Racerx Communication Plan: Jared Cruz-Aedo Megan O'Neill Abigail Sames Emily Espitia

RacerX
Communication Plan
Jared Cruz-Aedo
Megan O’Neill
Abigail Sames
Emily Espitia
Table of Contents
Table of Contents 2
Situation Analysis 3
Target Audience Persona Analysis 24
Crisis Communication Plan 28
Press Kit 62
Communication Strategy 81
Social Media Strategy 96
Measurement & Evaluation Analysis 122
Table of Contents 2
Situation Analysis
Table of Contents 3
Table of Contents
Introduction 5
Organization Overview 7
Target Audience 8
Industry Analysis 10
Macro-Environmental Analysis 11
Competition 12
General Communications Strategy 17
SWOT Analysis 18
Conclusion 19
Appendices 20
Bibliography 24
Table of Contents 4
Introduction
The purpose of this situation analysis is to analyze

the current internal and external factors of RacerX.
Stellar Strategy will identify the organization’s target
audience and competition, while also creating a
SWOT analysis. This information will then be used
to create a communication campaign strategy.
Table of Contents 5
Organization Overview
History of the Organization
RacerX was founded by

JimmyMac in Toronto, Canada
on June 15, 2018, and then
expanded to St. Petersburg,
Florida on February 25,
2021. RacerX is a B2B-B2C
ecommerce marketplace
that incorporates everything
Motorsports into one site.
Racers and suppliers, along
with RacerX, can create a
profit through sales of parts,
equipment, professional
services, virtual trade shows,
job listings, and more. RacerX
encompasses all forms of
motorsports such as racing,
boats, cars, UTV’s, motorbikes,
and more.
“We make
doing business
in motorsports
easier -
everywhere…”
RacerX Mission Statement
Table of Contents 6
Organization Overview
Description of Services
RacerX aspires to provide services

such as
Ì Annual Memberships
Ì Classified and Display ads
Ì Virtual Store Rentals
Ì Escrow Services
Ì Education
Ì Training and Certification
Ì Virtual Trade Shows
Ì Buyer Protection Insurance,
Ì More...
Organization Today
RacerX offers a central hub where
racers, racing fanatics, crew
Currently, RacerX has 15
members, and motor enthusiasts
employees that are spread
can buy and sell parts for motor
throughout the world in places
vehicles.
such as Canada, USA, Panama,
India and the Ukraine. According
to Mr. Mac, the real reason
why RacerX does not have
staff members is because the
company is focused first on the
technology for the company.
The company’s core values are

the following:
Ì Collaboration- Race as One

Team
Ì Enthusiasm- Enjoy the Ride
Ì Continuous Improvement-
Race to Learn
Ì Reliability- Drive with Honor
Table of Contents 7
Target Audience
Target audience is best defined as potential customers. This can be described by behavioral and
demographic attributes, such as income, age, gender, localization, and education. From the research
that Stellar Strategy conducted, it was found that the people RacerX’s products and services should
be addressed to is the following:
Age Range:
25-54
While the world of motorsports is a
vast and growing industry expanding
across a wide range of ages, RacerX
is committed to enhancing the
exhilaration of racers between the
ages of 25-54 (Sylt, 2019). RacerX
is digitally focused and involves a
high frequency of online sales. The
current landscape of digital buyers
must be taken into consideration.
Provided here, the ages of 25-54
show the highest level of e-commerce
F1 reveals that just 14% of its viewers involvement in 2020.
are under 25 (Sylt, 2019).
“F1’s global research director Matt

Roberts said “the average age of a
global F1 viewer is 40. 14% are under
25, 30% are 25-34, 20% are 35-44,
Ì 60/40 Male/Female 20% are 45-54 and 17% are over 55.
Ì 60% College-Educated The average age is higher in more
Ì 60% Managers established markets like the UK, Italy
Ì Executives and Germany whilst it is youngest in
Ì Professionals newer F1 markets like USA and China.”
Ì 80% Ages 18-44 (Sylt, 2019).
Ì $50,000 Avg Income
Ì Highly Active Consumers
(PDCA Marketing, 2020).
Table of Contents 8
Target Audience
Psychographics &
Consumer Trends
“70% fan loyalty to

sponsors, the highest
in sports” (PDCA
Marketing, 2020).
Ì Media Use: Actively participates in online

shopping and digital purchasing habits.
Ì Lifestyle: Has a need-for-speed attitude

and embraces a fast-paced lifestyle. Enjoys
more convenient and more efficient ways
of conducting everyday events. Embraces
digital skillsets at a holistic level, but is not
all-consumed in tech. (Participates in scrolling
social media, surfing the web, purchasing
products online.)
Ì 60% of its audience is incremental to other

sports (PDCA Marketing, 2020).
Ì Racing has the most consistent event

attendance and TV viewership loyalty in
major league sports.
Table of Contents 9
Industry Analysis
Trends
“While the UTV scene
continues to expand, the
motorcycle segment has
continued rolling along at
a more subdued pace as
it grapples with changing
consumer demographics.”
(Imlay, 2020).
Motorsports is an ever-evolving industry to

tap into. In a Nielson report, it states that the
interest level for Chinese Motorsport fans
has increased to 32% which brings a huge
opportunity for an emerging market with a
RacerX expansion. (Ratings, 2017).
SEMA found that it is normal for motorsports

households to have a mix of vehicles, and
roughly “82% of UTV owners take an interest
in upgrading and accessorizing their vehicles.”
o
Owners typically make these purchases that
include wheels, tires, audio upgrades, GPS,
riding and safety gear, and lifestyle apparel early
through the original manufacturer or dealership
(Imlay, 2020).
Table of Contents 10
Macro-Environmental Analysis
Demographic forces Economic forces
Demographic forces relate to the people of the Economic forces affect consumer purchasing ability
market. Research shows that motorsports is linked and spending patterns. RacerX should be aware that to
to a more male-dominated audience demographic. purchase motorsports and related products, consumers
RacerX should focus on this demographic when need to be wealthy members of society, which may
strategizing marketing and communications plans. cause the demand for these products to be lower than
others. When working with foreign countries, it is
important to remember that there can be a difference
in exchange rates and stability of the host country.
The likelihood of e-commerce success is increased by
economic stability. Whether it’s the opportunity to
increase disposable income or threat of an economic
recession, the economic factor poses a high impact
threat on the e-commerce industry.
Socio-Cultural forces Technological forces

Socio-cultural forces are linked to a society’s values, Technological forces come from the creation of new
beliefs, and preferences. It is essential to understand technology, which then creates new products and
the culture of the country you are working in, such as market opportunities. For example, the majority of
gender roles and social conventions. Some societies motorsports are made in an automatic system. Recently,
encourage entrepreneurship, while some don’t. The competitors of Speedway Motorsports, Inc. have made
retail industry is often under pressure to develop and some technological developments that will affect the
implement socially responsible business practices. market opportunities. In addition, businesses within
the e-commerce industry face the threat of rapid
technological discontinuance. This threat creates
pressure for the company to develop and improve its
technological assets continuously.
Ecological forces Political forces

Ecological forces are affected by natural resources No matter the company or organization, it is affected
and the activities of marketers. Some of these forces by the political environment. Political forces include
include the attitudes towards “green” or ecological trade regulations, wage legislation, industrial safety
products. For example, NASCAR found that its fans regulations, and antitrust laws related to sporting
are five times more likely to associate the organization activities. It is important for RacerX to make sure all
with being environmentally responsible. “More than cars and items are up to date with the standards set
four out of five fans (88%) believe the Earth is going domestically and internationally. Ecommerce retailers
through a period of climate change, and three out benefit from political stability. This condition creates
of four fans (76%) who believe it feels a personal an opportunity for the company to expand or diversify
responsibility to combat it” (NASCAR Green, n.d.). its business in developed countries. From financial
assistance to trade policies, the political factor poses a
medium impact on the e-commerce industry.
Competition
List of Competitors
Ì Boat Trader
All competitors are highly established
Ì Racer X- racerxonline.com
compared to RacerX.
Ì Motorsports Universe
Ì Facebook Marketplace and other
Ì Boat Trader offers a similar style
eCommerce Website
business model than that of this
company RacerX.
Ì The company with similar name
to our client RacerX overshadows
the client with brand name and
products. Racer X is a motorsports
news site that focuses on supercross
and motorcross.
Ì Facebook Marketplace is the new
eBay in today’s society with older
audience members.
Ì Analyzing Boat Trader Instagram
account they have over 30K
followers and publish user-
generated content. Boat Trader
Twitter account is verified and
content that they push out on
that social media platform is
news articles that talk about their
company Boat Trader.
Ì Looking at the RacerX social media

presence they have over 970K
followers on Instagram and over
171K on Twitter. RacerX is verified
on Twitter and has NBC Sports
following them on that social media
platform. When it comes to content
posted on RacerX Twitter account
they publish a web article each day
on their platform. Table of Contents 12
Competition
Boat Trader Boat Trader was launched in 1996 as the
online counterpart to the Boat Trader
Magazine. Boat Trader is the largest
online boating marketplace for buying
and selling boats, engines, and personal
watercraft in America. Boat Trader, n.d.)
Boat Trader is known for having the
widest selection of classified ads in the
marine industry, with over 150,000 new
and used boat listings to search. Boat
Trader attracts an audience of more
than 1.8 million people each month who
perform around 8.4 million searches for
new and used boats, yachts, and PWCs.
Boat Trader has 32.1k followers on
Instagram, 16.2k followers on Twitter, and
126,938 likes on Facebook.
Competition
Racer X Racer X Online is a magazine full of news,
race results, and event coverage. Racer
X says “Our trademark has always been
insider knowledge from the experts who
are at the races and around the sport.
We have long prided ourselves on our
unparalleled race reporting and detailed
storytelling. We go deep with the riders
and teams to provide comprehensive
coverage you won’t find anywhere else -
all with first-class” (Racer X, n.d.) Racer X
Online has a strong social media presence
with 971k followers on Instagram, 240k
subscribers on YouTube, and 171.2k
followers on Twitter.
Competition
Motorsports MotorSportsUniverse.com is an online
destination for finding, buying, and selling
Universe new and used motorsports. The online
database is continually updated with new
and used motorsports equipment. Each
listing features detailed specs, photos,
and seller information, plus special
offers to help buyers finance, shop,
and ensure their purchase. For sellers,
MotorSportsUniverse.com provides a
listing platform that makes it simple to
promote their equipment for sale.
Competition
Facebook Marketplace is a destination on Facebook
where people can discover, buy and sell
Marketplace & other items. People can browse listings, search
for items for sale in their area or find
eCommerce sites products available for shipping.
Electronic commerce (eCommerce)

refers to a business model that allows
companies and individuals to buy and
sell goods and services over the internet.
Examples of eCommerce businesses are
Amazon, eBay, Facebook Marketplace,
and Craigslist. ECommerce operates in
four major market segments and can
be conducted over tablets, computers,
smartphones, and other smart devices.
General Communications
Strategy
RacerX is currently only reaching

the public through an underutilized
LinkedIn profile and an under
construction website.
RacerX would like to grow their social

media and overall digital presence.
However, the company does not have
many active social media profiles
currently and it should be the main
priority in the communications
strategy.
While internal communications exist
amongst the RacerX team, there is
a lack of external communications.
Advertising and Marketing strategies
Suggestions
are yet to be structured to disseminate
Ì Utilize social media profiles
essential information to its audience.
Ì Utilize the star powers of motocross
Ì Upfront and honest with all
stakeholders
Ì Build a community between
consumers, racers, and RacerX
Ì Create a clear and unique voice for
the brand.
SWOT Analysis
Strengths Weaknesses
Ì Niche product Ì Company name is similar

Ì Passionate and to others
determined team Ì Website does not work
Ì Operating in growing Ì Brand does not show up
markets in SEO
Ì Lack of social media
presence
Opportunities Threats
Ì Expansion in foreign Ì Data leak

market Ì Faulty products leading
Ì Dedicated and loyal to injury
consumers Ì Big companies might not
Ì Build relationships partner with RacerX
with motorsports
influencers
RacerX and its team are passionate and determined to provide a niche product for the
motorsports community in a rapidly expanding market. However, RacerX should be concerned
that its name is already in use for multiple companies, brands, influencers, and musicians.
Due to this fact and their lack of social media presence and underdeveloped website,
RacerX does not appear in SEO. RacerX has the opportunity to grow into foreign markets
if they develop relationships with motorsports influencers and its dedicated and loyal
customers. The company needs to be aware of possible threats such as data leaks, injuries
due to faulty products, and big companies refusing to do business with current startups.
Conclusion
From our situational analysis, we have determined

that RacerX is in the early stages of development.
RacerX has many opportunities to evolve into a
growing and thriving entity within the motorsports
market. While niche, this environment extends to a
broad demographic offering enthusiasm and loyalty
to the sport. The structure of a communications
plan will greatly benefit and enhance the current
operation of this brand by providing efficient paths
of connectivity to RacerX audiences.
Appendices
RacerX Website:
Boat Trader:
Appendices
Racer X:
Facebook Marketplace:
Appendices
Motorsports University
Appendices
Google Form Survey for Jimmy Mac
Bibliography
References
Fern Fort University. (n.d.). Speedway Motorsports, Inc. PESTEL & Environment Analysis. Fern
Fort University. http://fernfortuniversity.com/term-papers/pestel/nyse4/3213-speedway-
motorsports--inc-.php
Higdon, D. (n.d.). Ready. Set. Race. How NASCAR created a winning integrated marketing
communications strategy. Retrieved September 16 2021, from https://cdn.ragan.com/wp-
content/uploads/2017/10/Y6CJ0NY_handout-3.pdf
Imlay, M. (2020, July). Powersports Marketing Trends- Remaining Tough and Agile Amid a
Challenging Environment. SEMA. https://www.sema.org/news-media/magazine/2020/27/
powersports-market-trends
NASCAR Green. (n.d.). NASCAR Green- An Industry Effort. NASCAR. https://green.nascar.com/
nascar-green-an-industry-effort/
PDCA Marketing. (2020). PDCA Marketing - motorsports marketing. Retrieved September 15, 2021,
from http://www.pdcamarketing.com/html/sub_motorsports.html.
Ratings, N. (2017, March 3). Nielsen Sports’ Commercial Trends. Commercial Trends in Motorsport:
2017. Retrieved 2021, from https://www.nielsen.com/us/en/insights/report/2017/
commercial-trends-in-motorsports-2017/.
Sylt, C. (2019, January 13). F1 Reveals that just 14% of its viewers are
under 25. Forbes. https://www.forbes.com/sites/csylt/2019/01/13/
f1-reveals-that-just-14-of-its-viewers-are-under-25/?sh=39080e406d5c
Target Audience Persona Analysis
Kevin Malone
Age: 25
Gender: Male
Status: Single
Occupation: Technical Support Engineer
Income Level: $42,943
Location: Darlington, South Carolina
Archetype: Innovator
Kevin Malone is a recent college
graduate from USC who works at Dell
as a Technical Support Engineer. Kevin
recently got into the racing scene by
searches and media consumption with
Personality F1.
Extrovert Introvert
Motivations
Competitive Passive Price
Innovation
Adventurous Reclusive
Loyalty
Convenience
Goals
Ì Purchase a sports car
Ì Move out of his parents house
Media Consumption
Ì Network with racing community
Frustration
Ì Student loan debt
Ì Friend circle tightening
Ì Dating
Ryan Johnson
Age: 40
Gender: Male
Status: Divorced with 1 kid
Occupation: Real Estate Broker
Location: Daytona Beach, Florida
Archetype: Spontaneous
Ryan is looking for business connections
and using NASCAR for networking.
Outside of work he has a passion for
adventure and is recently wanting to
become an amateur driver.
Personality
Reserve Spontaneous Motivations

Price
Disinterested Passionate
Innovation
Distracted Focused Loyalty
Convenience
Goals
Ì Work-life balance
Media Consumption
Ì Get back in shape
Ì Invest in racing
Frustration
Ì Keeping up with the racing scene
Ì Custody for kid
Ì Time management
Jennifer Garza
Age: 55
Gender: Female
Status: Married with 3 kids and has 4
grandchildren
Occupation: Chief Marketing Officer
Location: Pasadena, California
Archetype: Charismatic
Jennifer Garza loves to take her
grandkids to motorsports events. She is
a CMO for NAPA Auto Parts. She loves
meeting drivers at competitions.
Personality Motivations
Price
Reserved Outgoing
Innovation
Isolated Family Oriented Loyalty
Lazy Ambitious Convenience
Goals Media Consumption

Ì Retirement
Ì Plan a vacation
Ì Find a new hobby
Frustration
Ì Trying to be an active grandma
Ì Taking time off for work
Ì Health concerns
Crisis Communication Plan
Updated: September 27
Table of Contents
Plan Overview 31
Crisis Management Team 33
Flow of Communication 34
Audience & Stakeholders 35
Emergency Internal Audience Notification Chart 36
Emergency External Audience Notification Chart 37
7 Steps of Crisis Management 38
Sample Crises Categories 44
Crisis Scenario 45
Crisis Scenario Example 47
Message Map 50
Messaging Templates 51
Message Approval Process 57
Spokesperson Guide 58
Post-Crisis Self Rating Template 59
Important Contacts 60
Plan Overview
Plan Review Chart
Plan Revision Date Name of Reviser Approved By Notes
NOTE: A plan review chart allows you to keep track of when changes were made, who made the
changes, who approved the revisions and any special notes regarding the update.
Plan Overview
Plan Instructions
RacerX will keep a copy of this plan both at the office and offsite. A copy of the plan will also
be maintained offsite both electronically and in paper format. It is the responsibility of the crisis
communication team leader (CCTL) to ensure that a copy of the plan is available to each team
member, other staff and key emergency response partners for use in the event of a crisis. It is also
the responsibility of the CCTL to ensure that the plan is kept up-to-date and that the team members
have read the plan and understand its contents.
Plan Review
Ì The crisis communication team (CCT) will review this plan on a quarterly basis to check that:
Ì Contact information lists are current.
Ì New initiatives or identified risks are assessed and included.
Ì Changes to risk communications policies, practices or procedures are up-to-date.
Changes to the plan will be noted on the Plan Review Chart.
Crisis Management Team
A Crisis Management Team is formed to protect an organization against the adverse
effects of a crisis. A Crisis Management team prepares an organization for inevitable
threats and responds to warning signals of crisis and executive relevant plans to
overcome emergency situations.
NOTE: All members of the Crisis Management Team are required to complete media training.
The RacerX Crisis Management Team is comprised of:
Ì Crisis Communications Team Leader

Ì Assistant Crisis Communications Team Leader (CCTL) Coordinator
Ì CEO
Ì Legal Counsel/Advisor
Ì Sr. Advisors (as needed)
Ì Spokesperson
Ì Information Technology Coordinator
Ì Website Coordinator
Ì VP Liaison
Flow of Communication
VP Liaison CEO Spokesperson
Crisis Communications Sr. Advisors

Team Leader
Information
Website Coordinator Assistant CCTL Legal Counsel/ Technology
Coordinator Advisor Coordinator
Audience & Stakeholders
Internal: External:
Employees of RacerX Customers
Executives of RacerX Suppliers
Investors
Communicate through internal channels such as: Media
Ì Daily emails Corporate Sponsors and partners
Ì Face-to-face meetings/zoom meetings Drivers/Athletes
Ì Formal announcements Fans of Motorsports
Ì Progress reports Community of St. Petersburg, Florida
Ì Corporate overviews Community of Toronto, Canada
Ì Business updates Trade Organizations
Ì Workplace surveys/polls Government officials/agencies
Ì Internal discussion forums
Communicate through external channels such as:
Ì Social media interactions and posts
Ì Newsletters/Email
Ì Press releases
Ì Website content/blogging
Ì Live events and conferences
Ì Promotions and Marketing
Emergency Internal Audience
Notification Chart
Audience Messenger Means Information

release time frame
(level 3 or 4 crisis)
Executives Phone call (and e-mail As determined
if specific details or during initial crisis
documents need to be level determination
sent) conference call
Employees Blast e-mail (local and 0-1 hour
enterprise-wide)
Families Family liaison In-person 0-3 hours
Senior advisors Phone call (and e-mail As determined
if specific details or during initial crisis
documents need to be level determination
sent) conference call
NOTE: The messenger changes per situation and crisis. Examples can include RacerX spokesperson, CEO,
or other members of the crisis management team.
Emergency External Audience
Notification Chart
Audience Messenger Means Information

release time frame
(level 3 or 4 crisis)
Current and potential Phone call (and email As determined
shareholders if specific details or
documents need to be
sent)
Elected officials Phone call/E-mail 0-1 hour (if affected)
1-3 hours
(potentially affected)
Local and state fire/ Phone call 0-1 hour
EMS In-person
Media: local, regional Web site, press 0-1 hour – Level 4
and national releases, phone 0-3 hours – Level 3
interviews, inperson
interviews
Partners and customers Phone call (and email 0-1 hour (if affected)
(customers if specific details or 1-3 hours
transportation) documents need to be (potentially affected)
sent)
Public Through the media, 0-1 hour – Level 4
official statements 0-4 hours – Level 3
and website updates
Racers Phone call (and email 0-1 hour (if affected)
if specific details or 1-3 hours
documents need to be (potentially affected)
sent)
NOTE: The messenger changes per situation and crisis. Examples can include RacerX spokesperson, CEO,
or other members of the crisis management team.
7 Steps of Crisis Management
Communicating before, during and after a crisis is important – not only when working with the
media, but also with employees, family members and company stakeholders. The following is a
seven-step approach to:
Ì Help you understand your communication role in an emergency
Ì Follow and support RacerX procedures
Ì Know what communication actions to take
Depending on the intensity of the situation, it is possible that all of these steps could be taken within
the first three hours of a crisis and then repeated as needed during the course of the situation.
Step 1: Verify the Crisis Situation

The first step is to determine what has happened (what, when, who, how, why), by coordinating at
the site of the incident and immediately identifying as many facts as possible.
When collecting the data consider the following:

Ì Do you have all the facts (to the best of your knowledge)?
Ì What other information do you need to put the event into perspective?
Ì Has the situation been confirmed?
Ì Was your information source(s) credible?
Ì Is information consistent from several sources?
In some cases, the media may be alerted to the situation before all of these facts can be determined.
Even if you do not have all of the information yet, it is important to notify the Crisis Communication
Team as well as provide the media with a statement indicating that the situation is under
investigation and that as soon as more information is available it will be provided. Review the RacerX
media policy for more information on how to respond. You can also reference the sample holding
statement in the resource materials section
Step 2: Notification and Assignments

Crisis Communications Team Leader
Ì Coordinates RacerX communication response
Ì Oversees message development
Ì Final approval on all publicly disseminated information
Ì Arranges scheduled and emergency team meetings, works with senior advisors
Ì Oversees broad and specific team functions
Ì Ensures required resources are available for team member assigned duties
Ì Communicates with operational team at the crisis location and corporate office
Assistant CCTL Coordinator
Ì Assists the team coordinator with prioritizing duties and handling inquiries.
Ì Fulfills all the duties and responsibilities of the CCTL his/her absence
Ì Works in close liaison with the spokesperson facilitator to ensure message accuracy
Ì Assists with media relations
CEO
[Insert specific roles determined by company, i.e., message approval, spokesperson, etc.]
(Legal Counsel/Advisor)
Ì Legal advice on communications strategies
Ì Legal advice on messaging to victim(s), media, etc.
Ì Approved messages before release
Sr. Advisors (as needed)
Ì Provide communication input regarding [area of expertise] (i.e., the senior Human Resources
representative may be called upon for assistance in a Union Strike situation.)
Spokesperson
Ì Works with CCT to publicly issue statements to the media.
Ì Serves as lead RacerX representative at press conferences with assistance from operational staff,
state/local agencies, etc.
Information Technology Coordinator
Ì Oversees and coordinates the technology needs for the situation, including:
1. Computers / Internet / Email
2. Phone Lines
3. Printers / Copiers
4. Fax Machines
5. Coordinates / Assists with establishing the technology needs for the media.
Web Site Coordinator
Ì Coordinates with the CCTL to provide up-to-date information on the web.
Ì Monitors Website comments and provides updates to the CCT.
VIP Liaison
Ì Coordinates communication with VIPs - mayor, state legislators, governor, congresspersons, etc.
Ì Oversees logistics for VIP visits, location, etc.
Step 3: Assess the Communication Crisis Level
Based on the level of communication required as listed in the criteria below, determine the crisis
level of the situation.
LEVEL COMMUNICATION CHARACTERISTICS
Ì Media have immediate and urgent need for
information about the crisis. CEO may need
4 to provide opening statement of empathy/
HIGHLY caring.
INTENSE Ì One or more groups or individuals express
anger or outrage.
Ì Broadcast and print media appear on-site for
live coverage.
Ì Crisis causes growing attention from local
and regional media.
Ì Media contacts non-CCT staff for
3 information about the crisis.
INTENSE
Ì In addition to the media, stakeholders and
community partners are present at site.
Ì Affected and potentially affected parties
threaten to talk to the media.
Ì Crisis situation may/may not have occurred;
2 the situation is attracting slow, but steady
MODERATELY media coverage.
INTENSE Ì The public at large is aware of the situation/
event but is attracting very little attention.
Ì Crisis attracts little or no attention.
1 Ì Pre-event information requests are received.
MINIMALLY
Ì Public and/or media are virtually unaware of
INTENSE
crisis.
Step 4: Communication Management
Message Management
1. Schedule regular internal communication updates.
2. Identify key audiences.
3. Start a crisis inquiry log from public and/or media.
4. Select and/or assign spokesperson(s) (site and/or corporate).
Step 5: Develop Messages

Once the crisis level has been determined and factual information to be communicated has been
confirmed, it is time to begin planning a response strategy for communicating critical information
and for responding to potential questions for each audience.
During this step, the Crisis Communications Team should:
Ì Develop a script for conveying key information points.
Ì Develop or refer to a list of questions that could be asked by a variety of audiences (families,
media, partner, organizations) about the crisis.
Ì Modify pre-scripted messages or develop new messages.
Ì Be prepared to address the company’s or the operation’s record for the relevant crisis situation,
e.g., mine safety, financial integrity, treatment of employees.
Ì Determine how the company will manage inquiries regarding a CEO’s or other senior
management’s activities that are unrelated to the crisis situation, e.g., political activities. Identify
the best methods for delivery of key messages.
Ì Monitor crisis and update messages based on the crisis.
Step 6: Approve and Release Messages
Message Approval
Once messages are developed for each potential audience, all messages that will be distributed
internally to employees and externally to the public, shareholders, the media, etc., must be approved
by the following individuals:
1. Crisis Communication Team Leader (CCTL)
2. Legal Counsel/Advisor
3. Operations Manager [Insert operation title for your company, i.e. director, unit manager, etc.]
4. Chief Executive Officer (CEO)
Once the legal team and the CEO have reviewed, the CCTL will work with the Crisis
Communications Team (CCT) to make needed changes and finalize for official release.
Message Release
Messages can be released through a variety of means and messengers and at various time frames,
depending on the crisis. In crisis levels 3 or 4, the main statement or overarching message should
come from the CEO and, if deemed appropriate, include a message of empathy and caring.
Delivering messages to a broad range of people will need to be a team effort as outlined in the
Emergency Notification Charts in Section D. However, ALL messages should be coordinated with
the CCTL and channeled through the approval processes to make sure that they are in line with the
overall messages and approved by RacerX for release.
Step 7: Monitor and Provide Feedback
During and after the crisis the CCTL will coordinate with the CCT to:
1. Review Crisis Coverage

Ì Review media outlets that have inquired about the situation.
Ì Review media within a designated area of the facility (distance depends on the nature of the
event).
Ì Review national and business media.
Ì Conduct regular searches through Internet search sites for keywords, such as the name of the
mine, the incident, people involved, etc.
Ì In some cases you may want to monitor blogs, comment boards or chat sites to assess
community/employee concerns/comments. Keep in mind the following when reviewing these
sites:
1. Although things should be taken seriously, understand that blogs and comment boards can be
used simply to “let off steam.”
2. RacerX or members of the CCT should NEVER respond, even anonymously, through a blog
or chat site. The only exception is if RacerX establishes a comment board specifically to
address concerns and clearly advertises the site for that purpose. Keep in mind, however, that
all communication can be pulled for legal purposes, so all communication through this site,
like all media communication, should go through official review/approval procedures before
posting.
2. Identify Story Trends

Ì What is the main focus for the media?
Ì Is the focus changing?
Ì Are there patterns that indicate messages RacerX should be focusing on or responding to?
3. Identify Public and Key Stakeholder Issues

Ì What are the major issues being addressed through the media?
Ì What questions or concerns are being posed?
Ì Incorporate lessons learned into crisis plan
Ì During the crisis and afterward, lessons learned (e.g., what types of messages are needed, what
approach the media takes to a certain type of story, what the media, public and shareholders are
asking, etc.) should be noted to assist in planning and response for future situations.
NOTE: Solicit feedback from RacerX leadership/employees outside of the CCT to assist in identifying what
worked, what didn’t, and lessons learned.
Sample Crises Categories
Stellar Strategy has identified a number of scenarios that could adversely impact
RacerX operations, financial stability and reputation. These scenarios may include:
Ì Death of a Driver or Crew Member

Ì Pandemic
Ì Scandal involving a RacerX Executive
Ì Brand confusion involving Racer X Illustrations
Ì Cyber Breach/Hack
Ì Natural Disaster: Hurricane, Tornado, Wildfire, Earthquake, Flood, Fire
Ì Harassment
Ì Lawsuit
Ì Layoff/ Mass Layoffs
Ì Merger or Acquisition
Ì Bankruptcy or other Financial Crisis
Ì Crime
Ì Violence/Threat
Ì Rumor
Ì Deception of consumers
Ì Poor delivery or process with shipping
Ì Fulfillment issues
NOTE: This does not include all possible crises.
Crisis Scenario
Scenario Subcategories Crisis Resources Experts
Level
Death of a Driver or Critical
Crew Member Fatal
4
On-site
Multiple
Pandemic 4
Scandal involving a Dishonesty
3
RacerX Executive Money Laundering
Personal Conduct
Brand confusion Name
involving Racer X Imagery 1
Illustration
Cyber Breach/Hack Data Breach
4
Natural Disaster Hurricane

Tornado
Wildfire
3
Earthquake
Flood
Fire
Harassment Sexual Harassment
Verbal Harassment 2
Physical Harassment
Lawsuit Copyright
Product liability 2
Personal Injury
NOTE: The resources and experts changes per situation and crisis. Examples can include RacerX
spokesperson, CEO, or other members of the crisis management team.
Crisis Scenario
Scenario Subcategories Crisis Resources Experts
Level
Layoff/ Mass Layoffs Wrongful termination
2
Worker compensation
Merger or Acquisition 1
Bankruptcy or other Money Laundering
Financial Crisis Embezzlement 3
Recession
Crime Murder
DUI 3
Theft
Violence/Threat Physical disagreement
3
Stalking
Rumor Image
Products 1
False Reviews
Deception of Annual Membership
3
consumers Products
Poor delivery or RacerX Company
2
process with shipping Shipping Company
Fulfillment issues RacerX
Suppliers 1
Sellers
NOTE: The resources and experts changes per situation and crisis. Examples can include RacerX
spokesperson, CEO, or other members of the crisis management team.
Crisis Scenario Example
Scenario: Data Breach on RacerX website
Crisis Level: 4
Stakeholder: Customers who purchased from RacerX
Concern: Credit card information released online
Secure your operations
Move quickly to secure your systems and fix vulnerabilities that may have caused the breach. The
only thing worse than a data breach is multiple data breaches. Take steps so it doesn’t happen again.
Ì Secure physical areas potentially related to the breach. Lock them and change access codes, if
needed. Ask your forensics experts and law enforcement when it is reasonable to resume regular
operations.
Mobilize your breach response team right away to prevent additional data loss. The exact steps to
take depend on the nature of the breach and the structure of your business.
Assemble a team of experts to conduct a comprehensive breach response. Depending on the size
and nature of your company, they may include forensics, legal, information security, information
technology, operations, human resources, communications, investor relations, and management.
• Identify a data forensics team. Consider hiring independent forensic investigators to help you
determine the source and scope of the breach. They will capture forensic images of affected
systems, collect and analyze evidence, and outline remediation steps.
• Consult with legal counsel. Talk to your legal counsel. Then, you may consider hiring outside legal
counsel with privacy and data security expertise. They can advise you on federal and state laws
that may be implicated by a breach.
Stop additional data loss. Take all affected equipment offline immediately — but don’t turn any
machines off until the forensic experts arrive. Closely monitor all entry and exit points, especially
those involved in the breach. If possible, put clean machines online in place of affected ones. In
addition, update credentials and passwords of authorize users. If a hacker stole credentials, your
system will remain vulnerable until you change those credentials, even if you’ve removed the
hacker’s tools.
Remove improperly posted information from the web.
Ì Your website: If the data breach involved personal information improperly posted on your
website, immediately remove it. Be aware that internet search engines store, or “cache,”
information for a period of time. You can contact the search engines to ensure that they don’t
archive personal information posted in error.
Ì Other websites: Search for your company’s exposed data to make sure that no other websites
have saved a copy. If you find any, contact those sites and ask them to remove it.
Crisis Scenario Example cont.
Interview people who discovered the breach. Also, talk with anyone else who may know about it. If
you have a customer service center, make sure the staff knows where to forward information that
may aid your investigation of the breach. Document your investigation.
Do not destroy evidence. Don’t destroy any forensic evidence in the course of your investigation and
remediation.
Fix Vulnerabilities
Check your network segmentation. When you set up your network, you likely segmented it so that
a breach on one server or in one site could not lead to a breach on another server or site. Work with
your forensics experts to analyze whether your segmentation plan was effective in containing the
breach. If you need to make any changes, do so now.
Think about service providers. If service providers were involved, examine what personal
information they can access and decide if you need to change their access privileges. Also, ensure
your service providers are taking the necessary steps to make sure another breach does not occur. If
your service providers say they have remedied vulnerabilities, verify that they really fixed things.
Work with your forensics experts. Find out if measures such as encryption were enabled when the
breach happened. Analyze backup or preserved data. Review logs to determine who had access to
the data at the time of the breach. Also, analyze who currently has access, determine whether that
access is needed, and restrict access if it is not. Verify the types of information compromised, the
number of people affected, and whether you have contact information for those people. When you
get the forensic reports, take the recommended remedial measures as soon as possible.
Have a communications plan. Create a comprehensive plan that reaches all affected audiences —
employees, customers, investors, business partners, and other stakeholders. Don’t make misleading
statements about the breach. And don’t withhold key details that might help consumers protect
themselves and their information. Also, don’t publicly share information that might put consumers at
further risk.
Anticipate questions that people will ask. Then, put top-tier questions and clear, plain-language
answers on your website where they are easy to find. Good communication up front can limit
customers’ concerns and frustration, saving your company time and money later.
Crisis Scenario Example
Notify Appropriate Parties
When your business experiences a data breach, notify law enforcement, other affected businesses,
and affected individuals.
Determine your legal requirements. All states, the District of Columbia, Puerto Rico, and the Virgin
Islands have enacted legislation requiring notification of security breaches involving personal
information. In addition, depending on the types of information involved in the breach, there may be
other laws or regulations that apply to your situation. Check state and federal laws or regulations for
any specific requirements for your business.
Notify law enforcement. Call your local police department immediately. Report your situation and
the potential risk for identity theft. The sooner law enforcement learns about the theft, the more
effective they can be. If your local police aren’t familiar with investigating information compromises,
contact the local office of the FBI or the U.S. Secret Service. For incidents involving mail theft,
contact the U.S. Postal Inspection Service.
Notify affected businesses. If account access information — say, credit card or bank account
numbers — has been stolen from you, but you don’t maintain the accounts, notify the institution
that does so it can monitor the accounts for fraudulent activity. If you collect or store personal
information on behalf of other businesses, notify them of the data breach.
Notify individuals. If you quickly notify people that their personal information has been
compromised, they can take steps to reduce the chance that their information will be misused. In
deciding who to notify, and how, consider:
Ì state laws
Ì the nature of the compromise
Ì the type of information taken
Ì the likelihood of misuse
Ì the potential damage if the information is misused
Message Map
Scenario: Data Breach on RacerX website
Crisis Level: 4
Stakeholder: Customers who purchased from RacerX
Concern: Credit card information released online
Key Message 2
Key Message 1 Key Message 3
We apologize for
The website is now Working to control a
any concern on
secured. data leak.
inconvenience caused
by the situation.
Support Point 1.1 Support Point 2.1 Support Point 3.1

Hired an IT company to We immediately notified Researching what
buff security. customers. information got out to
the public.
All of the website is now We’ll continue to Work with security firm.
encrypted. provide information.

Will continue to provide Additional information We immediately
updated security available from RacerX. contacted the RacerX
settings. community.
Messaging Templates
Sample Press Release
FOR IMMEDIATE RELEASE
Contact Name: ______________________________

Contact Phone Number: ______________________
Contact Email Address: _______________________
Headline
One sentence, 7-10 words, that describes the major point of the release: ____________
______________________________________________________________________
City __________________________, (Date) _________________________________
Message of Empathy/Caring (if appropriate): _______________________________
______________________________________________________________________
Main Paragraph
Quickly answers the Who, What, Where, When and Why of the story: ____________________________
__________________________________________
Who (which mine) is affected: ______________________________________________
What is going on: _______________________________________________________
______________________________________________________________________
Where is this taking place: ________________________________________________
When did this occur: _____________________________________________________
Why is this important: ____________________________________________________
Quote (key points can be made within quotes)
From a predetermined spokesperson. Quote should say what actions RacerX is taking, telling people
what actions they should be taking, or voicing compassion and concern.
Name of Spokesperson: __________________________________________________

Spokesperson’s title: _____________________________________________________
Quote: ________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Key Message 1: ________________________________________________________
_______________________________________________________________________________________________
_______________________________________________________________________________________________
____________________
Supporting Point 1.1: ___________________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
Messaging Templates
_______________________________________________________________________________________________
_______________________________________________________________________________________________
____________________
Key Message 2: ________________________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
_____________________________________________
Key Message 3: ________________________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
_____________________________________________
_______________________________________________________________________________________________
_______________________________________________________________________________________________
____________________
Supporting Point 3.3: _______________________________________________ ___________________________

_______________________________________ ________________________________________________________
__________ __________________________________________________________________
More Information
For more information, contact:
RacerX
Phone Number: _________________________________________________________
Web site: ______________________________________________________________
Other ways to get information: _____________________________________________
______________________________________________________________________
______________________________________________________________________
###
Messaging Templates
Instagram
Facebook
We want to ensure that RacerX is doing

Twitter everything possible to find what information
was put out to the public. Currently, RacerX
is working with an IT department to learn
more about the data breach. Stay up to date
on our social media channels to learn more
about this incident.
RacerX was informed that overnight our

website was hacked.
We want to ensure that RacerX is doing

everything possible to find what information
was put out to the public.
Messaging Templates
SOCIAL MEDIA: Optional Message Segment for all SM messages:
*Must consider individual platform max character Images to pair with post messages:
counts and ideal character counts* Info Update
Ì Twitter- 280 max/ 240 ideal
Ì Instagram- 2,200 max/ 50 ideal
Ì Facebook- 63,206 max/ 50 ideal
Goal of the message:
Ì Acknowledge the situation
Ì Share information
Ì Take action Apology
Ì Reassure audiences
Ì Apology
Mandatory Message Segments for all SM
messages:
Designate a hashtag for the event so audiences
have a clear line of communication.
Ex: #RacerXCommunity, #RacerXtogether,
#RacerXupdate
Audience Call-to-action
Ex: Stay tuned, Check back later, Click the link
for more info.
General message to be disseminated immediately amongst all social platforms:

Goal: Acknowledge the Situation
Tone: Formal
“We are aware of the incident regarding XYZ that happened today/ 9/25/21 and we are currently
reviewing the situation. Check back here for further updates as more info emerges. #RacerXinfo”
Tone: Lighthearted
“Thanks for choosing RacerX! We’re aware of XYZ and are racing towards a solution to get back on
track. We appreciate your patience. #RacerXCommunity”
Messaging Templates
Email/ Website Templates
General Mishap, Accident, or Mistake by the Company
We owe our customers an apology. On [date], [describe incident that occurred]. As a result, [impact
on customers]. We’re sorry for what happened – we take full responsibility for our actions and the
impact this had on our customers. After reviewing the situation, we found the cause to be [cause
of mistake here]. We are committed to ensuring our customers, employees, and stakeholders don’t
have to deal with this again by [preventative measures here]. [Account managers/customer service/
the company] have been communicating with our customers during this time, and are still available
to help address any continuing issues that resulted from this incident. Again, we apologize to our
customers, and we pledge to be better.
Lawsuits
General
We cannot comment on ongoing litigation, but RacerX is committed to [statement that does not
divulge information or opinion about lawsuit].
Employee or Hiring Discrimination
We cannot comment on ongoing litigation, but we want to emphasize that RacerX is an equal
opportunity employer and that we [consider all applicants/evaluate all employees] without regards
to race, color, religion, national origin, age, sex, marital status, ancestry, physical or mental disability,
veteran status, gender identity, or sexual orientation.
Sexual Harassment
We cannot comment on ongoing litigation, but we wish to emphasize that RacerX sees providing
a safe and inclusive workplace for all employees as imperative. We thank the [people/person] who
displayed the courage to speak out and will be working with [him/her/them] to offer support and
provide assistance during this time.
Accusations
Employee or Hiring Discrimination
We take diversity and inclusion seriously at RacerX We are an equal opportunity employer and
[consider all applicants/respect all employees] without regards to race, color, religion, national origin,
age, sex, marital status, ancestry, physical or mental disability, veteran status, gender identity, or
sexual orientation. Our goal is to ensure that we are providing a safe and inclusive workplace for all
employees. As such, we are actively and seriously reviewing [this claim/these claims] to determine
the appropriate next steps.
Messaging Templates
Unexpected Loss of CEO/Executive/Employee (Death)
We are saddened to announce that [name] has passed away. Amidst this time of tragic loss, our
focus right now is on supporting the people closest to [him/her], our employees, and all of those
affected by [his/her] passing. [Insert name], who had the benefit of working closely with [name], will
be serving as interim [Title of deceased].
Unexpected Loss of CEO/Executive (Unexpectedly Quits/Resigns)
[Name of employee] has resigned from [his/her] former position at RacerX as [title], effective [date].
[name] will assume the position of [title] on an [interim/permanent] basis. We believe this transition
will aid us in achieving our mission as a company. We wish nothing but the best for [resigned
employee] and [his/her] successful and prosperous future, and we thank [him/her] for [his/her]
[months/years/decades] of dedicated service to RacerX.
Unexpected Loss of CEO/Executive (Removed from Role)
RacerX can confirm [employee] is parting ways with the company, effective [date]. [Optional: If
this termination is due to a public crisis, such as harassment or illegal activity, mention that his/
her behavior was unacceptable at the company, and to protect the integrity of your company, he/
she was removed from his/her position]. We have officially named [name] as [interim/permanent]
[title]. We believe this transition will aid us in achieving our mission as a company. [Optional: If this
termination is due to a public crisis, such as harassment or illegal activity, mention that the company
is actively reviewing the situation and what steps will be taken to ensure this does not happen
again].
Major Offensive Statement or Action by Employee
When There is Evidence (Video, Image, or Audio)
The viewpoints expressed by this employee do not represent RacerX’s values at all, and we
empathize with those hurt, upset, and disturbed by the employee’s [words/actions]. We emphatically
denounce what [employee] has [said/done], and as a result, [his/her] employment has been
[terminated/suspended/placed under review]. We are determined to provide a safe and inclusive
work environment at [company] and are working with our [people operations/human resources/
executive/legal] team(s) to determine the best course of action. Again, we wholeheartedly apologize
to [person/people] affected.
When There is Only an Accusation
RacerX is committed to being a safe and inclusive workplace for all. We’re still assessing the situation
and these accusations. We want to understand what happened, and our next step will be to work
with our [people operations/human resources/executive/legal] team(s) to determine the best course
of action. In the meantime, we would like to offer our sincerest apologies to all of those affected or
upset by these accusations.
Message Approval Process
Message Approval Form
Crisis: ____________________________________________________________
□ Message Map/Statement □ Letter
□ Press Release □ Website Content
□ Other: _____________________________________________________
Approval Timeline:
□ 0-30 Minutes □ 30 Minutes- 2 Hours
□ 2- 5 Hours □ 1 Day
□ 2-3 Days □ ___________
Please Check For:
□ ____________________________________________________________
□ ____________________________________________________________
□ ____________________________________________________________
Approval:
□ Approved as is
□ Approved with minor changes
□ Not approved, make changes and resubmit
Approved By: ____________________________________________________ Signature: ___________________
____________________________________
Date: ___________________________________________________________
Time: ___________________________________________________________
Spokesperson Guide
The messenger or spokesperson responsible for responding publicly can make or break the situation.
No matter how important or well-developed the message, if the spokesperson that delivers the
message is not a well-spoken, empathetic and credible source, the message will most likely be lost.
Spokespersons should:
Ì Be media-savvy and knowledgeable about the situation.
Ì Convey empathy and caring.
Ì Demonstrate competence and expertise.
Ì Communicate honestly and openly.
Ì Exhibit commitment and dedication.
Ì Be sensitive and responsive to public concerns.
Ì Express optimism.
Ì Stay calm under pressure.
Ì Exhibit positive body language.
The audience should:

Ì View you as being credible and competent.
Ì Believe you have their best interests at heart.
Ì Hear you addressing their key concerns.
To build trust and credibility as a spokesperson:

Ì Stay “on message.” Staying on message drives home the messages, keeps you focused on the
issues, and reduces the chance of mistakes.
Ì Recognize the public’s specific concerns. People are dissatisfied when information does not
address their needs; in addition, the messenger may lose credibility if specific needs are not
addressed.
Ì Be open and honest. People are more accepting of information when spokespersons display
truthfulness, honesty and a willingness to address tough issues.
Ì Coordinate with other credible sources. People are dissatisfied when different agencies deliver
inconsistent messages.
Ì Meet the media’s needs. If the media are working on a story, they will report it with or without
your help. Tell the media what you want the public to know about this situation
Post-Crisis Self Rating Template
First Response Follow Up Next Steps

Prompt
Did we respond quickly?
Informative
Did we address the basic
information needs for
internal and/or external
stakeholders?
Sincere
Did we respond with
humanity and care,
showing empathy for
people impacted by the
crisis?
Honest
When known, did we
clearly explain what
happened, what is
happening, and what will
happen next?
Humble
If applicable, did we
as a company own our
mistake?
Important Contacts
Network/Cable Television The Wall Street Journal
200 Liberty St., New York, NY
ABC News MSNBC 10281
47 W. 66 St., New York, NY One MSNBC Plaza Phone: 212-416-2000
10023 Secaucus, NJ 07094 Fax: 212-416-2658
Phone: 212-456-777 Phone: 201-583-5000 wsj.ltrs@wsj.com
netaudr@abc.com Fax: 201-583-5453
nightline@abcnews.com msnbctvinfo@nbcuni.com The Washington Post
2020@abc.com 1150 15th St., NW,
Washington, DC 20071
CBS News CNBC Phone: 202-334-6000
524 W. 57 St., New York, NY 2200 Fletcher Ave. Fax: 202-334-5269
10019 Fort Lee, NJ 07024 ombudsman@washpost.com
Phone: 212-975-3247 Phone: 201-585-2622
Fax: 212-975-1893 Fax: 201-583-5453 Regional Wire Services and
evening@cbsnews.com Syndicates
earlyshow@cbs.com National Radio Programs
Associated Press
CNN National Public Radio 50 Rockefeller Plaza, New York,
One CNN Center, Box 105366, 635 Massachusetts Ave. NW, NY 10020
Atlanta, Washington, DC 20001-3753 Phone: 212-621-1500
GA 30303-5366 Phone: 202-513-2000 Fax: 212-621-7523
Phone: 404-827-1500 Fax: 202-513-3329 info@ap.org
Fax: 404-827-1906 E-mail: Jeffrey Dvorkin,
morning@npr.org Bloomberg
Fox News Channel 731 Lexington Ave New York,
1211 Ave. of the Americas National Newspapers NY
New York, NY 10036 Phone: 212-617-2300
Phone: 212-301-3000 The New York Times Fax: 917-369-5000
Fax: 212-301-4229 229 W. 43rd St., New York, NY
comments@foxnews.com 10036 Phone: 212-556-1234 Dow Jones Newswires
Fax: 212-556-3690 335 Madison Ave., 18th floor
PBS 202-862-0300 New York, NY 10036
1320 Braddock Place, nytnews@nytimes.com Phone: 201-938-5400
Alexandria, VA 22314 Fax: 201-938-5600
Phone: 703-739-5000 USA Today newswires@dowjones.com
Fax: 703-739-8458 7950 Jones Branch Dr.,
newshour@pbs.org McLean, VA 22108 The McClatchy Company
Phone: 800-872-0001 or 2100 Q Street Sacramento, CA
NBC 703-854-3400 95816-6899
30 Rockefeller Plaza, Fax: 703-854-2165 Phone: 916-321-1855
New York, NY 10112 editor@usatoday.com ptira@mcclatchy.com
Phone: 212-664-4444
Fax: 212-664-4426
nightly@nbc.com
today@nbc.com
Important Contacts
Scripps Howard News Service Performance Racing PBS Network
1090 Vermont Ave N.W., Suite 27081 Aliso Creek Road, WEDU TV 3
1000 Washington, DC 20005 Suite 150 Berkman Family Broadcast
Phone: 202-408-1484 Aliso Viejo, CA 92656 Center
Fax: 202-408-2062 Phone: (949) 499-5413 1300 North Blvd.
mail@performanceracing.com Tampa, FL 33607
Reuters Phone: (813) 254-9338
Three Times Square Racer X Online Fax: (813) 253-0826
New York, NY 10036 122 Vista Del Rio Dr. mgalloway@wedu.org
Telephone: 646-223-4000 Morgantown. WV 26508
Phone: (304) 284-0080 MOR-TV Local Network
United Press International Fax: (304) 284-0081 WMOR TV 32
1510 H Street, NW online@racerxonline.com 7201 E. Hillsborough Ave.
Washington, DC 20005 Tampa, FL,. 33610
Telephone: 202.898.8000 Local Media Phone: (813) 740-3232
FAX: 202.898.8057 Fax: (813) 626-1961
tips@upi.com ABC Network scaward@hearst.com
WFTS TV 28
National News Magazine 4045 N. Himes Ave Bay News 9
Tampa, FL 33607 Spectrum Bay News 9
Newsweek Phone: (813) 354-2828 700 Carillon Parkway, Suite 9
251 W 57th Street, Fax: (813) 428-6397 St. Petersburg, FL 33716
New York, NY 10019 NewsTips@wfts.com desk@charter.com
Phone: 212-445-4000 Phone: (727) 329-2400
Fax: 212-445-5068 CBS Network
WTSP TV 10 NEWSPAPERS
Time 10 Tampa Bay WTSP CBS
Time & Life Bldg., 11450 Gandy Blvd. Associated Press (AP) Tampa
Rockefeller Center, St. Petersburg, FL 33702 https://apnews.com/hub/tampa
New York, NY 10020 Phone: (727) 577-1010 support@apnews.com
Phone: 212-522-1212 Fax: (727) 576-6924
Fax: 212-522-0323 Beach Beacon
Fox Network 9911 Seminole Blvd.
U.S. News & World Report WTVT TV 13 Seminole, FL 33772
1050 Thomas Jefferson St., 3213 West Kennedy Blvd. Phone: (727) 397-5563
Washington, DC 20007 Tampa, Florida 33609 webmaster@tbnweekly.com
Phone: 202-955-2000 Phone: (813) 870-9630
Fax: 202-955-2049 Fax: (813) 871-3135
FOX13tampanews@fox.com Florida Sentinel Bulletin
Trade Publications 2207 21st Ave
NBC Network Tampa, FL 33605
Grassroots Motorsports WFLA TV 8 Phone: (813) 248-1921
916 Ridgewood Ave. P.O. Box 1410 editor@flsentinel.com
Holly Hill, FL 32117 Tampa, FL 33601
Phone: (386) 239-0523 Phone: (813) 228-8888
Important Contacts
Jewish Press of Tampa USF Oracle Community Conscious Radio
6416 Central Ave. oracleeditor@gmail.com WMNF FM 88.5
St. Petersburg, FL 33707 oraclemeditor@gmail.com 1210 E Dr Martin Luther King
Phone: (727) 535-4400 Jr Blvd
ino@jewishpresstampabay.com USFSP Crow’s Nest Tampa, FL 33602
University of South Florida, St. Phone: (813) 238-8001
La Gaceta Petersburg
Main Office: 3210 E. 7th Ave 140 7th Ave South, SLC2400 WUSF Public Media
Tampa, FL 33605 St. Petersburg, FL 33701 FM 89.7
Mailing Address: P.O. Box 5536 akanderson1@usf.edu 4292 East Fowler Ave WRB101
Tampa, FL 33675 Tampa, FL 33620
Phone: (813) 248-3921 Weekly Challenger Phone: (813) 974-8700
Fax: (813) 247-5357 P.O. Box 35130 info@wusf.org
LAGACETA@TAMPABAY. St. Petersburg, FL 33705
RR.COM Phone: (727) 896-2922 MAGAZINES
Fax: (727) 823-2568
The Suncoast News NewsDesk@ duPont Registry Tampa Bay
11321 U.S. Hwy 19 North theweeklychallenger.com Magazine
Port Richey, FL 34668 advertising@ 4707 140th Ave N, Suite 302
Phone: (727) 815-1023 theweeklychallenger.com Clearwater, FL 33762
dpleus@SuncoastNews.com Phone: (727) 897-8337
TALK RADIO STATIONS
Tampa Bay Business Journal Florida Trend Magazine
4890 W. Kennedy Blvd. Tampa Bay’s Sport Radio 490 First Ave. South
Suite 850 WDAE FM/95.3 AM 620 St. Petersburg, FL 33701
Tampa, FL 33609 4002 Gandy Blvd. Phone: (727) 821-5800
Phone: (813) 873-8225 Tampa, FL 33611 Fax: (727) 822-5083
Fax: (813) 876-1827 Phone: (813) 832-1000 onlineads@floridatrend.com
tamabay@bizjournals.com PressRelease@floridatrend.com
NewsRadio
Tampa Bay Times WFLA AM 970 Tampa Bay Metro Magazine
490 First Ave. South 4002 Gandy Blvd. 3404 S Omar Ave.
St. Petersburg, FL 33701 Tampa, FL 33611 Tampa, FL 33629
Phone: (727) 893-8111 Phone: (813) 832-1000 Phone: (813) 835-7700
sparag@tampabaymetro.com
Tampa Free Press Sports Talk Florida
200 Frandorson Cir #206 WHBO AM 1040
Apollo Beach, FL 33572 contact@sportstalkflorida.com
Phone: (813) 279-1480
admin@tampafp.com The Bone
WHPT FM 102.5
University of Tampa Minaret 11300 4th St N
https://theminaretonline.org/ St. Petersburg, FL 33716
Phone: (727) 579-2000
Fax: (727) 579-2271
press@theboneonline.com
Press Kit
Story The racing community faces
many challenges on how to run
their daily life but with the help
of RacerX everything is simple.
RacerX aims to streamline
eCommerce and trade for racers,
manufactures and suppliers.
RacerX wants to become
synonymous with racing.
RacerX aims to be the name

every racing fan will remember.
As a company we noticed many
challenges motorsports fan
faced and we look to make
life easier. RacerX platform
empowers racers and companies
small and large to perform
equally in global markets.
Organization's Mission
Statement and Values
Mission Statement:
“We make doing business in motorsports easier - everywhere…”
Values:
Collaboration Enthusiasm
Race as one team Enjoy the ride
Continuous
Reliability
Improvement
Drive with Honor
Race to learn
Collaboration
“We are committed to building an environment where
colleagues and customers are part of the same team.”
We race as one team when:

Ì We build trust among racers by
acting with sincerity and respect.
Ì We engage people in every
interaction.
Subvalues:
Ì We listen to understand our
audience’s vision.
Ì We create and empower our
community.
Ì We contribute to easier and more
informed decisions.
Enthusiasm
“Our passion comes from exploring new ways to do
things faster and better everyday.”
We enjoy the ride when:

Ì We see every interaction as an
opportunity to excite and inspire
others.
Ì We are curious and achieve the
unexpected.
Subvalues:
Ì We exceed racers’ expectations
by offering creatively excellent
solutions.
Ì We make shopping and working fun.
Ì Enjoy the extra mile, the secret to
be memorable
Continuous Improvement
“Being eager to master new abilities to enrich racers’
experiences.”
Our race to learn is on when:

Ì We keep an open mind to improve
people, things, conditions, and ideas.
Ì We foster continuous improvement
and are not afraid of speeding up!
Subvalues:
Ì Create and grasp opportunities for
growth.
Ì There is always a better solution.
Ì Apply what you learn to add value.
Reliability
“We live and race with integrity as we take ownership of
our promises.”
We drive with honor when:

Ì We choose our values as a compass
for our decisions.
Ì We show up for our team.
Subvalues:
Ì Our words are backed by actions.
Ì We are flexible. If one way doesn’t
work, we find one that does.
Ì We keep an open mind.
Overview of Services/
Products
Ì RacerX is a B2B-B2C eCommerce marketplace that incorporates everything

Motorsports into one site. Racers and suppliers, along with RacerX can create a
profit through sales of parts, equipment, professional services, virtual trade shows,
job listings, and more. RacerX encompasses all forms of motorsports such as racing,
boats, cars, UTV’s, motorbikes, and more.
Ì RacerX aspires to provide services such as annual memberships, classified

and display ads, virtual store rentals, escrow services, education, training and
certification, virtual trade shows, buyer protection insurance, and more.
Ì RacerX offers a central hub where racers, racing fanatics, crew members, and
motor enthusiasts can buy and sell parts for motor vehicles.
ABOUT US
RacerX is a B2B-B2C eCommerce Marketplace that

incorporates everything motorsports into one
location. It offers a central hub where racers, racing
fanatics, crew members, and motor enthusiasts
can buy and sell parts for motor vehicles.
RacerX encompasses all forms of motorsports such

as racing, boats, care, UTV's, motorbikes, and more.
HISTORY
2018 2021 2022

RACERX WAS
FOUNDED ON
JUNE 15, 2018, IN
• ON FEBRUARY 25,
2021, RACERX
EXPANDED TO
• JOIN RACERX ON
MAY 1, 2022 FOR
THE RELAUNCH
TORONTO, GLOBALLY TO OF ITS WEBSITE.
CANADA. ST.PETE, FLORIDA.
OUR SERVICES AUDIENCE DEMOGRAPHICS
Annual Memberships
Escrow Services
Education
Training and
Certifications
Virtual Store Rentals
Buyer Protection 60% men and 40% women who are between
the ages of 25 - 54. Racing has the most consistent
Insurance
event and TV viewership loyalty In Major League
Virtual Trade Shows Sports.
Classified and Display
Ads HEADQUARTERS
And More... 1 King St West, Ste 4800-144, Toronto, ON M5H-1A1,
CA
Images
Logo: Brandmark:
Images should represent the branding of RacerX and highlight the following aspects:
Ì Color Palette: Red, Black, White
Ì High Energy: Movement, Action, Candid Photography
Ì Motorsport Utilities: Tires, Helmets, Gloves, Etc.
Color Palette Images: Color images are vital in building a strong brand presence. Together, a
catalogue of red, white, and black will strengthen brand loyalty and grow long term conversions.
Încorporating brand colors of red and white is ^Capture images that encompass all aspects and
essential to building brand awareness. Identifying values of RacerX and create ties to red, black,
these colors in the racing world creates a and white. Utilize the environment on and off of
connection between the audience and RacerX. the track.
Images
Motion and Energy Images: Action and motion images enhance the presence of RacerX and
present the company as a durable entity. RacerX values innovation and overcoming obstacles.
Êmphasize the drive, power, and precision of Ît is important to highlight the motorists just
the automobiles in the industry that RacerX as much as the action. Showcase the racers who
seeks to power through online purchases. Utilize help to lift up RacerX as a company and as a
focus and blur for a maximized effect of speed community.
and drive.
Images
Utility Images: Utility images reflect the e-commerce dynamic of RacerX. Utilize images of this
nature to communicate the reliability of purchasing, selling, and inquire about motorsport products.
^Lighting focuses on quality aspects of the item. ^Maintain brand integrity when highlighting
Utilizing highlights draws attention to important e-commerce offerings by using the designated
details that support buyers’ trust in purchase brand color pallet. Flexes of red provide a subtle
decisions made through RacerX. redirection to the RacerX image and values.
RacerX Staff Bios
Jimmy Mac Ken Passmore

CEO Founder International Markets Director
“An organizer of unorganized industries” Jimmy Before joining the RacerX family, Ken Passmore
Mac has over 30 years of experience in creating developed over 40 years of experience with
revolutionary products and solutions that are General Motors and the company’s subsidiaries
designed to increase growth and revenue after with the role of International Sales Director.
attending the University of Colorado Boulder. Passmore has brought in over 5 billion dollars
He is the founder of multiple publicly traded in new export contracts for GM and has driven
telecommunications and mortgage default multiple GM foreign subsidiaries in Europe,
resolution technology companies. Africa, Asia, Australia, and South America.
Christine Stone Timothy G. Jones

Joint Ventures Director Director of Operations
Christine Stone has 25 years of experience in Timothy G. Jones previously worked for Apple
asset optimization for the motorsports industry. in its retail and customer solutions sectors and
Her role at RacerX includes coordinating then became the architect behind RacerX’s
international transactions for RacerX and its business philosophy integration and customer
many clients with the goal of organizing racers, service model. His roles include creating
teams, and suppliers to be market ready and superior customer experience and formulating
attracting potential colleagues to join the record breaking sales.
RacerX family.
Press Release Examples
Pilar Sanchez, Public Relations Director

555-555-5555
publicrelations@racerx.biz
Darlington, SC—Today, during the Cook Out Southern 500, RacerX and National Automotive Parts
Association (NAPA Auto Parts), announced the move to officially sale products on RacerX website.
The partnership greatly expands the ability for RacerX to help racers, manufactures and suppliers
generate revenue by simplifying eCommerce and trade,
The news was made public by RacerX CEO Jimmy Mac and NPA District Manage Mike Scanlan
Under the agreement, the parties will jointly share RacerX website as a central hub to sell all
motorsports parts. The partners will explore other collaborative activities, including the use of
NASCAR drivers to provide additional RacerX support.
“Partnering with NAPA Auto Parts advances our purpose meaningfully and significantly,” states
Jimmy Mac, CEO of RacerX. “NAPA Auto Parts has great relationships with drivers in America and an
unrivaled commitment to developing the sport. This partnership brings the prospect of a home for
RacerX with access to exceptional service.”
NAPA Auto Parts, founded in 1925, is an American retailers’ cooperative distributing automotive
replacement parts, accessories and service items in North America.
RacerX expects to open its new NAPA Autoparts hub on the website this fall and is finalizing plans
for a ribbon-cutting ceremony at the main RacerX headquarters.
RacerX
555-555-5555
Racerx.biz
About RacerX Marketplace

Founded in 2018, RacerX is a B2C hybrid eCommerce marketplace built to incorporate everything
motorsports into one website. Headquartered in St. Pete, Florida, RacerX employs 15 individuals
spread throughout Canada, the USA, Panama, India, and Ukraine. It aspires to provide annual
memberships, classified and display ads, virtual store rentals, escrow services, education, training and
###
Pilar Sanchez, Public Relations Director

555-555-5555
Racer X Confirms Unauthorized Access to Consumers Data through Marketplace.

St. Petersburg, Florida - October 5, 2021
RacerX has confirmed today that there was unauthorized access to personal information and
data that may impact its consumers and stakeholders. The issue was brought to attention
Monday morning by RacerX’s internal security team and was quickly dealt with at the company’s
headquarters both in the United States and Canada. RacerX is working with law enforcement and
financial institutions, and has resolved the issue.
“RacerX’s first priority is protecting and preserving the personal information of our consumers and
stakeholders. We take responsibility for this mistake and we will continue to work and better our
company to make sure this does not happen again,” said Jimmy Mac, CEO and founder of RacerX.
It was determined that 250,000 racers and consumers accounts may have been impacted by this
breach. RacerX is putting all appropriate resources behind this issue and will be partnering with a
third party forensics firm to conduct a thorough investigation of the data breach incident.
Consumers and stakeholders that suspect they have been impacted by the situation should contact
RacerX at: 555-555-5555
RacerX
555-555-5555
Racerx.biz

###
Racer X Appoints New CEO

St. Petersburg, Florida, October 7, 2021
RacerX announced today that Ms. Shannon Smith has been appointed new CEO of the Motorsport
E-commerce company. An experienced business leader, Smith will succeed Jimmy Mac and assume
all related responsibilities beginning in the new year.
Mac is resigning from the role of CEO to focus on new racing endeavors.
Smith is eager to adjust to life in the driver's seat of the RacerX company. Her +15 years experience
in the motorsport industry has provided her with experience in a variety of backgrounds within the
field.
“I have no doubt that Ms. Smith will steer us in the right direction. Her love for the sport provides
her with the credentials and expertise that make up a well-balanced leader,” said Senior Board
Member, James Park.
While at her previous company, RacerW, Smith earned a long list of awards and achievements. Some
include outstanding recognition for salesmanship, innovation of digital media, and publication in
RacingToday magazine.
“I expect Smith to have a huge impact on both RacerX’s performance as a company and our
employee culture,” said Jacob Hughes, Senior Board Member. “Keep an eye out for great changes
internally and externally.”
Smith received her Masters Degree in Marketing from University of Florida in 2004.
RacerX Communications Division

555-555-5555
Racerx.biz

###
RACERX ANNOUNCES THE LAUNCH OF ITS ECOMMERCE MARKETPLACE
St. Pete, Fla. (October 6, 2021) - RacerX Marketplace announces the launch of its new website on
May 1st, 2022. The website will serve as an eCommerce marketplace (B2B / B2C Hybrid) allowing
individuals to buy and sell parts for motor vehicles. Consumers will be able to sell new and no
longer used equipment, professional services, and skills training by utilizing a virtual storefront in
the motorsports mall. Following the launch of the website, RacerX will provide annual memberships,
classified and display ads, virtual store rentals, escrow services, education, training and certification,
virtual trade shows, buyer protection insurance, and more.
The website launch will happen at: http://racerx.biz/

###
Social Media Accounts
10/13/21, 8:26 PM RacerX Marketplace: Overview | LinkedIn
Home My Network Jobs

Deadline Approaching - Pepperdine's online Master of Legal Studies program:
RacerX Marketplace
The "Amazon of Motorsports” Everything motorsports in 1 site global.
Make Money, Save Time, Race Better, Confidently.
Business Supplies & Equipment · St Pete, Florida · 25 followers
See all 4 employees on LinkedIn
Follow Visit website More
Home About Posts Jobs People Insights
About
RacerX Makes Motorsports Easier. We support you heroes of racing. Our
eCommerce marketplace (B2B) helps racers, teams, mfgrs, suppliers, service
providers thru a global workspace. You make money selling new & no longer use…
see more
See all details
Page posts
The current RacerX social media strategy focuses on a highly limited LinkedIn presence. The most
up-to-date post by RacerX was published over four months ago and directs audiences to the
company website.
4mo •
RacerX development.
NOTE: RacerX Website is down and undergoing Marketp Weʼve just updated our Page. Visit
| LinkedIn our Page to see the latest updates.
linkedin.com • 1 m # #
https://www.linkedin.com/company/racerx-marketplace/ 1/2
Contact Information
ABC Network Tampa Bay Business Journal
WFTS TV 28 Henry Queen
Sarah Moore (813) 342-2471
News Director hqueen@bizjournals.com
Phone: (813) 354-2828 Lauren Coffey (Tech)
NewsTips@wfts.com (813) 342-2473
lcoffey@bizjournals.com
CBS Network
WTSP TV 10 Tampa Bay Times
NewsDesk Matt Baker (Auto Racing)
Phone: (727) 577-1010 (727) 420-9087
mbaker@tampabay.com
Fox Network
WTVT TV 13 Toronto Star
NewsDesk Jenna Fryer (Auto Racing)
Phone: (813) 870-9630 sports@thestar.ca
FOX13tampanews@fox.com
Toronto Sun
NBC Network Scott Stinson (Sports)
WFLA TV 8 sstinson@nationalpost.com
Phone: (813) 228-8888
Bay News 9
Spectrum Bay News 9
desk@charter.com
Phone: (727) 329-2400
RacerX Contact
RacerX Communications Division

555-555-5555
Communication Strategy
Table of Contents
G.O.S.T. Strategic Planning 82
Organization’s USP 83
Promotion Marketing Mix 84
Marketing Mix Budget 85
Organization’s Brand 86
Tone & Voice Examples 87
Imagery Examples 89
RacerX Identity Materials 90
RacerX Branded Flyer 92
RacerX Branded Flyer cont. 93
Email Marketing Strategy 94
G.O.S.T. Strategic Planning
Here are the goals, objectives, strategies, and tactics of RacerX overall
communication plan.
Goal
Build brand awareness
Objective
Increase LinkedIn connections by 15% in Q1 for 2022.
Strategy
Establish a social media campaign for LinkedIn.
Tactics
Post more frequently on LinkedIn
Foster relationships with motorsports professionals
Optimize the LinkedIn profile
Organization’s USP
(unique selling proposition)
RacerX = One entry point for all racing

products and service providers
RacerX stands for ease and accessibility in the e-commerce/ motorsports industry.
This USP creates a clear path for consumers to follow. Providing a one-stop-
shop for all things motorsports is aimed at encouraging the efficient and speedy
lifestyles of their racers through digital pathways. All in all, racing with RacerX will
get you where you want to be faster than other competitors.
Promotion Marketing Mix
Social Media Advertising

Twitter Newspaper ads
Facebook Local Radio interviews
Instagram Google Search
LinkedIn
Public Relations
Personal Selling
NASCAR events
Ads on the website
Racing events
TV interviews at races
Message
Email marketing
Physical mail
Marketing Mix Budget
5%
10%
15% 40%
30%
Advertising Social Media Public Relations
Personal Selling Message
Note: For examples see previous page.
Organization’s Brand
Voice: Tone:
Ì Bold Ì Casual
Ì Energetic Ì Conversational
Ì Direct Ì Informative
Ì Professional Ì Helpful
Imagery:
Ì Photos: Bold, high quality photos pertaining to the themes of racing, speed, and the
motorsport industry. Photos will be primarily focused on tools and equipment (tires,
cars, helmets, etc.) to emphasize buying and selling product features that RacerX is
in need of promoting.
Ì Colors: Imagery must align with the colors of the RacerX brand. Red, Black, and
White are required for the majority of imagery used amongst marketing and
branding deliverables.
Tone & Voice Examples
Platform: Twitter Platform: LinkedIn
Event: Booth at a Race Crisis: Website Down
Format: Social Media Post Format: Memo/Social Media Post
Voice: Bold, Energetic Voice: Energetic, Direct
Tone: Casual, Informative Tone: Conversational, Informative/Helpful
“Come visit the RacerX booth during the “Attention Racers! We are currently
Daytona 500 and get some goodies! We experiencing technical difficulties
will be in the infield from 10am until the involving our website. We apologize
race begins! #RacerX #Daytona500” for the inconvenience. Our pit crew is
reviewing the situation as fast as they
can. #RacerX”
READY. SET. GO.
COME VISIT THE ATTENTION RACERS!

RACERX BOOTH!
February 12th | 10am onwards | Daytona International Speedway
WEBSITE DOWN
Tone & Voice Examples
Social Media Bio

Platform: Instagram
“Providing Digital Motorsports Services. Ready, Set, Connect!
#racerxmarketplace
www.racerxwebsite.com”
Social Media Reply

Platform: LinkedIn Comment:
“Thanks for being a part of the RacerX community! We’re committed to
supporting our racers 24/7. We will race your suggestions back to our support
team.”
Website Homepage Copy

Platform: www.racerxwebsite.com
“RacerX is the #1 pitstop in digital motorsports services. Our highly qualified
team is here to assist you in buying, selling, and connecting with the racing
community.
Click here to learn more.”
Imagery Examples
Colors
Photos
RacerX Identity Materials
Letterhead
Oct. 22, 2021
Our Valued Customer,
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt
ut labore et dolore magna aliqua. Vestibulum mattis ullamcorper velit sed ullamcorper
morbi tincidunt ornare. Mauris commodo quis imperdiet massa tincidunt. Pretium aenean
pharetra magna ac placerat vestibulum lectus. Fringilla ut morbi tincidunt augue interdum
velit. Elementum pulvinar etiam non quam lacus suspendisse faucibus interdum posuere.
Facilisi morbi tempus iaculis urna id volutpat lacus laoreet non. Bibendum ut tristique et
egestas. At urna condimentum mattis pellentesque. Ornare massa eget egestas purus
viverra accumsan in nisl nisi. Mollis nunc sed id semper risus in. Enim diam vulputate ut
pharetra sit amet aliquam. Hac habitasse platea dictumst quisque sagittis purus. Fames ac
turpis egestas integer eget aliquet nibh praesent. Facilisi morbi tempus iaculis urna id
volutpat lacus laoreet.
Warmly,
JimmyMac
RacerX CEO
(555) 555-555
123 Anywhere St.,

Any City, FL, 12345
www.racerxwebsite.com
RacerX Identity Materials
Business Card
DIGITAL MOTORSPORTS SERVICES
B U Y . SELL. C O NN EC T.
WWW.RACERXWEBSITE.COM
www.linkedin.com/company/racerx-marketplace/
Email Signature
JIMMYMAC
RacerX CEO
123 Anywhere St., Any City, FL 12345

(555) 555-555
hello@racerxwebsite.com
www.racerxwebsite.com
BUY. SELL. CONNECT.
RacerX Branded Flyer
Front Page
NOW SERVING
MOTOR
ENTHUSIASTS
ONLINE
Please visit Racerx.biz to
explore our offerings.
RacerX Branded Flyer cont.
Back Page
ABOUT RACERX
RacerX is a B2B-B2C eCommerce Marketplace
that incorporates everything motorsports into
one location. It offers a central hub where
racers, racing fanatics, crew members, and
motor enthusiasts can buy and sell parts for
motor vehicles.
RacerX encompasses all forms of motorsports

such as racing, boats, care, UTV's, motorbikes,
and more.
SERVICES
Education
Buyer Protection Insurance
Classified and Display Ads
Virtual Store Rentals
And More...
Email Marketing Strategy
Types of Email Marketing to Utilize: Tips:

Ì The welcome email Ì Send emails regularly, but not excessively.
Ì Curated content emails The recommended amount is 2 to 3 a week.
Ì Referral emails Ì Ensure emails are personalized.
Ì Order confirmation emails Ì Emails should have the brand’s personality,
tone, and voice.
Ì Promotional emails
Ì Always include the company logo and a call
Ì Cart abandonment emails to action.
Ì Event emails Ì Use templates to reinforce brand recognition.
Ì Include an image.
Ì Optimize for mobile.
Social Media Strategy
Table of Contents
Social Media Overview 99
S.M.A.R.T Goals 100
Organic & Paid Breakdown 101
Content Themes/Buckets 102
Paid Social Strategy & Budget 103
Mock Up Social Media Post 104
Social Media Post 105
Social Media Cover Photos 109
Social Media Profile Picture 110
Social Media Bios 111
Six Month Content Calendar 112
Social Media Tools 116
Social Media Guidance 117
Best Practices 118
Social Media Do’s & Don’t 123
M&E Breakdown 125
Glossary of Key Terms 126
Social Media Overview
*Note: Utilizing all social media platforms will allow
RacerX to increase its SEO.
Instagram
Ì RacerX needs to be on Instagram because
its competitors have already built a
presence on the platform. Having a
presence on Instagram is expected by
the younger demographics. Utilizing the
platform will build online presence, handle
reputation management, allow customers
to tag us in posts, and increase website
traffic.
Twitter
Ì Utilizing Twitter will allow RacerX to
cultivate a brand community, deliver
customer service, gain feedback, and build
brand personality and awareness.
LinkedIn
Ì Utilizing LinkedIn will help RacerX build
professional relationships and credibility,
create meaningful network opportunities,
and gather expertise from established
professionals within the motocross
industry.
Facebook
Ì Facebook is most utilized by our target
audience. It allows RacerX to reach
billions of people, cultivate a community,
increase website traffic, build email lists
and brand loyalty, gain in-depth audience
insight, utilize mobile technology, and
utilize paid online advertising and events.
S.M.A.R.T Goals
Specific
Measurable
Achievable
Realistic
Time Frame
Post at least once a week on all social media profiles for the next 6
months.
Boost Instagram followers by 100 within the next 2 months.
Improve conversion rate on Facebook by 5% this quarter.

Organic & Paid Breakdown
65% Organic Posting

Ì (G.O.S.T.) Goal: Build Brand Awareness
Ì Place an emphasis on familiarizing audiences
with the RacerX as a brand.
Ì Help RacerX become a household name.
35% Promoted Content

Ì Place emphasis on RacerX offerings.
Ì Educate audiences how RacerX can help them.
Ì Reach specific targeted audiences.

Content Themes/Buckets
Content Buckets

ÌEntertainment

ÌInspiration

ÌEducation

ÌConversation

ÌConnection

ÌPromotion
Content Theme
Entertainment + Photos/Videos + Company Spotlight
Inspiration + Photos/Videos + Racer Spotlights
Education + Blog + RacerX Service Highlights
Conversation + RacerX IG Stories + Brand Questions
Connection + Text-based photos + Brand Values/ CEO quotes
Promotion + Photos/Videos + Company Products highlighted

Paid Social Strategy &
Budget
30% of the overall marketing budget goes to

social media.
Ì From that budget 50% of the money will go

towards LinkedIn social media channel since
that should be the company’s first big focus.
Ì 20% should go towards Facebook.
Ì 20% should go towards Instagram.
Ì 10% should be allocated to Twitter.
Facebook and Instagram can share the same

budget because you can cross post on their
platform. For the first six months RacerX should
allocate $5,000.

Mock Up Social Media Post
Inspiration + Photos/Videos + Racer Spotlights Connection + Text-based photos + Brand Values/

CEO quote
*This photo can be swapped out with other

RacerX staff members.
Entertainment + Photos/Videos + Company

Spotlight Education + Blog + RacerX service highlights

Social Media Post
Conversation + RacerX IG Stories + Brand Promotion + Photos/Videos + Company

Questions products highlighted
Entertainment + Photos/Videos + Company Spotlight

Social Media Post
Conversation + RacerX IG Stories + Brand Promotion + Photos/Videos + Company

Questions products highlighted
Promotion + Photos/Videos + Company Promotion + Photos/Videos + Company

products highlighted products highlighted

Social Media Post
Connection + Text-based photos + Brand Values/ Promotion + Photos/Videos + Company

CEO quotes products highlighted
Caption: We’re changing the game of racing. Caption: All things motorsports in one place.
RacerX stands together to support our Buy, sell, connect with RacerX. Hit the button to
community. #RacerXCommunity get started.

Social Media Post
Inspiration + Photos/Videos + Racer Spotlights
Xreme Shot is a UGC tactic. Repost audiences’

photos on our page and tag them on our posts.
Caption: “Whoa! Don’t blink, you might miss this
extreme moment. Image captured by @user123.”
NOTE Tag user on the post.
Conversation + RacerX IG Stories +

Brand Questions

Social Media Cover Photos

Social Media Profile Picture

Social Media Bios
Facebook
Ì The one stop shop for all racing products and services. Website:
racerx.biz
Instagram
Ì Providing racers with anything they need. Join the RacerX family
here: RacerX.biz 🏎
Twitter
Ì The official page for RacerX, where you can find the products and
🏎
services to live like the racer you are.
LinkedIn
Ì The leading e-commerce site for racers and motorsports enthusiasts
to purchase the necessary products and services to live life like a
winner.

Six Month Content Calendar
Entertainment + Photos/Videos + Company Spotlight TW = Twitter

Inspiration + Photos/Videos + Racer Spotlights FB = Facebook
Education + Blog + RacerX service highlights IG = Instagram
Conversation + RacerX IG Stories + Brand Questions LK = LinkedIn
Connection + Text-based photos + Brand Values/ CEO quotes
Promotion + Photos/Videos + Company products highlighted
January
January 1 New Year's Day (FB, TW, IG)
January 7 Classic MotoFest at Daytona International Speedway (All Social Media)
January 17 MLK Day (FB, IG)
January 20 Countdown to Daytona 500 (FB, IG)
January 24 International Day of Education (FB, LK, TW)
January 28 Diriyah E-Prix Formula E (All Social Media)
January 28 National Fun at Work Day (FB, IG, TW)
January 29 Diriyah E-Prix Formula E (All Social Media)
Bi weekly Post (FB, IG)
Once a month (All Social Media)
Weekly Blogs (FB,LK, TW)
Once a Week (IG)
Febuary
Black History Month (All social media) once a week showcasing POC in motorsporths throughout the year
Febuary 2 Groundhog Day (FB, IG)
Febuary 3 Black History Post 1 (All Social Media)
Febuary 6 Super Bowl Sunday (FB, IG)
Febuary 12 Mexico City E-Prix Formula E (All Social Media)

Febuary 14 Valentine's Day (FB, TW, IG)

Febuary 17 Random Acts of Kindeness Day (FB, LK)
Febuary 20 Daytona 500 (All Social Media)
Febuary 21 Presidents Day (FB, IG)
Febuary 27 Black History Post 4/Wrap-up (All Social Media)
Once a Week (IG)
March
Women's History Month (All Social Media) once a week about women in motorsports and with RacerX company
March 2 Ash Wednesday (FB, IG)
March 3 Women's History Post 1 (All Social Media)
March 6 Pennzoil 400 (All Socal Media)
March 4 Employee Appreciation Day (All Social Media)
March 13 Ruoff Mortgage 500 (All Social Media)
March 14 Pi Day (FB)
March 17 Saint Patrick’s Day (FB, TW, IG)
March 19 International Sports Car Racing Day (All Social Media)
March 20 Folds of Honor QuikTrip 500 (All Social Media)
March 27 EchoPark Automotive Texas Grand Prix (All Social Media)
March 31 Women's History Post Wrap-up (All Social Media)


Once a Week (IG)
April
April 1 April Fool’s Day (FB)
April 3 Toyota Owners 400 (All Social Media)
April 9 Blue-Emu Maximum Pain Relief 500 (All Social Media)
April 10 Palm Sunday (FB, TW, IG)
April 11 National Pet Day (FB, IG)
April 15 Good Friday (FB, IG)
April 17 Food City Dirt Race (All Social Media)
Easter Sunday (TW, IG, FB)
April 22 Earth Day (FB, LK, IG)
April 24 GEICO 500 (All Social Media)
Once a Week (IG)
May
May 1 NASCAR Day Month (FB, IG, TW)
May 3 NASCAR Driver Spotlight (FB, LK)
May 13 One week until NASCAR Day (FB, IG)
May 15 International Family Day (FB, IG)
May 20 NASCAR Day (All Social Media Platforms)
May 22 NASCAR All-Sar Race (FB, IG, TW)
May 29 Indianapolis 500 (FB, IG, TW)
May 30 Memorial Day (FB, IG)


Once a Week (IG)
June
National Safety Month (All Social Media-Showcase weekly ways RacerX values safety in the workplace)
June 1 Safety in the workplace post 1 (All Social Media)
June 5 World Environment Day (FB, IG, TW)
June 8 National Best Friend Day (All Social Media- spotlight drivers who are bffs)
June 14 Flag Day (FB)
June 19 Juneteenth (FB, TW, IG)
June 30 National Corvette Day (FB)
Once a Week (IG)

Social Media Tools
Tracking

ÌChartbeat:
Allows you to see live
updates on your website.

ÌCrowdTangle:
Allows you to monitor
platform for publishers and
brands.

ÌBit.ly:
Allows you to shorten links
Posting
Ì Hootsuite
Ì Facebook
Business Suite
Ì Twitter Media
Studio
Social Media Guidance
Post & Respond: The CMO and Social Media Manager will
be in charge of posting and responding to social media
comments and messages.
Team Responsibilities: Every member of RacerX is

responsible for Social Media Monitoring and Social Media
Listening and reporting it to the correct department.
Account Management and Access:The Marketing

Department will be in charge of account management and
access, including creating relationships with customers and
stakeholders and managing the security of the social media
accounts.
Engagement: The CMO and Social Media Manager will

be responsible for encouraging, measuring, analyzing and
reporting engagement on social media.
Crisis Management: The Public Relations Department

and Marketing Department are in charge of dealing with
any crisis that may appear and help prevent issues from
becoming a full fledge crisis.

Best Practices
• Learn everything you can about your audience
• Choose which networks to use
- Instagram: A billion users, 500 million of them active every day. 71% of
Americans between 18 and 24 use this network. 43% African Americans, 38%
HIspanic, 32% white for U.S. users (Clarke, 2019).
- Facebook: More active monthly users than any one country’s population. 1.4
billion daily users, and 2.13 billion monthly ones. 25-34 year olds are the biggest
segment for U.S. users. 75% of U.S. adults rake in $75,000+ (Clarke, 2019).
- Twitter: Big. Political. Platform. More so than the others. 330 million active
monthly users. 45% of new users have college degrees (Clarke, 2019).
• Have a plan.
- Set goals
- Conduct an audit: Examine what’s working and what’s not on social media in
one place.
- How to perform a social media audit
· Track down all your social media accounts
· Make sure each account is complete and on brand
· Identify your best posts
· Evaluate channel performance
· Track results over time
· Calculate your return on investment
· Understand the audience for each network
· Decide which channels are right for you
· Standardize channel ownership and passwords
· Do it all again
Citation: Clarke, T. (2019, June 26). 14 Social media best practices you should follow in 2020. Hootsuite.
https://blog.hootsuite.com/social-media-best-practices/

Best Practices
• Keep an eye on the competition.
- Know who they are, where they are, what they’re doing, what they did before,
how well they’re doing what they’re doing, any threats to your business, and
identify gaps in your own strategy.
• Listen for mentions of your brand.
- Monitor channels to capture mentions of your brand, competitors, product, and
relevant keywords.
- Analyze those mentions to identify what you should do next.
• Monitor conversations that are relevant to your industry.
- Think of social monitoring as the foundation for social listening. Monitor to learn
from the past. Listen to create your future.
• Establish your social media voice and tone.
- Find your adjectives to develop the voice and vibe for your brand’s personality.
- Write like you talk by avoiding jargon.
- Write from the reader’s perspective, to make them, not you, the hero in the
story.
- Drop the drama. Avoid sensational headlines. Always be clear over clever.
• Follow the social media ‘Rule of Thirds’.
- ⅓ share posts to promote your business, convert readers, and generate profits.
- ⅓ share posts of ideas from influencers in your industry (or like-minded
businesses)

Best Practices
- ⅓ share posts of personal stories to build your brand.
• Respond to all comments and @mentions - promptly.
- Social media + comments + mentions + respond now = a relationship
• Don’t repost the same message across networks.
- Optimize content for each network.
- Don’t over post.
- Ignore some channels.
• Use data to determine when and how often to post.
- When is the right time to post?
- How often should you post?
• A/B test your messaging.
- Separate your audience into two random groups
- Show a different message variation to each group
- Compare the responses to your chosen metrics
• Use the right tools.
• Measure results and adjust your strategy as needed.
- Facebook has an analytics dashboard. Use it to view likes, followers, reach and
engagement for your pages and posts.
- Twitter also has a dashboard to look at information, month-to-month. Like,
top tweets, followers, and mentions. See too, engagements, impressions and
promotions for your tweets for a given time period.
- Instagram offers analytics for business profiles. More than just content, gain
insights about who your followers are, when they’re online, and more.

Best Practices
Social Media Image Sizes by Platform:
Citation: Agarwal, M. (n.d.). The complete social media image sizes cheat sheet. SocialPilot. https://www.
socialpilot.co/blog/social-media-image-sizes

Best Practices
Social Media Image Sizes by Platform:
Citation: Agarwal, M. (n.d.). The complete social media image sizes cheat sheet. SocialPilot. https://www.
socialpilot.co/blog/social-media-image-sizes

Social Media Do’s & Don’t

Measurement & Evaluation
Analysis

M&E Breakdown
The purpose of this chart is to execute a successful social media strategy. Begin
with formulating a single overarching goal that your social media efforts will
meet. Next, designate your social media Critical Success Factors (CSF) and Key
Performance Indicators (KPI) to act as benchmarks in the overall measurement
process. Identify which Metrics you will specifically analyze and initiate final
measurements and evaluations.
Social Media Goal
GOALS CSF KPI METRIC MEASURE
Average quantity of
Social accounts reached
Increase digital Accounts
Media on Instagram,
presence Facebook, LinkedIn reached
Reach and Twitter
across social
BUILD
media Average
BRAND platforms by Website
number of Landing
website visitors page
Traffic
AWARENESS 15% over the compared to views
next 6 months. last month
OF
Average
RACERX Social Media number of Website
Interaction website clicks clicks
compared to
last month
Average bounce
Bounce Rate rate of website Is Users on
lower than last website
year
Social media
Impression Users seeing
post seen by
post
more userss

Glossary of Key Terms
Critical Success Factors (CSF): metrics that are used to determine the causes for
success. They result from the organization’s mission and and strategic goals.
Key Performance Indicators (KPI): metrics that are used to determine if a business’s
goals are being met and analyze whether changes need to be made.
Reach KPIs: metrics that measure how many people come across your social channels,
both passively and actively.
Impressions: the number of times your post was visible to a user’s feed or timeline.
Impressions do not mean that the user necessarily read or noticed the post.
Follower Count: the number of followers your social media account has at a given
time.
Audience Growth Rate: The rate at which your follower count is changing over
time. One wants to keep this increasing rather than decreasing. The formula to track
audience growth rate is:
Reach: is the number of people that have seen a post since it was posted. It can
change depending on how good your content is and whether your target audience
is online. It will also help you understand what your audience finds interesting and
valuable. The formula to track reach is:
Potential Reach: is the number of people who could possibly see your post during a
reporting period. For example, “if one of your followers shared your post with their
network, between 2% and 5% of their followers would factor into the post’s potential
reach” (Olafson, 2021). The formula to track potential reach is:
Olafson, K. (2021, May 17). 19 Social media KPIs you should be tracking. Hootsuite. https://blog.hootsuite.com/social-media-kpis-key-performance-indicators/
Piyu. (2019, September 18). Difference between CSF and KPI. DifferenceBetween.com. https://www.differencebetween.com/difference-between-csf-and-kpi/

Social Share of Voice: is a metric that tracks how many people have mentioned your
brand, compared to the number of people mentioning your competitor. This will help
you determine how relevant your brand is within its industry. The formula to track
social share of voice is:
Social Media Engagement KPIs: metrics that measure the quality of the interactions
between your brand and its social followers.
Likes: the number of times a social media user interacts with a post by clicking the
“Like” button within a specific social media platform.
Comments: the number of times a social media user comments on your posts.
Comments can be both positive or negative.
Applause Rate: is a metric that tracks only the positive or approval interactions, such
as likes, saves, retweets, favoriting, etc. on a post. The formula to track applause rate
is:
Average Engagement Rate: is a metric that shows how engaging (likes, comments,
saves, and favorites), on average, your content was. The formula to track average
engagement rate is:

Amplification Rate: is a metric that shows the rate at which your followers are sharing
your content with their own followers. This includes shares, retweets, repins, and
regrams. The higher the amplification rate the more willing your followers are to be
associated with your brand. The formula to track amplification rate is:
Conversion KPIs: metrics that measure how many social interactions turn into website
visits, purchases, newsletter sign-ups, or other desired actions. They will tell you
how effective your brand’s social media strategy is and if it’s leading to actionable
outcomes.
Conversion Rate: is the number of social media users who perform the desired action
that is outlined in your social media’s call to action, whether that be visiting your
website, making a purchase, or something else, compared to the total number of clicks
given on that post. The formula to track conversion rate is:
Click-Through Rate (CTR): is the percentage of social media users who viewed your
post and clicked on the call to action it included. The formula to track CTR is:

Bounce Rate: is the percentage of visitors who clicked on a link in your social media
post, but then left the page without taking any action. (those who left without action/
total visitors ) x100 = bounce rate
Cost Per Click (CPC): is the amount a brand pays a social media platform, such as
Facebook, Twitter, or Instagram, per individual click on your sponsored social media
post. This will help you determine if sponsored posts are worth the investment for
your brand. The formula to track CPC is:
Cost Per Thousand Impressions (CPM): is the amount you pay every time 1,000
people scroll past your sponsored social media post. The formula to track CPM is:
Customer Satisfaction KPIs: metrics that are tracked to see how social media users
feel about your brand.
Customer Testimonials: are reviews that are typed up by customers and posted to
social media channels that demonstrate how they feel about an experience or product
from your brand.
Customer Satisfaction Score (CSat): is a metric that shows how happy your brand’s
followers are with your products and services. This data can be collected through a
Twitter poll or Facebook survey. (happy customers/number of customers asked) x 100
= CSat
Net Promoter Score: is a metric that measures your follower’s brand loyalty. This data
can be collected through polls or surveys on your brands social channels asking how
likely will followers recommend your brand to friends.

Racerx Communication Plan: Jared Cruz-Aedo Megan O'Neill Abigail Sames Emily Espitia

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RacerX

The purpose of this situation analysis is to analyze

RacerX was founded by

RacerX aspires to provide services

The company’s core values are

Ì Collaboration- Race as One

“F1’s global research director Matt

“70% fan loyalty to

Ì Media Use: Actively participates in online

Ì Lifestyle: Has a need-for-speed attitude

Ì 60% of its audience is incremental to other

Ì Racing has the most consistent event

Motorsports is an ever-evolving industry to

SEMA found that it is normal for motorsports

Socio-Cultural forces Technological forces

Ecological forces Political forces

Ì Looking at the RacerX social media

Electronic commerce (eCommerce)

RacerX is currently only reaching

RacerX would like to grow their social

Ì Niche product Ì Company name is similar

Ì Expansion in foreign Ì Data leak

From our situational analysis, we have determined

Competitive Passive Price

Reserve Spontaneous Motivations

Distracted Focused Loyalty

Isolated Family Oriented Loyalty

Lazy Ambitious Convenience

Goals Media Consumption

Plan Revision Date Name of Reviser Approved By Notes

Changes to the plan will be noted on the Plan Review Chart.

The RacerX Crisis Management Team is comprised of:

Ì Crisis Communications Team Leader

VP Liaison CEO Spokesperson

Crisis Communications Sr. Advisors

Audience Messenger Means Information

Audience Messenger Means Information

Step 1: Verify the Crisis Situation

When collecting the data consider the following:

Step 2: Notification and Assignments

Step 5: Develop Messages

1. Review Crisis Coverage

2. Identify Story Trends

3. Identify Public and Key Stakeholder Issues

Ì Death of a Driver or Crew Member

NOTE: This does not include all possible crises.

Natural Disaster Hurricane

Secure your operations

Remove improperly posted information from the web.

Support Point 1.1 Support Point 2.1 Support Point 3.1

Support Point 1.2 Support Point 2.2 Support Point 3.2

Support Point 1.3 Support Point 2.3 Support Point 3.3

Contact Name: ______________________________

Name of Spokesperson: __________________________________________________

Supporting Point 3.3: _______________________________________________ ___________________________

We want to ensure that RacerX is doing

RacerX was informed that overnight our

We want to ensure that RacerX is doing

General message to be disseminated immediately amongst all social platforms:

The audience should:

To build trust and credibility as a spokesperson:

First Response Follow Up Next Steps

RacerX aims to be the name

Supporting Point 3.3: _____________________ _