In June of that year, a Washington State man claimed that he had discovered a syringe in the bottom of his Pepsi-Cola soda can after consuming half of the beverage. Of course the crisis was already at its climax when the company was informed of the contamination issue - as the FDA had called the CEO of Pepsi-Cola at his home, soon after the syringe incident was reported (Argenti, 2013). Like Johnson & Johnson, Pepsi-Cola responded quickly by enacting their crisis management team to facilitate greater conductivity between Pepsi-Cola and its most important constituents - the FDA’s regulatory agencies, the media, and the consumer. Pepsi-Cola also strengthens their internal communication’s structures by providing daily updates to employees in over 400 facilities. Pepsi-Cola did not to recall any of the products (Argenti, 2013). Instead, Pepsi-Cola effectively utilized it 's relationships with the FDA and the media to rebuild the company’s good reputation and regain the trust of its customers. For example, CEO of Pepsi-Cola - Craig Weatherup - realized that the public was deeply disturbed by the images of syringe is in soda can; thus, they needed to see positive and safe images of the Pepsi-Cola’s products (Argenti, 2013). Based on that realization, the company filmed the manufacturing process, demonstrating the impossibility of a placing a syringe in a can and also showing the company’s cleanliness and safety standards. Beyond filming the manufacturing process Mr. Weatherup made numerous television appearances and utilized his close relationship with the commissioner of the FDA to reassure the public of Pepsi-Cola’s safety (Argenti, 2013). Both Pepsi-Cola and the FDA believed that the syringe contamination reports were a hoax - this assertion was proven when Pepsi-Cola released footage of a customer dropping a syringe in an open can - at a
In June of that year, a Washington State man claimed that he had discovered a syringe in the bottom of his Pepsi-Cola soda can after consuming half of the beverage. Of course the crisis was already at its climax when the company was informed of the contamination issue - as the FDA had called the CEO of Pepsi-Cola at his home, soon after the syringe incident was reported (Argenti, 2013). Like Johnson & Johnson, Pepsi-Cola responded quickly by enacting their crisis management team to facilitate greater conductivity between Pepsi-Cola and its most important constituents - the FDA’s regulatory agencies, the media, and the consumer. Pepsi-Cola also strengthens their internal communication’s structures by providing daily updates to employees in over 400 facilities. Pepsi-Cola did not to recall any of the products (Argenti, 2013). Instead, Pepsi-Cola effectively utilized it 's relationships with the FDA and the media to rebuild the company’s good reputation and regain the trust of its customers. For example, CEO of Pepsi-Cola - Craig Weatherup - realized that the public was deeply disturbed by the images of syringe is in soda can; thus, they needed to see positive and safe images of the Pepsi-Cola’s products (Argenti, 2013). Based on that realization, the company filmed the manufacturing process, demonstrating the impossibility of a placing a syringe in a can and also showing the company’s cleanliness and safety standards. Beyond filming the manufacturing process Mr. Weatherup made numerous television appearances and utilized his close relationship with the commissioner of the FDA to reassure the public of Pepsi-Cola’s safety (Argenti, 2013). Both Pepsi-Cola and the FDA believed that the syringe contamination reports were a hoax - this assertion was proven when Pepsi-Cola released footage of a customer dropping a syringe in an open can - at a