Crisis Management at Bausch & Lomb (B): The 'ReNu with Moistureloc'
Debacle
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Moistureloc' Debacle case study
(Case Code: MKTG171) click on the button below, and select the case from the list of available cases:
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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MKTG171 |
For delivery in electronic format: Rs. 400;
For delivery through courier (within India): Rs. 400 + Shipping & Handling Charges extra
Themes
Marketing Management/ Crisis Management/ Public
Relations |
| Case Length |
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19 Pages |
| Period |
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2005-2007 |
| Pub Date |
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2007 |
| Teaching Note |
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Not Available |
| Organization |
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Bausch & Lomb |
| Industry |
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Eye Care |
| Countries
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Europe, USA,
Asia |
Abstract:
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This case discusses how Bausch & Lomb (B&L), a leading eye care company, dealt
with a product crisis related to its brand, ReNu with MoistureLoc (MoistureLoc).
In May 2006, B&L withdrew its MoistureLoc brand globally after the product was
linked to a rare but potentially blinding fungal infection of the eye, Fusarium
keratitis.
There was a controversy regarding the company's handling of the
situation. B&L had initially desisted from withdrawing the brand as there was no
scientific evidence to prove that MoistureLoc was responsible for the
infections. However, some experts felt that by not being proactive, B&L had put
its whole lens care business in jeopardy.
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Even though B&L recalled the MoistureLoc
brand, despite there being no conclusive evidence, the damage to
its sales had already been done. The company had lost its market
leadership in the lens care business in the US market and its
contact lens business also suffered. The company also had to
deal with numerous product liability lawsuits. B&L believed that
the marketing efforts it had initiated after the crisis would
help it to revive its business post 2007. An unrelated product
scare, this time with ReNu MultiPlus, in early 2007 also made
the company's efforts to rebuild the 'ReNu' brand even more
difficult.
This case discusses the reactions of analysts and crisis
management experts to B&L's handling of the MoistureLoc crisis.
It also highlights the issues and challenges faced by large
companies in dealing effectively with a product crisis.
Issues:
» Understand the issues and challenges faced by companies in managing a product
crisis
» Understand the importance of clear and effective communication with customers
in the event of a controversy/crisis
» Understand the short term and long term implications for a well known
product/brand affected by a safety crisis
Contents:
Keywords:
Public Relations, Crisis Management, ReNu with MoistureLoc,
ReNu MultiPlus, Bausch & Lomb, Brand Building, Fusarium keratitis, Tylenol,
Johnson & Johnson, Contact Lens, Lens Care Market, Wear&Care Program, Product
Liability Lawsuit, Consumer Education Campaigns, Current Good Manufacturing
practices (cGMP), Growth Driver, Market Leadership, Marketing Strategies
Collateral Damage !
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