Let the Response Fit the Scandal  

Oleh:

Tybout, Alice M. ; Roehm, Michelle

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 87 no. 12 (Dec. 2009), page 82.
Topik: Croducts; Companies; Customers Perception; Scandal

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.40 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When products fail or companies behave negligently, customers’ perceptions and purchasing decisions will be adversely affected. Executives get that. But they’re much more likely to be caught off guard by how far-reaching the aftershocks of a scandalous situation can be—and how varied the degrees of blame may be among the players involved. Consider China’s dairy industry scandal in late 2008. Tainted milk, infant formula, and other food materials sickened nearly 300,000 people and led to the deaths of several infants. Melamine had been added to the milk in an attempt to inflate its apparent protein content. Products from the Shijiazhuang-based Sanlu Group, a market leader in China’s budget dairy segment, were initially thought to be the source of the troubles. But it soon became clear that an intricate web of players had contributed—some knowingly—to what the World Health Organization deemed one of the largest food safety crises in recent memory.

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