By any measure, public relations is one of the most powerful tools a company can wield—when used wisely. But just as good PR can solidify a brand’s trustworthiness, poor PR can accelerate its downfall. In today’s environment, where brand perception can shift overnight, corporate missteps in communication are not just embarrassing—they’re expensive, demoralizing, and, at times, existential.
Corporate PR fails when it is insincere, slow, defensive, or disconnected from the reality stakeholders experience. While every company is capable of making mistakes, what separates damage control from damage amplification is how a company communicates in response. This op-ed explores how PR done poorly erodes trust, derails strategy, and offers clear examples of whatnot to do.
What Makes Corporate PR Go Wrong?
Before examining specific cases, it’s worth breaking down the root causes of PR failures. These can generally be grouped into several categories:
- Tone-Deaf Messaging – Communications that ignore cultural context or current events.
- Slow or Nonexistent Crisis Response – Delays that create a vacuum filled by speculation or anger.
- Dishonesty or Spin – Attempts to mislead the public or downplay problems.
- Misalignment With Brand Values – Saying one thing while doing another.
- Failure to Read the Room – Misjudging stakeholder sentiment or overestimating brand equity.
Let’s take a closer look at some illustrative corporate stumbles—and the lessons they offer.
Case Study 1: United Airlines – “Re-Accommodating” Disaster
In 2017, United Airlines faced one of the most high-profile PR disasters of the decade when a video went viral showing a passenger, Dr. David Dao, being forcibly dragged off an overbooked flight. The public outrage was swift and global. Yet United’s initial response only deepened the crisis.
CEO Oscar Munoz issued a statement that seemed more concerned with procedural justifications than human empathy. He described the violent incident as an effort to “re-accommodate” passengers and praised employees’ actions. The language was sterile, evasive, and robotic.
After intense backlash, Munoz issued a second, more contrite apology. But by then, the damage was done—United’s stock dropped, public trust plummeted, and memes mocked the company’s cold corporate tone.
Lesson: In moments of crisis, humanity must come before corporate policy. Cold, jargon-laced statements are not just ineffective—they’re insulting.
Case Study 2: BP – The Oil Spill and the CEO Who Missed the Moment
The Deepwater Horizon oil spill in 2010 was a catastrophe in itself. But BP’s PR response compounded the disaster. CEO Tony Hayward infamously told reporters, “I want my life back,” while the Gulf of Mexico was experiencing the worst environmental disaster in U.S. history.
This tone-deaf comment captured what people already suspected: that BP’s leadership was more concerned with personal inconvenience than the environmental and economic devastation caused by the spill. Hayward’s appearance on a yacht race soon after didn’t help either.
BP launched a $50 million PR campaign including full-page newspaper apologies and slick commercials. But no amount of paid media could undo the harm caused by poorly timed, insensitive remarks.
Lesson: Leadership must reflect stakeholder pain during a crisis. Anything less looks like arrogance—and it’s unforgettable.
Case Study 3: Pepsi – A Protest Packaged for Profit
In 2017, Pepsi released a now-infamous commercial featuring Kendall Jenner joining a protest and diffusing tensions with police by offering a can of soda. The ad was widely condemned for trivializing social justice movements and commodifying protest imagery.
Critics accused Pepsi of co-opting the aesthetics of Black Lives Matter protests for commercial gain without understanding the underlying issues. The blowback was swift, and the company pulled the ad within 24 hours. Yet the damage lingered.
The deeper issue wasn’t just a bad ad—it was a failure of internal PR governance. No one in the creative pipeline stopped to ask whether the message would be seen as respectful or offensive.
Lesson: Cultural misappropriation and performative allyship aren’t edgy—they’re exploitative. Social commentary must be grounded in authenticity, not opportunism.
Case Study 4: Facebook – Silence, Deflection, and Denial
Facebook (now Meta) has faced numerous PR crises, but its response to the Cambridge Analytica scandal in 2018 stands out. When it was revealed that millions of users’ data had been improperly accessed for political purposes, Facebook’s initial silence was deafening.
CEO Mark Zuckerberg waited five days before issuing a formal statement. When he finally addressed the issue, the response felt flat and overly technical, lacking the emotional accountability users wanted. Later, Facebook attempted to minimize the scandal’s impact, blaming third-party actors while portraying itself as a passive victim.
The result? Congressional hearings, user mistrust, and years of regulatory scrutiny that continue to affect Meta’s business.
Lesson: Deflection and delay are not damage control strategies. Owning the problem early is the first step to regaining trust.
Case Study 5: H&M – The “Coolest Monkey” Controversy
In 2018, H&M released an online ad featuring a Black child wearing a sweatshirt with the words “Coolest Monkey in the Jungle.” The public reaction was immediate and fierce, accusing the company of racial insensitivity.
H&M issued an apology and removed the item from its stores, but the response was seen as reactive and lacking real accountability. The incident exposed a systemic issue: a lack of diversity in decision-making roles. Had there been greater cultural awareness internally, the ad might never have been approved.
Lesson: PR disasters often reflect internal blind spots. Diversity isn’t just a moral imperative—it’s a risk mitigation strategy.
Why Do These Mistakes Keep Happening?
Despite countless high-profile failures, many corporations still struggle with effective PR. The reasons are both structural and cultural:
- Bureaucracy: In large organizations, PR decisions often pass through multiple layers, diluting urgency and clarity.
- Legal Paralysis: Fear of liability sometimes prevents honest communication, creating vague or evasive statements.
- Detached Leadership: Executives far removed from frontline customer experiences often underestimate public sentiment.
- Lack of Empathy Training: Many PR professionals are taught to manage narratives, not emotions. That’s a fatal gap.
The result is messaging that feels defensive, insincere, or woefully out of touch.
Red Flags of PR Done Poorly
To spot PR misfires before they spiral, look for these common warning signs:
- Corporate Jargon Over Clarity – Using phrases like “leveraging synergies” or “operational disruptions” instead of plain English confuses and alienates.
- Overproduced Apologies – Highly produced videos or written statements that feel like advertisements, not genuine accountability.
- Defensive Posture – Blaming others, redirecting attention, or minimizing the issue.
- Lack of Action – Statements promising change with no specific, measurable follow-up.
- One-Way Communication – Talking at people, not listening to them or engaging in dialogue.
How Poor PR Impacts the Bottom Line
Some executives still see PR as a “soft” function, disconnected from business outcomes. They’re wrong. Poor PR has very real consequences:
- Stock Price Drops: After PR crises, companies often see immediate and sustained hits to market valuation.
- Talent Drain: Employees don’t want to work for companies that seem dishonest or out of touch.
- Lost Customers: Today’s consumers have choices—and values. They walk away from brands that offend or betray them.
- Regulatory Risk: Inconsistent or evasive messaging can draw attention from lawmakers and watchdog agencies.
Simply put, PR isn’t peripheral—it’s central to risk management and corporate reputation.
