Effective Communication Case Study
Case 6-3, Tylenol Rides It Out and Gains a Legacy
During the fall of 1982, seven people unexpectedly died from cyanide poisoning in and around Chicago. Subsequently, it was determined that all victims had taken Tylenol capsules that had been laced with cyanide prior to their death. At this juncture, Johnson and Johnson, the manufacturer of Tylenol, had a decision to make. Put the blame outside and carry-on business as usual, or take a stand and do what was ethically right.
The Publics
Johnson and Johnson had to contend with both internal and external publics. The internal public, employees, stockholders, and distributors, needed reassuring that production would continue, jobs would not be lost, and profits would not plummet. The external public, the consumer, needed their confidence rebuilt in a product that had been in American homes for years.
In order to tend to the needs of both the internal and external public company executives looked to the company mission statement or, as it is known to Johnson and Johnson staff, Our Credo. The Johnson and Johnson Credo spells out how the company should interact with its staff, customers, communities, and the world at large. It was made publicly known through the media at the time of the tainted Tylenol scare that the Credo was looked to as a roadmap for decision making. The public’s knowledge of the tenor of Our Credo undoubtedly bolstered the company’s image.
Once it was determined that the deaths were caused by cyanide tainted Tylenol, company executives immediately formed an alliance with the FBI, Food and Drug Administration, and the local authorities enabling them to maintain up to date information which they disseminated to the public. By so doing, they were kept in the media and likewise in the public eye.
Another public relations boon came when Johnson and Johnson immediately halted production of Tylenol capsules and pulled stock from stores in...
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