Typography, Headlines and Infographics

after the crisis, Johnson & Johnson had recalled over 31 million bottles
of Tylenol at a cost of over $100 million. The company also had posted
a $100,000 reward for information about those responsible. Through
news releases and advertisements, they offered to replace Tylenol cap-
sules already purchased if consumers would return them.
Johnson & Johnson’s willingness to take the lead in informing the
public about the situation paid off. A consumer survey about two weeks
into the crisis showed that 87 percent of Tylenol users realized that the
company was not responsible. However, almost two-thirds said they
were afraid to use the product again.
Johnson & Johnson refused to allow the incident to destroy a suc-
cessful product. To overcome consumers’ fears, the company designed a
new triple-safety locked, tamper-resistant package. Johnson & Johnson
then used an all-out media blitz to show the new, safer package to
the public. In a media blitz, a sponsor uses many types of media simul-
taneously to reach as many people as possible with a message. Johnson
& Johnson staged one of the world’s first teleconferences, a satellite
hookup that linked the media in 30 cities in a video news confer-
ence. Through the video news conference, the company was able to
share information with reporters in many locations simultaneously
and respond to their questions individually. The company distributed
news releases; held media briefings; published ads; distributed infor-
mation directly to employees and local distributors; and sent letters
and telegrams to doctors, hospitals and consumers. Company officials
appeared on network news and television talk shows to talk about their
plans for Tylenol.
Johnson & Johnson wanted to make sure people understood that
the company was more interested in consumer safety than in making
money. Telling the truth, at the risk of bankrupting their own com-
pany, paid off. Within six months, Tylenol had recaptured 95 percent
of its previous sales.
Johnson & Johnson’s success was not yet complete, however. Four
years later, a New York woman died after reportedly taking Tylenol
capsules containing cyanide. This time Johnson & Johnson recalled all
Tylenol capsules and replaced them with tablets that were more dif-
ficult to alter. The withdrawal of its product cost Johnson & Johnson
more than $150 million, but its immediate, honest approach saved the
company and its reputation and product.

PUBLIC RELATIONS 487

media blitz

a public relations strategy in

which a company uses many

types of media simultane-

ously to get a message to as

many people as possible

teleconference

a conference via satellite

hookup that links individuals

or groups at two or more

locations or sites; used to

share information simultane-

ously with multiple locations

and allow persons in remote

locations to interact with

persons at the site from which

the communication originates

video news conference

a news conference held at a

location with teleconferencing

capabilities so media in remote

locations can interact with

news conference speakers and

participants; a news confer-

ence delivered simultaneously

to multiple locations

Your Beat

1. Why do you think Chrysler’s promise to the public,
   the “Car Buyer’s Bill of Rights,” was a successful
   strategy? What would have made it fail?
   2. What other public relations options did Johnson &
   Johnson have in handling the first reports of Tylenol-
   related deaths? What options did the company have
   in responding to the death of another person four
   years later?