times.
While the avoidance of death and/or severe injury should remain the goal, tonies’ recent
recall of wooden blocks due to magnet ingestion hazards emphasizes the importance of planning
for this particular crisis.
Tonies had received one report of the magnet detaching from the product and recalled all
4,200 sold wooden blocks immediately. Parents were advised to take the magnets away from
their children and contact tonies for instructions on returning the recalled blocks for a full refund.
The quick reaction time and transparency prevented children from any physical harm and
preserved tonies reputation. Parental trust is critical in the children’s toy market. 

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Problem Statement:
Tonies’ products may injure a customer which could cause a loss of parental trust and damage its
reputation. 

Goal:
Position tonies as the leader in screen-free edutainment products.

Objectives (SMART):
Pre-crisis: Increase reputation capital
o Through monitoring social media likes and online commentary, we will improve
customer favorability by five percent each week following the plan's
implementation. 
During-crisis: Monitor media sentiment
o As the crisis unfolds, we will adjust messaging so that at least 60 to 70 percent of
coverage is agnostic or positive during the first three days of the crisis unfolding. 
Post-crisis: Improve reputation
o Customer reviews and ratings should return to or remain within five percent of the
pre-crisis levels within 21 days of a return to normal operations, post crisis.

Messages:
 We have received a report about a magnet detaching from our wooden blocks. We are in
the process of initiating a nationwide recall (corrective action-internal).
 We have set up a consumer contact (toll-free at 877-397-7898) and an email address
(productsafety.us@tonies.com), or you can contact us online at tonies.com to learn more
about the recall. (Corrective Action–All).
 Tonies reacted quickly and was able to avoid harm to any children (Diminish–Internal).
 We regret any harm done and understand your concern (mortification-external).
 Tonies is undergoing an extensive review of all products to ensure the safety of our
young customers (Corrective Action–All).
 Tonie boxes are the safe, reliable, screen-free choice for your littlest loved ones
(corrective action–external)
 Tonies are characters that feature content, stories and songs from an ever-growing
collection of modern favorites and timeless classics Bolster–External).
 Paying attention to detail and behaving ethically are part of our core values (Reminder–
Internal)
 We apologize to all our employees whose jobs were made more
difficult by this unfortunate malfunction (mortification-internal). 
 Please share your thoughts with us so that we can improve moving
forward (corrective action–all).

Publics:
 Internal 
 Employees
 Vendor
 Manufacturer

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 Shareholders 
 Board
 External 
 Current and potential customers
 News Media
 Social media influencers
 Pertinent Global Government Agencies or Representatives
 Trade organizations 
 The Toy Association™, Inc. 
 International Council of Toy Industries (ICTI) 

Strategy: 
 Pre-crisis: Increase reputation capital
o Engagement (internal)
o Generate buzz (external)
 During-crisis: Monitor media sentiment
o Reframe the issue (external)
o Outreach (internal)
 Post-crisis: Improve reputation
o Gain attention (external)
o Audience participation (internal)

Tactics:
 Pre-crisis: Increase reputation capital
o Engagement 
 Gathering information and feedback
 company community forum (yammer)
o Generate buzz 
 Corporate Public Service Announcement 
 Enact social media plan
 Connect with family influencers 
 Commercial 
 e-Newsletter
 Email blast 

 During-crisis: Monitor media sentiment

o Reframe the issue
 Charitable events 
 Press release 
 Press conference 
 Enact social media plan 
 Pre-recorded CEO public statement 
 Leverage influencers 
 Publish commercial 
 Podcasts
o Outreach

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 Email blasts
 Chain of command phone call 
 Internal memo
 Tonies alert on yammer
 Training 

 Post-crisis: Improve reputation

o Gain attention
 Commercials 
 Social media
 Influencers 
 PSA 
 Press conference 
 Ads 
 Podcast interviews
 News Reports
o Audience Participation
 Tonies’ Spotlight (Employees Spotlight) 
 Employee Surveys
 Engaging Activities (raffles, friendly competitions)
 Staff Outings/Engagements

Evaluation:
 Pre-crisis: Increase reputation capital 
 Metric: Improve customer favorability by five percent.
 Methodology: Monitor social media likes and online commentary.
 Duration: Weekly once the plan is implemented.
 During-crisis: Monitor media sentiment
 Metric: At least 60 to 70 percent of coverage is agnostic or positive. 
 Methodology: Conduct a content analysis of media coverage.
 Duration: Daily from the outset of the crisis until it has been resolved.
 Post-crisis: Improve reputation
 Metrics: Customer sentiment will return to or remain within five percent
of the pre-crisis levels.
 Methodology: Monitor site traffic and e-commerce conversions via
Google Analytics.
 Duration: Once operations have returned to normal or a new normal has
been established.
  
List of Annexes:
 Crisis Management Team: Manage responses to crisis events and make sure appropriate
actions are carried out based on the type of crisis and the impact it has on company image
and performance.
 Crisis Communications Team: Collects information, creates and disseminates key
messages and works with the media. The team also monitors responses to the crisis and
crisis communication.

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 Spokesperson: Key members of the Crisis Management Team and or members of the
Crisis Communications Team who have been trained to speak for the company during a
crisis.  
 Contact Lists: Lists of contacts for subject matter experts for each department in the
company, crisis advisors, contractors, and media.
 Message Templates: Template of standard messages for multiple different audiences and
situations.  
 Social Media Kit: Outlined plan for social media outreach topics, and timeline during
crisis.
 News Conference Plan: Outline and map of news conference logistics, planning, and
execution.  
 Flyaway Kit: List of necessary material needed in case of a crisis response team
relocating away from headquarters.  
 Plan for Overseas Publics:  Outline for how to respond to overseas publics featuring
cultural, and economic differences.
 Incoming Communications Log Sheet:  Log plan for documenting incoming
communications and media inquiries.  
 Summative Evaluation:  After action report for crisis communication effort post crisis
response. 

16
 Office of Public Relations
References

Handler, S. (2021). Netflix, Disney Sue Streaming Sites for Copyright Infringement. Bloomberg
Law. https://news.bloomberglaw.com/ip-law/netflix-others-sue-streaming-sites-for-copyright-
infringement 

IC3 releases 2020 internet crime report. (2021, March 17). Federal Bureau of Investigation.
Retrieved December 4, 2022, from https://www.fbi.gov/news/press-releases/press-releases/fbi-
releases-the-internet-crime-complaint-center-2020-internet-crime-report-including-covid-19-
scam-statistics

Internet Crime Complaint Center. (2020). 2020 Internet Crime Report. Federal Bureau of
Investigation. https://www.ic3.gov/Media/PDF/AnnualReport/2020_IC3Report.pdf

Tudor, D. (2021, June 3). Fujifilm shut down its network to investigate a ransomware attack.
Heimdal Security Blog. Retrieved December 4, 2022, from
https://heimdalsecurity.com/blog/fujifilm-had-shut-down-its-network-after-a-suspected-
ransomware-attack/

Vulnerability disclosure policy - tonies group. (n.d.). tonies®. Retrieved December 4, 2022, from
https://tonies.com/en-gb/vulnerability-disclosure-policy/

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