The Hidden Cost of a Product Recall https://hbswk.hbs.edu/item/the-hidden-cost-of-a-product-recall 27 Feb 2019 by Danielle Kost Drivers on...

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The Hidden Cost of a Product Recall https://hbswk.hbs.edu/item/the-hidden-cost-of-a-product-recall 27 Feb 2019 by Danielle Kost Drivers on Interstate 25 in Colorado have been speculating about the fate of hundreds of Volkswagen cars sitting in a lot near Pikes Peak International Raceway. It's one of 37 sites in the United States where the automaker is storing 300.000 diesel cars it recalled after admitting to cheating American emissions tests. Volkswagen estimated that fines, repairs, and legal costs would total more than $30 billion. And worse, the company ceded its command of America's diesel car market-producing more than one-third (pdf) of the models available in 2015-to companies such as General Motors, Ford and Mazda, which expanded their diesel lineups (pdf). Large recalls are the ultimate nightmare for senior executives at companies with considerable research and development (R&D) operations. Beyond the staggering remediation and legal expenses that recalling companies incur, there are also costs to rework manufacturing processes and stem reputational damage. In one of the costliest recalls in history, Johnson & Johnson spent more than $100 million in 1982 (more than $260 million in today's dollars) to recall 31 million bottles of Tylenol capsules and re-establish the brand. "Product recalls slow many types of innovation for the firms that experience them." There's also a second, less studied wave of damage, as competitors ramp up product development efforts to snap up displaced customers and solidify market share gains. This double whammy makes recall prevention and effective remediation more important than previously thought, says Ariel D. Stern, an assistant professor of business administration at Harvard Business School, where she is the Hellman Faculty Fellow in the Technology and Operations Management Unit. "Product recalls slow many types of innovation for the firms that experience them," Stern says. "At the same time, we see that competitors are likely to accelerate their own innovation activities to take advantage of these weaknesses." Stern, along with Indiana University Assistant Professor George P. Ball and Georgetown University Professor Jeffrey T. Macher, set out to quantify the innovation risks and opportunities that recalls pose in one of the most R&D-intensive industries, medical technology. Product failures in medtech, where the cost to bring a device to the market can top $90 million, can not only hobble a firm, but cause catastrophic harm to patients. "The extremely high profit margins in medical devices offers a setting in which the risks are often overwhelmed by the potential rewards to innovate, especially when competitors face their own product failures," according to the team's working paper, Recalls, Innovation, and Competitor Firms: Evidence from Medical Device Firms, released in January. Bigger recalls, bigger reactions Using 13 years of US Food and Drug Administration data and a novel set of competitor classification algorithms, the team created a detailed history of product development submissions and recalls in the medical device industry. That allowed the researchers to evaluate how a recall's severity and proximity-the degree of product market overlap between recalled and competing products-may stall or speed innovation in a product market. Among their findings: A recall can delay a company's incremental innovations by six months. Medtech product development teams typically focus on a single product category or line, allowing them to apply their expertise more efficiently. However, recalls force these teams to shift their attention from making meaningful improvements to addressing flaws. The revenue impact can be significant, the researchers say. Competitors ramp up major innovation efforts in response to rival recalls. Large-scale new product development projects cost more, take longer to complete, and require specialized teams to manage complex processes, such as clinical trials in patients. However, if a medtech firm can bring a new product to the market even one month earlier following a rival's recall, it could bring in an additional $10 million in revenue. The more severe a recall, the faster competitors speed up innovation. Major product failures, such as ones that can lead to serious injuries or even patient fatalities, provide the biggest opportunities for a competitor to grab market share. A well-timed incremental or major innovation can provide the toehold a company needs in a competitive market. "Low-risk mistakes, like a typo on a label, constitute reasons to recall a product, but those aren't driving the big responses that we see by firms and their competitors," Stern says. "It's the really severe recalls, where perhaps the materials turned out to be unsafe or there's a major malfunction that are leading to competitor responses." Prevention is key, but preparation also matters Prevention is key, but preparation also matters The team's research suggests that recall prevention is even more valuable than previously thought, given the higher stakes of product failures. Companies would also be wise to develop more internal expertise to not only manage their own recalls but react quickly to those of rivals. Two specific steps could help most R&D-centric companies: Create recall recovery teams. A specialized group of managers with deep knowledge about a company's products and the recall process might keep a company from diverting time and resources from product development efforts, thereby undermining the roll-out of future innovations. Develop competitor recall intelligence tools. Companies that develop the capabilities and tools to react quickly to other companies' recalls stand to gain more when market opportunities present themselves. While Stern's past research has focused primarily on innovation in health care, these new findings could apply broadly to any company that invests heavily in R&D, even those in industries that lack a formal recall process. While Stern's past research has focused primarily on innovation in health care, these new findings could apply broadly to any company that invests heavily in R&D, even those in industries that lack a formal recall process. "Whether your firm is making phones or drones or self-driving cars, recalls can divert efforts from subsequent innovations and spur your competitors to take advantage of the market opportunity," she says. Part I. Introduction This case study looks at the hidden cost of a product recall, and how it can impact a company's innovation efforts. We will examine how recalls can divert attention from new product development, and how competitors can take advantage of a company's recall to speed up their own innovation efforts. We will also examine how recalls can delay a company's incremental innovations by six months, and how the more severe a recall, the faster competitors speed up innovation. Finally, we will discuss how prevention is key, but preparation is also important, and how companies can develop recall recovery teams and competitor recall intelligence tools to help manage recalls and react quickly to competitor recalls. Part II. Statement of the Problem Volkswagen's product recall in 2015 resulted in not only staggering remediation and legal expenses, but also ceded its command of America's diesel car market to competitors. This double whammy makes recall prevention and effective remediation more important than previously thought.|| Part IV. Alternative Courses of Action (at least three (3) 1. One alternative course of action that a company could take in order to avoid the cost of a product recall is to invest in quality control measures. It could involve hiring additional staff to inspect products before they are shipped, increasing the frequency of quality control checks, or investing in new technology to help identify potential defects. 2. Another alternative course of action is to create a recall recovery team. A specialized group of managers with deep knowledge about a company's products and the recall process might keep a company from diverting time and resources from product development efforts, thereby undermining the roll-out of future innovations. This team would be responsible for managing the recall process and dealing with the fallout from a recall. It could help to minimize the impact on a company's operations and allow them to continue innovating. 3. A third alternative is to develop competitor recall intelligence tools. These tools would help a company to quickly identify when another company has recalled a product and react accordingly. It could allow a company to take advantage of market opportunities that arise from product recalls. Part III. Situation Analysis A product recall is a request from a manufacturer to return a product that is either defective or potentially dangerous. In some cases, the product may be defective and pose a danger to the consumer, while in other cases, the product may not be defective but may still pose a potential danger. Product recalls are usually initiated by the manufacturer, but in some cases, they may be initiated by the government. A product recall can have a hidden cost that impacts a company's innovation efforts. A recall can divert attention from new product development and allow competitor firms to take advantage of the market opportunity. In the case of Volkswagen, their product recall in 2015 not only led to staggering remediation and legal expenses, but also ceded their command of America's diesel car market to competitors. Prevention is key to mitigating the risks associated with a product recall, but companies should also develop recall recovery teams and competitor recall intelligence tools to help manage recalls and react quickly to competitor recalls. When a product is recalled, the company faces not only the direct cost of the recall itself, but also the indirect cost of lost sales and damage to its reputation. In some cases, the company may also lose market share to competitors who are able to take advantage of the situation. There are both merits and demerits to a product recall. On the one hand, a product recall can help to protect consumers from defective or dangerous products. On the other hand, a product recall can be costly for the manufacturer, and it can also damage the reputation of the company. There are a few ways to prevent product recalls, but the most important thing is to have quality control measures in place to ensure that products are not defective or dangerous. In addition, companies should have a plan in place for how to handle a recall if one does occur. Finally, companies should monitor the competition to see if they are taking advantage of a recall. Part IV. Alternative Courses of Action (at least three (3) The Hidden Cost of a Product Recall https://hbswk.hbs.edu/item/the-hidden-cost-of-a-product-recall 27 Feb 2019 by Danielle Kost Drivers on Interstate 25 in Colorado have been speculating about the fate of hundreds of Volkswagen cars sitting in a lot near Pikes Peak International Raceway. It's one of 37 sites in the United States where the automaker is storing 300.000 diesel cars it recalled after admitting to cheating American emissions tests. Volkswagen estimated that fines, repairs, and legal costs would total more than $30 billion. And worse, the company ceded its command of America's diesel car market-producing more than one-third (pdf) of the models available in 2015-to companies such as General Motors, Ford and Mazda, which expanded their diesel lineups (pdf). Large recalls are the ultimate nightmare for senior executives at companies with considerable research and development (R&D) operations. Beyond the staggering remediation and legal expenses that recalling companies incur, there are also costs to rework manufacturing processes and stem reputational damage. In one of the costliest recalls in history, Johnson & Johnson spent more than $100 million in 1982 (more than $260 million in today's dollars) to recall 31 million bottles of Tylenol capsules and re-establish the brand. "Product recalls slow many types of innovation for the firms that experience them." There's also a second, less studied wave of damage, as competitors ramp up product development efforts to snap up displaced customers and solidify market share gains. This double whammy makes recall prevention and effective remediation more important than previously thought, says Ariel D. Stern, an assistant professor of business administration at Harvard Business School, where she is the Hellman Faculty Fellow in the Technology and Operations Management Unit. "Product recalls slow many types of innovation for the firms that experience them," Stern says. "At the same time, we see that competitors are likely to accelerate their own innovation activities to take advantage of these weaknesses." Stern, along with Indiana University Assistant Professor George P. Ball and Georgetown University Professor Jeffrey T. Macher, set out to quantify the innovation risks and opportunities that recalls pose in one of the most R&D-intensive industries, medical technology. Product failures in medtech, where the cost to bring a device to the market can top $90 million, can not only hobble a firm, but cause catastrophic harm to patients. "The extremely high profit margins in medical devices offers a setting in which the risks are often overwhelmed by the potential rewards to innovate, especially when competitors face their own product failures," according to the team's working paper, Recalls, Innovation, and Competitor Firms: Evidence from Medical Device Firms, released in January. Bigger recalls, bigger reactions Using 13 years of US Food and Drug Administration data and a novel set of competitor classification algorithms, the team created a detailed history of product development submissions and recalls in the medical device industry. That allowed the researchers to evaluate how a recall's severity and proximity-the degree of product market overlap between recalled and competing products-may stall or speed innovation in a product market. Among their findings: A recall can delay a company's incremental innovations by six months. Medtech product development teams typically focus on a single product category or line, allowing them to apply their expertise more efficiently. However, recalls force these teams to shift their attention from making meaningful improvements to addressing flaws. The revenue impact can be significant, the researchers say. Competitors ramp up major innovation efforts in response to rival recalls. Large-scale new product development projects cost more, take longer to complete, and require specialized teams to manage complex processes, such as clinical trials in patients. However, if a medtech firm can bring a new product to the market even one month earlier following a rival's recall, it could bring in an additional $10 million in revenue. The more severe a recall, the faster competitors speed up innovation. Major product failures, such as ones that can lead to serious injuries or even patient fatalities, provide the biggest opportunities for a competitor to grab market share. A well-timed incremental or major innovation can provide the toehold a company needs in a competitive market. "Low-risk mistakes, like a typo on a label, constitute reasons to recall a product, but those aren't driving the big responses that we see by firms and their competitors," Stern says. "It's the really severe recalls, where perhaps the materials turned out to be unsafe or there's a major malfunction that are leading to competitor responses." Prevention is key, but preparation also matters Prevention is key, but preparation also matters The team's research suggests that recall prevention is even more valuable than previously thought, given the higher stakes of product failures. Companies would also be wise to develop more internal expertise to not only manage their own recalls but react quickly to those of rivals. Two specific steps could help most R&D-centric companies: Create recall recovery teams. A specialized group of managers with deep knowledge about a company's products and the recall process might keep a company from diverting time and resources from product development efforts, thereby undermining the roll-out of future innovations. Develop competitor recall intelligence tools. Companies that develop the capabilities and tools to react quickly to other companies' recalls stand to gain more when market opportunities present themselves. While Stern's past research has focused primarily on innovation in health care, these new findings could apply broadly to any company that invests heavily in R&D, even those in industries that lack a formal recall process. While Stern's past research has focused primarily on innovation in health care, these new findings could apply broadly to any company that invests heavily in R&D, even those in industries that lack a formal recall process. "Whether your firm is making phones or drones or self-driving cars, recalls can divert efforts from subsequent innovations and spur your competitors to take advantage of the market opportunity," she says. Part I. Introduction This case study looks at the hidden cost of a product recall, and how it can impact a company's innovation efforts. We will examine how recalls can divert attention from new product development, and how competitors can take advantage of a company's recall to speed up their own innovation efforts. We will also examine how recalls can delay a company's incremental innovations by six months, and how the more severe a recall, the faster competitors speed up innovation. Finally, we will discuss how prevention is key, but preparation is also important, and how companies can develop recall recovery teams and competitor recall intelligence tools to help manage recalls and react quickly to competitor recalls. Part II. Statement of the Problem Volkswagen's product recall in 2015 resulted in not only staggering remediation and legal expenses, but also ceded its command of America's diesel car market to competitors. This double whammy makes recall prevention and effective remediation more important than previously thought.|| Part IV. Alternative Courses of Action (at least three (3) 1. One alternative course of action that a company could take in order to avoid the cost of a product recall is to invest in quality control measures. It could involve hiring additional staff to inspect products before they are shipped, increasing the frequency of quality control checks, or investing in new technology to help identify potential defects. 2. Another alternative course of action is to create a recall recovery team. A specialized group of managers with deep knowledge about a company's products and the recall process might keep a company from diverting time and resources from product development efforts, thereby undermining the roll-out of future innovations. This team would be responsible for managing the recall process and dealing with the fallout from a recall. It could help to minimize the impact on a company's operations and allow them to continue innovating. 3. A third alternative is to develop competitor recall intelligence tools. These tools would help a company to quickly identify when another company has recalled a product and react accordingly. It could allow a company to take advantage of market opportunities that arise from product recalls. Part III. Situation Analysis A product recall is a request from a manufacturer to return a product that is either defective or potentially dangerous. In some cases, the product may be defective and pose a danger to the consumer, while in other cases, the product may not be defective but may still pose a potential danger. Product recalls are usually initiated by the manufacturer, but in some cases, they may be initiated by the government. A product recall can have a hidden cost that impacts a company's innovation efforts. A recall can divert attention from new product development and allow competitor firms to take advantage of the market opportunity. In the case of Volkswagen, their product recall in 2015 not only led to staggering remediation and legal expenses, but also ceded their command of America's diesel car market to competitors. Prevention is key to mitigating the risks associated with a product recall, but companies should also develop recall recovery teams and competitor recall intelligence tools to help manage recalls and react quickly to competitor recalls. When a product is recalled, the company faces not only the direct cost of the recall itself, but also the indirect cost of lost sales and damage to its reputation. In some cases, the company may also lose market share to competitors who are able to take advantage of the situation. There are both merits and demerits to a product recall. On the one hand, a product recall can help to protect consumers from defective or dangerous products. On the other hand, a product recall can be costly for the manufacturer, and it can also damage the reputation of the company. There are a few ways to prevent product recalls, but the most important thing is to have quality control measures in place to ensure that products are not defective or dangerous. In addition, companies should have a plan in place for how to handle a recall if one does occur. Finally, companies should monitor the competition to see if they are taking advantage of a recall. Part IV. Alternative Courses of Action (at least three (3)