Toyota, Tiger and Tylenol: Global Brands Acted Slowly to Stem Crisis Spread

Brian Dobson, Crisis PR expert, says: "The 3 Ts missed the 3 Cs: Toyota, Tiger and Tylenol failed to promptly Control, Contain and Communicate as crisis rocked the brands. Preparation is key to anticipating crisis and acting swiftly to manage consumer perceptions."

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Few celebrities ranked with golf superstar Tiger Woods, who became mired in personal and family problems that stained his previously pristine reputation. Some sponsors dropped Tiger as his image slipped from seamless to seedy and they feared a carryover to their brands

New York (PRWEB) January 31, 2010

Toyota, Tiger and Tylenol botched crisis PR basics, as managers were too slow to implement the three Cs to control, contain and communicate important messages to protect brand image at the outset of crisis, said Brian Dobson of DobsonPR.com.

"Basically, the three Ts muffed the three Cs. Managers of the world class brands of Toyota, Tiger and Tylenol seemed flat footed as crisis hit. If brand managers don't engage the media from day one, then crisis reports get driven by critics, competitors and pundits who dominate news with negative comments," said the http://www.DobsonPR.com public relations expert.

"While Toyota and Tylenol will likely face governmental scrutiny in hearing rooms, they will be joined by Tiger in facing consumer opinions of moms, dads and kids in living rooms," he added.

"Toyota seemed initially disengaged as consumer fears mounted regarding gas pedal troubles causing cars to accelerate, resulting in some injuries and death. Tiger Wood's initial explanation about private troubles didn't calm sponsors and some dropped him. McNeil Consumer Healthcare's sluggish recall of tainted Tylenol that caused some illness appeared too little too late," said Dobson, founder of http://www.DobsonPR.com.

"Toyota lost ground trying to minimize its troubles as competitors pounced to capitalize. US automakers may gain more from Toyota's missteps than from President Obama's public bailout, as they work to attract Toyota customers to their cars," said Dobson.

Toyota instituted a massive car recall in the USA, Canada, Europe and China and stopped production in America to give top priority to repairing customer cars as Toyota's President publicly apologized to help limit further damage to its reputation.

"Toyota announced it has a solution to the accelerator problems in millions of its cars and that it is acting swiftly to fix customer cars. Fixing Toyota's damaged reputation among concerned consumers and disappointed dealers will take much longer," Dobson said.

"Crisis begets crisis. Product and image problems that cause media coverage are often followed by regulatory hearings and more oversight, turmoil among suppliers and distributors, weakened customer loyalty and market share losses," according to Dobson.

"Few celebrities ranked with golf superstar Tiger Woods, who became mired in personal and family problems that stained his previously pristine reputation. Some sponsors dropped Tiger as his image slipped from seamless to seedy and they feared a carryover to their brands," he added.

"Celebrity endorsements run the risk that spokesperson behavior may adversely affect a brand's carefully crafted image. Tiger's team may be fast in sports but they were slow in crisis," Dobson noted.

McNeil Consumer Healthcare was also slow to act when its Tylenol brand caused some illnesses due to product reportedly tainted by wood pallets in a production plant. Now, the company now has a major Tylenol recall underway.

"Toyota, Tiger and Tylenol can rebuild their reputations and regain consumer confidence as they communicate actions taken to remedy problems and participate in news that impacts their images," Dobson added.

Dobson has managed crisis PR in many situations, including for a global company's European unit during an extortion episode, brand image in a food recall, client comments during a major Justice Department case, crisis PR strategy for a firm embroiled in a tainted blood scandal and as spokesman during plant closings, among other crises.

"It takes years to build a brand but poor response to crisis can damage a brand in days or hours. Only top-level spokespeople should interact with media during a brand crisis as companies communicate through newspapers, TV, radio and Internet social media outlets of blogs and websites," Dobson added.

For more information visit http://www.DobsonPR.com or contact BGreen(at)DobsonPR(dot)com.

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