When companies lose the public’s trust – whether it’s Facebook selling user data or United Airlines mistreating passengers – PR pros scramble to head off a crisis. That strategy gained a foothold in 1982, when a mysterious killer spiked Tylenol with cyanide, as Retro Report shows in this video documentary collaboration with The New York Times. Savvy PR decisions are credited with saving the company.
So why do today’s corporate leaders have so much trouble learning how to respond?
“The reason Tylenol remains the gold standard in the annals of crisis management case studies is because the company did the right thing. It moved swiftly and boldly, without obvious regard to expense or liability (or the many other considerations that crop up during a crisis and can slow a response). Tylenol’s PR team was spot on in predicting that people would not linger on the cause of the crisis, but would, instead, remember how the company responded to it.” – Anne Buchanan, President
“Technology has shortened our attention spans. Watching videos that are more than a minute long or not being able to immediately download content annoys us. This translates to the way companies handle issues and crises. Instead of taking the long view, they are focused on the immediate future and want a quick fix. They try to explain things away quickly, instead of owning up to it and committing to a long-term solution.” – Katie Byrne, Account Coordinator
“Johnson & Johnson was successful because it put the protection of its customers first, and any ramifications for the company’s bottom line, second. In today’s crises, corporate leaders are so focused on preserving their brand and ROI that they end up not being fully transparent with their customers.” – Lauren Force, Account Coordinator
“Social media and online news have sped up the news cycle drastically. You no longer have hours to come up with the perfect response to a crisis. The media and consumers expect an immediate answer, so today’s leaders must adapt. A quick response could be dangerous though, if you haven’t had time to gather all the facts. The corporate leaders who are most successful are able to take quick action to address the matter, and then provide a more detailed statement once additional information is available.” – John Reynolds, Senior Account Executive
“Why do today’s corporate leaders have so much trouble learning how to respond? The Tylenol response was rare back then, which is one reason there was so much buzz. I guess it is still equally unusual today. Leadership demands truth and clarity; perhaps those qualities will always be rare. Good PR is easier when good leadership makes good decisions.” – Jon Ericson, Director of Technology
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