CRISIS COMMUNICATIONS IN THE DIGITAL AGE
If you have spent much time on crisis communications, you have undoubtedly heard of a nearly four decades-old crisis – the 1982 Johnson & Johnson (J&J) Tylenol tragedy – that has become the standard for how a company should respond when calamity strikes.
After seven people in Chicago died after taking the painkiller, it was quickly discovered that some extra-strength Tylenol tablets had been laced with cyanide. J&J immediately recalled the product and launched a nationwide media campaign urging the public not to consume Tylenol. In the ensuing weeks, the company held multiple press conferences and developed tamperproof packaging to decrease the likelihood of future incidents. Within a year, J&J had reclaimed most of its lost market share, and experts continue to point to the company’s response as a best-in-class standard for crisis management.
But the world has changed. What would have happened if J&J had to navigate its crisis in the age of fake news, Facebook Live, digital advertising and countless other advances that have made the public more connected than ever? It would face heightened consumer expectations, rising distrust in the private sector and the need to reach its audience on multiple digital channels.
Businesses today must take proactive steps to ensure they are prepared to respond effectively and efficiently through various channels or run the risk of falling victim to today’s viral and hazardous digital reality.
The digital landscape today
Previously, fundamental crisis communications principles leveraged traditional media sources to disseminate a company’s message. In the J&J example, the media was used both to alert the company to the issue and to provide the public with its messaging.
Apr-Jun 2020 Issue
Edelman