Site Analysis of Johnson and Johnson Web Site

1
Site Analysis of Johnson and Johnson Web Site
2
Background of Johnson and Johnson

• serves the Consumer, Pharmaceutical and
  Professional markets
• focus on research-based, technology-driven
  products.
• 1999
• 27.5 Billion Sales,
• 4.2 Billion in Profit, and
• spent 2.6 billion in RD

3
Background of Johnson and Johnson

• largest medical-device company
• the 8th largest in the Pharmaceutical business
• the largest in niche professional markets such as
  Blood Glucose Monitoring business

4
Analysis of Web Site

• thousands of links to affiliated companies all
  over the world
• reallocation revenue model
• few specifics on products
• no pricing
• no banner advertising
• many press releases

5
Home Web Page of Johnson and Johnson
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Analysis of Web SiteDisconnect between Credo
and Web Site

• credo states priority of importance is
• 1. the customer,
• 2. the employees
• 3.the investor

• The ease of use, structure, and content support
  priority of importance is
• 1. the investor,
• 2. The employee
• 3. the customer

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Assessment of Technology Strategy

• Ease of Use
• Slow loading with 56K
• Many scrolling tables of links
• Worked better on ASDL
• Best for investors

• Layout
• Credo links took 5 pages to find from home
• Order of menu places investor 1st, Prospective
  employees 2nd, Customers 3rd
• investor information is easiest to find

• Interactivity
• Very little
• No chat rooms
• Hard to find feedback forms
• can submit resumes

8
Assessment of Content

• Privacy statement about cookies
• Corporate Communications - focus on press
  releases on pharmaceuticals
• Focus on investor information
• Not many specifics on other products
• Missed many products
• Huge amount of content available on health, but
  not easily accessed

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Conclusions and Opportunities

• Johnson and Johnson does not focus on customers
• Becton Dickinson can exploit this weakness
• Post information on BD products that compete
  directly with JJ
• Advertise to end-user customers with packaging
  and literature
• compete with customer participation

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