Strategic Brand Impact: P&G, Burger King, and KFC Cases

Posted on Jan 6, 2026 in Marketing

1. P&G – “The Look” Campaign Analysis

This campaign is not trying to sell a product. It’s trying to change how people think and feel. That means it fits under institutional advertising, advocacy advertising, and cause marketing. It deals with brand image, emotion-based positioning, and public relations, even though it’s structured like a paid ad.

What makes this ad powerful is that it uses emotional appeal (especially empathy and discomfort) to engage viewers. It doesn’t have a slogan or price tag—it has a message. It’s about social justice and changing perspective, which boosts how people feel about P&G as a brand, not about a product.

Questions and Answers

“What type of promotional strategy does P&G use in ‘The Look’? Why was it effective?”

Answer: This is institutional and advocacy advertising, supported by emotional appeal and cause-related marketing. It doesn’t promote a product but builds emotional brand equity. P&G aligns itself with the cause of racial equality, using a powerful video that tells the story of implicit bias. It’s effective because it creates conversation, drives awareness, and positions P&G as a company that stands for inclusion and social change.

“How does ‘The Look’ campaign use emotional appeal as a marketing strategy?”

Answer: It leverages real-life experiences and storytelling to make the audience feel the discomfort and injustice faced by Black men. This emotional connection helps humanize the brand and build loyalty, especially among socially conscious consumers. Emotional appeal works when the goal is long-term brand connection and not immediate sales.

“Why is P&G’s campaign an example of cause-related marketing?”

Answer: Cause marketing is when a company associates with a social issue to show values. P&G used “The Look” to support racial equality, not for profit but to create alignment with social justice. This helps improve brand image and makes the brand more relatable and trustworthy to consumers who care about these values.

“What are the risks and rewards of this type of marketing?”

Answer: Rewards include strong emotional connection, brand differentiation, and positive image. Risks include backlash if people see it as performative or fake. But since P&G followed up with educational resources and real partnerships (like talkaboutbias.com), it avoided the “fake woke” trap.

Key Terms

• Institutional Advertising = Promotes company image/values
• Advocacy Advertising = Brand takes a stand on an issue
• Emotional Appeal = Connects to human feelings instead of facts
• Cause Marketing = Aligning with a social issue
• Brand Equity = Value added by customer perception
• Public Relations = Managing brand reputation outside of paid ads

2. Burger King – “Scary Clown Night” Analysis

This campaign is a sales promotion, event-based marketing, and guerrilla marketing stunt targeting a competitor (McDonald’s). It’s an example of how promotion doesn’t always mean big budgets—it can be creative, bold, and timely. It boosted in-store traffic, created viral buzz, and caused a 15% sales lift, all from one single-night event.

Customers were asked to show up in clown costumes (a nod to Ronald McDonald) to get a free Whopper. That’s user participation, humor, and competitive shade, all in one campaign.

Questions and Answers

“What type of promotional strategy is Burger King using in ‘Scary Clown Night’? Why was it successful?”

Answer: It’s a consumer sales promotion combined with event and guerrilla marketing. It offered a clear incentive (free food), used humor to mock a competitor, and created social media buzz as people shared their clown outfits online. It was successful because it drove 110,000 redemptions and increased overall sales by 15%.

“How does this campaign use humor and competition as promotional tools?”

Answer: Humor grabs attention and makes the brand feel fun and relatable. Mocking McDonald’s clown mascot positioned Burger King as bold and edgy. This type of comparative messaging can energize a brand and spark viral conversations.

“How is this campaign an example of guerrilla marketing?”

Answer: Guerrilla marketing is low-cost, creative, and designed to surprise people. Burger King didn’t run a traditional ad—they made people show up in costume. That’s bold, weird, and totally shareable. It breaks the normal rules and uses shock, humor, and timing to cut through the noise.

“What makes this campaign short-term vs. long-term?”

Answer: This was a short-term strategy focused on one-day participation. The goal was immediate action (store visits), not building deep emotional brand loyalty. That’s typical of sales promotions.

Key Terms

• Consumer Sales Promotion = Limited-time offer to boost purchases
• Guerrilla Marketing = Unconventional, surprising, bold tactics
• Event Marketing = Campaigns based on real-world actions or events
• Comparative Positioning = Framing your brand against a rival
• Buzz Marketing / UGC = Content shared by users (like clown pics)
• Foot Traffic = Actual people coming into a store
• Redemption Rate = How many people use the promotion
• Short-Term Demand Spike = Quick increase in sales, not loyalty

3. KFC – “FCK” Apology Campaign Analysis

This is a crisis communication case mixed with public relations and brand recovery strategy. KFC had a massive distribution failure when their new logistics partner couldn’t deliver chicken, forcing 900 stores to close. The public was furious, and the brand faced serious image damage.

Instead of a formal corporate apology, they released a bold, clever ad with a chicken bucket that said “FCK” instead of KFC, followed by a casual, humble apology in plain English. This turned a failure into a relatable moment and regained trust. It’s one of the best examples of how PR, humor, and media choice matter in a crisis.

Questions and Answers

“How did KFC use public relations to manage a crisis?”

Answer: They published a creative apology using humor, honesty, and humility. By avoiding blame and speaking directly to the public in a trusted medium (newspapers), they humanized their brand and calmed the backlash. This was PR done right—quick, transparent, and aligned with public emotion.

“What went wrong with KFC’s distribution?”

Answer: They switched logistics providers from Bidvest to DHL, who failed to manage timely chicken delivery due to limited infrastructure. This disrupted the supply chain, causing massive product shortages and store closures. It’s an example of how distribution is critical to business operations.

“Why was this campaign effective even though it wasn’t advertising a product?”

Answer: It rebuilt trust. In a crisis, customers want honesty and responsibility. KFC delivered that with humor and empathy, not excuses or blame. It wasn’t selling chicken—it was restoring faith in the brand.

“Why did KFC use newspapers instead of social media?”

Answer: Newspapers are seen as more trustworthy and credible in serious moments. KFC needed to reach a large number of people quickly and cut through online noise. The physical format also made the ad more shareable and newsworthy.

Key Terms

• Crisis Communication = Brand response to a failure
• Public Relations (PR) = Managing reputation without paid ads
• Distribution Failure = When supply chain breaks down
• Logistics = Delivering products to the right place at the right time
• Print Media Trust = Choosing credible channels for messages
• Apology Campaign = Strategic messaging to repair image
• Emotional Reconnect = Rebuilding brand attachment post-failure
• Three H’s = Humor, Honesty, Humility (used in FCK ad)

Strategic Deep Dive and Theory Alignment

P&G – “The Look”

Type of Advertising: Institutional Advertising → focuses on brand values and social causes (not products). Used to build emotional connection, increase brand trust, and align with consumer beliefs. Promotes the company as caring, aware, and socially responsible.

Primary Goal:
Connect → builds emotional ties by addressing systemic racial bias.
Inform → educates viewers about discrimination using real-life scenarios.

Distribution Type: Indirect + Digital → the campaign was shared online, in classrooms, and educational platforms, not through in-store promotion.

Intensity Level: Selective Distribution → targeted digital placements (YouTube, talkaboutbias.com, education partners). Doesn’t aim to reach everyone—just the audience that cares about social issues and brand alignment.

Just-in-case Q&A

• Q: Why didn’t P&G use traditional mass advertising?
  A: Because this wasn’t about awareness—it was about depth. Selective, digital channels helped reach emotionally engaged audiences like educators, families, and socially aware consumers.
• Q: Why institutional, not product advertising?
  A: Because it didn’t promote any product. It promoted P&G’s brand as socially aware and trustworthy—a long-term brand equity move.
• Q: What marketing advantage did P&G gain from this?
  A: They built trust, gained respect, and emotionally aligned their brand with values their consumers care about—diversity, justice, and humanity.

Burger King – “Scary Clown Night”

Type of Advertising:
Retail/Local Advertising → limited-time offer available in-store only. Location-based, event-driven, and highly focused on local participation.
Product Advertising → specific promotion of the Whopper as a reward for participating in the event.

Primary Goal:
Persuade → encourages customers to choose Burger King over McDonald’s by mocking McDonald’s mascot.
Remind → reinforces BK’s brand personality: bold, funny, edgy.

Distribution Type: Direct (In-Store Only) → all activity and redemption happened inside the restaurant. No middlemen. Customers interacted directly with the brand.

Intensity Level: Intensive Distribution → available at all Burger King locations participating in the promo. The more accessible, the better.

Just-in-case Q&A

• Q: Why did Burger King use intensive distribution for this campaign?
  A: Because the goal was maximum reach and foot traffic. The more people could access the promo, the more buzz and sales they’d get.
• Q: What’s the promotional message behind the clown stunt?
  A: “We’re bolder than McDonald’s, and we’re not afraid to be playful.” This aligns with BK’s edgy brand image.
• Q: How does this qualify as product AND retail advertising?
  A: It promotes the Whopper (product), but the campaign itself is location-based and short-term (retail/local advertising).
• Q: What’s the marketing risk of this kind of campaign?
  A: It could backfire if seen as childish or too aggressive, and it only drives short-term engagement—not lasting loyalty.

KFC – “FCK” Crisis Campaign

Type of Advertising: Institutional Advertising → not about selling a product but rebuilding brand reputation after failure. Focus is on restoring emotional trust and transparency with customers.

Primary Goal:
Connect → uses humor and honesty to show accountability and rebuild customer relationships.
Inform → explains the supply chain issue without blaming others. Simple, honest, human.

Distribution Type: Indirect (Print first, Digital second) → ran in trusted newspapers (The Sun & Metro), then spread digitally. Focus was on controlled, high-credibility media.

Intensity Level: Selective Distribution → not meant for every media outlet. Carefully chosen to maximize trust, not just reach.

Just-in-case Q&A

• Q: Why print instead of digital?
  A: Print media (especially newspapers) has higher trust and feels more serious—perfect for a formal apology.
• Q: Why institutional and not PR? Or is it PR?
  A: It’s actually both. It’s institutional advertising with a PR purpose—used to communicate a crisis response message rather than promote a product.
• Q: What’s the brand benefit of the “FCK” execution?
  A: It was creative, self-deprecating, and real. That made customers forgive the mistake instead of turning against the brand.
• Q: How does this show connection between distribution and promotion?
  A: The whole crisis started from bad distribution (chicken shortage), but was saved by smart promotional messaging (funny public apology).

Distribution Spectrum Summary Table

Theory Alignment: Mini Key Points

• Institutional Advertising = Brand image > product
• Product Advertising = Specific item being promoted
• Retail/Local Advertising = Store/event-specific, short-term
• Connect Goal = Emotional tie, empathy, brand loyalty
• Inform Goal = Teach or explain (bias, crisis, values)
• Persuade Goal = Get customers to act or switch brands
• Remind Goal = Keep brand personality top-of-mind
• Direct Distribution = No middlemen (Ex: Burger King)
• Indirect Distribution = Through media/partners (Ex: P&G, KFC)
• Selective Distribution = Niche audience, more controlled
• Intensive Distribution = As many locations as possible

Full Marketing Mix Breakdown

Burger King – Scary Clown Night

Burger King’s “Scary Clown Night” campaign targeted young adults and teens aged 16 to 30 who are socially active, trend-sensitive, and responsive to edgy humor and viral challenges. These consumers were familiar with McDonald’s branding, so using a clown theme was a strategic jab that hit culturally. This market is also motivated by fun experiences and free rewards, especially during themed events like Halloween.

The Whopper is a mature product in the product life cycle, meaning awareness is already high. The strategy was not to introduce the product but to reinforce Burger King’s brand as bold and culturally relevant while defending market share. The Whopper, in this context, was not just food but a participation reward. The brand used the Whopper to offer a sense of belonging and excitement. Customers didn’t pay for it, but their engagement, costume effort, and store visit contributed to upselling through additional purchases.

The campaign used direct in-store redemption, meaning no intermediaries were involved. This matched Burger King’s intensive distribution strategy for fast food—more locations meant more reach. The promotion was a combination of sales promotion, guerrilla marketing, and user-generated content. Customers wearing clown costumes created buzz and free marketing across social media. This also reinforced Burger King’s personality as edgy and fun. It drove massive in-store traffic, media attention, and sales without major media spending. It successfully delivered short-term volume and long-term brand positioning by making Burger King feel fearless, playful, and relevant.

BK is a people-processing service that depends on speed, consistency, and emotional delivery. The campaign proved they could scale a moment into a smooth customer service experience. Burger King ensured process efficiency, limited variability, and focused on customer experience. The service wasn’t about the food—it was about being part of something viral and well-handled in-store. They turned a basic service (ordering food) into a memorable experience. The promotion was built on fun, trust in the system, and social engagement—all part of experience and credence evaluation.

KFC – “FCK” Campaign

KFC’s “FCK” apology ad was a response to a massive service failure caused by supply chain breakdown. This was not just a product shortage—it was a services marketing disaster. KFC is in the people-processing service group, meaning their service requires direct interaction between staff and customers. The chicken isn’t just the product—the whole experience is the service: walking into a store, placing an order, getting it fast, and being treated right.

When stores ran out of chicken, it created a breakdown in inseparability (the service and customer experience happen at the same time), perishability (unsold meals = lost money), and intangibility (customers couldn’t see what was going wrong behind the scenes). The emotional damage was just as bad as the operational one. Customers were upset not just because of the missing product, but because the service didn’t meet expectations—this shows the experience and credence attributes.

Customers couldn’t judge the quality of the supply chain (search attribute), but they could judge how they felt during the crisis (experience attribute), and whether they believed KFC’s apology was real (credence attribute). KFC fixed this by showing process transparency—clearly explaining what went wrong, what they were doing to fix it, and using physical evidence (the “FCK” bucket ad, the microsite) to show they were still in control. KFC failed in delivering the expected service, which affected experience attributes like trust and reliability. They recovered by using emotional appeal and credence-building to reconnect with customers. The failure showed perishability and inseparability—meals couldn’t be stored, and staff were blamed even though it wasn’t their fault. KFC responded using service marketing strategies like transparency, humor, and empathy. KFC is a people-processing service where the customer and provider interact directly. Service failure affected real-time experiences and required a human, emotional recovery strategy.

P&G – “The Look”

P&G’s campaign is not about a physical product or a service interaction. It’s a form of mental stimulus processing—a service type where the customer interacts with a message or idea and processes it internally. In this case, P&G isn’t offering something tangible—they’re offering a perspective, a story, a value system. The “product” is how you feel after watching it.

This is pure credence marketing, where the customer can’t verify anything, but must decide whether they believe in what the brand is showing. In services, customers judge what they feel (experience) and what they trust (credence), not just what they see or buy (search). The campaign also shows how to market intangibility—there’s nothing to hold, but the visuals, music, and setting become physical evidence of the brand’s emotional depth. P&G supported the campaign with discussion tools and educational links, which also help build credence and give more evidence for what they stand for.

P&G used emotional storytelling and institutional advertising to build brand values. Since there was no product, customers evaluated based on belief in the brand’s sincerity—that’s credence. This is a mental stimulus processing campaign—the brand delivers an emotional, reflective experience through media, not a physical good or face-to-face service. P&G used visuals, film quality, and supporting resources as physical evidence of brand values. The ad made an invisible issue (bias) feel visible and real.