Boeing’s PR Response To The Max 8 Airplane Grounding
Boeing’s lack of response regarding the Ethiopian Airlines Flight 407 and Lion Air Flight 610 incidents are both an example of poor crisis management. Rather than controlling the situation up front, Boeing remained relatively silent during the early and initial weeks of the investigations; allowing variations of its story to spread and the condition of its credibility to falter. The company’s little-to-no involvement gives the perception that Boeing would not accept responsibility for the incidents but instead try to distance itself – a PR strategy that usually fails.
When the events of Ethiopian Airlines Flight 407 and Lion Air Flight 610 occurred, Boeing tried to quell any public and employee concern. The company did this through several press releases and an email addressed to employees adamantly stating that its planes were safe, more specifically, the Max 8. Despite these efforts, public opinion seemed to sway toward the notion that the planes were not safe.
Boeing decided not to embrace or agree with such public opinion; preferring to ignore it and lobby President Donald Trump on the safety of the plane. An unfavorable lobbying effort even though the company had previously committed one million dollars to President Trump’s inaugural event in 2016.
Soon, the public’s opinion became a demand as they insisted on the grounding of the planes or the 737 Max. Their demand was reinforced by government officials from both sides of the aisle, such as Mitt Romney and Sen. Elizabeth Warren, to the Association of Flight Attendants (FAA).
The demand has warranted reaction based on the fact the interval between crashes was short and the loss of life was at around 350 people. Yet, Boeing stayed firm in its narrative that its planes were safe and, in its refusal to take action. Boeing only conceded to the public demand after pressure was put on the company by multiple countries banning the Max 737 from their airspace and President Trump’s public order to ground them.
Altogether, Boeing’s lack of control and communication in a crisis involving its own product has not helped its reputation. The company has forgotten that sometimes it is best to take responsibility when due and earnestly try to fix the problem in the name of who Boeing serves: the public and their families.
The Johnson & Johnson Tylenol case is the best example of what Boeing should have done. In 1982, when people started dying because of tampered Tylenol, Johnson & Johnson went above and beyond to protect its customers. Johnson & Johnson, all on its own accord, proceeded with a nationwide recall and created a hotline for any concerns. Although these measures did put a strain on the company financially, Johnson & Johnson came out of the crisis better than expected due to the great appreciation consumers, regulators and the media had for the brand.
Beyond any crisis that brands may find themselves embroiled in, the right PR strategy can offer brands critical thought leadership in an era when every industry faces heightened competitive pressures. To learn more how to put your brand’s best foot forward, contact Merit Mile for a PR consultation.