Good PR vs Bad PR

Only PR problems can be fixed with PR.

Cover photo: @jerrysilfwer

What is good PR vs bad PR?

What conยญstiยญtutes good pubยญlic relaยญtions doesnโ€™t have to be complicated.

Here we go:

Good PR vs Bad PR

In pubยญlic relaยญtions, sayยญing the right things will not be enough if you do the wrong things.

Doing the wrong things + sayยญing the wrong things = bad PR

Doing the wrong things + sayยญing the right things = bad PR

Doing the right things + sayยญing the wrong things = bad PR

Doing the right things + sayยญing the right things = good PR

What does this mean?

Every now and then, I have to point out that some organยญisaยญtionยญal probยญlems arenโ€™t PR probยญlems; theyโ€™re organยญisaยญtionยญal problems.

With PR activยญitยญies, you can fix pubยญlic relaยญtions probยญlems but canโ€™t fix organยญisaยญtionยญal probยญlems (harmยญful products or serยญvices, unethยญicยญal pracยญtices, illegยญal pracยญtices, etc.).

Learn more: Good PR vs Bad PR

Examples of PR Disasters

Here are some major PR failยญures where organยญisaยญtions badly misยญmanยญaged their pubยญlic relaยญtions, worsenยญing the situยญation instead of conยญtainยญing the damage.

Ford Pinto Scandal (1970s)

Fordโ€™s rush to comยญpete in the small car marยญket led to the Pinto, a modยญel with a fatal design flaw: its fuel tank was prone to explodยญing in rear-end colยญliยญsions. Even worse, Ford execยญutยญives knew about the issue but decided that lawยญsuits would be cheapยญer than a recall. The pubยญlic was outยญraged when internยญal memos exposยญing this calยญcuยญlaยญtion were leaked.

Hereโ€™s some of what went wrong:

  • Putting profits over safety. Ford priยญorยญitยญized cost-cutยญting over human lives.
  • Ethical failยญure. The revยญelยญaยญtion that Ford delibยญerยญately avoided fixยญing a deadly flaw was a PR nightmare.
  • Government backยญlash. The scanยญdal led to new auto safety regยญuยญlaยญtions and lastยญing disยญtrust in Ford.

Nestlรฉโ€™s Baby Formula Scandal (1970s-80s)

Nestlรฉ aggressยญively marยญketed infant forยญmula in develยญopยญing counยญtries, encourยญaging mothยญers to use it instead of breastยญfeedยญing. However, many famยญilยญies lacked access to clean water, leadยญing to malยญnourยญished and sick babies. Protests and boyยญcotts erupยญted worldยญwide, damยญaging Nestlรฉโ€™s repuยญtaยญtion for decades.

Hereโ€™s some of what went wrong:

  • Misleading marยญketยญing. Nestlรฉโ€™s aggressยญive tacยญtics conยญvinced mothยญers to switch from breastยญfeedยญing to forยญmula without conยญsidยญerยญing health risks.
  • Failure to acknowยญledge the issue. Nestlรฉ disยญmissed conยญcerns and resยญisted change for years.
  • Global backยญlash. Activist groups and NGOs organยญized one of the longest-runยญning conยญsumer boyยญcotts in history.

Coca-Colaโ€™s โ€œNew Cokeโ€ Fiasco (1985)

To modยญernยญise its brand, Coca-Cola replaced its clasยญsic forยญmula with โ€œNew Coke.โ€ The decision sparked outยญrage, as loyยญal cusยญtomยญers saw it as an unneยญcesยญsary change. The backยญlash was so intense that Coca-Cola reinยญtroยญduced the oriยญginยญal forยญmula as โ€œCoca-Cola Classicโ€ just 79 days later.

Hereโ€™s some of what went wrong:

  • Ignoring cusยญtomยญer attachยญment. Coca-Cola failed to realยญize how much people loved the oriยญginยญal product.
  • No conยญtinยญgency plan. When the backยญlash began, the comยญpany had no strategy for manยญaging the outrage.
  • Brand conยญfuยญsion. The hasty reinยญtroยญducยญtion of โ€œCoca-Cola Classicโ€ made the comยญpany look indecisive.

Exxon Valdez Oil Spill (1989)

When the Exxon Valdez tanker ran aground in Alaska, spillยญing 11 milยญlion galยญlons of oil, Exxonโ€™s response worsened the disยญaster. CEO Lawrence Rawl remained silent for a week, and Exxon downยญplayed the envirยญonยญmentยญal damยญage. Their slow and evasยญive comยญmuยญnicยญaยญtion caused immense backlash.

Hereโ€™s some of what went wrong:

  • Failure to respond quickly. Exxonโ€™s leadยญerยญship was absent in the early days of the crisis.
  • Downplaying the disยญaster. The comยญpany tried to shift blame and minยญimยญise the spillโ€™s impact.
  • Long-term repuยญtaยญtion damยญage. Exxon spent over $2 bilยญlion on clean-up and $1 bilยญlion in setยญtleยญments, but its repuยญtaยญtion nevยญer fully recovered.

McDonaldโ€™s โ€œHot Coffeeโ€ Lawsuit (1992)

McDonaldโ€™s became the face of corยญporยญate greed when an eldยญerly woman, Stella Liebeck, sued after spillยญing scaldยญing hot cofยญfee on herยญself. Fueled by McDonaldโ€™s PR efforts, the media framed it as a frivolยญous lawยญsuit. However, it later emerged that McDonaldโ€™s served cofยญfee 30โ€‰โ€“โ€‰40ยฐF hotยญter than comยญpetยญitยญors, and Liebeck had suffered third-degree burns requirยญing skin grafts.

Hereโ€™s some of what went wrong:

  • Dismissing a serยญiยญous issue. McDonaldโ€™s tried to make Liebeck seem greedy rather than addressยญing the danยญgerยญously high temยญperยญatยญure of their coffee.
  • Mishandling pubยญlic perยญcepยญtion. The narยญratยญive spun out of conยญtrol, makยญing McDonaldโ€™s appear callous.
  • Reputation hit. The case symยญbolยญised corยญporยญate indifยญferยญence, and McDonaldโ€™s had to adjust policies to avoid furยญther lawsuits.

Toyotaโ€™s Acceleration Recall (2009โˆ’2010)

Toyota faced a massive crisis when reports surยญfaced that some of its vehicles were accelยญerยญatยญing unconยญtrolยญlably. Multiple fatal acciยญdents were linked, and Toyota iniยญtially blamed driver error. However, investยญigยญaยญtions revealed that faulty accelยญerยญatยญor pedยญals and stuck floor mats were real probยญlems, leadยญing to a recall of over 9 milยญlion vehicles.

Hereโ€™s some of what went wrong:

  • Blaming cusยญtomยญers. Toyotaโ€™s first instinct was to deny responsยญibยญilยญity, which worsened pubยญlic outrage.
  • Delayed response. The comยญpany took too long to acknowยญledge the safety conยญcerns, erodยญing trust.
  • Regulatory and legยญal backยญlash. Toyota paid over $1.2 bilยญlion in setยญtleยญments and suffered long-term brand damage.

BPโ€™s Response to the Deepwater Horizon Oil Spill (2010)

After the worst oil spill in hisยญtory, BP CEO Tony Hayward made things worse by saying:

โ€œIโ€™d like my life back.โ€

Hereโ€™s some of what went wrong:

  • Tone-deaf response. Insensitive CEO remarks while 11 people had died and the envirยญonยญment suffered.
  • Underestimating pubยญlic anger. BP ran ads about its cleanup efforts while oil was still spilling.
  • Social media mockยญery. Twitter users hijacked the BP hashtยญag to mock the comยญpany relentlessly.

McDonaldโ€™s #McDStories Twitter Disaster (2012)

McDonaldโ€™s launched a Twitter camยญpaign (#McDStories) to share feel-good cusยญtomยญer experยญiยญences. Instead, it was hijacked by users tweetยญing horยญror storยญies about food poisยญonยญing, poor serยญvice, and unhealthy meals.

Hereโ€™s some of what went wrong:

  • Lack of crisis foresight. They didnโ€™t antiยญcipยญate how easยญily negยญatยญive senยญtiยญment spreads online.
  • Failure to conยญtrol the narยญratยญive. McDonaldโ€™s had no backup plan when things turned ugly.
  • Quick shutยญdown, but too late. The damยญage was done, and the hashtยญag became a meme.

SeaWorldโ€™s #AskSeaWorld Twitter Disaster (2015)

Following the backยญlash from the docยญuยญmentยญary Blackfish, which exposed animยญal cruelty at SeaWorld, the comยญpany launched the #AskSeaWorld camยญpaign on Twitter to improve its image. Instead, critยญics hijacked the hashtยญag, floodยญing it with accusยญaยญtions of misยญtreatยญment and unethยญicยญal practices.

Hereโ€™s some of what went wrong:

  • Ignoring negยญatยญive senยญtiยญment. SeaWorld underยญesยญtimยญated pubยญlic anger, leadยญing to a preยญdictยญable social media hijack.
  • No crisis preยญparยญaยญtion. There was no strategy to address chalยญlenยญging quesยญtions or manยญage hosยญtile responses.
  • Brand trust eroded. Attendance and revยญenยญue conยญtinยญued to decline as the conยญtroยญversy gained momentum.

Volkswagenโ€™s Dieselgate Scandal (2015)

VW was caught cheatยญing emisยญsions tests, falsely claimยญing their diesยญel cars were โ€œcleanโ€ when they were  40 times over the legยญal polยญluยญtion limit.

Hereโ€™s some of what went wrong:

  • Blatant decepยญtion. VW knew they were lying for years.
  • Weak CEO response. Initially denyยญing wrongยญdoยญing, the CEO resigned without accountability.
  • Massive finยญanยญcial hit. VW faced $30 bilยญlion in fines and lawsuits.

Samsungโ€™s Exploding Galaxy Note 7 Scandal (2016)

Due to batยญtery defects, the Galaxy Note 7 kept catchยญing fire. Instead of immeยญdiยญately recallยญing the devices, Samsung quietly fixed the issue, but replaceยญment phones also exploded.

Hereโ€™s some of what went wrong:

  • Slow response and deniยญal. Samsung iniยญtially downยญplayed the issue.
  • Botched recall. They recalled the phone but rushed the replaceยญments with faulty batteries.
  • Trust desยญtroyed. The FAA banned the Note 7 from flights, and Samsung had to canยญcel the entire product line.

Pepsiโ€™s Kendall Jenner Protest Ad (2017)

Pepsi launched an ad feaยญturยญing Kendall Jenner difยญfusยญing a tense protest by handยญing a police officer a can of Pepsi. The attempt to capยญitยญalยญise on social justice moveยญments (e.g., Black Lives Matter) backยญfired horยญribly, as it was seen as triviยญalยญising real-world activism.

Hereโ€™s some of what went wrong:

  • Tone-deaf mesยญsaging. Made protests look like a Pepsi-sponsored street party.
  • Misuse of celebrity influยญence. Kendall Jenner had no perยญsonยญal link to activism.
  • Failure to test audiยญence reacยญtion. Social media immeยญdiยญately roasยญted Pepsi, forยญcing a quick pull of the ad.

United Airlinesโ€™ โ€œRe-Accommodatingโ€ a Passenger (2017)

A video went virยญal showยญing a pasยญsenยญger (Dr. David Dao) being violยญently dragged off a United Airlines flight after he refused to give up his seat due to overbooking.

Hereโ€™s some of what went wrong:

  • Poor first response. The airlineโ€™s CEO first defenยญded the action, callยญing it โ€œre-accomยญmodยญaยญtionโ€ rather than an assault.
  • Delayed, weak response. United only apoยญloยญgised after days of pubยญlic outrage.
  • Massive backยญlash. Stocks plummeted by $1 bilยญlion overnight.

Uberโ€™s โ€œDelete Uberโ€ Crisis (2017)

During Trumpโ€™s โ€œMuslim banโ€, taxi drivers in NYC went on strike in protest. Uber conยญtinยญued serยญvice and removed surge priยญcing, leadยญing to accusยญaยญtions of strike-breakยญing. The hashtยญag #DeleteUber went viral.

Hereโ€™s some of what went wrong:

  • Misreading pubยญlic senยญtiยญment. The move was seen as takยญing advantยญage of a social justice protest.
  • Mixed mesยญsages. CEO Travis Kalanick made things worse by joinยญing (and leavยญing) Trumpโ€™s advisยญory board.
  • Long-term damยญage. Uberโ€™s repuยญtaยญtion suffered, and 2 milยญlion people deleted their accounts.

Facebookโ€™s Cambridge Analytica Scandal (2018)

It was revealed that Cambridge Analytica harยญvesยญted data from 87 milยญlion Facebook users without conยญsent to influยญence elections.

Hereโ€™s some of what went wrong:

  • Delayed response. Mark Zuckerberg was silent for days while the scanยญdal grew.
  • Weak apoยญlogy. His tone was robotยญic and corยญporยญate when he finally responded.
  • Repeated scanยญdals. Facebook kept getยญting caught misยญhandยญling user data, worsenยญing pubยญlic distrust.

Teslaโ€™s Elon Musk โ€œPedo Guyโ€ Tweet (2018)

After a British diver helped resยญcue a Thai socยญcer team trapped in a cave, Elon Musk, frusยญtrated that his proยญposed subยญmarยญine wasnโ€™t used, called the diver a โ€œpedo guyโ€ on Twitter. The diver sued for defamยญaยญtion, and Musk later won the case, but the incidยญent damยญaged Teslaโ€™s brand.

Hereโ€™s some of what went wrong:

  • Personal attacks from leadยญerยญship. Muskโ€™s impulsยญive reacยญtion escalยญated a non-issue into a major scandal.
  • Legal and finยญanยญcial risks. Tesla was indirยญectly dragged into a lawยญsuit due to its CEOโ€™s pubยญlic behavior.
  • Stock volatยญilยญity. Investors feared Muskโ€™s erratยญic behaยญviยญor could harm Teslaโ€™s repuยญtaยญtion and valuation.

Dolce & Gabbanaโ€™s China Insult (2018)

D&G released a racist ad camยญpaign feaยญturยญing an Asian modยญel strugยญgling to eat Italian food with chopยญsticks. When backยญlash erupยญted, D&Gโ€™s co-founder called China โ€œa counยญtry of sh*tโ€ in leaked messages.

Hereโ€™s some of what went wrong:

  • Cultural insensยญitยญivยญity. The ad perยญpetuยญates offensยญive stereotypes.
  • Disastrous reacยญtion. Instead of apoยญloยญgising, D&G first denied the authenยญtiยญcity of the messages.
  • Economic falยญlout. D&G lost Chinaโ€™s luxยญury marยญket as retailยญers pulled their products.

Pelotonโ€™s Tone-Deaf Christmas Ad (2019)

Peloton released an ad showยญing a woman receivยญing a Peloton bike as a gift from her husยญband and docยญuยญmentยญing her fitยญness jourยญney. Many saw it as sexยญist, implyยญing the husยญband wanted his wife to lose weight.

Hereโ€™s some of what went wrong:

  • Misjudging audiยญence reacยญtion. Viewers interยญpreted it as a โ€œwife conยญtrolโ€ ad, not an empowerยญment story.
  • Stock crash. Peloton lost $1.5 bilยญlion in value in two days.
  • No damยญage conยญtrol. They didnโ€™t pull the ad or issue a betยญter response.

Balenciagaโ€™s Child Exploitation Scandal (2022)

Luxury brand Balenciaga released an ad camยญpaign feaยญturยญing chilยญdren holdยญing teddy bears dressed in bondยญage gear. A second camยญpaign included legยญal docยญuยญments related to child porยญnoยญgraphy laws. Public backยญlash was swift, with accusยญaยญtions that the brand was norยญmalยญizยญing exploitation.

Hereโ€™s some of what went wrong:

  • Severe overยญsight. The camยญpaign should have been scruยญtinยญised before launch.
  • Blaming externยญal parties. Balenciaga sued the proยญducยญtion comยญpany instead of takยญing full responsยญibยญilยญity, worsenยญing the backlash.
  • Celebrity falยญlout. Major brand ambasยญsadยญors, includยญing Kim Kardashian, pubยญlicly disยญtanced themยญselves from Balenciaga.

Bud Lightโ€™s Dylan Mulvaney Controversy (2023)

Bud Light partnered with transยญgender influยญenยญcer Dylan Mulvaney, sendยญing her a perยญsonยญalยญized can to celยญebยญrate her transยญition. The camยญpaign sparked massive backยญlash, with conยญserยญvatยญives callยญing for a boyยญcott and LGBTQ+ advocยญates criยญtiยญcizยญing the comยญpany for failยญing to stand by Mulvaney when the conยญtroยญversy escalated.

Hereโ€™s some of what went wrong:

  • Failure to antiยญcipยญate backยญlash. The camยญpaign launched without preยญparยญing for politยญicยญal and culยญturยญal sensitivities.
  • Inconsistent mesยญsaging. Bud Light iniยญtially defenยญded the partยญnerยญship but later disยญtanced itself, aliยญenยญatยญing both sides.
  • Severe brand damยญage. Sales plummeted, with Bud Light losยญing its posยญiยญtion as Americaโ€™s top-selling beer.

Key Takeaways from PR Disasters

Every situยญation is difยญferยญent, but there are some key takeaways from damยญaging PR disasters.

  • Never underยญesยญtimยญate pubยญlic intelยญliยญgence. Corporate lies often get exposed eventually.
  • Timing matยญters. Delayed responses can turn minor issues into full-blown crises.
  • Apologies must be genuยญine. Insincere or robotยญic responses fuel anger.
  • Understand social moveยญments. Tone-deaf camยญpaigns (e.g., Pepsi, Uber, Peloton) backfire.
  • Crisis planยญning is essenยญtial. Organisations that preยญpare (vs. react) handle disยญasters better.

Learn more: Examples of PR Disasters


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Jerry Silfwer
Jerry Silfwerhttps://doctorspin.net/
Jerry Silfwer, alias Doctor Spin, is an awarded senior adviser specialising in public relations and digital strategy. Currently CEO at Spin Factory and KIX Communication Index. Before that, he worked at Whispr Group NYC, Springtime PR, and Spotlight PR. Based in Stockholm, Sweden.

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