The last six months have been really interesting from a crisis PR standpoint. The combination of the public’s insatiable demand for information, the online media world’s never ending quest for clicks, and some unforeseeable circumstances have created some really interesting case studies on how a crisis can unfold and how companies should deal with them in the current new media landscape.

I know this topic has been done to death, but a month later now that the dust has settled, it’s interesting to see how things unfolded. In case you’ve been living under a rock for the past few months, the public had been clamoring for more info on the upcoming iPhone 4G, which Apple wouldn’t even acknowledge existed. Then, in late April, the news broke: Gizomodo, a tech blog owned by Gawker Media (which also owns two of our favorite sites, Jalopnik and io9), had possession of a top secret iPhone 4G prototype, dissected it, and they were telling all. Sounds like a hollywood gossip column piece.

As it turns out, an Apple engineer went drinking, forgot the prototype on his stool and an observant (but unscrupulous) passerby picked it up, figured out what it was, called a different tech blog, and when they passed called Gizmodo – who paid for it. They photographed the phone, posted the story, and it got so much buzz is promptly crashed the Gawker comment server. That same night, a lawyer from Apple swung by Giz editor Jason Chen’s house and picked up the phone. Then, the police raided Chen’s home, seized his property, and Apple made rumblings about theft and lawsuits. As it turns out all pretty much settled back down to normal, and Chen ended up scoring huge traffic for his site without anything more than a verbal slap on the wrists. Then the buzz began that Apple leaked the phone on purpose to generate buzz, a silly notion to anyone who has witnessed one of Steve Job’s well-orchestrated summer unveils at Macworld. This is a company that likes to control every minute detail of its message, so leaking a story to a snarky tech blog isn’t its style. Even Gizmodo says so.

At this point, the good news is the world is snapping up iPads like crazy and people are clamoring for the new 4th Gen iPhone. On the other hand, the company’s handling of the situation (denial, then a theft complaint resulting in a raid) makes the normally friendly feeling Apply seem pretty Orwellian. So… less than a week later when Ellen DeGeneres makes a cutesy little farse commercial for her talk show about how hard texting on the iPhone can be (she’s right… especially if you have fat thumbs), you’d think the Cupertino company would just roll with it. Nope… they made a stink with the network and demanded Ellen apologize. You can see the commercial and the apology here:

So… now the company has two killer products, one that’s selling like mad and another coming soon, and Jobs looks like Darth Vader piloting the Death Star. Not good. What could they have done differently? I’m sure the company has a few agencies on 7-figure budgets to tell them, but in my humble opinion they should have done the following:

1. Stick with “no comment” until the phone was confirmed missing

2. Once confirmed, own the mistake, admit it was a prototype phone, thank Gizmodo for finding it and returning it (even before they did so… put the pressure on) then make a statement explaining that every once in a while these things happen, they’re glad reaction has been positive, and thanks to Gizmodo for treating the phone with respect. Other changes are imminent, so this isn’t the final model, but everyone got a sneak peek.

Once the cat is out of the bag, ride the positive PR and buzz and move up the release date. Oh… and don’t put the smack down on the friendly dancing TV host. She makes a living being snarky and poking fun at things… why make the target on your back even bigger?

Two less than intelligent Domino’s Pizza employees shot a handful of videos at work, where they did some pretty disgusting stuff including purposefully sneezing on pizzas, shoving ingredients in their nose before placing them on the pizza and even cleaning the pots and pans with a sponge they used to clean their, well, nether regions. Then they put it on YouTube. Brilliant move. Here’s a clip… beware, this is pretty gross:

The video was posted on April 13th. Within 8 hours, it had racked up over 100,000 views, local news stations were running the story and several people reported that franchise to the health department. What did Domino’s corporate communications do? Well… nothing. Not at first.

Their initial reaction was to say the video was a result of a few bad employees at one franchise location, and that an official corporate reaction would “be akin to putting out a candle with a fire hose.” Translation: They didn’t understand how quickly viral video can damage a brand, and sticking to traditional PR tactics they didn’t want to legitimize the scandal by recognizing it.

Within 48 hours the video had hundreds of thousands of hits, the franchise was shut down by the health department, and the video was making national headlines. YouTube pulled the original down and the employees were fired (they also fled the area), but the damage was done. Several people re-posted the vid on YouTube, and as the story picked up steam, the google searches and YouTube views for the videos intensified. These are NOT images Dominos corporate wanted in people’s heads when they contemplated ordering a pizza.

So… two days later the Pizza PR team posted this video, featuring Dominos President Patrick Doyle:

So let’s brake down the video and do a little scoring:

- He’s clearly reading off a cue card. Mr. Doyle appears properly briefed about the YouTube process and how this all went down, but by not looking in the camera he doesn’t necessarily come off as genuine as he could. -1 point

- One of the first things he does is thank the online community for alerting Dominos to the situation. He doesn’t blame bloggers for re-upping the videos, as previous execs have done in times for PR crisis. +2 points

- He explains it was an isolated incident and that the “team members” claim it was a hoax. Doyle goes on to state that they have been dismissed and that the company takes this very seriously. He also claims that there are “felony warrants out for their arrest.” Not sure if that’s true (sneezing on pizza is a felony?), but it stretched credibility. 0 points

- “There is nothing more important or sacred to us than our customer’s trust.” – said with sincerity. +2 points

- Admits that this has caused major damage to the brand, and that 125,000 employees will be impacted by a few individuals. Thanks customers for “hanging in there with us.” +1 points

Conclusion on the video response: They Domino’s PR team could have reacted faster, but all-in-all they got a relatively well-done response piece up on YouTube and began heavily promoting it within days. They also got major news outlets to run a follow-up story on their response, framing the company as the victim and the incident as an isolated one.

Is the damage already done? You bet, but they reacted fairly quickly. So the lesson to be learned:

- If a negative video about your brand makes it’s way onto the internet, react SWIFTLY with a genuine response. TRUST the public enough to know that they’ll understand that some people are idiots.

- Thank the online community for calling attention to the story, DO NOT blame them.

- Have your PR team focus news coverage on the damage done to the good employees, and brand the perpetrators as the bad guys. Single them out so they take the brunt of the bad PR, not the brand.

- After the initial response, weather the storm. Let the story blow over when the next online story hits. Continued responses will perpetuate the story.

- Don’t do what Domino’s Australia did and use the scandal as an excuse to make a rambling video about new products and thicker rubber gloves. It totally kills credibility: