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Crisis Management Strategies

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Abstract

This paper discusses the different facets of crisis as experienced within the pharmaceutical industry but which are also prevalent throughout other industries. It highlights the importance of early identification and management of crises and issues, which in return are strongly intertwined with a fundamental positive internal corporate climate. A corporate philosophy should always embrace crisis management with the attitude of ‘when’ and not ‘if’; therefore, a company should act today and not tomorrow once a crisis is on its doorstep. Preparation is of utmost importance and there are several items that can be addressed even before a crisis has arisen. Further, this paper also provides guidance on how to deal with the media, what to do and what not to do, and how to appoint the appropriate spokesperson. In this era of fast exchange of information, crisis, which previously may have stayed behind corporate doors, may not do so any longer. Image is very important and should therefore not be risked. Crisis and issue management should therefore be integrated in every company’s philosophy and standard operating procedures.

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Acknowledgements

The author would like to acknowledge the help of Ms Anita van den Oetelaar. No sources of funding were used to assist in the preparation of this article. The authors have no potential conflicts of interest that are directly relevant to the contents of this article.

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  1. Vigilex B.V., Oudedijk 9B, 3062 AB, Rotterdam, The Netherlands

    Maria C. Koster & Helen Politis-Norton

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  1. Maria C. Koster
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  2. Helen Politis-Norton
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Correspondence to Maria C. Koster.

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Koster, M.C., Politis-Norton, H. Crisis Management Strategies. Drug-Safety 27, 603–608 (2004). https://doi.org/10.2165/00002018-200427080-00011

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