PR Professionals, Don't Make a Mountain Out of a Molehill

People are always forgetful.

Everyone.

That's why many of my peers in the PR circle often lament, “I work my ass off on so many things, and a few days later, nobody remembers them.”

Tuoyuan has noticed that there's been a lot to rant about lately, but due to various trivial matters, I've delayed writing. Looking back, those things that once seemed worth complaining about are now just stories that people have forgotten.

Let's start with Malaysia Airlines.

This unfortunate airline ultimately couldn't escape bankruptcy. In the months following the MH370 incident, the PR firm Malaysia Airlines hired at great expense seemed to do only one thing: stall.

Whether in the media or on social platforms, in the months after the storm passed, we rarely recall the name MH370. We are constantly washed over by information from various channels, our eyes filled with events that PR and marketing folks want you to notice. In my iDoNews column “Seeking One-Night Stand, Meal Provided”, That's PR Logic, I discussed PR logic and analyzed these two types of people.

Tuoyuan thinks, perhaps except for the families of the deceased, many people really believe this matter has passed.

Maybe even Malaysia Airlines thinks so.

June 30, 2014.

A day with no significance, nothing to commemorate or celebrate. Malaysia Airlines' WeChat official account updated again after February 14. Besides a few bland statements that Malaysia Airlines is still safe, it started promoting its in-flight meals...

Tuoyuan wants to ask: do you really think people follow your WeChat account to see that you've upgraded your airline boxed meals??

July 7th is the anniversary of the Marco Polo Bridge Incident.

This day has fallen into the awkward situation where, without massive promotion by CCTV, no one remembers it. For us Chinese citizens, “anti-Japan” might be more of an emotional release, with no deep meaning left in our memories.

As the saying goes, the three treasures of anti-Japan: parades, smashing cars, and shouting slogans. After more than 30 years of “intermittent anti-Japan”, I've finally realized that our understanding of war and national humiliation is far less profound than we imagine. “Anti-Japan” merely embodies our anger at certain injustices.

So, Tuoyuan can conclude that “anti-Japan” has, in a sense, become a PR tactic. It has evolved into a basic process: the Japanese government provokes, we publicize anti-Japan sentiment, our people rise up, Japanese product sales decline, Japanese companies pressure their government, the Japanese government compromises, and then the Chinese people forget.

From a PR standpoint, it's pretty good. No substantial harm, and we achieve our PR goals.

Keep it simple. You tell us to resist Japan, and we resist Japan!

Tuoyuan remembers that the great leader Chairman Mao once prophetically commented on today's internet circle: “Small temple, big evil wind; shallow pond, many turtles.”

In such a world where no one submits to anyone, whether big or small companies, there will always be times when they are swept up by a wave of public opinion.

A few days ago, Sohu was unfortunately hit. An anonymous letter sparked a frenzy, with people from all walks of life commenting, and various jokes about Sohu flooded social media.

Brother Hei immediately received a heads-up from Sohu employees: “Brother, don't say anything for now...”

In my view, that heads-up was unnecessary. Because I never saw this as a crisis. For Sohu, the brand is all about video and Charles. Anything unrelated to those two is not a big deal.

PR professionals, do you need to make such a fuss over this? Go ask around, which company doesn't have a few bad apples? Can any awesome company guarantee that all its employees are moral models, business pacesetters, and March 8th Red Banner holders? The bigger the company, the more bad apples proportionally. A glorious brand image cannot deny that these brands are built by people. Since they are people, they have strengths and weaknesses; since it's a crowd, there will be both greats and scoundrels.

In another month, will anyone remember the name of that editor-in-chief??

McDonald's and KFC were hit again. This time, they brought along Starbucks, Pizza Hut, and a bunch of other Western fast-food chains.

This isn't the first time these two fast-food chains have faced such a PR crisis. And it certainly won't be the last.

From past experiences, we can see that no matter what measures they take this time, no matter how good or bad their PR statements are, their PR performance has little to do with future product sales.

Those who don't eat will say: their food is unsafe.

Those who eat will say: find the problem, solve it, and then there's no problem.

If we look at the rhythm of the whole event, we can see that so-called public opinion pressure is actually a very vague concept.

When Shanghai Husi was exposed, the core issue should have been: who is responsible for the quality problems, what punishment will Shanghai Husi face, and what compensation will consumers get.

But in reality, the focus shifted to its clients. Public attention changed from food safety to quality supervision. From the severity of punishment to “let's see how you PR your way out of this.”

So the entire system of public opinion pressure was placed on Western fast-food chains like McDonald's and KFC, while forgetting to address the core food safety issue.

KFC said: “We won't buy from you anymore. If there's a problem, we'll settle the score with you!” One sentence easily shifts the blame.

McDonald's said: “We won't buy from you anymore; we'll buy from Henan!” The quality there is guaranteed. Although the PR logic is weak, it basically expresses the intention to shift blame.

What about the onlookers and consumers??

Those who eat, eat; those who don't, don't.

They will still follow their habits, choose their own perspectives, choose their own explanations, and choose what they want to forget.