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Big Orange Slide

Sunday, February 5th, 2012

Branding mistakes

July 15, 2010 by Jacoub Bondre

Illustration by Brian Ross

The iPhone 4 has a major problem. And therefore Apple has a major problem. As many people are already aware, the iPhone 4’s revolutionary dual-antenna fails if you hold the phone in your left hand. The obvious problem being that most right-handed people hold their phone in their left.

Apple’s response to this engineering mishap has been comical at best. First they said consumers were holding it wrong. Next they said there actually is no reception problem, and they were just fabricating signal strength on the phone. (Though I’m not entirely sure why that is less of an issue.) Now it has gotten past the point of funny to downright aggravating.

Recently, consumer reports gave the iPhone 4 a “not recommended” rating after testing the reception issue.  The not-funny part isn’t necessarily Apple’s lack of response. The not-funny part is Apple actively censoring its customers from discussing the validity of the report.

Because of the antenna issue, a looming recall, and consumer censorship, Apple stocks are starting to dip. Apple, if they do not right this course, will soon learn what other companies that don’t own up to their mistakes learn: Consumers want accountability.

Now we could pick at the low-hanging brand accountability fruit – whether its BP passing blame on the worst man-made ecological disaster in American history, or Toyota with its flip-floppy response to its various recall woes – in not being open or honest about the extent of a problem.

Perhaps they all need to take a lesson from Google. Here’s a company that knows how to screw up gracefully. First Google’s invasion of privacy by spying on the mass public during its street view expansion. And let’s not forget the very invasive initial launch of Buzz.

In both instances Google immediately took responsibility, gave no excuses, and worked to correct the issues they caused. The result is a virtually unscathed reputation, and no loss of company value. As I have written before, “One would be surprised how forgiving consumers can and will be . . .”

But then the question becomes: Is it better to ask for forgiveness rather than permission?

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