In 1986, the drug company Johnson & Johnson was faced with a crisis. Several people had died after taking Tylenol（泰诺）, a Johnson & Johnson product. The deaths were not the ________ of the company, but the work of a criminal who had put poison in some of the Tylenol capsules（胶囊）. The criminal was later caught and punished, but ________ the deaths, people stopped buying Tylenol. The management of Johnson & Johnson realized that they had to act _______and quickly to prevent serious consequences for the company. Within days, in fact, they ________ every Tylenol capsule in the United States to check for ________. Soon afterword they also introduced “tamperproof” bottles to prevent future problems. Sales of Tylenol ________ again, and in the end, people felt that Johnson & Johnson had acted well.

Not all companies respond to crisis as well as Johnson & Johnson. Some failed to realized the importance of acting responsibly and suffered a dramatic ________ in sales. Consumers no longer trusted the companies.

The key to managing a crisis lies in the company’s ________ reaction. If they recognize a problem immediately and take measures to deal with it, they are less likely to suffer long-term consequences. One example of a quick reaction was that of the Pepsi Company in 1992, when hypodermic syringes （皮下注射器）were found in several soda cans. In a short time, the company was able to prove that the syringes had nothing to do with the production process, and they also found the criminals who had put the syringes in the cans. ________, they lost few customers. On the other hand, Wendy’s fast-food company ________ millions of dollars in 2004 because it tried to deny bad news and did not act quickly enough.