Description

Immediate dispatch from Somerset. Nice book in great condition. Pages in excellent unused condition. No notes or highlighting. See images. Fantastic book.

About the book >.>.> There is nothing new about crisis management. When in Shake- speare’s Julius Caesar Mark Antony faced the Roman mob at the Senate House after Caesar’s assassination his handling of the situa- tion was a role model for any modern chief executive facing the glare of adverse publicity. His technique of (a) coming over as a fellow human being ‘Friends Romans countrymen…’ (b) appealing for a moment of their time ? ‘lend me your ears. .’ and (c) telling them what they wanted to hear and not what he wanted to say – ‘I come to bury Caesar not to praise him’ has only been mastered by a handful of corporate heads when handling crises in recent years. But crisis handling as a specific management discipline only really emerged in the 1980s with most observers citing the 1982 Tylenol poisonings in the US as the first and ultimate example of the modern art. Johnson & Johnson the manufacturers of the painkiller emerged as heroes because of their immediate and thorough response to the injection of cyanide into some of their pain-relief capsules. They took the product off the shelves nationwide at a huge and visible cost to themselves pulled all their advertising set up hotlines and in short did all the right things. It is a sobering reflection on the still-primitive state of crisis management that people get so excited about the Tylenol incident. J&J acted nobly and correctly but they only did the things that any responsible well-managed company should do in a crisis anyway. What they also demonstrated was that if you do the right things in a crisis you can often benefit from it. Once Tylenol had been re- introduced (in the first tamper-evident packaging) and the furore had abated both the company’s share price and the product’s market share recovered to higher levels than before thus demonstrating that a crisis can become an opportunity.