The Measurement of Brand Awareness and Brand Perception>soumojit neogy
To measure / determine the brand image, perceptions, attitudes and behaviour of the target audience with regard to the corporate Garnier brand as well as the products and personality of the Garnier brand.
Cheyenne Moody Overview A quick overview of my idea for NalgeJinElias52
Cheyenne Moody
Overview:
A quick overview of my idea for Nalgene is to create a hydration pack with a different twist, a long lasting water filter built in. This will allow for those avid campers or hikers to have water not only stored, but also clean. There are many different routes that can be taken with this idea, such as partnerships with companies such as LifeStraw or Brita or even expanding their marketing to target groups that were previously out of reach. “CamelBak’s defense business grew during the fighting in Iraq and Afghanistan. By 2005, it was the Pentagon’s largest supplier of water packs. U.S. and foreign military and other government customers now account for about 40 percent of CamelBak sales” (Hart, 2012). Nalgene could utilize this opportunity to expand its market reach into government customers. This new filter option not only adds convenience, but safety for those who may be in a location where clean water is not readily available.
People:
The greatest strength people possess is the ability to adapt to change. The entire world is undergoing constant change and we all adapt to these changes daily, sometimes without even taking notice. In the workplace, daily activity changes, processes change and the daily interactions with others change. Without fail, people adapt and move forward, overcoming obstacles and streamlining processes. On the other hand, the strongest weakness for people is their comfort in routine. This can make large changes more difficult to impose and having to learn new things a longer process. If the team is resistant to change, this can cause delays or failure. Having the right team in a company is always key when implementing something new or launching a new product.
Products and/or Services:
When considering Products and/or Services, there are many variables that can result in a strength or weakness. I think that distinguishing features can be one of a company's biggest strengths or weaknesses. If an individual wants to purchase a water bottle, they have determined their need, which results in a demand for a product, but why would they buy from one company instead of another? Distinguishing factors can be the main fuel of competition in some markets. For example, some buy Nalgene bottles because of their durability while others have Bluetooth capability to alert the consumer when to drink more. Some “High-end brands like Hydro Flask, Stanley and S’well feature vacuum-insulated stainless steel. Translation: This design ensures your water will stay cold for hours — up to 24 hours, according to some brands ― and if you put a hot liquid in it, it’ll stay that way for up to 12 hours” (Hughes, 2019). These features distinguish each product and brand from the other, in turn making the product appealing for a different reason, even though they are all, at the core, the same thing, a water bottle.
Company:
Nalgene has a strong reputation that has built up over the course of many years. This is one of the lar ...
Welcome to the January Edition of Crisis Management’s RecallRegister, Aon’s monthly recall and product safety newsletter. This publication provides a review of the month’s recalls asreported by the U.S. Consumer Product Safety Commission (CPSC), the U.S Food and Drug
Administration (FDA), the U.S. Department of Agriculture (USDA), National Highway Traffic Safety Administration (NHTSA) and the Canadian Food Inspection Agency (CFIA). In addition to recall announcements, RecallRegister provides an update on the product recall and contamination insurance marketplace and environment. Each month, we highlight issues of importance including new markets and capacity, significant recall events and changes in legislation affecting the consumer products industry.
Welcome to the December Edition of Crisis Management’s RecallRegister, Aon’s monthly recall
and product safety newsletter. This publication provides a review of the month’s recalls as
reported by the U.S. Consumer Product Safety Commission (CPSC), the U.S Food and Drug
Administration (FDA), the U.S. Department of Agriculture (USDA), National Highway Traffic
Safety Administration (NHTSA) and the Canadian Food Inspection Agency (CFIA). In addition
to recall announcements, RecallRegister provides an update on the product recall and
contamination insurance marketplace and environment. Each month, we highlight issues of
importance including new markets and capacity, significant recall events and changes in
legislation affecting the consumer products industry.
The Measurement of Brand Awareness and Brand Perception>soumojit neogy
To measure / determine the brand image, perceptions, attitudes and behaviour of the target audience with regard to the corporate Garnier brand as well as the products and personality of the Garnier brand.
Cheyenne Moody Overview A quick overview of my idea for NalgeJinElias52
Cheyenne Moody
Overview:
A quick overview of my idea for Nalgene is to create a hydration pack with a different twist, a long lasting water filter built in. This will allow for those avid campers or hikers to have water not only stored, but also clean. There are many different routes that can be taken with this idea, such as partnerships with companies such as LifeStraw or Brita or even expanding their marketing to target groups that were previously out of reach. “CamelBak’s defense business grew during the fighting in Iraq and Afghanistan. By 2005, it was the Pentagon’s largest supplier of water packs. U.S. and foreign military and other government customers now account for about 40 percent of CamelBak sales” (Hart, 2012). Nalgene could utilize this opportunity to expand its market reach into government customers. This new filter option not only adds convenience, but safety for those who may be in a location where clean water is not readily available.
People:
The greatest strength people possess is the ability to adapt to change. The entire world is undergoing constant change and we all adapt to these changes daily, sometimes without even taking notice. In the workplace, daily activity changes, processes change and the daily interactions with others change. Without fail, people adapt and move forward, overcoming obstacles and streamlining processes. On the other hand, the strongest weakness for people is their comfort in routine. This can make large changes more difficult to impose and having to learn new things a longer process. If the team is resistant to change, this can cause delays or failure. Having the right team in a company is always key when implementing something new or launching a new product.
Products and/or Services:
When considering Products and/or Services, there are many variables that can result in a strength or weakness. I think that distinguishing features can be one of a company's biggest strengths or weaknesses. If an individual wants to purchase a water bottle, they have determined their need, which results in a demand for a product, but why would they buy from one company instead of another? Distinguishing factors can be the main fuel of competition in some markets. For example, some buy Nalgene bottles because of their durability while others have Bluetooth capability to alert the consumer when to drink more. Some “High-end brands like Hydro Flask, Stanley and S’well feature vacuum-insulated stainless steel. Translation: This design ensures your water will stay cold for hours — up to 24 hours, according to some brands ― and if you put a hot liquid in it, it’ll stay that way for up to 12 hours” (Hughes, 2019). These features distinguish each product and brand from the other, in turn making the product appealing for a different reason, even though they are all, at the core, the same thing, a water bottle.
Company:
Nalgene has a strong reputation that has built up over the course of many years. This is one of the lar ...
Welcome to the January Edition of Crisis Management’s RecallRegister, Aon’s monthly recall and product safety newsletter. This publication provides a review of the month’s recalls asreported by the U.S. Consumer Product Safety Commission (CPSC), the U.S Food and Drug
Administration (FDA), the U.S. Department of Agriculture (USDA), National Highway Traffic Safety Administration (NHTSA) and the Canadian Food Inspection Agency (CFIA). In addition to recall announcements, RecallRegister provides an update on the product recall and contamination insurance marketplace and environment. Each month, we highlight issues of importance including new markets and capacity, significant recall events and changes in legislation affecting the consumer products industry.
Welcome to the December Edition of Crisis Management’s RecallRegister, Aon’s monthly recall
and product safety newsletter. This publication provides a review of the month’s recalls as
reported by the U.S. Consumer Product Safety Commission (CPSC), the U.S Food and Drug
Administration (FDA), the U.S. Department of Agriculture (USDA), National Highway Traffic
Safety Administration (NHTSA) and the Canadian Food Inspection Agency (CFIA). In addition
to recall announcements, RecallRegister provides an update on the product recall and
contamination insurance marketplace and environment. Each month, we highlight issues of
importance including new markets and capacity, significant recall events and changes in
legislation affecting the consumer products industry.
Strategy>Shift guide: 9 Ways to Promote Sustainability without GreenwashingThinkshift Communications
Avoiding greenwashing is a real communications challenge—even for the most sustainable companies. That telltale streak of hyperbole is easy to spot when others are doing it, but much harder to see in your own marketing. At the same time, audiences are more skeptical than ever—and they have the means to call you on it when you overreach.
That’s no reason to shy away from promoting environmental benefits, though. Follow the advice in our "9 Ways to Promote Sustainability without Greenwashing" Strategy>Shift guide, and you can make your case with confidence. It gives you a concise set of guidelines and why they matter, plus tips for staying inside the lines.
Welcome to the 38th edition of The Authentication Times.
We hope you are doing well, staying healthy, and, most importantly, taking care of
your loved ones. The pandemic COVID-19 is affecting all of us and we can only face it all together. Let’s all work together to remain calm, be positive and fight this outbreak.
Firstly, we request all stakeholders to #Stayhome and practice social distancing. While there are various myths and rumors are spreading, we would suggest adhering to some practices while forwarding these messages at social media. Various other concerns are increasing among the public including the news of getting fake personal protection equipment’s, including sanitizers & masks. Witnessing a scarcity of sanitizers and
face masks since the COVID-19 outbreak, Counterfeiters and profiteers have offered the bogus public treatments and unfounded advice. These are ideal conditions for
criminals to capitalize on people’s fears by advertising falsified therapies and vaccines and spreading rumors of potential cures. In this challenging situation, being vigilant is the most important thing (Please refer our special page on COVID-19 & counterfeiting).
Secondly, referring to current issue, we are highlighting the issue of “Food & Beverages Safety & Quality – An overview on recent regulation, product recall, authentication & traceability”. Apart from it, you will also find various authentication & traceability initiative various countries are adopting in combating illicit trade, smuggling and counterfeiting. This is a positive step and we hope more and more countries will come together in fighting illicit trade.
We hope you will find this issue informative and interesting and as always, we look
forward to receiving your feedback. If you have any news, contributions or comments for the editorial team, please feel free to email us at info@aspaglobal.com
Document content PESTAL and SWOT analysis of NESTLE with examples and detailed analytics. #PESTAL #SWOT #NESTLE
Useful for education. Content is from different verified websites.
Monthly recap of recall and product safety news reported by various US government agencies. The publication also provides an update on the product recall and contamination insurance marketplace, including new markets and capacity, significant recall events, and legislative changes affecting the consumer products industry.
Moving Sustainability Forward: A Road Map for Consumer MarketsJacquelyn Ottman
J. Ottman Consulting Green Paper: Strategies, Tools, and Inspiration for Sustainable Brands Moving Sustainability Forward A Road Map for Consumer Marketers
Connecting with customers in times of crisisSara Andreoli
"Leading in a caring, empathetic manner during these difficult times has the potential to create real connections that will outlive the social and economic impacts of the pandemic. And large companies should consider it a duty to serve the communities in which they do business".
Positive Social Impact Marketing - A Dummy's GuideFox & Hare
Powered by Fox & Hare
With research from Queen Mary University of London
Firstly, this report aims to help brands communicate the positive impact they have on society, and the natural world upon which society depends.
Secondly, we hope those of us who work for brands which have
negative impacts can use this report as information and inspiration to future-proof their careers and to help their company adapt. Thus realising the business benefits that come with positively impacting society and the environment.
Find us at https://foxandhare.co and let's use your positive social impact as a competitive advantage.
TOP 10 GLOBAL CONSUMER TRENDS 2021GINA WESTBROOK ATakishaPeck109
TOP 10
GLOBAL
CONSUMER
TRENDS
2021
GINA WESTBROOK
ALISON ANGUS
Not to be distributed without permission.
The data included in this document is accurate according to
Passport, Euromonitor International’s market research database,
at time of publication: January 2021
IntroductIon 1
THE BIG PICTURE
Every year, Euromonitor International identifies emerging
and fast-moving trends that are expected to gain traction in
the year ahead. These trends provide insight into changing
consumer values, exploring how consumer behaviour is
shifting and causing disruption for businesses globally.
Each of the 10 trends in this report follows the same format:
• Overview and defining characteristics
• Consumer behaviour and motivation
• Business environment and impact
• Outlook and strategic recommendations
2
The world changed for good, and bad, in 2020. The Coronavirus
(COVID-19) pandemic affected us all, and we acclimatised.
Emerging habits accelerated, and how we now behave,
spend and consume will never be the same. In 2021, we are
adjusting our actions, which can differ amongst consumers and
sometimes conflict.
We want to make the world better — either for our own sake or
for humanity. We want new ways to make life both convenient
and safe, inside and outside. Where we have the ability, we are
balancing our time creatively. Amidst the anxiety and turmoil, we
seek holistic, resilient solutions, more thoughtful consumption
and, in some cases, ways to fight back.
Resilience and adaptability are the driving forces behind the
top global consumer trends in 2021. The pandemic created,
influenced or accelerated each of these 10 trends, forever
altering consumer behaviour. Despite the hardships faced in
2020, consumers have not given up. They continue to find their
voice and push forward to advocate for a better tomorrow.
WHAT
ARE WE
IN 2021?
BuIld Back Better 3
BUILD BACK
BETTER
a Second cHance to create a
Better Future
Consumers demand that companies care beyond revenue, and they
no longer perceive businesses as profit-driven entities. Protecting the
health and interest of society and the planet is the new expectation,
following COVID-19, in order to Build Back Better.
Companies should help reshape the world in a more sustainable way,
leading a shift from a volume- to a value-driven economy and turning
the tide on social inequity and environmental damage.
BuIld Back Better 4
THE GREAT BEHAVIOURAL RESET
Using less plastic was the top priority for consumers
pre-COVID-19, followed by concerns over climate change.
During the pandemic, public attention shifted from
slower-moving environmental threats towards urgent social
priorities. Consumers expected brands to protect the health
and wellbeing of their workforce while also helping local
communities.
The health crisis profoundly impacted people’s needs and
shopping habits. Higher empathy for brands with a strong
sense of social re ...
Strategy>Shift guide: 9 Ways to Promote Sustainability without GreenwashingThinkshift Communications
Avoiding greenwashing is a real communications challenge—even for the most sustainable companies. That telltale streak of hyperbole is easy to spot when others are doing it, but much harder to see in your own marketing. At the same time, audiences are more skeptical than ever—and they have the means to call you on it when you overreach.
That’s no reason to shy away from promoting environmental benefits, though. Follow the advice in our "9 Ways to Promote Sustainability without Greenwashing" Strategy>Shift guide, and you can make your case with confidence. It gives you a concise set of guidelines and why they matter, plus tips for staying inside the lines.
Welcome to the 38th edition of The Authentication Times.
We hope you are doing well, staying healthy, and, most importantly, taking care of
your loved ones. The pandemic COVID-19 is affecting all of us and we can only face it all together. Let’s all work together to remain calm, be positive and fight this outbreak.
Firstly, we request all stakeholders to #Stayhome and practice social distancing. While there are various myths and rumors are spreading, we would suggest adhering to some practices while forwarding these messages at social media. Various other concerns are increasing among the public including the news of getting fake personal protection equipment’s, including sanitizers & masks. Witnessing a scarcity of sanitizers and
face masks since the COVID-19 outbreak, Counterfeiters and profiteers have offered the bogus public treatments and unfounded advice. These are ideal conditions for
criminals to capitalize on people’s fears by advertising falsified therapies and vaccines and spreading rumors of potential cures. In this challenging situation, being vigilant is the most important thing (Please refer our special page on COVID-19 & counterfeiting).
Secondly, referring to current issue, we are highlighting the issue of “Food & Beverages Safety & Quality – An overview on recent regulation, product recall, authentication & traceability”. Apart from it, you will also find various authentication & traceability initiative various countries are adopting in combating illicit trade, smuggling and counterfeiting. This is a positive step and we hope more and more countries will come together in fighting illicit trade.
We hope you will find this issue informative and interesting and as always, we look
forward to receiving your feedback. If you have any news, contributions or comments for the editorial team, please feel free to email us at info@aspaglobal.com
Document content PESTAL and SWOT analysis of NESTLE with examples and detailed analytics. #PESTAL #SWOT #NESTLE
Useful for education. Content is from different verified websites.
Monthly recap of recall and product safety news reported by various US government agencies. The publication also provides an update on the product recall and contamination insurance marketplace, including new markets and capacity, significant recall events, and legislative changes affecting the consumer products industry.
Moving Sustainability Forward: A Road Map for Consumer MarketsJacquelyn Ottman
J. Ottman Consulting Green Paper: Strategies, Tools, and Inspiration for Sustainable Brands Moving Sustainability Forward A Road Map for Consumer Marketers
Connecting with customers in times of crisisSara Andreoli
"Leading in a caring, empathetic manner during these difficult times has the potential to create real connections that will outlive the social and economic impacts of the pandemic. And large companies should consider it a duty to serve the communities in which they do business".
Positive Social Impact Marketing - A Dummy's GuideFox & Hare
Powered by Fox & Hare
With research from Queen Mary University of London
Firstly, this report aims to help brands communicate the positive impact they have on society, and the natural world upon which society depends.
Secondly, we hope those of us who work for brands which have
negative impacts can use this report as information and inspiration to future-proof their careers and to help their company adapt. Thus realising the business benefits that come with positively impacting society and the environment.
Find us at https://foxandhare.co and let's use your positive social impact as a competitive advantage.
TOP 10 GLOBAL CONSUMER TRENDS 2021GINA WESTBROOK ATakishaPeck109
TOP 10
GLOBAL
CONSUMER
TRENDS
2021
GINA WESTBROOK
ALISON ANGUS
Not to be distributed without permission.
The data included in this document is accurate according to
Passport, Euromonitor International’s market research database,
at time of publication: January 2021
IntroductIon 1
THE BIG PICTURE
Every year, Euromonitor International identifies emerging
and fast-moving trends that are expected to gain traction in
the year ahead. These trends provide insight into changing
consumer values, exploring how consumer behaviour is
shifting and causing disruption for businesses globally.
Each of the 10 trends in this report follows the same format:
• Overview and defining characteristics
• Consumer behaviour and motivation
• Business environment and impact
• Outlook and strategic recommendations
2
The world changed for good, and bad, in 2020. The Coronavirus
(COVID-19) pandemic affected us all, and we acclimatised.
Emerging habits accelerated, and how we now behave,
spend and consume will never be the same. In 2021, we are
adjusting our actions, which can differ amongst consumers and
sometimes conflict.
We want to make the world better — either for our own sake or
for humanity. We want new ways to make life both convenient
and safe, inside and outside. Where we have the ability, we are
balancing our time creatively. Amidst the anxiety and turmoil, we
seek holistic, resilient solutions, more thoughtful consumption
and, in some cases, ways to fight back.
Resilience and adaptability are the driving forces behind the
top global consumer trends in 2021. The pandemic created,
influenced or accelerated each of these 10 trends, forever
altering consumer behaviour. Despite the hardships faced in
2020, consumers have not given up. They continue to find their
voice and push forward to advocate for a better tomorrow.
WHAT
ARE WE
IN 2021?
BuIld Back Better 3
BUILD BACK
BETTER
a Second cHance to create a
Better Future
Consumers demand that companies care beyond revenue, and they
no longer perceive businesses as profit-driven entities. Protecting the
health and interest of society and the planet is the new expectation,
following COVID-19, in order to Build Back Better.
Companies should help reshape the world in a more sustainable way,
leading a shift from a volume- to a value-driven economy and turning
the tide on social inequity and environmental damage.
BuIld Back Better 4
THE GREAT BEHAVIOURAL RESET
Using less plastic was the top priority for consumers
pre-COVID-19, followed by concerns over climate change.
During the pandemic, public attention shifted from
slower-moving environmental threats towards urgent social
priorities. Consumers expected brands to protect the health
and wellbeing of their workforce while also helping local
communities.
The health crisis profoundly impacted people’s needs and
shopping habits. Higher empathy for brands with a strong
sense of social re ...
3. THE DREADEDTHETHETHE DREADEDDREADEDDREADEDDREADED
Safeguarding your customers, company, and brand
AS GLOBAL SUPPLY CHAINS become increas-
ingly sophisticated and complex, product safety
proves to be a vital pursuit for every business.
Internationally, a number of emerging economies
currently do not have laws to force recalls of dan-
gerous products, putting consumers at considerable
risk. Meanwhile—and in stark contrast—the rest
of the world seems to see recall alerts at a startling
rate. The European Commission posted 2,435
non-food consumer product notifications in 2014,
compared with 388 just a decade earlier in 2004.
The number of recalls in South Korea increased a
full 25 percent between 2011 and 2012, according
to the Organisation for Economic Cooperation and
Development. And the US Consumer Product Safety
Commission (CPSC) reports that consumer goods
incidents alone cost the United States economy more
than $1 trillion annually.
The indirect effects of a recall can be even more
severe. Loss of consumer confidence and regulatory
actions devastate brand image and shrink revenues for
years after an event. Moreover, the vast reach of today’s
social media makes shrewd product recall management
a tactical necessity.
A survey by the Grocery Manufacturers
Association, “Capturing Recall Costs,” revealed that
81 percent of companies deem the risks associated
with a product recall to be “significant” or “cata-
strophic.” In addition, 58 percent of respondents have
been affected by a recall event in the past five years,
with their greatest losses coming from business inter-
ruption and product disposal.
“From my experience and observations, costs to
recover, repair, or replace impacted products and to
retain existing or regain lost customers—as well as
defamation of the brand name and reputation, loss of
earnings, and other financial and economic losses—are
the most common impacts,” explains Barbara Randall,
divisional vice president of Great American Insurance
Group’s product recall unit. “A product-recall event
By Elizabeth Rennie
apics.org/magazine 45
4. can cause a company to lose everything it has struggled
to build for an entire lifetime.”
Warning bells
One company currently fighting to survive a severe
recall event is Brenham, Texas-based Blue Bell
Creameries, the third-largest ice cream maker in the
United States. In April 2015, the Centers for Disease
Control and Prevention (CDC) reported that the
business recalled all of its products and shut down
every plant as a result of a listeriosis outbreak. This
life-threatening infection is caused by eating food
contaminated with Listeria. The CDC investigation
indicated that Blue Bell desserts caused infections
in 10 people from four states. All were hospitalized,
and three died.
CDC inspectors found that plant employees failed
to monitor the temperature of water used for cleaning,
which resulted in inadequate equipment-sanitizing
processes. Additionally, some of the plants’ build-
ings could allow drops of water and condensation
to contaminate ice cream and packaging materials.
Inspectors also observed employees not washing their
hands thoroughly.
Randall says employee error and carelessness are some
of the top causes she sees for product recalls. She also
has witnessed many cases that involve lack of preven-
tive and predictive maintenance, such as planning for
a foreign object falling from an employee’s pocket into
a vat of product, a pathogen entering a plant on an
employee’s clothing or shoes, and inadequate testing of
water quality.
At Blue Bell, the issues were compounded by the fact
that employees had found Listeria in a plant years ear-
lier but failed to properly address the problem. “What
was identified as an infection outbreak in 2015 was
actually sickening people as early as 2010,” writes Peter
Elkind in the Fortune article “How Ice Cream Maker
Blue Bell Blew It.” He describes the company’s actions
as “recall creep” and adds, “The episode reveals not
only how difficult it is to trace the source of foodborne
illness but also what happens when a company is slow
to tackle the causes.” The US Department of Justice
currently is investigating Blue Bell for its mishandling
of the contamination.
Despite Blue Bell’s arguably sluggish response
to its problems—not to mention the illnesses and
deaths—countless die-hard fans call, write, and post
messages on social media in support of the company
every day. These devotees have taken to stockpiling
ice cream and even posting it for sale on Craigslist
and eBay with outrageous price tags. It seems a
large population of consumers are undaunted by the
contamination and simply want to know when the
treats will be back in their grocery store freezers.
(See sidebar.)
Throughout the past 10 months, Blue Bell carried
out an intensive cleaning and training program at all
of its production facilities and outlined the steps it
would take to return its products to market. A root-
cause analysis was conducted to identify potential
and actual sources, and an independent microbiol-
ogy expert was hired to establish controls to prevent
future listeriosis outbreaks.
“Every department and employee was affected,”
says Jenny Van Dorf, Blue Bell public relations market
specialist. “Personnel from our offices, sales, produc-
tion, warehousing, and distribution all had responsi-
bilities in the recall process. We took a comprehensive
approach at all of our facilities that included thor-
oughly sanitizing each facility and making enhance-
ments to procedures and equipment.”
One improvement Blue Bell enacted during the
recall process is a test-and-hold procedure whereby
T DREADEDTHETT ETHETHETHETHETHETHETHETHETHETTTT EETHETHETHETHEEEEETHETHETHETHETHETHETHE DREADEDDREADEDDREADEDDREADED
“The key to loss mitigation and loss
prevention, like anything else, is to have a
strong business plan and strategy.”
46 May/June 2016
5. products are not distributed until their production
runs are tested. “[This is] designed to ensure that the
ice cream we distribute is safe for consumers,” Van
Dorf adds.
Hitting the brakes
Also in April 2015, Trek Bicycle recalled nearly 1
million bicycles after three incidents—one facial injury,
one fractured wrist, and one crash that left a rider
permanently paralyzed. According to the CPSC, a
quick-release lever on the bike’s front wheel hub could
come in contact with the front disc brake assembly,
resulting in complete wheel separation or the wheel
coming to an instant stop.
“We had never heard of a quick-release lever
becoming caught in a disc brake while riding,” says
Eric Bjorling, brand and public relations manager
for the Waterloo, Wisconsin-based company. “We
looked into it [and] determined that the cause was
the improper usage of the lever. After some further
analysis, we determined that the potential for this
happening again was there, as the part was widely
used throughout our bikes as well as a number of
other brands.”
Trek brought this finding to the CPSC, which was
previously unaware of the issue, and to executives at
the other industry brands using the part, urging them
to take collective action. Although the part itself was
not defective—the issue was the result of improper
usage—the supplier of the quick-release lever was
contacted as well. Trek has since stopped using the part
and found a suitable replacement.
“We were not going to wait for another accident,
another potential rider to get hurt, to decide what
course of action to take,” Bjorling says. “If [these noti-
fications] prevented even a single accident, it was worth
whatever costs would be incurred.”
Line of attack
During its recall event, Trek benefited from having a for-
mal strategy in place—one that relies on its partnership
with the CPSC and the cooperation of its independently
News travels fast and far these days, whether it’s good or bad.
Social media can intensify recall events, but it also can be used
wisely to avoid misinformation, give consumers a way to ask
questions or share information, and enhance the overall cus-
tomer experience.
The study “The Role of Social Media in the Capital Market:
Evidence from consumer product recalls” from the Journal of
Accounting Research found that “increased frequency of tweets
by other users exacerbates negative market reactions as dis-
gruntled users interject negative sentiment into the online dia-
logue, while increased frequency of tweets by the firm lessens
negative market reactions.”
Examining Blue Bell Creameries’ social media during its recall
event illustrates these points. The first post about the recall said:
“For the first time in 108 years, Blue Bell announces a product
recall. … For more information, click on the link below.”
The reactions of Facebook commenters showed overwhelm-
ing support for the brand. One person wrote: “Blue Bell is by
far the best ice cream in the world. Tainted or not!” Another
commented: “So sorry this happened! 108 years [is an] awe-
some record!”
Yet, many others felt that Blue Bell’s statement was ill-conceived.
One person wrote: “This is not a time to tout your rich history.
People are dead because of your product.”
A subsequent Blue Bell post said: “Unfortunately, our training
and repair efforts will take longer than we initially anticipated.
We don’t have a firm timeline for when we will be back, but it will
be several months at a minimum.”
And again, the responses were mixed. “Take your time and get
it right, Blue Bell Ice Cream,” one commenter said. “In the mean-
time, is there a program for withdrawal symptoms from Blue Bell
ice cream?!”
Interestingly, this time it was not the company but a social
media fan’s remark that stoked the fire. “People died, and we are
whining about not having ice cream? Sad state, truly, truly sad,”
one poster wrote. And another said, “It is a dirty company, and I
would never trust them again.”
The PricewaterhouseCoopers report “Are You Prepared to
Protect Your Brand?” notes that consumer reactions to the news
of a recall can result in lost revenues and substantial brand
damage. “The speed of social media [has] made effective recall
management a strategic priority,” author Sally Bernstein writes.
Barbara Randall, divisional vice president of Great American
Insurance Group, agrees. However, she also sees valuable oppor-
tunities for positive social media interactions. “Increased aware-
ness may help companies to more seriously consider pre-recall …
product safety measures,” she says.
In the age of social media, it’s imperative that the information
a company shares be delivered in a proactive, thoughtful man-
ner. Effective and deliberate delivery of the message can make a
big difference to the ultimate results.
SOCIAL MEDIA AND SHIELDING YOUR BRAND
apics.org/magazine 47
6. owned retailers. The plan enabled Trek employees to
work systematically and aggressively in response to the
issue, something that a recent PricewaterhouseCoopers
(PwC) report says can greatly improve a company’s
ability to manage recalls. The report, “Are You Prepared
to Protect Your Brand?” notes that taking prompt,
definitive action is critical to recall success.
“Many companies spend the crucial first 48 hours
scrambling to organize a recall team and to obtain the
necessary information for a senior individual to make
the decision to immediately prevent further distribu-
tion of affected product,” PwC’s Sally Bernstein writes.
“The result is the recall issue continues to grow.”
Bernstein says the foundation of recall success is a
predetermined “pivot point” team whose members
are empowered to oversee the process and report to an
executive sponsor. Team members are responsible for
assessing the scope of the recall; tracking and docu-
menting related activities, costs, and key performance
indicators; and quickly and accurately responding to
stakeholder requests for information. In addition, the
group allocates and manages resources and shares
progress. She adds that it is imperative for the team to
guide cross-functional collaboration throughout the
entire organization.
Bjorling says this was a key to Trek’s recall success as
well. “Without the cross-functional buy-in and teamwork
[of] communications, customer service, forecasting, legal,
logistics, marketing, retail, sales, and supply chain … this
recall could not have been as successful as it was; they all
played vital roles,” he says. “The biggest lesson is to make
sure, when embarking on something of this magnitude,
[that] all of your departments know the plan, buy into the
plan, and act in the best interest of the customer.”
In her work at Great American Insurance Group,
Randall regularly sees the value of having a for-
mal recall policy, full traceability procedures, and a
quality-control manual. “The key to loss mitigation
and loss prevention, like anything else, is to have a
strong business plan and strategy,” she says. “[This
T DREADEDTHETT ETHETHETHETHETHETHETHETHETHETTTT EETHETHETHETHEEEEETHETHETHETHETHETHETHE DREADEDDREADEDDREADEDDREADED
The US Food and Drug Administration (FDA) has three classes of recalls, according to the level of hazard the FDA believes to be involved.
PRODUCT RECALL CATEGORIES
Category Description Examples
Class 1
Dangerous or defective products that could cause
serious health problems or death
A food with undeclared allergens or a label mix-up
on a pharmaceutical
Class 2
Products that might cause temporary health
problems or pose only a slight threat
A drug that is under strength but not used to treat
life-threatening situations
Class 3
Products that are unlikely to cause an adverse
health reaction but do violate FDA labeling or
manufacturing laws
A minor container defect or a lack of English
labeling for a retail food
48 May/June 2016
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should include] implementation of required and
necessary measures for food, consumer goods, or
component-part product safety. Diligence with testing,
regulatory compliance, implementation of plans, and
overall quality control are very important.”
Another essential aspect of a recall strategy is the
reverse logistics process. Daniel W. Steeneck, post-
doctoral associate at the Massachusetts Institute of
Technology Center for Transportation and Logistics,
says reverse logistics is, unfortunately, an afterthought
for many companies. “For recovered products, their
best-value recovery or end-of-life option—for example,
repair and resell, disassemble and salvage, or dispose—
should be determined in advance. Either in-house
operations should be prepared, or relationships with
third parties with the right capabilities should be
established,” he says.
On the bright side, he adds that the identification
of reverse supply chain strategies is not only essential
to effective contingency planning, but also can enable
professionals to identify business opportunities from
recovery of end-of-life products.
An organization’s specific reverse logistics process
will depend on the nature of the recall—whether
it involves repair, replacement, or return, Steeneck
adds. For example, when recalling toxic materials,
such as lead paint, companies must be compliant with
Environmental Protection Agency disposal regula-
tions. He also notes that a plan must be made for each
contingency. For recalls requiring replacements or
returns, the recovery channel and the processing of the
returns are the “critical decisions,” he says.
Adequate recall insurance also is necessary. “Most
business owners do not have experience implement-
ing a recall,” Randall explains. “The expertise of a
crisis consultant can drastically reduce the impact of
an incident.”
The PwC report draws a similar conclusion, noting
that poor engagement with insurance carriers leads
to cash flow difficulties and ultimately hampers the
recall process. “[Companies] should have a strategy
for addressing insurance recovery,” Bernstein writes.
“Immediately after a recall, the company should
communicate with its insurance carriers about the
recall process and identify all possible claim elements.
This will … safeguard cash flow by enabling prompt
insurance payments.”
She adds that the following points also are integral to
recall-event planning:
• Recall management should be a continuous pro-
cess that goes beyond an annual mock recall.
• The process should be embedded within each
business function.
• Plans should be actionable, with enough detail to
be effective but not so much that rapid execution
is impossible.
• Planning and process design should be updated
frequently to account for changes in suppliers,
manufacturing, distribution, and customers.
Finally, Bernstein advises recall team members to
make sure they can track product flow downstream,
upstream, and across the supply chain to allow for quick
identification of products. In addition, communication
with regulatory agencies and other key stakeholders—
including employees, suppliers, customers, insurance
carriers, investors, and board members—must be
thorough and swift.
As Trek’s Bjorling says, “The more flexible your supply
chain can be to react quickly, the better off you’ll be.”
Elizabeth Rennie is managing editor for APICS magazine. She
may be contacted at editorial@apics.org.
To comment on this article, send a message to feedback@apics.org.
apics.org/magazine 49