Motrin recently rolled out a campaign addressing the pain caused by carrying babies. A well-intentioned but ill-informed decision, which led to a Twitter revolt, complete with it’s own hash tag, #motrinmom. Motrin’s failure to respond to consumers online led to the story moving offline to the mainstream press.
In the Spring of 2008, United Airlines customer, Dave Carroll, witnessed baggage handlers throwing his $3,500 Taylor guitar. When Carroll finally reached his destination he opened his guitar case to find the guitar had in-fact been broken. For nine months he called customer support to receive compensation for his broken instrument. Finally, when he received his final “no” he vowed to make a music video about his negative experience and post it on the web for all to see.
As a prank, two Domino’s employees engaged in several health department violations, re- corded their activities and posted them to YouTube. The videos quickly “went viral” and consumers all over the web were exposed to Domino’s employees doing a variety of unseemly things to their pizza.
All of a sudden, people throughout the organization will have access to respond to customers and engaged consumers in real time. This could be a good thing or a bad thing. It’s like nuclear power – it can change the world in some really good ways, or it could totally destroy everything your brand has worked for. It depends on the people wielding this powerful technology.
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Got more than a few questions this week regarding the recent Facebook bra color phenomenon. I have not found any answers to who was behind the campaign, apparently designed to raise awareness for breast cancer. It officially was not the Susan G. Komen foundation, according to Business Week.
