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Reputation management plays a crucial role in how brands survive public scrutiny, especially in the age of social media. On 9 April 2017, United Airlines faced an unprecedented blow to its corporate reputation. A video showing a passenger, Dr David Dao, being violently dragged off Flight 3411 went viral. This horrifying scene, recorded by other passengers on their smartphones, painted the airline as aggressive and indifferent.
Although overbooking is standard industry practice, the way this case unfolded was anything but normal. The visuals were graphic, the response was cold, and public anger was swift. United Airlines’ initial reaction prioritised procedure over empathy, further damaging its brand image.
This event became a cautionary tale in modern reputation management, showing how one mishandled incident can spiral into a full-blown global crisis.
The crisis began when United Airlines overbooked Flight 3411 from Chicago to Louisville. After all seats were taken, the airline asked for volunteers to give up their seats for commuting staff. Dr Dao refused. In response, airport security forcibly removed him, injuring him in the process.
Passengers recorded the entire scene. Videos showed a bloodied and screaming Dr Dao being dragged down the aisle. Within hours, these videos flooded social media, sparking global outrage.
Although overbooking was common, the physical nature of the removal shocked people. Hence, the incident became less about airline policy and more about brand ethics and public accountability.
In any reputation management scenario, timing is everything. United Airlines failed to respond swiftly and compassionately. Its initial press release described the situation as an “overbook situation” and labelled the passenger as “disruptive.” This language lacked emotional intelligence and failed to acknowledge the public’s growing anger.
Moreover, an internal email from CEO Oscar Munoz, which defended staff actions, was leaked. It contradicted the public statement issued later and made the company appear disingenuous.
Therefore, instead of calming the storm, the misaligned messaging inflamed it. The brand quickly became synonymous with customer mistreatment and corporate arrogance.
The company’s reputation management strategy failed on several fronts:
Only after days of pressure did the CEO issue a sincere public apology, calling the incident “truly horrific.” He then promised a full review and policy reform.
However, by this point, the public had already formed its opinion. The delay in acknowledging the human cost of the incident severely undermined efforts to repair the airline’s brand trust.
United initially aimed to justify its actions. The first message prioritised company policy and minimised the customer’s experience. The result? Outrage.
Later, after backlash from politicians, media, and the general public, the airline pivoted. The revised message accepted full responsibility and promised change.
This shift in tone was necessary but too late. It highlighted a crucial lesson in reputation management—once public perception is set, it is extremely difficult to reverse.
Brands must act quickly and speak clearly during crises. More importantly, they must show they care.
Several communication channels contributed to United’s brand image disaster:
The first release lacked clarity and compassion. The revised version was stronger, but its delay weakened impact.
Oscar Munoz’s conflicting statements created confusion. The internal email seemed to contradict the later public apology.
Hashtags like #BoycottUnited dominated Twitter and Facebook. United was slow to respond online. This gave users free rein to shape the story without any counter-narrative.
The CEO eventually appeared on national TV, expressing regret. While this was a step in the right direction, it came too late to change public opinion.
The fallout from the incident and its mishandling was immediate and severe:
Therefore, the crisis did not only tarnish United’s public image. It also weakened its corporate reputation in the eyes of regulators, customers, and shareholders alike.
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For students pursuing careers in communications, this case offers rich insights:
As Richard Levick, a crisis management expert, rightly said:
“This was not just a communications failure. It was a failure of empathy, judgement, and organisational preparedness.”
In short, reputation management is about how quickly and truthfully a brand can respond when things go wrong.
The aftermath of the crisis presented multiple long-term challenges:
Therefore, companies must view every public interaction as a reflection of their core values. A single incident, if mishandled, can undo years of reputation building.
This incident marked a turning point in how brands approach crisis communication. It taught us that:
It is now used globally in classrooms and training workshops to illustrate best—and worst—practices in reputation management.
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