OPEC's Public Image Problem and PR Repair Strategy 2015
This paper analyzes the public image problem faced by the Organization of the Petroleum Exporting Countries (OPEC) in 2015. It explores the circumstances that triggered the crisis, particularly the legal attacks that accompanied OPEC member countries' decision to increase oil production and maintain low prices rather than regulate supply. The paper examines how this situation damaged OPEC's reputation, strained relations with Asian consumers, and reduced organizational productivity. It then describes the public relations efforts OPEC undertook to repair its image, including launching social media accounts on Twitter and Facebook and adopting precise, consistent language to communicate its tactics and strategic objectives to stakeholders.
- Introduction: Corporate image defined and OPEC introduced
- Circumstances Behind OPEC's Image Problem: Legal attacks and oil production decisions trigger crisis
- Impact on the Organization and Its Stakeholders: Reputation damage, consumer skepticism, and lost productivity
- Strategy Used to Repair OPEC's Public Image: Social media launch and strategic messaging tactics
- Conclusion: Summary of crisis, cause, and PR resolution
✍️ How to write this paper — guide, tools & examples ▾
What makes this paper effective
- The paper follows a clear problem–impact–solution structure, making it easy to trace the lifecycle of a real corporate image crisis from cause to resolution.
- It grounds the analysis in a concrete, documented case drawn from internal OPEC reports cited in The Wall Street Journal, lending credibility to its claims.
- The discussion of stakeholder impact is organized into distinct effects (reputation, consumer relations, productivity), showing methodical analytical thinking.
Key academic technique demonstrated
The paper demonstrates applied case analysis: a theoretical concept (corporate image and public relations) is introduced briefly, then immediately tested against a real-world organizational scenario. By identifying specific tactics — social media engagement and strategic messaging — the paper connects abstract PR theory to observable managerial decisions, a technique common in business and communications coursework.
Structure breakdown
The paper opens with a brief conceptual introduction establishing the importance of corporate image. It then dedicates a section to the causes of the crisis, followed by a section on its organizational and stakeholder impacts. The repair strategy is covered in its own section, broken into two tactics. A short conclusion summarizes the argument. The structure is straightforward and thesis-driven, appropriate for an undergraduate communications or business essay.
Introduction
The productivity of an organization or business entity is determined and influenced by many factors, including its public image. Public or corporate image is one of the most important aspects of an organization's success and profitability. It focuses fundamentally on a firm's reputation — that is, how it is perceived by potential and existing customers. This image is typically shaped by how an organization carries out its activities and the quality of its products, services, or processes.
Given the competitive nature of the modern business environment, organizations constantly work toward developing and communicating a positive image to their various stakeholders. However, some organizations encounter challenges in this process and must rely on public relations initiatives to repair their image. A notable example is the Organization of the Petroleum Exporting Countries (OPEC), which experienced a significant public image problem in 2015 and undertook a deliberate public relations effort to address it. This paper examines the circumstances that contributed to that problem, its impact on the organization and its stakeholders, and the strategies used to repair it.
Circumstances Behind OPEC's Image Problem
OPEC began experiencing a public image problem toward the end of 2015. During this period, the organization's management grew concerned about its standing in the public eye following the emergence of several questions regarding its activities and operations. These concerns became evident through internal reports obtained by The Wall Street Journal (The Moscow Journal, 2015). According to one of those reports, the organization's authorities stated that it was important to work on and improve public opinion about its services and business operations.
The primary circumstance that contributed to this public image problem was the series of legal attacks that had characterized OPEC's operations over the preceding year. These attacks arose at a time when the organization was facing a historic reduction in oil prices. OPEC's member countries declined their conventional regulatory role and refused to decrease production in order to raise prices. Instead, they increased oil output to record-breaking levels in an effort to maintain market share and keep prices low over a prolonged period. As a result, OPEC became the subject of numerous legal challenges, which prompted its leadership to consider whether social networking platforms could be used to improve relations with Asian consumers and rehabilitate its public standing.
Impact on the Organization and Its Stakeholders
This public image problem had significant consequences for OPEC and its stakeholders. First, the numerous legal attacks generated widespread public concern and damaged the organization's reputation with respect to oil production and pricing practices. Second, the image problem strained relations between OPEC and its customers, particularly Asian consumers, who grew increasingly skeptical about the suitability and effectiveness of the organization's strategies and operations. As legal challenges mounted, customers began to question OPEC's reliability, further weakening those relationships.
Third, the deterioration of consumer relations negatively affected OPEC's productivity in the market. According to reporting at the time, these poor relations were in part attributable to the perceived arrogance of OPEC member countries regarding high oil pricing and their refusal to reduce production (The Moscow Journal, 2015). Together, these effects illustrated how deeply a corporate image crisis can penetrate an organization's operational and commercial performance, underscoring the importance of reputation management as a strategic priority.
Conclusion
Public image is a critical element of organizational success and profitability in today's competitive business environment. OPEC experienced a serious public image problem in 2015 stemming from legal attacks connected to its member countries' decision to increase oil production and maintain low prices. This crisis damaged the organization's reputation, reduced productivity, and strained relations with consumers — particularly in Asia. OPEC responded with a public relations effort centered on social media engagement and strategic messaging, ultimately working to rebuild trust and restore its standing among key stakeholders.
References
Faucon, B. (2015, October 5). OPEC worried about its public image, internal report says. The Wall Street Journal.
The Moscow Journal. (2015, October 6). In OPEC reflected on image. The Moscow Journal.
Always verify citation format against your institution’s current style guide requirements.