Crisis revisited: An analysis of strategies used by Tylenol in the second tampering episode

Abstract

Analysis of communication strategies used by Johnson & Johnson following the second Tylenol tampering in Feb. 1986 indicates use of a pro‐active communication stance by the firm during the crisis. Tentative language strategies allowed Johnson & Johnson flexibility to take limited action earlier in the crisis and to expand their response when circumstances warranted. Defining their actions enabled the firm to disassociate itself from the act which caused the crisis and to stipulate motives for their actions. Creating communication events and using a limited number of spokespersons assured that the organization's perspective was communicated frequently and that crisis messages were consistent and well‐articulated.

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