Manage a product recall
Train teams to carry out a product withdrawal and recall before they need to.
Why this programme
A product recall is prepared before it happens. The programme simulates a health alert: a suspect batch, customers to notify, stock to locate, communication to prepare. Each department plays its role, and the screen shows the time gained or lost in real time.
Recalls due to undeclared food allergens are a leading cause of all food product recalls.
What your teams experience
- The alert: identify the affected batches within minutes from a report.
- Follow the trail: trace the origin of the raw materials using traceability documents.
- The crisis unit: allocate roles across quality, production, sales and communication.
- The press release: write a clear message for customers as a team, voted on by the room.
Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.
What the company gains
Withdrawal and recall procedures tested in advance, clear roles in a crisis, and better day-to-day traceability.
Staging written for you
In your client area, a form specific to this programme collects your content: it is built into the challenges and cinematic sequences, exactly as you provide it. The look uses your logo and your colours. Teams are formed on the spot or based on your organisation chart.
Follow-up, up to D+30
Your follow-up dashboard stays with the programme, from the order to the final results.
- After the session: the session report, with the gap between the opening and closing measures.
- At D+7: a reminder asks a few key questions again, and the D+7 report shows what has been retained.
- At D+30: a second reminder, and the D+30 report shows what holds over time.
The sources of this programme
The published research that this programme's games, measures and debriefs refer to. You can check every reference.
- Gendel, S. M., & Zhu, J. (2013). Analysis of U.S. Food and Drug Administration food allergen recalls after implementation of the Food Allergen Labeling and Consumer Protection Act. Journal of Food Protection, 76(11), 1933-1938. 10.4315/0362-028X.JFP-13-171
- Kramer, M. N., Coto, D., & Weidner, J. D. (2005). The science of recalls. Meat Science, 71(1), 158-163. 10.1016/j.meatsci.2005.04.001
- Olsen, P., & Borit, M. (2013). How to define traceability. Trends in Food Science & Technology, 29(2), 142-150. 10.1016/j.tifs.2012.10.003
- Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making. Journal of Personality and Social Psychology, 48(6), 1467-1478. 10.1037/0022-3514.48.6.1467
- Salas, E., Wilson, K. A., Burke, C. S., & Wightman, D. C. (2006). Does crew resource management training work? Human Factors, 48(2), 392-412. 10.1518/001872006777724444
- Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59-76. 10.2307/259099
- Arpan, L. M., & Roskos-Ewoldsen, D. R. (2005). Stealing thunder: Analysis of the effects of proactive disclosure of crisis information. Public Relations Review, 31(3), 425-433. 10.1016/j.pubrev.2005.05.003
- Coombs, W. T. (2007). Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate Reputation Review, 10(3), 163-176. 10.1057/palgrave.crr.1550049
- Ellis, S., & Davidi, I. (2005). After-event reviews: Drawing lessons from successful and failed experience. Journal of Applied Psychology, 90(5), 857-871. 10.1037/0021-9010.90.5.857
- Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. 10.2307/2666999
- Loi n° 2019-25 du 26 février 2019, relative à la sécurité sanitaire des denrées alimentaires et des aliments pour animaux, JORT n° 24 du 22 mars 2019 (texte).
- Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement: A meta-analysis of effects and processes. Advances in Experimental Social Psychology, 38, 69-119. 10.1016/S0065-2601(06)38002-1
- Howard, G. S. (1980). Response-shift bias: A problem in evaluating interventions with pre/post self-reports. Evaluation Review, 4(1), 93-106. 10.1177/0193841X8000400105
Further reading (2 references)
Other research we drew on to design this programme.
- Pozo, V. F., & Schroeder, T. C. (2016). Evaluating the costs of meat and poultry recalls to food firms using stock returns. Food Policy, 59, 66-77. 10.1016/j.foodpol.2015.12.007
- Sitzmann, T. (2011). A meta-analytic examination of the instructional effectiveness of computer-based simulation games. Personnel Psychology, 64(2), 489-528. 10.1111/j.1744-6570.2011.01190.x
Shared foundations (1 reference)
The mechanics of all our sessions (team play, the debrief, the before-and-after measure, spaced reminders) and the research that also underpins the other programmes in the same specialty or sector.
- Roediger, H. L., & Karpicke, J. D. (2006). Test-enhanced learning. Psychological Science, 17(3), 249-255. 10.1111/j.1467-9280.2006.01693.x
Before you book
How is a Corporate Solutions experience different from team building?
It starts from a business objective, not an activity: onboarding new hires, preventing a risk, bringing your commitments to life. It is staged for your company, with your content, your figures and your brand. Your teams play in person, on their phones, while a big screen tells the story and a facilitator runs the room. And it is followed up: the session report, then the D+7 and D+30 reminders in your client area.
Do we need to install an app?
No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.
Is there a limit on the number of participants?
No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.