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Late in the evening of February 10,
Late in the evening of February 10, 1986, news reports began to circulate that a woman had died in Yonkers, New York, after taking poisoned capsules of extra-strength Tylenol.
The nightmare for Johnson & Johnson began anew.
Once again, the company sprang into action. Chairman Burke addressed reporters at a news conference a day after the incident. A phone survey found that the public didn’t blame the company. However, with the discovery of other poisoned Tylenol capsules two days later, the nightmare intensified. The company recorded 15,000 toll-free calls at its Tylenol hot line. Once again, production of Tylenol capsules was halted. “I’m heartsick,” Burke told the press. “We didn’t believe it could happen again, and nobody else did either.”
This time, although Tylenol earned some 13 percent of the company’s net profits, the firm decided once and for all to cease production of its over-the-counter medications in capsule form. It offered to replace all unused Tylenol capsules with new Tylenol caplets, a solid form of medication that was less tamper-prone (Figure 2-9). This time the withdrawal of its capsules cost Johnson & Johnson more than $150 million after taxes.
Once again, in the face of tragedy, the company and its chairman received high marks. As President Reagan said at a White House reception two weeks after the crisis hit, “Jim Burke of Johnson & Johnson, you have our deepest appreciation for living up to the highest ideals of corporate responsibility and grace under pressure.”
The nightmare for Johnson & Johnson began anew.
Once again, the company sprang into action. Chairman Burke addressed reporters at a news conference a day after the incident. A phone survey found that the public didn’t blame the company. However, with the discovery of other poisoned Tylenol capsules two days later, the nightmare intensified. The company recorded 15,000 toll-free calls at its Tylenol hot line. Once again, production of Tylenol capsules was halted. “I’m heartsick,” Burke told the press. “We didn’t believe it could happen again, and nobody else did either.”
This time, although Tylenol earned some 13 percent of the company’s net profits, the firm decided once and for all to cease production of its over-the-counter medications in capsule form. It offered to replace all unused Tylenol capsules with new Tylenol caplets, a solid form of medication that was less tamper-prone (Figure 2-9). This time the withdrawal of its capsules cost Johnson & Johnson more than $150 million after taxes.
Once again, in the face of tragedy, the company and its chairman received high marks. As President Reagan said at a White House reception two weeks after the crisis hit, “Jim Burke of Johnson & Johnson, you have our deepest appreciation for living up to the highest ideals of corporate responsibility and grace under pressure.”
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Late in the evening of February 10, 1986, news reports began to circulate that a woman had died in Yonkers, New York, after taking poisoned capsules of extra-strength Tylenol.
The nightmare for Johnson & Johnson began anew.
Once again, the company sprang into action. Chairman Burke addressed reporters at a news conference a day after the incident. A phone survey found that the public didn’t blame the company. However, with the discovery of other poisoned Tylenol capsules two days later, the nightmare intensified. The company recorded 15,000 toll-free calls at its Tylenol hot line. Once again, production of Tylenol capsules was halted. “I’m heartsick,” Burke told the press. “We didn’t believe it could happen again, and nobody else did either.”
This time, although Tylenol earned some 13 percent of the company’s net profits, the firm decided once and for all to cease production of its over-the-counter medications in capsule form. It offered to replace all unused Tylenol capsules with new Tylenol caplets, a solid form of medication that was less tamper-prone (Figure 2-9). This time the withdrawal of its capsules cost Johnson & Johnson more than $150 million after taxes.
Once again, in the face of tragedy, the company and its chairman received high marks. As President Reagan said at a White House reception two weeks after the crisis hit, “Jim Burke of Johnson & Johnson, you have our deepest appreciation for living up to the highest ideals of corporate responsibility and grace under pressure.”
The nightmare for Johnson & Johnson began anew.
Once again, the company sprang into action. Chairman Burke addressed reporters at a news conference a day after the incident. A phone survey found that the public didn’t blame the company. However, with the discovery of other poisoned Tylenol capsules two days later, the nightmare intensified. The company recorded 15,000 toll-free calls at its Tylenol hot line. Once again, production of Tylenol capsules was halted. “I’m heartsick,” Burke told the press. “We didn’t believe it could happen again, and nobody else did either.”
This time, although Tylenol earned some 13 percent of the company’s net profits, the firm decided once and for all to cease production of its over-the-counter medications in capsule form. It offered to replace all unused Tylenol capsules with new Tylenol caplets, a solid form of medication that was less tamper-prone (Figure 2-9). This time the withdrawal of its capsules cost Johnson & Johnson more than $150 million after taxes.
Once again, in the face of tragedy, the company and its chairman received high marks. As President Reagan said at a White House reception two weeks after the crisis hit, “Jim Burke of Johnson & Johnson, you have our deepest appreciation for living up to the highest ideals of corporate responsibility and grace under pressure.”
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Cuối buổi tối của ngày 10 Tháng 2 năm 1986, báo cáo tin tức bắt đầu lan truyền rằng một người phụ nữ đã chết tại Yonkers, New York, sau khi uống viên nang độc của siêu cường Tylenol. Những cơn ác mộng cho Johnson & Johnson đã bắt đầu trở lại. Một lần nữa, các công ty nhảy vào hành động. Chủ tịch Burke giải quyết các phóng viên tại một cuộc họp báo một ngày sau khi vụ việc xảy ra. Một cuộc khảo sát điện thoại thấy rằng công chúng không đổ lỗi cho các công ty. Tuy nhiên, với sự phát hiện của viên nang Tylenol độc khác hai ngày sau đó, cơn ác mộng tăng cường. Công ty ghi nhận 15.000 cuộc gọi điện thoại miễn phí tại Tylenol đường dây nóng của nó. Một lần nữa, việc sản xuất viên nang Tylenol đã bị chững lại. "Tôi chán nản," Burke nói với báo chí. "Chúng tôi không tin rằng nó có thể xảy ra một lần nữa, và không ai khác đã làm một trong hai." Lần này, mặc dù Tylenol kiếm được khoảng 13 phần trăm lợi nhuận ròng của công ty, công ty quyết định một lần và cho tất cả phải ngừng sản xuất của over-the-counter của nó thuốc dưới dạng viên nang. Nó được cung cấp để thay thế tất cả các viên nang Tylenol không sử dụng với viên nén Tylenol mới, một hình thức vững chắc của thuốc là làm xáo trộn ít dễ bị (Hình 2-9). Lần này rút viên của Johnson & Johnson nhiều hơn $ 150 triệu USD sau thuế. Một lần nữa, khi đối mặt với thảm kịch, các công ty và chủ tịch của nó nhận được điểm cao. Như Tổng thống Reagan nói tại một buổi tiếp tân của Nhà Trắng hai tuần sau khi cuộc khủng hoảng, "Jim Burke của Johnson & Johnson, bạn có sự đánh giá sâu sắc nhất của chúng tôi cho sống theo lý tưởng cao nhất của công ty trách nhiệm và ân sủng dưới áp lực."
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