In ten pages the workplace is considered in terms of crisis communication issues in a soft drink manufacturer product tampering case study. The ways in which this company managed the actions and the actions it took reflect its commitment not to the bottom line but to the customers. Eight sources are cited in the bibliography.
Name of Research Paper File: D0_JAcrisis.rtf
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tampering with its product. How the company handled this emergency and what actions were taken and not taken show us a lot about whether a company cares more about
the customer or their own bottom line. THE PEPSI PRODUCT TAMPERING It was in 1993 that a couple reported finding a syringe in a can of Pepsi.
Shortly thereafter, there were over twenty reports from various states that there had been syringes, needles and other things found in cans of Pepsi. The Companys initial reaction was
to immediately refute the claim that any of this tampering could have happened within one of their bottling plants. The procedure to bottle, they explained, was just too stringent
and there was not a way anything could be placed within a can and then be sealed up. Canning was one of the safest of all food technologies according
to Pepsi. While Pepsi lost $10 to $15 million of sales within the first week of the product tampering claim, just two weeks after that which was the fourth
of July, Pepsis sales had soared to $5 million over the previous year. After all of the hoopla surrounding the finding of syringes and other things in Pepsi cans, everyone
either recanted their story or the FDA found it to be a hoax. This is now a classic case of excellent business communication within an organization. While some
feel that Pepsi did the public a disservice by not removing products from shelves, others commend them for not jumping to conclusions. This paper will look at business communication
and crisis handling from several perspectives. Pepsi-Cola may have (consciously or not) subscribed to Kants Rights Theory in which he claims that an individual has the right to lie or