Crisis Management Case Study Johnson And Johnson

Crisis Management Case Study Johnson And Johnson-24
True to the company credo that emphasized primary responsibility to those who used its products, James E.Burke, chairman of J&J’s board of directors, adopted a strategy of total transparency and a pro-active policy to protect the health and safety of Tylenol users, regardless of the cost involved.

True to the company credo that emphasized primary responsibility to those who used its products, James E.Burke, chairman of J&J’s board of directors, adopted a strategy of total transparency and a pro-active policy to protect the health and safety of Tylenol users, regardless of the cost involved.

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A company advertising campaign offered to replace all capsules with untainted Tylenol “tablets” at a sizable discount (at further expense of several million dollars).

These actions caused customers and the media to view J&J as a company that could be trusted.

Though there were those who questioned whether the Tylenol brand name should be used in future pain-relief products, Burke judged that the brand equity was sufficiently strong to overcome this setback.

Within a month the company producers devised a unique, foolproof non-tamper bottle for which it alone held the patent, and redistributed Tylenol “caplets” in this new package at a discount.

Media reporting would continue to focus on Tylenol killing people until more information about what caused the deaths was made available.

Throughout the crisis over 100,000 separate news stories ran in U. newspapers, and hundreds of hours of national and local television coverage.

Communicate with your workers and involve them in your PR efforts.

Undertake immediately a long-term strategic rehabilitation plan that will feature safe, quality products at substantial savings.

Adopt concrete measures to rectify all shortcomings.

Communicate these changes actively and transparently, in an unwavering, unified message.

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