campaign can backfire. Unlike JPMorgan, the solution proposed here addressed customers concerns fairly. The solutions above could send a message that" despite that delays cannot be avoided in airplane companies, we still want our customers to satisfy M acknowledging that issue exists is hardly enough; company has to respond in a sincere and empathetic way. In December, 2017, Apple users uncovered that the company was deliberately slowing down older phones to extend battery life After confirming and apologizing for its behavior, Apple offered cheap battery replacement. However, customers were criticizing how Apple planned to trick customers to replacing battery to make more profit. The Canadian Jet case is similar to the apple case in that only a segment of customers were effected by neg gative experience, but both negative experience echoed. Unlike Apple, the proposed solution responds to customers with sympathy. Sympathy helps in building a customer-oriented image, while Apple's"smartness"only strengthens the perception that Apple is a bloodsucking company beneath its user-friendly appearance Lastly, this approach presented a long-term customer feedback mechanism Feedback mechanism has been seen as an antecedent of company service quality With increasingly homogeneity in the airplane industry, service quality is becoming a dominant factor in choosing between similar products. Therefore, higher service quality helps in luring customers from competitors. In this way, the solving of this PR crisis could help in establishing brands in the long term Reference Pang, Augustine, Nasrath Begam Binte Abul Hassan, and Aaron Chee Yang Chong Negotiating crisis in the social media environment: Evolution of crises online gaining credibility offline. " Corporate CommunicationS: An International ournal19.1(2014):96-118 Schultz, Friederike, Sonja Utz, and Anja Goritz. "Is the medium the message? Perceptions of and reactions to crisis communication via twitter, blogs and traditional media. Public relations review 37.1(2011): 20-27.6 campaign can backfire. Unlike JPMorgan, the solution proposed here addressed customers concerns fairly. The solutions above could send a message that “despite that delays cannot be avoided in airplane companies, we still want our customers to satisfy”. Merely acknowledging that issue exists is hardly enough; company has to respond in a sincere and empathetic way. In December, 2017, Apple users uncovered that the company was deliberately slowing down older phones to extend battery life. After confirming and apologizing for its behavior, Apple offered cheap battery replacement. However, customers were criticizing how Apple planned to trick customers to replacing battery to make more profit. The Canadian Jet case is similar to the Apple case in that only a segment of customers were effected by negative experience, but both negative experience echoed. Unlike Apple, the proposed solution responds to customers with sympathy. Sympathy helps in building a customer-oriented image, while Apple’s “smartness” only strengthens the perception that Apple is a bloodsucking company beneath its user-friendly appearance. Lastly, this approach presented a long-term customer feedback mechanism. Feedback mechanism has been seen as an antecedent of company service quality. With increasingly homogeneity in the airplane industry, service quality is becoming a dominant factor in choosing between similar products. Therefore, higher service quality helps in luring customers from competitors. In this way, the solving of this PR crisis could help in establishing brands in the long term. Reference Pang, Augustine, Nasrath Begam Binte Abul Hassan, and Aaron Chee Yang Chong. "Negotiating crisis in the social media environment: Evolution of crises online, gaining credibility offline." Corporate Communications: An International Journal 19.1 (2014): 96-118. Schultz, Friederike, Sonja Utz, and Anja Göritz. "Is the medium the message? Perceptions of and reactions to crisis communication via twitter, blogs and traditional media." Public relations review 37.1 (2011): 20-27