Proceedings of the International scientific and practical conference ―Science at the Turning Point of History‖ (May 25-27, 2026) / Publisher website: www.naukainfo.com. – Lviv, Ukraine, 2026. - 362 p.

34 Table 2. Comparative analysis of crisis PR cases in international companies Company Crisis event SCCT crisis type Primary response Outcome Johnson & Johnson Tylenol cyanide tampering (1982) Victim crisis Nationwide recall; tamper-evident packaging; transparent media engagement (Rebuild) Reputation strengthened; market share recovered within 1 year Volkswagen Dieselgate emissions fraud (2015) Preventable crisis Initially: partial disclosure, deflection (Diminishment) → Later: apology, settlements, EV pivot (Rebuild) –40% stock value; gradual trust recovery after strategy shift British Petroleum Deepwater Horizon oil spill (2010) Preventable crisis CEO misaligned statements; delayed acknowledgement; reactive PR (failed Diminishment) Lasting reputational damage; $65bn in total liabilities 3.1 Johnson & Johnson – Tylenol crisis (1982). The Tylenol product recalls from cyanide poisoning still serve as a classic case to follow for best practices for crisis PR. The swift and unconditional nationwide pullback by Johnson & Johnson, transparent media engagement, and the introduction of tamper-evident packaging provided evidence that a reputation-driven rebuild strategy with roots in public safety can lead not only to reputational containment but to building up brand trust [1, p. 52]. The decision laid the cornerstone of a new era in which any credible crisis communication strategy would put consumer welfare above corporate interest. 3.2 Volkswagen – Emissions scandal (2015) For example, the Volkswagen diesel gate scandal, which saw the company deliberately put software through its engines and software to artificially manipulate emissions tests in millions of vehicles, is a paradigmatic preventable crisis in the automotive sector. The first corporate response –partial disclosure, shifting responsibility to rogue engineers, and belated apology –depicted what SCCT terms inefficient diminishment strategies with respect to a preventable crisis [3, p. 89]. The reputational and financial fallout was harsh; the company lost more than 40 percent of its stock market value in a matter of days after the revelation. Later on,