The Volkswagen “we apologize” ad is not the kind of thing, at first glance, you'd expect a brand to want to go viral. It begins with newscast voiceovers murmuring about the diesel scandal, when the carmaker was caught altering engine software to detect and fake emissions tests for its so-called Clean Diesel cars. But then it switches to an engineer working feverishly, sketching ideas, then to a fabrication shop where something is being made. Finally, an electric VW Bus emerges with the tagline: Light from the Darkness.
It’s a pretty radical image change; when the scandal first broke, the automaker’s public relations people delayed and acted punch drunk while executives stonewalled. But it’s an example of how you can deal with an awful narrative and shows how yes, a company’s PR operation can engineer a turnaround in public perception.
"Unfortunately PR tactics have historically been used more as a reaction to some happening,” says Ken Gary, a principal at the New York-based PR firm Baretz+Brunelle. “While difficult, we strive to change that and operate in a manner that encourages proactivity across all of our clients.”
In fact, in this business, change is the only constant. It’s a truism, but it’s for real. Will you be stuck with the minions defending the indefensible? Or will you be in the change vanguard? It’s an easy choice. All you have to do is forget everything you learned.
First of all, come clean: Volkswagen isn’t alone. Apple Inc. had come under increasing pressure as Chinese workers who assemble its jewel product, the iPhone, committed suicide because of the intense pressure on the job. Apple didn’t deny and stonewall; it committed to reform, and issued lengthy reports on its website. The company has extended that practice to subject such as sourcing. And it doesn’t only talk the talk; its recycling program addresses the growing environmental problem of tossed away electronic devices.
Forget about the press release (most of the time): Reporters toss most of them, for a number of reasons. The big one is that scattershot releases aren’t meaningful to them. Knowing who they are personally, and the kind of help they need putting a story on their beat together, goes a long way toward earning their trust—and getting your story out there.
Don’t be tempted by superlatives: Reporters and editors can be finicky, and they don’t react well to releases that act as though your company is the Best.Thing.Ever. Again, be straightforward. Tell reporters what your client does. Saying something like “optimal solutions for innovative teams” doesn’t cut it. Come down to earth and say (using that last meaningless phrase) that you specialize in cloud storage for companies.
Remember what your fifth-grade teacher taught you: English is a flexible language, but it has rules. Capitalize only proper nouns. Don’t go overboard with the caps, credentials, and mission statement. Violating the rules may get you a good laugh in the newsroom, all for the wrong reasons.
The importance of not being earnest, and being honest: We all like to think that what we do is important. But in putting your message out there, have some perspective. A sense of humor and a little self-deprecation go a long way. At the same time, be truthful and don’t try to hide inconvenient facts. As Gary says when he’s crafting a campaign, “Empathy plays a big part here as well—understanding our clients and their core businesses goes a long way in assisting us to craft intriguing content campaigns to better fuel their marketing and sales efforts."