CommCore CEO Andrew Gilman recently published a crisis communications op-ed, “Too early for the Tylenol playbook to work for Boeing’s 737 MAX,” featured in Ragan’s PR Daily. “Numerous commentators have suggested that Boeing needs to mimic the reputation recovery playbook Johnson & Johnson used during the Tylenol crisis in 1982,” says Gilman.
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As someone who worked closely with J&J during the Tylenol crisis and comeback, he believes it’s too early. “Boeing is still in the throes of the crisis,” he explains.
Four decades later, three elements of the Tylenol tampering crisis approach do remain relevant, and can be applied to crisis situations. Read Gilman’s full crisis communications op-ed article here.
About CommCore
CommCore Consulting Group has been ranked as one of the Observer’s “PR Power 50”agencies for its work in crisis communications.
The firm was also included in the Washington Business Journal’s 2018 Book of Lists as a top PR firm. These honors follows recent in-depth coverage of CommCore’s PressureTest™ crisis simulations in the New York Times and on National Public Radio.
CommCore Consulting Group is a privately held specialty communications firm serving businesses, government agencies, and non-profit organizations around the world. The company specializes in strategic and tactical communications development and implementation across all industry sectors, organizational crisis planning and response, executive media and presentation skills training, message development, and internal communications skills development.
CommCore is led by its president and CEO, Andrew D. Gilman – a lawyer, award-winning journalist, and co-author of the best-selling book Get to The Point. CommCore is headquartered in Washington D.C. and has offices in New York City, Los Angeles and Dallas.
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CommCore is a top crisis communications firm relied upon by C-level executives on for crisis communications planning and reputation management services before, during and after a crisis. We believe failing to prepare will worsen your crisis.
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