[CM] [TS] [C5] Identifying the Types of Crisis Scenarios

Crisis Management Blueprint for TANGS Singapore: Safeguarding a Retail Icon

Chapter 5:

What are the Crisis Scenarios for TANGS Singapore Concerning Crisis Management?

As one of Singapore’s most iconic retail destinations, TANGS Singapore is not only a major player in the local retail landscape but also a symbol of heritage and consumer trust.

Located strategically along Orchard Road and owned by C.K. Tang Limited, TANGS faces a wide array of potential crises that could significantly disrupt operations, damage reputation, and impact stakeholder confidence.

In crisis management, a crisis scenario is a hypothetical situation or sequence of events that poses a threat to an organisation’s operations, reputation, stakeholders, or assets.

As defined by BCMpedia, a crisis scenario helps organisations identify vulnerabilities and prepare effective responses before an actual crisis occurs.

This chapter outlines the key crisis scenarios that are relevant to TANGS Singapore, based on established crisis typologies from BCMpedia.

Each scenario represents a category of crisis that may unfold in diverse and complex ways.

Natural Crises

Natural crises include events such as floods, pandemics, earthquakes, or severe weather disruptions.

Although Singapore is relatively shielded from natural disasters, localised flooding, smoke haze, and health pandemics (such as COVID-19) have shown that natural crises can still severely affect retail operations, customer traffic, and supply chains.

Example Scenario for TANGS: A prolonged haze or a resurgence of a pandemic could lead to decreased foot traffic at the Orchard Road flagship store, disrupt staffing, or necessitate a temporary closure.

Technological Crises

Technology-related crises involve failures of systems, cyberattacks, or digital infrastructure outages.

As TANGS continues to expand its omnichannel retail presence through TANGS.com, it becomes increasingly vulnerable to cybersecurity threats, website outages, point-of-sale (POS) failures, and data breaches.

Example Scenario for TANGS: A cyberattack compromises customer payment data, resulting in reputational damage and legal liabilities.

Organisational Misdeeds

Organisational misdeeds involve ethical lapses or misconduct at the management level that can erode public trust.

Skewed Management Values: Prioritising profit over customer or employee wellbeing could result in toxic culture or poor stakeholder relations.
Deception: Misleading advertising, false promotions, or hiding product defects could trigger public backlash or regulatory scrutiny.
Management Misconduct: Scandals involving executives, such as fraud, discrimination, or harassment, can damage the brand’s image and morale.

Example Scenario for TANGS: A senior manager is found guilty of workplace harassment, sparking media coverage and customer boycotts.

Confrontation

Confrontation scenarios include conflicts between the organisation and external or internal groups, such as activists, unions, or disgruntled employees.

Example Scenario for TANGS: A labour dispute results in staff walkouts during the holiday shopping season, causing operational delays and customer dissatisfaction.

Malevolence

This category refers to intentionally harmful acts committed by external parties, such as fraudsters, vandals, or those posing terrorist threats. As a high-profile retail landmark, TANGS is a potential target for criminal or malicious activities.

Example Scenario for TANGS: Coordinated shoplifting or sabotage during a major retail promotion results in significant losses and media attention.

Workplace Violence

This involves any act of aggression, physical assault, or threatening behaviour within the workplace.

While rare, such incidents in high-traffic areas, such as department stores, can lead to injuries, panic, and reputational damage.

Example Scenario for TANGS: A confrontation between a customer and staff member escalates into violence, prompting an evacuation and intervention by emergency services.

Rumours

Rumours and misinformation—particularly when spread online—can quickly damage consumer confidence and harm brand equity.

Example Scenario for TANGS: A viral social media post falsely alleges discriminatory hiring practices at TANGS, prompting public backlash and calls for boycotts.

Lack of Funds

Financial instability—whether caused by declining sales, mismanagement, or external economic downturns—can compromise both daily operations and long-term viability.

Example Scenario for TANGS: A sharp decline in tourism and in-store sales leads to cash flow issues, affecting inventory purchases, supplier payments, and staff retention.

Table: Crisis Scenarios for TANGS Singapore

Crisis Scenario	Example Scenario at TANGS	Potential Impact	Suggested Response Strategy
Natural	Haze episode or pandemic resurgence reduces footfall and necessitates temporary closure.	Drop in sales, supply chain delays, and staff absenteeism.	Implement health protocols, activate online sales channels, and coordinate with health authorities.
Technological	A cyberattack on TANGS.com may leak customer data or cause a point-of-sale (POS) system outage.	Data breach, reputational damage, erosion of customer trust, and operational downtime.	Strengthen cybersecurity, conduct regular IT audits, and prepare disaster recovery and incident response plans.
Organisational Misdeeds: Skewed Management Values	An excessive focus on profits can lead to employee burnout or neglect of the customer experience.	High staff turnover, customer dissatisfaction, and loss of goodwill.	Promote ethical leadership, monitor cultural health, invest in staff well-being and training.
Organisational Misdeeds: Deception	Advertising falsely claims product quality or discounts.	Legal consequences, loss of customer trust, and regulatory penalties.	Enforce advertising compliance checks and transparency in promotions.
Organisational Misdeeds: Management Misconduct	Executive involved in workplace harassment or financial misconduct.	Brand image tarnished, public outcry, internal morale affected.	Enforce a strong code of conduct, establish whistleblower channels, and act decisively on investigations.
Confrontation	Staff unionise and stage a walkout during peak shopping season due to unresolved grievances.	Operational disruption, public relations risk, decreased service levels.	Strengthen employee engagement, maintain transparent communication, and have contingency staffing plans.
Malevolence	Shoplifters or saboteurs target a major retail event to cause loss or disruption.	Financial loss, customer panic, and reputational harm.	Increase physical security, install surveillance systems, and coordinate with law enforcement.
Workplace Violence	An aggressive customer confronts a staff member and escalates into a physical altercation in-store.	Safety risk, media scrutiny, customer and staff trauma.	Train staff in conflict de-escalation, establish emergency response protocol, and liaise with authorities.
Rumours	Social media falsely claims TANGS engages in discriminatory hiring practices.	Public backlash, boycott threats, reputational damage.	Monitor social channels, respond promptly with accurate information, and consult the PR team for corrections.
Lack of Funds	Economic downturns reduce in-store traffic, leading to delayed vendor payments and staff layoffs.	Cash flow crisis, stock shortages, and breakdowns in supplier relationships.	Improve financial forecasting, diversify revenue streams (e.g., e-commerce, events), and review cost controls.

Summing Up ...

Each of these crisis scenarios presents real and significant risks for TANGS Singapore. By identifying these potential threats, the organisation can develop proactive contingency plans, train employees in crisis protocols, and safeguard its legacy and operations.

The following chapters will explore how TANGS can prioritise, prepare for, and respond to these scenarios effectively as part of a robust Crisis Management Blueprint.

More Information About Crisis Management Courses

To learn more about the course and schedule, click the buttons below for the CM-300 Crisis Management Implementer [CM-3] and the CM-5000 Crisis Management Expert Implementer [CM-5].