A recent post by the founder of a leading Indian PR firm made me pause. It highlighted how public relations professionals are often unfairly blamed when the root problem lies elsewhere—poor decision-making, lack of leadership, or bad timing.
It reminded me of my brush with PR in India, and how much of it happens behind the scenes. Let me take you back to the mid-90s—before social media outrage, before viral tweets, when perception still ruled everything, but the playbook was different.
A Global Brand, Two Flies, and a PR Firefight
In 1995, a globally renowned fast-food chain opened its second outlet in India—this time, in Delhi.
The Delhi government cancelled its licence shortly after, citing improper sanitary conditions. The reasons changed rapidly—from food additives to garbage disposal to, finally, two flies found near the kitchen.
That’s when the whispers began.
Some believed it wasn’t about hygiene at all, but about Swadeshi sentiment, and this was a symbolic strike against multinationals by those who feared small, local eateries would be wiped out. Farmers, animal rights groups, and nationalist outfits rallied for outright closure.
The PR firm handling this client swung into crisis mode. They sent office staff posing as happy customers to give sound bites to the media about how much they loved the food and why they believed the outlet was being unfairly targeted. It was an engineered appetite for perception.
While it helped the brand momentarily, it didn’t stop the inevitable. The chain left India, only to return a few years later under very different circumstances.
A Debate Stage and Planted Applause
I was working with a news broadcaster almost a decade later on a political debate show.
Elections were around the corner, and everyone was watching. Two audience members had been spotted quietly slipping into the studio. Sharp suits, sharp eyes—but something felt off.
My colleague nudged me. They were senior executives from the same PR firm. This time, they were there not for burgers but ballots—planted to clap, cheer, and sway the audience in favour of a political leader their firm represented.
We quietly informed the show’s senior producer. They were asked to leave.
It may seem like a small act. But had they stayed, the show’s neutrality—and the audience’s response—would’ve been manipulated. One person clapping enthusiastically can sway the group. That’s how group psychology works. And that’s precisely how perception is manufactured.
PR Isn’t Always the Villain (Nor the Hero)
Both incidents involved the same firm, but this isn’t about pointing fingers. Many PR outfits operate like this. Some believe it’s necessary to stay competitive, while others see it as a betrayal of trust.
PR teams often come in after the damage is done. They don’t get to fix the roots, only the fallout. Sometimes, they’re handed half-truths or no truths, and expected to spin gold out of straw.
Yes, there are instances of PR overreaching. But there are also times when it is unfairly scapegoated for structural failures, executive silence, or poor decisions far above one’s pay grade.
What This Means
PR is not just about press releases and hashtags. It’s about perception. And perception is built—and sometimes bent—in silence.
Sometimes it’s staged. Sometimes it’s sincere. Often, it’s both.
And remember this: when the truth is engineered, even applause can be planted.
About Me
I am a thinker at all times. I see, I think. I hear, I think. I read, I think. Every weekend I write. I would love to know what you think.