Feature
CRISIS LESSONS The 99 cents • Be prepared to deal with an
This is a compelling case study that chilli at onslaught of claims that may
shines the spotlight on lessons the centre overwhelm you. Calls must be
learned in loss prevention and crisis of the answered 24 hours a day, seven
management techniques. These are: allegations days per week.
• The first 24 hours are critical • Prepare and communicate daily
because the early stages of the updates for employees and
crisis shape the correct response. As franchisees – even if you have little
such, crisis plans should include to add to the previous day’s
early warning systems that alert update. It is important not to keep
the entire crisis team within people guessing and a vacuum
minutes if possible, of an incident creates room for speculation. You
and allow the team to be on site can never over communicate.
within the critical 24 hour window. • Co-ordinate closely with the law
• Do not assume that a crisis can be enforcement and other agencies
contained locally. Given today’s resources to help in a crisis. If involved, especially when it comes
technology and rapid possible keep an investigative or to public statements.
communications, assume that crisis response team on a retainer • Review and update your crisis plan
words and pictures may be or at least maintain an up-to-date regularly – at least once per year –
available worldwide within hours. list of resources that you know are especially the communication of
The crisis team response should be available when required. procedures.
set in motion as quickly as possible • Be aggressive in your information • Be forceful with your responses.
before media attention picks up gathering. It is critical to stay Do not sit back and allow things to
because as the saying goes ‘a lie abreast of anything and everything happen. If you feel that the police
can be half-way round the world that is happening that is related to or other agency investigation is
before the truth gets its boots on!’ the events in question. not progressing as you would like,
• Try to hold onto all items that • Resist the temptation to release be prepared to hire your own
could resolve the issue quickly. In information or make statements investigators as was the case here.
this case the Wendy’s team until you are sure of the facts. Third party investigators can also
discarded some of the chilli Understand that whatever avoid insinuations that the police
concerned. It is therefore critical to statement or information released are working too closely with the
make all employees aware of what will impact upon your brand, organisation.
to do and when. If the incident especially if the information later • Consider using reward to
involves possible food proves to be false or incomplete. incentivise the giving of
contamination, detail the • The crisis team should meet daily information to expedite a
procedures and communicate them (or more often if necessary) to resolution, but do this is in
to the employees concerned during review the facts as they are known agreement with other agencies
the vital first few hours. that day. Constant team working on the case to ensure
• Company and franchise employees communication is critical. there is broad agreement.
should be aware to immediately • Make all decisions based upon • Use quick ‘trace-back’ analysis. In
contact the corporate team integrity and core values. In this this case, the quality assurance
immediately in such cases rather case, Wendy’s followed founder team were able to quickly
than attempt to handle it locally. Dave Thomas’s philosophy: “Do the determine that the finger did not
• Contact all relevant authorities right thing. At all times act the way come from an internal source.
immediately to let them know that you want to be remembered, • Co-ordinate third party specimen
you want to fully co-operate to because you will be.” analysis with local authorities.
uncover the truth. Offer any • Do not provide senior Many authorities may be
assistance necessary to aid their management or stakeholders with unfamiliar with handling and
investigations. Be sure to get all a resolution timeline unless you can testing specific types of evidence
key names and contact information be absolutely sure you can achieve which was the case in this incident.
for the relevant person at each it. Such a commitment could • Generate publicity in key markets
agency. undermine the crisis team and to stimulate leads. Talk to local
• Understand the proper chain of further frustrate the management. media to keep the story alive and
command when dealing with local • Prioritise and follow up all leads. In focused upon the truth.
authorities. In this case four this case Wendy’s received a • Work to resolve the case as quickly
agencies – the San Jose police number of calls from people who as possible in order to get business
department, the Santa Clara had lost fingers. While most will back to normal. A smaller company
Sherriff’s department, the health not lead very far, the team cannot than Wendy’s could have gone out
department and the medical know until it investigates each of business. A crisis can hurt not
examiner’s office – were all claim. only local employees, but
involved. • Don’t allow disappointment take shareholders and other
• Make sure you engage the right you off focus. stakeholders of the company. RF
ISSUE 2 SEPTEMBER 2008 • 31
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