A Behind-The-Scenes Peek At P&G's Response To Diaper Crisis
Not that P&G was caught by surprise. A handful of employees are regularly stationed in the brand's "listening post" to monitor and categorize social-media chatter. Management has been following consumer reactions closely. "We've been having daily 7 a.m. conference calls among all the functions every morning, including weekends, about this since we got the first inkling," Jodi Allen, vp-North American baby care, says.
One thing the company found was that it didn't help much to directly engage critics on Facebook. It did learn a valuable lesson from a retired executive who recalled that Bounce, when it first came out in the Seventies, got blamed for a lot of clothes dryer fires that would have happened anyway.
"If there's any cover-up or much subterfuge in P&G's strategy, it was hard to spot in the three-and-a-half hours Ad Age observed the team directly on May 7," Neff writes, "or from other accounts of P&G's response."