Weathering a Brand Crisis:The Tylenol Experience.

BAHRIA UNIVERSITY.

Weathering a Brand Crisis: The Tylenol Experience.

Submitted to: MUHAMMAD AHMED BUTT

Submitted by: MUHAMMAD IRFAN (20406)

2012

DEPARTMENT

OF BUSINESS ADMINISTRATION

BAHRIA

UNIVERSITY

Weathering a Brand Crisis: The Tylenol Experience.

TABLE OF CONTENTS:

1. Acknowledgement 2. Summary 3. Contents 3. Introduction 3.1. Tablet 3.2. Tablet compression 3.3 Stages of compression 3.4 Method of tablet manufacturing 3.5 Tablet excipients 3.6 Tablet coating and types 3.7 Table No.1 Comparison of sugar coated and film coated tablets. 3.8 Importances Disintegration time 3.9 Importances Dissolution time 3.10. Hardness 3.11. Friability 3.12. Disintegration time 3.13. Thickness of Tablet 3.14. Weight variation 3.15. Diameter of Tablet 3.20. Distribution Table No.6 Diameters comparison of Metformin Hcl tablets Figure #8. Product code MH001 Figure #9. Product code MH002 66 67 21-22 23 12 13-15 16-17 18-20 10 9

4 5 6-8

10

11

21

24 25 26-27 28 29 34

68

Weathering a Brand Crisis: The Tylenol Experience.

Figure #10. Product code MH003 Figure #11. Product code MH004 Figure #12. Product code MH005 Figure #13. Product code MH006 Figure #14. Product code MH007 Thickness of Tablets Table No.7 Thickness study of Metformin Hcl tablets Table No.8 Thickness comparison of Metformin Hcl tablets Figure #15. Product code MH001 Figure #16. Product code MH002 Figure #17. Product code MH003 Figure #18. Product code MH004 Figure #19. Product code MH005 Figure #20. Product code MH006 Figure #21. Product code MH007 Disintegration of Tablets Table No.9 Disintegration time study of Metformin Hcl tablets Table No.10 Disintegration time comparison of Metformin Hcl tablets Figure #22. Product code MH001 Figure #23. Product code MH002 Figure #24. Product code MH003 Figure #25. Product code MH004 83 84 85 74 75 76

69 70 71 72 73

77 78 79 80 81 82

86 87 88

Weathering a Brand Crisis: The Tylenol Experience.

Acknowledgement: All praise and glory is due to ALLAH, whose worth cannot be described, even the greatest rhetorician of all time; who endowed me with the ability to complete successfully this Report though I did not conceal my self-capable to do so. Secondly i would like to thank Author of Book, Kevin Lane Keller because without this Book i cannot fulfill our job, Author and the Book Strategic Brand Management support me. I would also like to thank our teacher Muhammad Ahmed BUTT for guiding us at every step of our journey and letting us explore the vast field of research and understanding its depths. In the last i would like to thank our colleagues and all the participants who took part in our project and gave me their precious time and support without which this project wouldnt have been a reality.

Muhammad Irfan Lodhi

Weathering a Brand Crisis: The Tylenol Experience.

THE INTRODUCTION:

The Tylenol Experience.

Introduction of case: Downsizing is a cutback in a company's operations and usually implies a reduction in its employee headcount as well. Downsizing results from many factors, including increased global competition, new technologies, and weaker labor unions; it takes various forms and has various outcomes. Some firms use downsizing as part of a long-term effort to transform their businesses; others turn to downsizing simply to slash costs and boost earnings. Sometimes downsizing boosts employee morale by giving the remaining workforce new responsibilities and opportunities; in other cases, downsizing leaves a demoralized staff that is undermanned when economic conditions improve. History of case: In tough economic times, many companies are forced to downsize as a means of staying competitive. While research has determined that company downsizing is related to decreased organizational commitment. Companies often downsize in an effort to cut costs, but estimating the organizational impact of downsizing accurately can be difficult. If downsizing can lead to increased voluntary turnover, the company may unintentionally leave themselves understaffed. Further, it is possible that the company would lose key talent to unanticipated turnover as well, leaving them less knowledgeable and experienced, and at a competitive disadvantage. Downsizing does affect the creativity of the employees in various manners as they tend to think about their job security in a negative manner and will not be looking to generate new ideas in the organization but will stick with the routine work to show an increase in their performance level in the eyes of the management. (Teresa M. Amabile and Regina Conti Source: The Academy of Management Journal, Vol. 42, No. 6 Dec., 1999).

Weathering a Brand Crisis: The Tylenol Experience.

Downsizing often results in the negative attitude of the employees towards their jobs as well as towards the organization for which they are working currently leaving them with the insecure feeling about their jobs which might also lead them tom psychological problems as well as their physical health being disturbed.All this leads to lower levels of performance and and ability to maintain their self image for some employees Barbara J. Petzall, Gerald E. Parker, Philipp A. Stoeberl Source: Journal of Business and Psychology, Vol. 14, No. 4 (Jun., 2000), It has also be seen in some cases that the survivors after the downsizing who are in the top management or feel that they can cope with the downsizing well become more attached with the organization. Similar is the case with those employees that consider the top management trust worthy enough to save them will be more attached to the organization resulting in a fairly reduced turnover rate amongst the employees GRETCHEN M. SPREITZER1* AND ANEIL K. MISHRA2 Journal of Organizational Behavior J. Organiz. Behav. 23, 707729 (2002) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.166 To find our answers regarding such questions a survey was conducted on 100 different employees from five different companies through a questionnaire survey and based on the arguments, comments from the questionnaires the following hypotheses were formed; HYPOTHESES: H0: Downsizing in an organization has negative impact on the employees perceived job security. H1: Downsizing in an organization has no impact on the employees perceived job security.

Weathering a Brand Crisis: The Tylenol Experience.

METHOD SECTION: Participants: Participants were selected from five different companies in which downsizing have occurred at some stage during the last few years. Materials: In this study the perceived level of job security was measured amongst the employees from different companies after the downsizing, for the given purpose a questionnaire was given as a primary data collection tool. Procedure: Each of the participants were given the questionnaire separately and their answers were collected as a separate data then further statistical tools like SPSS Version 17 was used for further study and analysis of the data. We have chosen the logistic regression technique for our data analysis. Results: We have tan samples of 100 recipients randomly from our selected organizations regarding our research topic Effects of downsizing on perceived job security of employees We analyze and test our hypothesis then compile the results of our research topic and problem statement through perception and statistics using SPSS software (statistical package for social sciences) version 17.0 In the first stage we found out the frequencies of the variable that we have taken for our research report.

Weathering a Brand Crisis: The Tylenol Experience.

FREQUENCY TABLES:

gender of the employee Cumulative Frequency Percent Valid Percent Valid male female Total 90 10 100 90.0 10.0 100.0 90.0 10.0 100.0 Percent 90.0 100.0

In our research there are ninety percent recipients are male and only ten percents rare females.

company of the employee Cumulative Frequency Percent Valid Percent Valid k.e.s.c snofi-aventis geo t.v libra engeering abbott pakistan Total 13 21 20 28 18 100 13.0 21.0 20.0 28.0 18.0 100.0 13.0 21.0 20.0 28.0 18.0 100.0 Percent 13.0 34.0 54.0 82.0 100.0

in the research we have selected 13 employees form K.E.S.C, 21 from Sanofi Aventis, 20 from Geo TV, 18 from Abbot Pakistan

Weathering a Brand Crisis: The Tylenol Experience.

For how long employee working in the organization

Cumulative Frequency Percent Valid Percent Valid for less than a year for more than one to five years for more than five to ten years for more than ten years Total 10 100 10.0 100.0 10.0 100.0 100.0 24 24.0 24.0 90.0 22 44 22.0 44.0 22.0 44.0 Percent 22.0 66.0

Our respondents are 22 percents are less than year,44 percents are from one to five years, 24 percents from more than five to ten years, and 10 percent from more than ten years of employment satification with working environment Cumulative Frequency Percent Valid Percent Valid highly satisfied satisfied some what satisfied dissatisfied highly disatisfied Total 12 63 21 2 2 100 12.0 63.0 21.0 2.0 2.0 100.0 12.0 63.0 21.0 2.0 2.0 100.0 Percent 12.0 75.0 96.0 98.0 100.0

Our respondents are 12% highly satisfied from the employment, 63% satisfied, 21% some what satisfiesd, 2% highly dissatisfied.

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satification with working environment Cumulative Frequency Percent Valid Percent Valid highly satisfied satisfied some what satisfied dissatisfied highly disatisfied Total 12 63 21 2 2 100 12.0 63.0 21.0 2.0 2.0 100.0 12.0 63.0 21.0 2.0 2.0 100.0 Percent 12.0 75.0 96.0 98.0 100.0

I n our research 12% of the participants were highly satisfied, 63% were satisfied ,21% were somewhat satisfied,2% were dissatisfied and the remaining 2% were highly dissatisfied.

have downsizing occur in the company Cumulative Frequency Percent Valid Percent Valid no yes Total 27 73 100 27.0 73.0 100.0 27.0 73.0 100.0 Percent 27.0 100.0

In this table we concluded that 73% of the respondents said that downsizing have occurred in their respective organization.

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How does downsizing effect job secuerity Cumulative Frequency Percent Valid Percent Valid very negatively negatively no effect Total 45 9 100 45.0 9.0 100.0 45.0 9.0 100.0 91.0 100.0 46 46.0 46.0 Percent 46.0

In our research it was observed that 46% of the participants perceive downsizing has a very negative impact.

impact of downsizing on organizational performance Cumulative Frequency Percent Valid Percent Valid very negatively negatively positive effect very positive no effect Total 46 19 1 8 100 46.0 19.0 1.0 8.0 100.0 46.0 19.0 1.0 8.0 100.0 72.0 91.0 92.0 100.0 26 26.0 26.0 Percent 26.0

In this table 26% of the respondents agreed that downsizing has a very negative impact on organizations performance while 46% said negatively.

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your job less secure after down sizing Cumulative Frequency Percent Valid Percent Valid no yes Total 36 64 100 36.0 64.0 100.0 36.0 64.0 100.0 Percent 36.0 100.0

64 of the respondents agreed that job has become less secure after downsizing.

fair treatment from management after down sizing Cumulative Frequency Percent Valid Percent Valid no yes Total 25 75 100 25.0 75.0 100.0 25.0 75.0 100.0 Percent 25.0 100.0

75% of the respondents have agreed that they receive fair treatment from their management after downsizing.

do you receives support from coworkers Cumulative Frequency Percent Valid Percent Valid no yes Total 24 76 100 24.0 76.0 100.0 24.0 76.0 100.0 Percent 24.0 100.0

76% respondents agreed to be receiving more support from their colleagues after downsizing.

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For further analysis we have used logistic regression analysis for the result and we found that our hypothesis is not rejected.

Case Processing Summary

Unweighted Cases(a) Selected Cases Included in Analysis Missing Cases Total Unselected Cases Total

N 76 0 76 24 100

Percent 76.0 .0 76.0 24.0 100.0

a If weight is in effect, see classification table for the total number of cases.

Classification Tabled,e Predicted a b,c Selected Cases Unselected Cases your job less secure your job less secure after down sizing after down sizing Percentage Percentage no yes Correct no yes Correct 0 27 .0 0 8 .0 0 49 100.0 0 15 100.0 64.5 65.2

Observed Step 0 your job less secure after down sizing Overall Percentage

no yes

There are 76% cases are observed by the system and 24% cases are excluded from the analysis b.
Unselected cases validate NE 1

a. Selected cases validate EQ 1

Model Summary c. Some of the unselected cases are not classified due to either missing values in the independent variables or categorical variables with values out of the range of the selected cases.
d. Constant is included in the model.

-2 Log

Cox &

likelihoo e. The cut value is .500 Step 1 2 3 d 87.961(a) 84.033(b) 79.418(b)

Snell R Square .134 .178 .226

Nagelkerke R Square .184 .244 .311

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This table shows the likely hood ratio of the classification which is greater than Chi-Square that means our results and our applied technique is correct.

Hosmer and Lemeshow Test

ChiStep 1 2 3 square .000 1.506 3.044 df 1 3 5 Sig. 1.000 .681 .693

This table shows that our model is fit for the analysis because the significant values are greater than 0.05 and our results correctly classified in the analysis.
Classification Tabled Predicted a b,c Selected Cases Unselected Cases your job less secure your job less secure after down sizing after down sizing Percentage Percentage no yes Correct no yes Correct 6 21 22.2 1 7 12.5 1 48 98.0 1 14 93.3 71.1 65.2 10 17 37.0 2 6 25.0 5 44 89.8 1 14 93.3 71.1 69.6 11 16 40.7 2 6 25.0 5 44 89.8 2 13 86.7 72.4 65.2

Observed Step 1 your job less secure after down sizing Overall Percentage Step 2 your job less secure after down sizing Overall Percentage Step 3 your job less secure after down sizing Overall Percentage

no yes no yes no yes

a. Selected cases validate EQ 1 b. Unselected cases validate NE 1 c. Some of the unselected cases are not classified due to either missing values in the independent variables or categorical variables

This is the final of the range of our analysis in which our analysis lies in the step 3 model of the above model for the selected cases. with values out
d. The our hit .500 chart andcut value is ratio of the analysis is 72.4%, it means that our 72.4% of the data is correctly

classified

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Model if Term Removed

Model Log Likelihoo Variable Step 1 Step 2 downsizingeff ect downsizingeff ect challengingjob Step 3 downsizingeff ect challengingjob fairtreatment d -49.449

Change in -2 Log Likelihoo d 10.937 df 2 Sig. of the Change .004

-47.100 -43.981 -44.766 -42.100 -42.016

10.168 3.929 10.115 4.783 4.615

2 1 2 1 1

.006 .047 .006 .029 .032

The system removed the following variables because of less significance. DISCUSSIONS: After surveying 100 employees from different companies it was observed that downsizing does have a significant impact in shaping up the employee behavior in any organization but there are many other reasons for downsizing for the firms other than technology advancements and economic policies like, the mergers of various companies resulting in increased competition which ultimately leads to the rightsizing and layoffs of all those employees whose performance has not been up to the mark. All these layoffs and cut downs in the jobs might suit the organizations but these factors do create a feeling of insecurity in the minds of the employees working in all such organizations.

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In the light of the above mentioned observations we still dont have enough data to either reject or not to reject the hypothesis therefore, we dont reject the hypothesis that H0: downsizing has a significant impact on the perceived job security of the employees CONCLUSION: In the light of the above data analysis we conclude that there is a significant impact of downsizing on employee job security and behavior therefore we do not reject the hypothesis.

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REFERENCES:

Changes in the Work Environment for Creativity during Downsizing Author(s): Teresa M. Amabile and Regina Conti Source: The Academy of Management Journal, Vol. 42, No. 6 (Dec., 1999),

Voices of Survivors: Words That Downsizing CEOs Should Hear [and Executive Commentary] Author(s): Hugh M. O'Neill, D. Jeffrey Lenn, Vincent F. Caimano Source: The Academy of Management Executive (1993), Vol. 9, No. 4 (Nov., 1995),

Another Side to Downsizing: Survivors' Behavior and Self-Affirmation Author(s): Barbara J. Petzall, Gerald E. Parker, Philipp A. Stoeberl Source: Journal of Business and Psychology, Vol. 14, No. 4 (Jun., 2000), KEEPING YOUR HEADCOUNT WHEN ALL ABOUT YOU ARE LOSING THEIRS: DOWNSIZING VOLUNTARY TURNOVER RATES, AND THE MODERATING ROLE OF HR PRACTICE (Charlie O. Trevor, Anthony J. Nyberg) THE IMPACT OF ORGANISATIONAL DOWNSIZING: PYSCHOLOGICAL DYNAMICS ON SURVIVING MANAGERS Alicia S.M. Leung and Ludwig M.K. Chang Hong Kong Baptist University the First International Conference on Critical management studies University of Manchester (July 14-16, 1999) To stay or to go: voluntary survivor Turnover following an organizational Downsizing GRETCHEN M. SPREITZER1* AND ANEIL K. MISHRA2 (Journal of Organizational Behavior o J. Organiz. Behav. 23, 707729 (2002)

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