Crisis Management Plan

Culver’s
Crisis Management Plan
Chelsea Rank
Cases in Communication and Media Management
12/15/15

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Table of Contents
Executive Summary.......................................................................................................................................2
Introduction ..................................................................................................................................................3
Analysis of Culver’s .......................................................................................................................................4
Culver’s main key values...........................................................................................................................4
Publics...........................................................................................................................................................5
Message(s) ....................................................................................................................................................6
Goals, Objectives, Strategies, and Tactics.....................................................................................................8
Rationale.....................................................................................................................................................12
B-C Models..............................................................................................................................................13
Defensive Strategies: ..............................................................................................................................13
Offensive Strategy:..................................................................................................................................14
Rejected Solutions ......................................................................................................................................14
Post-Crisis Evaluation..................................................................................................................................15
So What?.....................................................................................................................................................18
Appendices..................................................................................................................................................20
Appendix A: Crisis Plan............................................................................................................................20
Media Kit.................................................................................................................................................51
Appendix B: Facts Sheet..........................................................................................................................57
Facts ....................................................................................................................................................57
Appendix C: Risk Assessment..................................................................................................................63
Appendix D: B-C Models .........................................................................................................................64
Appendix E: Timeline ..............................................................................................................................65
Appendix F: Incident Reports (Scanned Documents) .............................................................................66
Appendix G: Post-Crisis Evaluation Worksheets.....................................................................................78
Appendix H: Human Trafficking Campaign.............................................................................................82
Summary.............................................................................................................................................82
Poster..................................................................................................................................................82
Social Media........................................................................................................................................82
References ..............................................................................................................................................83

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Executive Summary
The purpose of this document is to report on the crisis management process of Culver’s Franchising
System, Inc. (Culver’s) Crisis Management Team (CMT). The CMT assessed and managed two crises
related to Culver’s in early December. The first crisis involved CDC reports of a deadly foodborne illness
related to Culver’s, and the second consisted of accusations of a high-end prostitution ring being
covered up by the company’s VIP Scholarship Program.
The CMT began their research to help solve the crises, which included filling out incident reports,
monitoring social and news media, and investigating claims. They also began analyzing which parts of
the plan applied to the specific cases and issues, and then implemented those parts. Implementation
was mainly limited to the CMT’s Culver’s Mock Facebook Page due to the case not being public
information. The team also began the recovery process, starting with filling out Post-Crisis Evaluation
Survey(s).
The CMT has drawn the conclusion that while the method stated in the plan served them well, it needs
to be refined, improved, and elaborated on in some sections. This will be part of the recovery process as
well.

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Introduction
The following document serves as the foundation of our group’s crisis management methods and
processes. Based on our understanding of Culver’s, along with the clues we received leading up to our
crisis press conference, we assessed the situation; identified key publics; constructed vital messages;
and formulated goals, objectives, strategies, and tactics. Finally, we provided our rationale and post-
crisis analysis, along with the implications and conclusion of the crisis events.
Our group was given two overlapping crises that we needed to solve. The first crisis was the CDC’s
confirming reports of a link between Culver’s meat and a life-threatening illness. The second crisis
included allegations against two executive members (Director of Human Resources Chelsea Rank and
Director of Corporate Communications Nick Rudd) managing a human trafficking program with
scholarship recipients. Additional issues resulted from these major crises, such as the alleged suicide of a
scholarship recipient, and a fictional emotional breakdown by Director of Menu Development Robbie
Phillips.
This left CEO Katie Vlachina, Legal Advisor/Senior Strategist Dakota Orlich, and Head of Security Joshua
Clearwater to conduct the press conference. Our group managed all arising crisis situations until the
press conference by posting updates and messages on our Facebook page, meant to be seen by our
“audiences.” In this way, we could inform and educate in an accurate manner.

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Analysis of Culver’s
Culver's is a privately owned company with clear values and high professionalism. They have already
ingrained themselves in many of their local communities and strive to make every guest feel welcome
and happy. Culver's is a relatively new company (founded in 1984), and while they do have restaurants
in more than 15 states, the company is still very much local to the Midwestern United States. This
means they have little, if any, international recognition and keep the suppliers and distributors solely in
the United States.
Culver’s main key values
 Farmers are why Culver’s exist. The company wouldn't be what it is today without the support
of the Wisconsin farms that supply our beef and famous Wisconsin cheese. Culver's does
everything they can to show their farmers support. Support may come as contributions to
"breakfast on the farm" events, or other numerous events and/or promotions. Culver’s is also a
strong supporter of the Future Farmers of America (FFA).
 100% fresh, never frozen, Wisconsin beef: Culver's never sacrifices on quality, even if it means
the price of their product goes up. They are proud to receive 100% of its beef from Wisconsin
beef farms. The distribution process for this beef keeps the patties fresh.
 Every guest who chooses Culver's leaves happy. Hospitality is fundamental at Culver's. Craig's
mother Ruth Culver instilled on him the importance of treating every guest in your restaurant
like family. This sense of family and community extends to the local retail marketing (LRM). Each
Culver's restaurant is encouraged to participate in their LRM to establish the fact that Culver's
wants to be a part of their family.
Culver's has held true to these core values since its inception in 1984. They are what Culver's has built
itself upon and will continue to be at the forefront of their public campaigns for many more years to
come.

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Publics
Identifying key publics is an essential process in crisis management because each identifiable group and
isolated individual can impact the success of Culver’s. The selected groups are publics that have the
capacity to impact the organization’s bottom line and affect its progress forward achieving its mission.
These publics are also large enough to warrant attention and possible use of public media. As an
organization involved in a crisis, our Culver’s group analyzed key publics based on their position in the
organization, further separating them out as either internal or external.
Internal publics include: Executives, Support Team, Owners-Operators, Team Members (Employees),
and Investors. These publics are stakeholders with attitudes of support, and they have a traditional
presence in the organization—meaning these publics are already tied to the organization. They are
active and considered a primary audience.
External publics include two categories of primary publics: Customers and Victims. Secondary external
publics include: Legislators, Suppliers, Media, Distributors, and Competitors. The attitudes of all these
members are either supporters or opponents, based on their position in the organization. They have a
traditional presence in the organization, as they are already tied to Culver’s in some way. They are either
active or aware.
Lastly, an external public our group identified are the non-victims. These are comprised of either
potential victims or observers, and can be considered a marginal public. The attitudes of these
individuals are uncommitted, and their presence in the organization is a future relationship—there is no
connection made yet. These are considered latent publics.
Our central strategy was to anticipate various publics’ reactions, as they are vital to our crises outcome.
We constructed categories of reactions based on each public. The internal primary publics will react in

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such a way that is supportive of the company’s overall mission and core values. These publics will act
fast to repair the company’s image during and after a crisis.
Conversely, external primary publics will react negatively to a crisis, taking a stance against the
organization. A victim who is directly affected or an unaffected disappointed customer will no longer be
a loyal consumer during this time of crisis. External secondary publics will react, reflect, and relay
messages during the organization’s crisis event. Non-victims (potential victims or observers) have the
least amount of overall impact in the organization, but can still react damagingly and influence the
“lions” in other identifiable public categories.
Message(s)
Our key messages were formulated to inform our audiences and preserve the company's reputation.
They were purposely stated to show the how, who, what, when, where, and why without giving false or
defensive information. This case involved two potential crises which prompted the creation of mostly
separate statements. Based on the information given via the clues, the group had to concentrate on
differentiating between true and confirmed events, versus an allegation. Both crises differed in what
was confirmed versus alleged and were only related through the timing in which they began.
"The reported actions and allegations of and against Culver's are in direct violation of the company’s
mission statement which is: 'Every guest that chooses Culver's leaves happy.' These actions do not reflect
our organization, and whether the allegations are true or false, Culver’s would like to help."
The above statement was created (after we received the critique from our press conference) to address
both crises so that they were dealt with equally and at the same time. The allegations and the actions
are how the group differentiated the two crises. "Allegations" pertained to the crisis about human
trafficking and "actions" pertained to the CDC's confirmed reports of a correlation between Culver's

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meat and illness. The group was able to speak to both crises without ruining Culver's reputation,
reinforcing the mission, and reminding that Culver's is there to help no matter what.
Our original statement was, "The reported actions and allegations against Culver's are in direct violation
of the company’s founding mission statement and these actions do not reflect the values we cherish.”
It was changed because it did not contain the mission statement and it did not let our audience know
that we are here to help either way.
The following messages were written to cement the foundation of our key statement by going slightly
more in depth and reiterating our awareness of the crises:
 "Ensure that all guests and staff are treated with the respect and dignity they deserve. To thank
each guest for the opportunity to serve them. By maintaining these objectives we shall be
assured of a fair profit that will allow us to contribute to the community we serve."
 "As a result of the outbreak, Culver’s closed all store locations for disposal of all food products
and extensive cleaning. Stores will not resume operations until FDA and CDC inspections are
completed."
 "The actions and activities individuals chose to engage in are not reflective of Culver's. We are
appalled by the claims of recent events and the somber reminder that sometimes immoral
people use their position of authority to conduct illegal activity."
The first statement reinforces our commitment to the community and reminds people who Culver's is.
The second statement separates the outbreak from the illegal activities by informing our audience about
what Culver's is doing now that there is a correlation between our meat and illness. This statement still
keeps the question of our own negligence open but the group had to act as a precaution. The third
statement addresses the illegal activities by separating us from the alleged actions.

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Goals, Objectives, Strategies, and Tactics
As each situation came to our attention we immediately identified what we knew and what our options
were. For situations that could be acted upon, we identified the goal, objective, strategy and tactics we
would use to alleviate the situation. Identifying these variables provided the Crisis Management Team
with a better understanding of the situation and prepared for the situation's progression. We broke
down each of the situations as they were brought to our attention. The timeline of events can be found
in Appendix A. We handled each situation as follows:
Clue 1-Picture of Culver's VIP Scholarship Foundation with text saying "It's a Celebration"
Upon receiving this printed picture, our immediate goal was to brainstorm any possible crises that could
link to Culver's VIP Scholarship Foundation. With the picture as the only indication of the future crisis,
the crisis management team predicted that the future crisis situation likely included embezzlement of
the scholarship funds.
Since there was nothing the team could do other than brainstorm, research, and prepare for the future
crisis, the team did not act on bringing the clue to the public's attention.
Clue 2- "People are getting sick."
The team decided the clue containing basic information (no connection to Culver’s, yet) was not
relevant enough to be a big issue for Culver’s. At this point in time, the situation was not linked to any
company and/or product. For this reason, the situation's status did not relate to the company and the
team did not act on bringing the clue to the public's attention.
Clue 3- "More people are getting sick/CDC begins investigation."

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Despite the fact that the situation is obviously progressing, Culver's still was not linked to the situation.
For this reason, the team did not act on bringing the clue to the public's attention. The goal for the
team, at this point in the situation, was to prepare for some form of foodborne illness.
Clue 4- Media latch on
When the media accused Culver's and Domino's of working with ISIS, the CMT decided that the source
of the problem was still undetermined. Due to the fact that the entire situation was made of speculation
Clue 5-Human Trafficking story airs
When the story aired accusing Nick Rudd and Chelsea Rank of using the VIP Scholarship Foundation as a
cover-up for prostitution and human trafficking, our crisis management team prepared identified the
following goals, objectives, strategies, and tactics:
Goals-To change public perception of Culver's and human trafficking.
Objectives-Diminish the public perception of Culver's alleged relations with human trafficking. (Measure
through surveys).
Strategies and tactics-
 Partner with the National Human Trafficking Resource Center.
o No One Owns Anyone campaign
 Make it known to the public that Culver's put Nick Rudd and Chelsea Rank on paid
administrative leave until the investigation is complete.
o Post on social media that Nick Rudd and Chelsea Rank are on leave until further notice.
 Separate the alleged actions from Culver's.
o Prepare and utilize a key statement for press conferences, social media, etc.

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 Key statement: "The actions and activities individuals chose to engage in
are not reflective of Culver's. We are appalled by the claims of recent
events and the somber reminder that sometimes immoral people use their
position of authority to conduct illegal activity."
o Post on social media that Culver's is appalled.
 Use key statement.
Clue 6- CDC Press Conference
As one of the first situations providing detail, the Crisis Management Team analyzed the goals,
objectives, strategies, and tactics for alleviating the CDC press conference situation.
Goal-Show that Culver's cares.
Objective-Increase public perception of Culver's priorities and good-nature.
 Send condolences to all that have lost or are suffering.
o Facebook post
o News conference
 Inform the public of what is known about the disease to alleviate concern.
o Post on Facebook
o Press Conference
Clue 7- Timmy's Death
Learning on Facebook that one of the victims of the disease was young Timmy, the CMT decided that
the best approach was to share Culver's condolences on the social media platform. It was decided that

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Timmy should be treated as one of the many victims. Choosing not to single him out was a strategic
decision that aimed to avoid contributing to his 'poster child' reputation. Instead, our team focused on
sending condolences and offering aid to all victims and their families (on social media).
Clue 8-Social Media Takeover
When the Crisis Management Team discovered that the Culver's social media page was under attack, it
was decided that no comments would be made. The team believed that responding to the comments
would only add fuel to the fire. Instead, we crafted key statements and addressed each of the situations
by posting on our page.
Clue 9- Phillipa Carrbina’s Suicide
When the CMT heard that Phillipa Carrbina decided to end her life, it was deemed most appropriate for
Culver's to share their condolences. The team also decided to delete the graphic post of her death from
social media for the privacy of Phillipa's friends and family.
No further strategies and tactics were put into action as Nick Rudd and Chelsea Rank were still under
investigation, Phillipa's death was unconfirmed outside of a singular social media post, and her suicide is
not a fault of Culver's.
Clue 10- Robbie National Television Breakdown
When the Crisis Management Team discovered that Robbie Phillips, Director of Menu Development, had
a breakdown on national television, the goals, objectives, strategies, and tactics were immediately
identified.
Goals-Identify Robbie as mentally unstable, denounce his accusations, and maintain Culver's concern for
employee safety.

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Objective-Identify what is being done for Robbie as soon as possible.
 Show that Culver's is concerned for employee safety, including Robbie's mental health.
o Express concern for Robbie at press conference and wish him well.
 Be as transparent as possible and do not hide from the situation.
o Post on social media that we will be holding a press conference.
 Show the public that Robbie is unstable and is seeking help.
o Inform of Robbie's condition during a press conference.
Clue 11- Rioters threaten Culver's franchisees and employees at press conference.
Goal-Inform public that Culver's top priority is the safety of its employees and guests.
Objective-Increase public perception and knowledge of Culver's (safety) priorities.
 Show the importance of team and guest safety to Culver's.
o In the press conference, make sure to address that we will work with authorities to
protect our team if threats continue.
Rationale
The largest decision we had to make in preparation for our press conference was to decide whether
Culver’s wanted to admit to everything and create a campaign to minimize any future damages as much
as possible, deny/combat the claims lobbied against us, or a mixture of the two.
We first began by creating a “benefits vs. costs” model to make sure we fully understood the
consequences of any actions we took. These models examine such repercussions for any legal or
criminal actions taken against us as well as ethical concerns.

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B-C Models
Confirm Allegations
Benefits Costs
Ethical Foreign food defies company beliefs
Honesty has strength, cannot be accused of
covering up or lying
Criminal charges against executives
Able to immediately begin restorative campaign,
healing
Lawsuits against company
Could end in death of company
Deny Allegations
Benefits Costs
Save the company’s image (temporarily) Destroys company (if proven otherwise)
Prevent criminal charges
Must create a campaign to defend the company
before any restoration campaigns
Stand with executives
Shows confidence in the company
“We just want to help”  “Good Samaritan”
These models can also be referenced in Appendix D.
After examining the benefits and costs of either action plan, we decided upon denying the allegations.
The next step was to decide our press conference strategy. We had to decide whether we wanted to
respond defensively, offensively, or a mixture of both. The different options we examined are listed
below:
Defensive Strategies:
 Denounce Robbie’s character, claims, and credibility
 Update on Robbie
 Paid Leave for Mental Health Concerns

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 Paid Administrative Leave
Offensive Strategy:
 Correct Misinformation
 Illness Claims
“Recent reports from the CDC and WHO have concluded that, based upon their research, neither of
these diseases is transferrable through food. We don’t know how they are being transferred from one
person to another, but we are dedicated to helping any way we can.”
Beef Claims
“Here is the comprehensive list of all the farms Culver’s accrues its beef from. After investigation from
the FDA, all of our farms are legitimate businesses and we are cooperating with them to verify the
legitimacy of all of our distribution centers as well.”
After examining all of the possible strategies and messages for each, we decided to stand with Robbie
and only denounce his claims. We updated everyone on his condition, announcing that he has checked
himself into a mental health institute because of his stress in the situation. We felt this gave us a vote of
confidence from the public as we were standing tall with one of our executives as well as someone who
had defamed our company’s key beliefs. We then decided that we had the best chance of gaining
positive public perception from countering our connection to the disease as we had researched reports
from leading experts in both diseases that claimed that both were transferred from human contact, not
food. Commenting on the legitimacy of our producers and distributors would have been a much more
monumental task as we had already been accused of bribing government officials as well as farmers.
Rejected Solutions
The Crisis Management Team worked through several different scenarios when deciding on possible
solutions for our crises. When we got the clue regarding Robbie's breakdown on national television, our
clue suggested Robbie had suffered from a mental breakdown. Our initial solution was to attempt to
discredit Robbie's claims as coming from someone who was mentally unstable. We would downplay any
and all accusations that Robbie claimed and consider ways to refute the claims. This solution was
rejected due to the fine line between dismissive and being labeled inconsiderate.

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During the large media blitz following the initial clues our initial reaction was going to be to reply to
every individual post on the Facebook page in an attempt to seem concerned and personable. Replying
to the Facebook comments quickly became too difficult to manage due to the number of comments that
were being posted as well the number of false and elaborate claims made against Culver's. This solution
was rejected in lieu of larger posts that visitors to the Facebook page could reference.
As a group we were originally planning on discussing the accusations brought forth by Philippa CarrBina
and Danielle BiFernandez as well as addressing the public suicide note of Philippa. After much
consideration we decided to reject this idea with reasoning. The first was that it was impossible for
Culver's to determine whether or not the sources of this information were accurate and true. What
originally set us off was that every other clue came from a legitimate source like the CDC, FDA, New York
Times or CBS. We also chose not to make a statement about Danielle of Philippa due to the fears of
copycat incidents and the nature of the claims possibly being false.
Our final rejected solution was firing Nick Rudd and Chelsea Rudd during the initial accusations. Initially
our gut reaction was to remove both individuals from their respective positions until the investigations
were complete. After deliberation it was agreed that this was a knee-jerk reaction and could possibly
show that we do not stand by our employees and by firing them could possibly indicate that they are
guilty. By indicating that we were placing the two in administrative leave and fully cooperating with the
investigation was the appropriate middle ground for Culver's to pursue.
Overall, there were a lot of small ideas that were built up into possible solutions that eventually were
rejected. It was crucial for our group to be open to new ideas and any possible attempt to seriously work
towards repairing the reputation of Culver's and its stakeholders while also working to contain the crisis.
Given more time some of these rejected solutions may have worked and proved beneficial to our crises
but due to limited time and deadline restraints we needed to focus on streamlining effective solutions
instead of struggling to make a possible solution work.
Post-Crisis Evaluation
As defined in our post crisis evaluation forms, our CMT has identified five critical steps that must be
followed in order to ensure an effective, thorough and successful evaluation. The first step lays the
foundation for the evaluation and entails the collection, recording and evaluation of the notes and data
taken from crisis records of the CMT. Crisis records include information from Incident report sheets,
Crisis management worksheets, Stakeholder contact worksheets, informational logs and any

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miscellaneous notes a member from CMT may have written or obtained. By analyzing this data, the CMT
will be able to determine and identify and significant oversights or mistakes that may have occurred.
The second step of the evaluation consists of the collecting, recording and analysis of stakeholder
feedback. The stakeholders as identified have a significant amount of interest in the crisis and an
ineffective implementation of a crisis strategy could lead to negative effect on trust, engagement and
ultimately support from the stakeholders. The CMT will be conducting surveys, focus groups and
individual interviews in order to gain insight and feedback as a way to allow the CMT to understand
where the crisis was properly handled from the stakeholder's point of view as well as where
improvements should be implemented.
The third step requires the CMT to collect and analyze all records from the organization through
interviews, focus groups and surveys. The data obtained should give a broad but thorough
interpretation of team members, organization employees as well as executives and the board of
directors. This information is from the scope of those embroiled by the crisis at an internal perspective.
Summarization of the results will allow the CMT to gain helpful insight to how the crisis affected
employees who are actively working for a company that may not have a positive public perception.
The fourth step is accumulating and evaluating all media reports from journalists, news agencies, blogs
and social media. This information should be obtained from scanning of print media as well as online
publications. Comments are an invaluable source of data that can be used to gauge and understand how
public perception of the organization and those involved with the crisis change with the evolution of the
crisis and updated facts. The fifth and final step of this process is to compile and complete all data for
the post crisis evaluation worksheets. This purpose of these worksheets is to determine and analyze the
strength and areas of improvement for the CMT. As a result the CMT will be better informed and
equipped to determine and implement any changes required to update and streamline the crisis plan
process.
It is critical for the CMT to perform such an extensive investigation and evaluation of Culver's to better
understand the areas where the team will be able to improve. Evaluating the crisis gives the CMT an
opportunity to assess key aspects of the organization as well as the overall effectiveness of the press
conference. This five step approach allows the CMT to examine the crisis from varying stages and
determine changes that positively as well as negatively impacted the overall situation. By taking the
approach that the Crisis Management Plan is a living document and identifying as well as altering the

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Crisis Management Plan, the CMT will become more efficient and effective in the event of a potential
crisis in the future.
The CMT was very effective in determining possible outcomes and had three completed press
conferences planned as a result. Depending on the development of events leading up to the press
conference the CMT was able to determine the best approach with the information given. Culvers key
message must remain clear and concise which will prevent the overall goal of the press conference from
being overcome by the news media and the crisis itself. By limiting speakers Culver's will be able to
provide factual information from a single source which will limit the potential for confusion and
conflicting statements from Culver's officials.
Once the CMT announces that the crisis is managed and under control, the team must monitor for any
indication of uncertainty or uprising following the announcement. By identifying potential issues
through consistent scanning the CMT will be able to mitigate any potential subjects that might instigate
another crisis or incident. Upon completing evaluation the CMT will be able to work on restoring public
trust and the reputation of the organization with the main goal being a strengthening of public opinion
in the event of a potential crisis at a later date.
While a portion of the crisis that Culver's experienced was a part of the initial Crisis Management Plan,
the CMT was unable to accurately forecast and implement an effective strategy due to the magnitude of
the crisis that Culver's was confronted with. With the understanding that "anything is possible" the
Culver's CMT chose to elaborate on situations that were deemed most plausible for the organization to
experience. While our actual crisis included elements of a criminal crisis related to the human trafficking
allegations as well as the product crisis of the infected beef served to customers, the reputation and
trust lost that Culver's experienced as a result of a CMT member going on national television and outing
all allegations as true may have had the largest impact on the organization.
Overall, the research and planning conducted by the CMT allowed for all of our crises to be effectively
handled which enabled the CMT to construct messages for the public that directly dealt with the crises
experienced. Our deep knowledge of the organization as well as outside resources made available to the
CMT allowed the team to craft and implement strategies that each member was able to manage. Our
team stood by the results of our decisions and believe that with the information given, the options
chosen by the team were for the best interest of the organization.

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So What?
The largest takeaway that our group agreed on in regards to this final case was that sometimes even the
most extensive planning may not be enough for what life has in store. Sometimes there are so many
decisions that need to be made that some of the most minor ideas that were overlooked turn out to be
the largest oversights an organization can make. Generally speaking, our groups’ consensus was that by
working to prepare all of our group members for the press conference we would have a better chance of
successfully completing the press conference.
However, this concept also has its disadvantages and the old adage "too many cooks in the kitchen"
comes into play. Time and time again it proved difficult for our group to establish one agreed upon
strategy and instead broke into several micro-strategies that soon became difficult to keep organized. At
one point we were establishing two different social responsibility campaigns, designing four different
press conferences, writing a media kit and developing key statements in such a limited amount of time
that everything became a top priority and difficult to manage. While our group proved successful in this
approach it became evident that focusing and streamlining our messages would have made this process
much easier to handle.
When dealing with the food-borne illness it was agreed that we should have recalled the red meat
sooner and performed much more research especially as the onset of the outbreak on the diseases that
infected so many people. We should have established a letter from the CEO addressing the illness
concerns and directed our social media posts to the letter instead of attempts to respond to every post
received. Several times a message was posted and due to time constraints were riddled with grammar
and spelling errors as well as containing incorrect information. While these mistakes were quickly
corrected, it took even more time away from tasks that needed attention.
In regards to the human trafficking allegations our group chose to minimize the amount of time on the
subject. Due to the lack of information regarding who the victims were as well as the lack of credible
sources it was agreed by the group that this information did not need the attention that the food-borne
illness and the outcome televised breakdown of our group member required. Unfortunately, this was a
bad decision and as a result our social responsibility campaign suffered from poor execution.
The multi-faceted approach our group took proved effective when analyzing data and constructing
messages. However, when it came time to share our findings with our audience our key messages
became buried with too many details available and the value of our analysis was lost. Overall, audience

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feedback was largely positive and the improvements suggested were also improvements identified by
the group independently. We are proud of the work we've accomplished and consider this experience
humbling. The commitment that each member displayed and the rallying the group engaged in as
deadlines approached proved that under immense pressure we are capable of creating high quality
work. The complexity of our case and dynamic chemistry of our group proved to be a perfect fit that
allowed our group to overcome such an extreme crisis.

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Appendices
Appendix A: Crisis Plan
For this purpose, the Crisis Plan’s cover page and Table of Contents has been deleted. We’ve also
highlighted the parts we used/found relevant to our case, besides the basic information. The Crisis Plan
ends after the media kit.
Letter from the CEO
To the reader,
This plan includes everything needed to respond to a crisis in an effective and efficient manner, ensuring
that Culver’s is protected no matter the situation. These situations may have the power to harm our
company’s honor, values, and reputation. It is crucial to remember that a crisis can happen at any time;
therefore we must be well equipped to handle anything that comes our way.
The following pages contain necessary information regarding contacts, potential situations, policies,
procedures, strategies, and evaluation. These steps will provide a general guideline for a crisis, but will
need to be adapted to the specific case. The plan will help make certain that we are well-prepared in the
event that a crisis would occur. Recovery from any crisis is necessary for our company’s survival.
Also included is a media kit, an Incident Report Form, various visual aids, and other related information
in the appendices. A specific breakdown of all plan items can be found on the previous page in the Table
of Contents.
Using this plan, we aim to protect our company while upholding the strong community values Culver’s is
known for.
Sincerely,
Katie Vlachina
Chief Executive Officer, Culver Franchising System, Inc.

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Contact Lists and Information
Headquarters Address and Support Center
Culver Franchising System, Inc. (CFSI)
1240 Water Street
Prairie du Sac, WI 53578
Phone: (608) 643-7980
Chief Executive Officer
Katie Vlachina
Phone: (920) 290-4127
Email: vlackr30@culvers.com
Director of Corporate Communication
Nick Rudd
Phone: (414) 517-2475
Email: ruddns10@culvers.com
Legal Advisor and Senior Strategist
Dakota Orlich
Phone: (920) 366-3187
Email: orlidr24@culvers.com
Director of Human Resources
Chelsea Rank
Phone: (920) 973-9301
Email: rankca20@culvers.com
Director of Menu Development
Robbie Phillips
Phone: (920) 342-3429
Email: philrj21@culvers.com
Head of Security
Josh Clearwater
Phone: (715) 432-1653
Email: cleajt08@culvers.com

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Crisis Control Center
For the sake of effectively managing any crisis that occurs, we have chosen to allocate three high-tech, fully
equipped Mobile Crisis Control Centers (MCCCs). The MCCCs are busses that have been modified to include
everything needed in the event of a crisis. They provide an effective, yet comfortable problem-solving
environment.
Culver’s has decided that the MCCCs will be in the following strategically locations:
 Prescott, Arizona
 Madison, Wisconsin
 Washington, D.C.

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Crisis Management Team
Profiles
Katie Vlachina, CEO
Ms. Vlachina completed her undergraduate degree at University of
Wisconsin-Green Bay, and went on to earn her MBA at Cardinal Stritch
University, and immediately acquired a position at Oshkosh Corporation.
She joined Culver’s 9 years ago as the VP of Business Development, and
took the position of Chief Executive Officer 4 years ago. Ms. Vlachina
continuously drives the company towards success while maintaining
Culver’s strong values and morals.
Nick Rudd, Director of Corporate Communication
Mr. Rudd has been working with Culver's all of his life. He started as a
team member in the store and worked his way up to where he is now.
After graduating with his Communication degree from the University of
Wisconsin-Green Bay, he worked his way through the levels of Corporate
Communication until he accepted the Director position after 10 years of
working with the company. Mr. Rudd loves Culver's and everything the
company represents and will do everything in his power to make sure that
Culver's thrives into the future.
Dakota Orlich, Legal Advisor and Senior Strategist
Graduate of the University of Wisconsin-Green Bay's renowned
Communication program and Harvard College of Law, Ms. Orlich brings a
unique skill set to our team. With 6 years of experience working as
Schneider's Senior Strategist and serving two terms as District Attorney of
Brown County, she has a strong communication and legal background. She
joined the Culver’s family 4 years ago. As Legal Advisor and Senior Strategist,
Ms. Orlich will ensure that Culver's continues to build strong relationships
built on trust.

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Chelsea Rank, Director of Human Resources
With over 10 years of experience as the Compensation Analyst at Kohler
Company, Ms. Rank became familiar with compensation market pricing,
consultation, and wage proposals. She led compensation surveys annually;
including base, bonus, and total compensation for all associates globally.
Today, Ms. Rank oversees all Human Resource activities for the Culver’s
Franchise. She manages HR policies; labor agreements, insurance and
compensation plans, among other things. She continuously implements a
succession planning process, engages employees so they achieve overall
job satisfaction, manages the recruitment and onboarding processes, implements online application
systems, and strategizes the compensation & benefit plan design.
Robbie Phillips, Director of Menu Development
As Director of Menu Development, Robbie Phillips leads the team
responsible for the creation, testing and rollout of new and improved
menu items at Culver's. Mr. Phillips’ group includes the culinary team,
consisting of chefs, food scientists and nutritionists. His mission is to
create delicious food with increasingly healthy and sustainable
ingredients. He received his Culinary Arts degree at Tante Marie
Culinary Academy in the United Kingdom. A Green Bay native, Mr.
Phillips then returned to Wisconsin and graduated from University of
Wisconsin-Green Bay with a degree in Communication. Mr. Phillips
began his career at Culver's in 2005 as an intern before joining the Marketing team as Director of
Marketing Education (additionally to his position on this team), where he creates new marketing tools
and trains restaurant operators.
Josh Clearwater, Head of Security
Mr. Clearwater served as a Senior Security/Risk Management executive with
over 8 years of experience in corporate security. He has a successful record
leading federal law enforcement, risk management, and security initiatives.

25 | P a g e
Accomplishments include designing, building consensus for, implementing, and management of Culver’s
corporate services programs. These programs include physical security, information security and data
privacy, corporate investigations, and crisis management, among others. Mr. Clearwater spent four
years as a United States Marine. He then went on to acquire a degree in Public Administration and Policy
from Northwestern University in Illinois.

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Promises
Each individual on the Culver’s Crisis Management Team has read and agrees to follow this Crisis
Management Plan in the event of an emergency. Our signatures are indicative of our promise to Culver
Franchising System, Inc. and the confidentiality and adherence of its Crisis Management Plan.
KATIE VLACHINA NICK RUDD
DAKOTA ORLICH
ROBBIE PHILLIPS JOSH CLEARWATER
CHELSEA RANK

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Key Publics
All key publics will be contacted with messages tailored to their specific groups.
Publics
Internal
Executives
Support Team
Owner-Operators
Team Members
Investors
External
Media
Customers
Legislators
Suppliers
Distributors
Competitors

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Crisis Situations
There are many potential crises that can occur. Possible crises for Culver's can be internal or external, as
well as controllable or uncontrollable. The crises would affect Culver's financially, personally, and
damage the company's reputation.
We, Culver's crisis management team, have scanned issues and held brainstorming sessions to evaluate
a number of potential crises that could happen. The following list gives an idea of what to expect in
terms of possible crises.
The potential crises are divided into seven different categories. They are as follows:
1. Reputation- including trademark infringement, logo tampering, rumors, and/or slander
2. Economic- including a stock market crash, a merger, or bankruptcy
3. Criminal- including managerial embezzlement, illegal actions by employees, fraud, and/or
failure to comply with regulations
4. Informational- including IT hacking and proprietary leaks
5. Environmental- including chemical spills, environment damage, water contamination, as well as
natural disasters
6. Personnel- including strikes, exodus of key employees, and workplace violence/vandalism
7. Product- including industrial accidents, supply breakdown, and food tampering and/or tainting
An important note is that many of the crises can be classified into more than one category. Keeping that
fact in mind, it is important to examine the many implications a crisis could have before developing
specific strategies for Culver's to implement.

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Policies and Procedures
Reputation Crisis
Notify: For a crisis involving the reputation of the company that includes trademark infringement, logo
tampering, rumors, and/or slander please contact Nick Rudd, Director of PR and Corporate
Communication; Dakota Orlich, Legal Advisor and Senior Strategist; and Katie Vlachina, CEO.
Assess: Monitor all media outlets and report any concerns. Hold a staff meeting to address the crisis
and measure the damage it has caused.
Resolve: Hold a press conference shortly after the assessment to address the damage that has been
done. Focus on the key messages, create a plan to address stakeholder concerns, and tailor a press
release for the media.
Research Feedback: Survey all stakeholders and consumers to assess and resolve any negative feedback.
Economic Crisis
Notify: For an economic crisis that includes a stock market crash, a merger, or bankruptcy, please contact
Dakota Orlich, Legal Advisor and Senior Strategist; Katie Vlachina, CEO; Chelsea Rank, Director of
Human Resources; and Nick Rudd, Director of PR and Corporate Communication.
Assess: Closely monitor sales, the stock market and any financial inconsistencies. Hold a staff meeting to
address the crisis as soon as possible. Time is of the essence and the company needs to limit the impact
of the financial crisis immediately.
Resolve: Hold a press conference to inform about the financial losses and address any stakeholder or
employee concerns. Tailor a press release for the media based on the most recent information.
Research Feedback: Continue to monitor stock activity, the media and survey anyone affected by the
crisis situation.
Criminal Crisis
Notify: For a criminal crisis that includes managerial embezzlement, illegal actions by employees, fraud,
and failure to comply with regulations please contact Joshua Clearwater, Head of Security; Katie
Vlachina, CEO; Chelsea Rank, Director of Human Resources; Dakota Orlich, Legal Advisor and Senior
Specialist; and Nick Rudd, Director of PR and Corporate Communication. If a criminal crisis were to
occur, law enforcement would need to be notified.

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Assess: Work with and cooperate with law enforcement to sort the facts of the situation and conduct
personal interviews of impacted parties to gain insights and feedback.
Resolve: Hold a press conference to address the media, customers, and public about the situation.
Additionally, set up personal interaction opportunities with employees to answer questions and clarify
the situation. Finally, effectively communicate with stockholders, and vendors to (1) maintain clarity on
the situation (2) communicate how the bottom line and operations will be impacted and (3) assure
appropriate steps are being taken for the future.
Research Feedback: Conduct surveys, follow up interviews, and meetings to gain feedback on how
impacted parties and publics are feeling about the situation.
Informational Crisis
Notify: In the event of an Informational crisis, which may include IT hacking and proprietary leaks,
please notify Joshua Clearwater, Chief of Security; Nick Rudd, Director of PR and Corporate
Communication; Katie Vlachina, CEO, and Dakota Orlich, Legal Advisor and Senior Strategist.
Assess: Actively assess potential proprietary damage due to informational leaks.
Resolve: Plan a press conference to address the damage done to the brand, including (1) key messages,
(2) a plan to address stakeholder concerns, (3) create a press release for the media, and (4) evaluate
potential need for increased server security.
Research Feedback: Upon implementation of improved security measures, reassure all stakeholders that
the issue has been effectively dealt with.
Environmental Crisis
Notify: In the event of an Environmental crisis, which includes chemical spills, environment damage,
water contamination, as well as natural disaster; please notify Nick Rudd, Director of PR and Corporate
Communication; Dakota Orlich, Legal Advisor and Senior Specialist; and Katie Vlachina, CEO.
Assess: Actively monitor media outlets, hashtags, aggregator sites, social media, and assess the intensity
of concerns. Meet with Legal Team to assess possible legal implications, and potential responsibilities.
Hold a meeting with staff to inform of crisis and how it has impacted the business.
Resolve: Plan a press conference to address the damage done to the brand, including (1) key messages,
(2) a plan to address stakeholder concerns, express remorse and concern, apologize, and offer solutions
for future prevention and (3) create a press release for the media.

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Research Feedback: Survey stakeholders and consumers to see if negative attitudes have formed.
Personnel Crisis
Notify: In the event of a personnel crisis, which includes strikes, exodus of key employees, and workplace
violence/vandalism, please notify Joshua Clearwater, Head of security; Nick Rudd, Director of PR and
Corporate Communication; and Katie Vlachina, CEO.
Assess: Monitor the situation and decide if local authorities need to be contacted. Keep an eye on the
media to determine if further action needs to be taken.
Resolve: In dealing with workplace violence and vandalism, the goal is to get to the root of the issue.
We would work with the authorities to ensure that the workplace will be safe for the employees. Then
ensure that the incident does not occur again. If there is an issue internally, it should be dealt with and
employees must be informed against negative behavior. In this case the code of conduct must be re-
examined to include anything that is not already covered or made clearer.
Research Feedback: Poll employees on their feeling on any new rules or policies that have been in place.
In the case of vandalism or violence, make sure employees feel safe and there are no more incidents.
Product Crisis
Notify: : In the event of a product crisis, which includes industrial accidents, supply breakdown, and food
tampering and/or tainting, please notify the appropriate authorities, as well as entire Crisis Team.
Assess: Monitor the situation as it unfolds and assess the damage to any personnel and property. Work
with authorities to get a picture or the situation and hold a meeting to discuss the crisis.
Resolve: Get the danger under control and assess the situation. Create a plan to correct what has
caused the crisis and implement it. Hold a press conference or release a statement detailing the
situation and outlining the procedures that are being made to ensure that the crisis will not happen
again. Also explain what will be done for those directly affected by the crisis.
Research Feedback: Keep plan in place to deal with issues and highlight the recovery effort in the case of
large damage.
Rehearsal Dates
In order to be prepared for various crises, all day training events will take place every three months at
9:30AM-3:30PM. This is to ensure that our skills, policies, and procedures are up to date. These events

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are mandatory for all support staff. Any questions can be directed to Chelsea Rank, Director of Human
Resources.
For 2016, the dates are as follows:
 Friday, January 15, 2016
 Friday, April 15, 2016
 Friday, July 15, 2016
 Friday, October 14, 2016

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Strategy Checklist
In evaluating the implemented strategy the Crisis Management Team will ensure that the plan was
followed. If the checklists provided are followed and for whatever reason the results reflect that the
actions taken were ineffective, the team will know that the plan itself must be modified. The checklists
will also act as a reminder of the steps that must be taken in the event of a crisis. The strategies will
differ for each of the following 7 categories of crisis:
1. Reputation- including trademark infringement, logo tampering, rumors, and/or slander
2. Economic- including a stock market crash, a merger, or bankruptcy
3. Criminal- including managerial embezzlement, illegal actions by employees, fraud, and/or
failure to comply with regulations
4. Informational- including IT hacking and proprietary leaks
5. Environmental- including chemical spills, environment damage, water contamination, as well as
natural disasters
6. Personnel- including strikes, exodus of key employees, and workplace violence/vandalism
7. Product- including industrial accidents, supply breakdown, and food tampering and/or tainting
To ensure the plan has been followed, please use the following checklists:
Reputation Crisis
□ Were the correct Crisis Management team members contacted?
o Nick Rudd, Director of Corporate Communication; Dakota Orlich, Legal Advisor and
Senior Strategist; and Katie Vlachina, CEO.
□ Was a staff meeting held to address the crisis and measure the damage?
□ Are all media outlets being monitored? Have concerns been reported to the team?
□ Was a press conference held shortly after the assessment? Did we address the damage that has
been done, focus on the key messages, create a plan to address stakeholder concerns, and tailor
a press release for the media?
□ Did we survey all stakeholders and customers and resolve negative feedback?
Economic Crisis
□ Were the correct Crisis Management team members contacted?

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o Dakota Orlich, Senior Strategist; Katie Vlachina, CEO; Chelsea Rank, Director of Human
Resources; and Nick Rudd, Director of Corporate Communication.
□ Did we loosely monitor sales, the stock market and any financial inconsistencies?
□ Did we hold a staff meeting to address the crisis as soon as possible? Time is of the essence and
the company needs to limit the impact of the financial crisis immediately.
□ Did we hold a press conference to inform about the financial losses and address any stakeholder
or employee concerns? Did we tailor a press release for the media based on the most recent
information?
□ Did we continue to monitor stock activity, the media and survey anyone affected by the crisis
situation?
Criminal Crisis
□ Did we contact the appropriate Crisis Management Team members?
o Josh Clearwater, Head of Security; Katie Vlachina, CEO; Chelsea Rank, Director of Human
Resources; Dakota Orlich, Legal Advisor and Senior Strategist; and Nick Rudd, Director of
Corporate Communication.
□ Were law enforcement notified?
□ Did we conduct personal interviews of impacted parties to gain insights and feedback?
□ Did we hold a press conference to address the media, customers, and public?
□ Did we set up personal interaction opportunities with employees to answer questions and
clarify the situation?
□ Did we effectively communicate with stockholders, and vendors to (1) maintain clarity on the
situation (2) communicate how the bottom line and operations will be impacted and (3) assure
appropriate steps are being taken for the future?
□ Did we conduct surveys, follow up interviews, and meetings to gain feedback on how impacted
parties and publics are feeling about the situation?
Informational Crisis
□ Did we notify the proper Crisis Team Members?
o Josh Clearwater, Chief of Security; Nick Rudd, Director of Corporate Communication;
Katie Vlachina, CEO, and Dakota Orlich, Legal Advisor and Senior Strategist.
□ Did we actively assess potential proprietary damage due to informational leaks?

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□ Did we plan a press conference to address the damage done to the brand, including (1) key
messages, (2) a plan to address stakeholder concerns, (3) create a press release for the media,
and (4) evaluate potential need for increased server security?
□ Upon implementation of improved security measures, did we reassure all stakeholders that the
issue has been effectively dealt with?
Environmental Crisis
□ Did we notify the correct members of the Crisis Management Team?
o Nick Rudd, Director of Corporate Communication; Dakota Orlich, Legal Advisor and
Senior Strategist; and Katie Vlachina, CEO.
□ Did we actively monitor media outlets, hashtags, aggregator sites, social media, and assess the
intensity of concerns?
□ Did we meet with the Legal Team to assess possible legal implications, and potential
responsibilities?
□ Did we hold a meeting with staff to inform of crisis and how it has impacted the business?
□ Did we plan a press conference to address the damage done to the brand, including (1) key
messages, (2) a plan to address stakeholder concerns, express remorse and concern, apologize,
and offer solutions for future prevention (3) create a press release for the media?
□ Did we survey stakeholders and consumers to see if negative attitudes have formed?
Personnel Crisis
□ Did we notify the correct members of the Crisis Management Team?
o Josh Clearwater, Head of security; Nick Rudd, Director of Corporate Communication;
and Katie Vlachina, the CEO.
□ Did we monitor the situation and decide if local authorities need to be contacted?
□ Did we keep an eye on the media to determine if further action needed to be taken?
□ Did we get to the root of the issue?
□ Did we work with the authorities to ensure that the workplace will be safe for the employees?
□ Did we find a way to ensure that the incident does not occur again?
□ If there is an issue internally, did we deal with it and informed employees against negative
behavior?
□ Was the code of conduct re-examined to include anything that is not already covered or made
clearer?
□ Did we poll employees on their feeling on any new rules or policies that have been in place?

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□ In the case of vandalism or violence, did we make sure employees feel safe and there are no
more incidents?
Product Crisis
□ Did we notify the appropriate authorities?
□ Did we notify the entire Crisis Team?
□ Did we continue to monitor the situation as it unfolded and assess the damage to any personnel
and property?
□ Did we work with authorities to get a picture on the situation?
□ Did we hold a meeting to discuss the crisis?
□ Did we get the danger under control and assess the situation as quickly as possible?
□ Did we create a plan to correct what has caused the crisis and implement it?
□ Did we hold a press conference or release a statement detailing the situation and outlining the
procedures that are being made to ensure that the crisis will not happen again?
□ Did we explain what will be done for those directly affected by the crisis?
□ Did we keep a plan in place to deal with issues and highlight the recovery effort in the case of
large damage?

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Strategic Responses
In the event of a crisis situation, Culver's must respond in a sensitive and timely manner. Stakeholders
should be contacted before the company addresses the situation publically. Culver's will do the
following in response to the different categories of crises:
Reputation
 Email stakeholders acknowledging the rumors. Make sure to reassure the importance of their
company reputation. Promise to update on the progress of the situation (newsletters) and invite
them to call Legal advisor and Senior Strategist Dakota Orlich with any concerns.
 Email internal and external stakeholders, including all employees, newsletter updates as the
situation progresses. Assure all stakeholders that Culver's is working to minimize damage to the
company reputation. Ask internal stakeholders not to talk to the media regarding the rumors.
 Hold a press conference to acknowledge the existence of the rumors and to respond to the
validity of the accusations. Make sure to direct questions to Legal Advisor and Senior Strategist
Dakota Orlich.
 In the press conference, assure customers that the rumors have not and will not compromise
Culver's products and services. Let customers know that Culver's will continue to uphold the
company's historic values and thank them for their loyalty to the company.
Sample responses to a reputation crisis:
 Stakeholders: "Culver Franchising System, Inc. is aware of the rumors and wishes to assure you
that your company reputation is of utmost importance to us. We will continue to investigate the
situation and get to the bottom of this as soon as possible. If you have any questions regarding
the allegations please call Legal Advisor and Senior Specialist Dakota Orlich at (920) 366-3187."
 Media: "Culver Franchising System, Inc. acknowledges that there are rumors regarding ____,
though they are false. If you have any concerns regarding the allegations please call Legal
Advisor and Senior Specialist Dakota Orlich at (920) 366-3187."
Economic
 Email stakeholders addressing the economic situation. Assure stakeholders that reputation is of
utmost importance to us and that we are working to minimize the effects of the situation at
hand.

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 In the event of a Culver's-only situation (bankruptcy), hold a press conference to address the
situation and how the company is responding.
 Utilize social media to state that the company is still standing strong on its feet (if applicable).
Sample responses to an economic crisis:
 Stakeholders: "[Insert current economic situation]. We wish to assure you that your company
reputation is of utmost importance to us and that we are working to minimize the effects of the
situation. Please contact Nick Rudd, Director of Corporate Communication with any questions or
concerns."
 Media: "Culver Franchising System, Inc. acknowledges [insert economic situation]. Company
operations will continue functioning as normal at the store level."
Criminal
 Email stakeholders informing them of the discovery and the ongoing investigation. Confirm
details (legalities permitting) and inform of employees on administrative leave resulting from
the criminal allegations. Make sure to detail further actions Culver's is taking, including
cooperation with law enforcement.
o Promise stakeholders that they will be kept informed and that Culver's recognizes their
importance to the company. Reassure stakeholders that reputation is of utmost concern
to Culver's.
 Hold a press conference to inform the media of the investigation. Make sure to include the
actions Culver's is taking, including administrative leave of employees, cooperation with law
enforcement, etc.
Sample responses to a criminal crisis:
 Stakeholders: "Culver Franchising System, Inc. acknowledges [incident, legalities permitting].
The situation is currently under investigation and no details have been confirmed. [Name of
criminal employee] is on administrative leave without pay until further notice. We wish to
assure you that your company reputation is of utmost concern; corrective actions will be taken
to assure no such situation arises in the future. Culver's will keep you informed on all of the
measures and proceedings in the days to come."
 Media: "Culver's acknowledges [insert incident, legalities permitting]. We are working with law
enforcement to investigate the case; details of the situation have not yet been confirmed.

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[Employee] is on administrative leave without pay until further notice. More information will be
released as it becomes available. Please email Dakota Orlich, Legal Advisor and Senior Strategist
at orlidr24@culvers.com with any concerns."
Informational
 Email stakeholders informing them of the leak. If possible, identify the source of the leak and
the damage done. Inform of steps taken and ensure that Culver's will continue to investigate
until they have the necessary answers.
o If the damage from the leak appears to be minimal make sure to reassure stakeholders
that there is no need for concern. However, do apologize for any negligence that may
have led to the unintended exposure, and promise them that the IT team and Head of
Security are working to make sure it a similar exposure doesn't happen again.
 Ask stakeholders to watch their email for further information regarding the exposure.
 Hold a press conference to acknowledge the exposure of company information. Inform the
media that Culver's has no intentions of withholding or hiding any information, and that the
information is kept private solely as a security measure.
Samples responses to an informational crisis:
 Stakeholders: "[Time of incident] it came to Culver's attention that [describe information leak
and content of leak]. Culver's Culver Franchising System, Inc. apologizes for any negligence that
may have led to this unintended exposure. Our IT team and Head of Security are investigating
the situation to find the source and ensure that no such leak occurs again. While the damage
appears to be minimal, our team is continuing to evaluate the situation. Please recognize that
your company reputation is of utmost importance to us and that reputation will be at the center
of Culver's focus in the days to come. Please check your email in the days and weeks to come for
more information and contact Josh Clearwater, Head of Security, with any concerns."
 Media: "Culver Franchising System, Inc. acknowledges the recent exposure of company
information. The information was kept private for security reasons; Culver's has no intentions of
withholding or hiding information. Please email Head of Security, Josh Clearwater, at
cleajt08@culvers.com with any further questions."
Environmental
 Email stakeholders informing them of the investigation. Assure them that we will be working as
fast as possible to resolve all related issues and that Culver's will assist all victims. Apologize for

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any negligence that may have caused the situation. Direct questions and concerns to Legal
Advisor and Senior Specialist Dakota Orlich.
 Hold a press conference to acknowledge any wrongdoing on Culver's behalf. Promise to take
whatever action necessary to ensure the incident is fully resolved and all victims are assisted.
Make sure that Culver's sincere regret is evident.
 Utilize social media to publically apologize and take responsibility for any wrongdoing. Show
that Culver's cares and is doing all that it can to make the situation right. In the event of a
natural disaster, use social media to display Culver's concern for victims and/or any help Culver's
may be providing.
 Use the website to show what Culver's is doing to make sure a catastrophe doesn't happen
again.
Sample responses for an environmental crisis:
 Stakeholders: "Culver Franchising System, Inc. is currently investigating ______. We assure you
that we will be working as fast as possible to resolve all related issues. Culver's promises to take
whatever action necessary to ensure the incident is fully resolved and all victims are assisted.
Further details regarding the situation and steps taken towards recovery will be made readily
available. Please contact Legal Advisor and Senior Specialist Dakota Orlich with any questions
and concerns."
 Media: "Culver Franchising System, Inc. is working as fast as possible to resolve all issues related
to the _______ misfortune. Culver's plans to take whatever action necessary to ensure the
incident is fully resolved and all victims are assisted. All victims and their families are in our
thoughts."
Personnel
 Email stakeholders concerning the details of the situation. Make sure to emphasize if Culver's is
working with law enforcement and that they will be kept updated.
 Hold a press conference to address the available details of the situation.
 Make sure to address, to stakeholders and media, what is known and what is unknown.
 Ask that anyone with information contact law enforcement.
 Direct questions to Head of Security, Josh Clearwater.
Sample responses to a personnel crisis:

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 Stakeholders: "[Insert incident and facts]. We are investigating the situation and working to
disentangle the situation as quickly as possible. Culver's is working with law enforcement and
asks that anyone with information regarding the incident to contact them. You will be notified
as soon as we know more about the situation. Please contact Head of Security, Josh Clearwater,
with any concerns regarding this morning's events. Culver Franchising System, Inc. thanks you
for your continued support."
 Media: "Early this morning, [insert incident--including facts]. Culver's is investigating the
situation and is working to disentangle the situation as quickly as possible. Please contact Josh
Clearwater, Head of Security, at (715) 432-1653 with any further questions and concerns. If you
have any information that could potentially further the investigation, please contact local law
enforcement without delay. We have no further information at this time."
Product
 Email stakeholders that Culver's regrets to inform them of the product situation. Make sure to
identify those that are affected, and that Culver's takes full responsibility for the inexcusable
incident. Make sure to identify the authorities that Culver's is working with to resolve the issue.
o Remind stakeholders of Culver's mission and promise that it will be upheld.
 Hold a press conference to address what the company knows and doesn't know. Identify all local
authorities Culver's is currently working with to resolve the problem and steps being taken to
prevent future issues. Mention that the situation is inexcusable and provide sincere apology to
all affected. Ask that any other victims contact Director of Human Resources, Chelsea Rank.
Sample responses to a product crisis:
 Stakeholders: "Culver Franchising System, Inc. regrets to inform you that ____ people were
affected by ____. The situation is inexcusable. Culver's will continue its investigations to ensure
no such situation takes place again. Culver's mission to ensure that everyone who chooses
Culver's leaves happy will remain a priority during this time. [Insert explanation of what is being
done for victims]. Please direct any concerns to Legal Advisor and Senior Strategist Dakota
Orlich."
 Media: "Culver Franchising System, Inc. regrets to inform you that ______. We know that _____;
however, _____ is still unknown. Culver's will continue to work with local authorities to find the
necessary answers so that no such situation takes place again. Culver's mission to ensure that
everyone who chooses Culver's leaves happy, and it will remain a priority during this time.

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[Insert explanation of what is being done for victims]. If you have any concerns or have been
affected by the incident, please call our Director of Human Resources, Chelsea Rank, at (920)
973-9301. Culver's is working to correct the situation and apologizes for the inexcusable burden
it has placed on its devotees."

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Post-Crisis Evaluation
Before Conducting the Evaluation:
1.
Descriptive notes and record
keeping should be taken by all
members of the Crisis
Communication Team throughout
the crisis. This information will be
used to evaluate effectiveness as
well as streamline processes.
2.
A contingency reserve should
be implemented in the event
of unforeseen circumstances.
The crisis plan must be
changed if any aspect is
deemed ineffective.
3.
After crisis resolution, all
entities and agents related to
the crisis must be subjected to
continuous monitoring.

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Performance Evaluation of Crisis Management
1. Collect, record, analyze and evaluate all notes and data from crisis records
a. Information should be accumulated from Incident Report Sheets, Crisis Management
Team Worksheets, Stakeholder contact and informational records.
b. Summarize and evaluate common, unforeseen and outlying issues.
c. Evaluate records for improvements of Crisis Management Team members.
2. Collect, record, analyze and evaluate stakeholder feedback
a. Information should be accumulated from interviews, focus groups, surveys, solicited and
unsolicited conversations.
b. Summarize and evaluate stakeholder concerns.
c. Evaluate comments for improvements of Crisis Management Team members.
3. Collect, record, analyze and evaluate organizational feedback
unsolicited conversations from team members, organization employees, executives and
the director board.
b. Summarize and evaluate organizational concerns.
4. Collect, record, analyze and evaluate media reports
unsolicited conversations, news sites, comment sections and social media.
b. Summarize and evaluate media and audience concerns.
5. Compile all data and complete the Post Crisis Evaluation Worksheet
a. Determine and analyze strengths and areas of improvement of the Crisis Management
Team.
b. Determine and implement any changes to the crisis plan.

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Post Crisis Evaluation Survey
Evaluation of crisis management is the strategic quality assessment of the crisis team as well as a tool to
understand the impact of the crisis on the organization. It is imperative for an organization to
understand the source of failures or successes after the resolution of a crisis in order to mitigate and
prevent future issues. All members of the crisis management team as well as any individual that was
identified to be affected by the crisis must fill out the enclosed survey to categorize strengths,
weaknesses and areas of improvement for the crisis management team, their processes and the
organization.

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Title of Crisis: _____________________________________ Date: _________________________
Description of crisis:
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Date of Crisis: ________________ Time: ________________ Location: _________________
What was your role in the crisis?
____________________________________________________________________________________
____________________________________________________________________________________
How did the crisis affect you?
____________________________________________________________________________________
____________________________________________________________________________________
Which communication channels were used to send notifications and updates? (Rate effectiveness)
Channel Not Effective Neutral Very Effective
1. ________________ 0 1 2 3 4 5 6 7 8 9 10
2. ________________ 0 1 2 3 4 5 6 7 8 9 10
3. ________________ 0 1 2 3 4 5 6 7 8 9 10
4. ________________ 0 1 2 3 4 5 6 7 8 9 10
5. ________________ 0 1 2 3 4 5 6 7 8 9 10
What did the Crisis Management Team perform effectively?
What does the Crisis Management Team need to improve on?
What changes need to be made to the crisis plan?
What remaining tasks must be completed related to crisis recovery?

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Crisis Management Team Evaluation
Member Name: ________________________________ Date of crisis: __________________
Location: __________________________ Title of Crisis: ______________________________
The Crisis Management Plan was followed correctly. Circle your response
Strongly Disagree Neutral Strongly Agree
0 1 2 3 4 5 6 7 8 9 10
Please describe your reasoning:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
How would you evaluate the overall process? Circle your response
Ineffective Neutral Effective
0 1 2 3 4 5 6 7 8 9 10
Please describe your reasoning:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What was effective about the crisis plan?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What needs to be improved in the crisis plan?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Appendices
Backgrounder
Craig and Lea Culver, along with their parents George and Ruth, opened the first Culver’s restaurant in
their hometown of Sauk City, Wisconsin in 1984 upon the remains of an A&W restaurant. The idea for
the ButterBurger came from Ruth Culver, who made her homemade burgers this way. Frozen custard is,
to this day, Craig’s favorite treat, and he decided to share both of these incredible ideas with the world.
Culver’s originally started poorly, no one knew what ButterBurgers or frozen custard were, and the Dairy
Queen across the street had just started selling their famous blizzards. These two factors combined did
not bode well for Craig and his new business, and it wasn’t until his 2nd year in business that Culver’s
finally turned a profit.
Since then, Culver’s has grown exponentially. With more than 250 restaurants in more than 15 states,
Culver’s is one of the fastest growing restaurant chains in the United States. This hasn’t spread their
efforts too thin; however, as they are constantly making sure that every new restaurant is set up for
success. Every store owner must undergo a 16 week training course before ever opening a restaurant.
This makes sure that they are ready to carry on the Culver’s legacy.

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Risk Assessment Grid

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Incident Report Form
Incident Report Date & Time: __________________
Complete within 24 hours of the incident.
Incident type:
Report By: Dept./Position:
Phone: Email:
Location of incident:
Individuals involved/individual’s contact information (use additional paper if necessary):
1.
2.
3.
What happened? Describe event in detail. Also report any details that may have caused the
incident to occur. Use additional paper if necessary.
What was the outcome? Describe the effects (damages, etc.).
Were corrective measures taken? If so, what were they?
Signature of person completing this form:
__________________________________________________ Date: __________________

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Media Kit
Culver’s
Crisis Management Plan
GOSTBUSTERS

52 | P a g e
Culver’s Facts:
 Culver’s is a supporter of Future Farmers of America (FFA).
 Culver’s uses only 100% Wisconsin Beef.
 Our main values are hard work, genuine hospitality, and fresh, made to order meals.
 Culver’s makes fresh batches of frozen custard daily and features 82 flavors.
 Culver’s Support Center, which houses 50 employees, is based out of Sioux City,
Wisconsin.
 The Support Center houses a 70 seat classroom deemed “Butterburger University.”
 The Culver Franchising System, Inc. was established in 1987, 3 years after the first store
opened.
 The first Culver’s location was in Sauk City, Wisconsin.
For more information about this topic, please contact Legal Advisor & Senior Strategist, Dakota
Orlich, at (920) 366-3187 or by email at orlidr24@culvers.com.

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Welcome to Delicious!
Culver’s is on a mission to ensure that every guest who chooses Culver’s leaves happy. The
mission is not new to Culver’s, though. Since the first store opened in 1984, the Culver family
has focused serving its guests. To this day the mission stands: “Every guest who chooses
Culver’s leaves happy.”
Culver’s doesn’t promise only quality service, however. A huge supporter of Future Farmers of
America (FFA), Culver’s strives on strong relationships with local farmers to ensure quality
products for its guests. The Culver’s signature combination, a ButterBurger and Fresh Frozen
Custard, is a prime example of the promised quality. With batches of frozen custard made daily,
Culver’s ensures that the creamy treat is always fresh. In addition to the 82 flavors of quality
frozen custard, Culver’s ButterBurgers offer fresh, never frozen, 100% Midwest beef.
For more information about our brand or products, please contact Legal Advisor & Senior
Strategist, Dakota Orlich, at (920) 366-3187 or by email at orlidr24@culvers.com.

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Press Release
CULVER’S: NO ONE OWNS ANYONE
Culver’s joins National Human Trafficking Resource Center in ending human trafficking
Sauk City, Wisconsin (December 10, 2105)-- Culver’s is proud to announce their partnership with the
National Human Trafficking Resource Center. The National Human Trafficking Resource Center aims to
end the world-wide human trafficking and sex-trade. As a partner, Culver’s is introducing ‘No One Owns
Anyone,’ a campaign intended to spread awareness of the issue.
Culver's has joined the National Human Trafficking Resource Center (NHTRC) to announce their
campaign ‘No One Owns Anyone' today, a new initiative that is critical to strengthening the world’s
response to human trafficking. The campaign works to provide tools for victims and survivors of human
trafficking to connect with local services, for individuals to report suspected trafficking, and for
practitioners and community members across the country to access information and online trainings.
“We are committed to helping victims and survivors of human trafficking access the services they need
and to increasing public awareness about modern slavery,” said Katie Vlachina, CEO of Culver’s. “NHTRC
is a crucial resource for victims and survivors, service providers, law enforcement, and community
members as our nation works to protect victims and end this crime.”
For more information on Culver’s participation in the fight against human trafficking, please contact
Legal Advisor & Senior Strategist, Dakota Orlich, at (920) 366-3187 or orlidr24@culvers.com.

55 | P a g e
FAQ
Does Culver’s identify itself as fast food?
Culver’s identifies itself as fast, casual dining as every guest who enters a Culver’s restaurant is
encouraged to sit down and wait as their food is made to order and is cooked to perfection.
Why is Culver’s so expensive?
Culver’s will never sacrifice on the quality of its ingredients. This is reflected in the cost of their made to
order foods and delicious custard. Even as prices for beef waver drastically from year to year, Culver’s
makes sure to secure only the best grade chuck and sirloin beef for use at its many restuarants.
Why does Culver’s focus its efforts so heavily on helping and supporting farmers?
Farmers are the reason Culver’s restaurants are successful. Without them, Culver’s would fail and as
such we feel the need to give back as much as we can. We do this through our support of Future
Farmers of America as well as various Breakfast on the Farm events.
How has Culver's changed since Craig stepped down as CEO?
Culver's hasn't changed much since Craig stepped down as CEO. He is still very active in our branding
and commercial spots, and has no plans on stopping anytime soon.
How does Culver's ensure the quality of its food?
We at Culver's do everything we can in order to ensure our food is of the highest quality. This starts
from monitoring the quality of the farms and other suppliers of our fresh, delicious food, and continues
through our distributors. Finally, each store is in charge of making sure their food in store is kept at
Culver's standards of quality by constantly measuring the temperature and freshness of every food in
their store.
What does "welcome to delicious" mean?
Welcome to delicious is our dedication to make sure every guest who chooses to dine with us at Culver's
leaves happy. This starts by making every guest feel welcome the very moment they walk through the
door, and serving them delicious food and fresh frozen custard that makes them want to keep coming
back.
Why is "x" flavor or food item not sold anymore?

56 | P a g e
We at Culver's are always attempting to streamline our menu in order to be as diverse as possible, while
also making sure to keep the food at a quality we find acceptable. Sometimes this means eliminating
items or flavors we feel aren't selling well, or are not being cooked or made up to Culver's standard.
Do new or future Culver's store owners receive assistance in opening a new store?
Yes. In addition to their training program, a Culver’s opening team will travel to the restaurant and work
with the store owner and team for one week prior to your restaurant opening as well as up to two
weeks after your restaurant is open. As a new franchise partner, they receive unwavering assistance
from Culver's franchise support team to help ensure opening their restaurant is as seamless as possible.
What is the Culver's Franchise Mentoring Program?
Culver’s Franchise Mentoring Program offers an excellent opportunity for general managers in our
restaurants to take the next step and become a Culver’s owner-operator. To date, more than 50 Culver’s
franchise owner-operators have taken advantage of the program to reach their goals of business
ownership. Many are now multi-unit owners.

57 | P a g e
Appendix B: Facts Sheet
Facts
1. The first Culver's opened in 1984. (1)
2. Official franchise name: Culver Franchising System, Inc. (4)
3. The Culver Franchising System, Inc. was est. in 1987, 3 years after the first restaurant opened.
(4)
4. Culver's was opened by Craig and Lea Culver, and Craig's parents George and Ruth. (1)
5. The location of the first Culver's was Sauk City, WI. (1)
6. George Culver (Craig's father) was the son of a cheesemaker, and grandson to a farmer. (1)
7. Culver's self-proclaimed signature combination is the restaurants ButterBurger and their Fresh
Frozen Custard. (1)
8. Frozen custard is a dessert (cold) that's like ice cream, except it is made with eggs to give it a
smoother, creamier texture. (2)
9. Frozen custard was first sold on Coney Island in New York, about the year 1919. (2)
10. Milwaukee is currently known as the "Custard Capital of the World". (2)
11. "Frozen custard shall contain 1.4 percent egg yolk solids by weight of the finished food." (3)
12. Culver's makes fresh batches of frozen custard daily. (1)
13. "[Culver's] uses fresh, never frozen, 100% Midwest beef..." (1)
14. Culver's mission is that every guest who chooses Culver's leaves happy. (1)
15. Culver's is a huge supporter of the Future Farmers of America (FFA). (1)
16. In 2015, Culver's awarded $432,000 in scholarships (to 234 team members) as part of their
Culver's Very Important Partners Scholarship program (Culver's VIP Foundation, Inc.). (1)
17. Starting in 1993, the VIP program has awarded over $3 million in scholarships. (1)
18. Culver's slogan is: "Welcome to Delicious". (1)
19. First out-of-state restaurant was in Buffalo, MN. (4)
20. Main values: hard work; genuine hospitality; and fresh, made to order meals. (4)
21. Culver’s is a privately owned restaurant chain (4)
22. Culver’s is considered “fast casual” (4)
23. 5,400 dairy cows are needed to produce milk for Culvers (4)
24. The first franchised restaurant opened in Baraboo, Wisconsin (4)
25. Culvers has restaurants in 22 states (4)
26. Culvers has more than 500 restaurants (4)

58 | P a g e
27. Craig Culver graduated from UW-Oshkosh with a degree in biology (5)
28. The first restaurant did not turn a profit until three years after opening (5)
29. Culver’s first restaurant outside of the Midwest was in Texas (5)
30. Culver’s sells its own brand of root beer (4)
31. Culver’s is a corporate sponsor of the Chicago Cubs (4)
32. Culver’s has provided scholarships to Culver’s employees seeking higher education (4)
33. Culver’s has active Twitter, Facebook, Instagram and Google Plus accounts (4)
34. Each restaurant employs between 30-75 people year round (4)
35. Culver’s is privately held (4)
36. Every franchise is required to complete a four-month training program (4)
37. Culver’s frozen custard flavors include a daily “Flavor of the Day” (4)
38. Culver’s training program is called Culver Academies (4)
39. Culver’s mascot is a custard cone named Scoopie (4)
40. Culvers has restaurants as far west as Wyoming and along the Atlantic coast line (6)
41. Craig Culver told Forbes that he lost out on a lot of money in 1984, and the nearby Hardee's had
plenty to do with that, positioning themselves as Culver’s #1 competitor. (7)
42. Culver's claim to fame came straight from Mom's kitchen. Ruth Culver had apparently been
serving her family burgers with buttered, toasted buns since Craig was a kid, and the team
decided those needed to be on their menu.(7)
43. The buttered buns (so-called "ButterBurger") took off fast. Nowadays, Culver's trains their fry-
cooks for hours to make sure they have the signature item down pat, and the competition has
been slowly catching wind of it. (7)
44. They've got 82 frozen custard flavors. (7)
45. Culver's has a philanthropy program that gives money to local groups, national charities (like the
American Family Children's Hospital), and employees in the form of scholarships. (7)
46. After a catastrophic fire shut down the local Culver's in Platteville, Wisconsin, franchise owner
Bruce Kroll assured his team of 40 that they'd be taken care of. They assumed he had worked
things out through their insurance company, but it turned out the policy only covered up to 60
days. The rest of the money -- $144,000 -- came out of Bruce's own pocket. His grateful
employees scored him a spot on Steve Harvey. (7)

59 | P a g e
47. Andrew Zimmern, celebrity chef, selected four burger chains "that get it right," and Culver's was
one. Zimmern said he and his family stop there frequently for burgers, crinkle-cut fries, and the
signature root beer on road trips. (7).
48. They have a "community theater" which is a bunch of animated spoofs starring fries, custards,
and onion rings, but they have an impressive repertoire. There's "Top Bun," "The Wizard of
Cod," and even a tasty tribute to Jake and Elwood, "True Blue Brothers." (7).
49. When the Milwaukee-Wisconsin Journal Sentinel took a deep dive into the Culver's franchise
network in 2010, they uncovered a pretty amazing statistic. Looking at loans guaranteed by the
US Small Business Administration to franchise owners, they found the rate of failure among
Culver's franchisees was just 1.7%. Meanwhile, the average rate of failure for all franchise loans
was over 17%. Industry insiders credited the success to Culver's intense vetting process for
franchisees and careful expansion plan. (7)
50. Culver’s has launched Blue Spoon Cafe, a fast-casual restaurant that serves soups, salads, and
gelato. Currently, you can find this cafe in Wisconsin only. (8)
51. Culver’s offers “Buy-One-Get-One-Free” and “Free Frozen Custard” by signing up to their Online
Club. (8)
52. In a 2013 speech to the Sun Prairie Chamber of Commerce, Craig Culver told the audience he got
the idea from Culver's after going to college at UW Oshkosh. Drive-through frozen custard and
butter burger shops are common in the eastern part of the state, where Oshkosh and, more
prominently, Milwaukee are located. (9)
53. Custard stands including Gilles (opened in 1938) and Kopp's (opened in 1950) had been serving
frozen custard and burgers side by side for decades when the first Culver's opened. (9)
54. In addition to the flavor of the day, Culver's always serves vanilla and chocolate daily. (9)
55. Flavors of the day range from caramel pecan (their first ever flavor) to raspberry cordial to eight
variants on cheesecake flavors (blueberry, cherry, chocolate, chocolate chip, Oreo, raspberry,
strawberry, and turtle) to branded flavors like Andes Mint Avalanche and Nestle Crunch Swirl.
(9)
56. Craig’s parents first purchased an A&W Root Beer property in 1961 and sold it in 1968. While
they didn’t know it at the time, this site would one day provide fertile ground for the Culver
family’s ultimate success. (10)
57. Culver’s mission statement: “Every guest who chooses Culver’s leaves happy.” (10)

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58. The investment required to open a Culver Franchise is between $1,439,000 and $3,087,000.
There is an initial franchise fee of $55,000 which grants you the license to run a business under
the Culver name. (11)
59. Number of employees needed to run franchised unit: 40 – 50. (11)
60. Absentee ownership of franchise is NOT allowed. (100% of current franchisees are
owner/operators). (11)
61. CFSI headquarters is called the "Culver's support center"
62. Culvers Support Center is based out of Sioux City, Wisconsin
63. Culvers Culver's Support Center houses more than 50 full time employees with offices for up to
75.
64. Serve Safe Certification is highly recommended for every employee at the Support Center and is
mandatory for all executives
65. The support center features a fully functional Culver's kitchen and storage facilities (freezer and
cooler)
66. This is where the vast majority of the commercials are shot
67. This facility is also used to test new products and equipment
68. CFSI requires its suppliers to send shipments to the support center randomly in order to
maintain quality
69. The support center also holds a 70 seat classroom deemed "Butterburger University"
70. Butterburger University holds a vast array of classes including 3 levels of manager training, PR
and crisis communication, portering, marketing, human resources and the aforementioned
franchise training.
71. The first level of manager training is a 3 day course involving time management, transitioning
into a management position and teamwork.
72. The second level is a 2 day course involving maximizing store effectiveness and Marketing
73. The 3rd level is a 2 day course involving running a store from a business standpoint and
corporate culture
74. Culvers Support Center mandates that owners compensate employees should they be sent to
these courses (food and travel)
75. The Culvers family owns 6 Culvers restaurants
76. These restaurants are known as the "Family owned" stores

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