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The VW crisis falls into the general PR crisis category of scandals and shenanigans that entail often-shocking revelations about a company. They often implicate specific corporate executives or managers. They can involve any type of aberrant behavior including accounting mischief, safety practices, and sexual activities.

Other types of crisis include: Accidents and disasters. These cover terrorist activities, plant fires and explosions, vehicle crashes, disease outbreaks, and other man-made catastrophes or natural disasters. Corporate crises in this category can be “no fault” for the company or the organization may bear full responsibility. The BP oil spill on the Gulf of Mexico is an example. Product, service or staff snafus.  These are negative customer experiences caused by employees, usually reported on social media or captured by citizen journalists. The category also involves product defects. Antagonistic attacks. These involve online or offline actions initiated by customers, competitors, activists or regulators who have a bone to pick with your business.

While the standard PR crisis playbook can apply to most crises, the Volkswagen emissions scandal is far from typical. It involves intentional government rule breaking, rather than straightforward mistakes involved in other recalls. The wrongdoing almost certainly involves many VW engineers and decision-makers, not just a few people as in many other PR crises.

The emissions test fraud was one of the most egregious examples of corporate misconduct in recent times, perhaps exceeded only by Enron’s financial fraud in the previous decade. Unlike most other examples of corporate maleficence, the emissions test rigging impacts most everyone in the world by causing more pollution. 

The PR Crisis Management Playbook The standard PR crisis playbook calls for corporations to: Follow a previously prepared crisis management plan that defines the decision-making process, spokespersons, outlets to contact, communications channels, and which stakeholders to update. Act quickly. Quickly disseminating information and responding to media inquiries is essential in crisis communication. The first 48 hours are critical. Silence enables speculation and reflects badly on the brand, as media outlets will publish stories and the public will reach conclusions whether the company comments or not. Be open and transparent. Release all the information you have in an open dialogue with the press and the public, using both traditional and social media channels, including the organization’s website and other owned media. Apologize. Delivering an appropriate, timely and sincere apology is a vital part of responding to a crisis. PR and business executives can learn from previous corporate apologies. Quickly cut ties with company employees, employees of affiliated firms or celebrity spokespeople accused of wrongdoing. Make amends. Provide help for any victims and their families. Demonstrate that the company is taking steps to protect the public. Actions speak louder than words in these situations. Monitor the situation. Employ a media monitoring service to obtain up-to-the-minute reports, identify media mentions that call for responses and gauge the effectiveness of  corporate communications.

Creative, via Cossette New York, carries a whimsical, nostalgic message about how Schwinn bikes are a way to step out of the rat race, slow down and smell the bitumen.

The print and TV ads hearken back to Schwinn's heyday, when kids played in the real -- instead of virtual -- world, and bikes could double as Abrams tanks, except for the little handlebar bell, which, in fact, is the central image in the campaign.

Andy Coccari, CMO of Dorel's Cycling Sports Group division, tells Marketing Daily that the ad push is focused on women 25 to 54 because, "while purchase decision and ability to really connect with family aren't feelings exclusive to women, women are the chief purchasing officer of the family."

Ads will appear in pubs like Family Fun, Parenting, Shape and Working Mother. The TV spot, starting this week, runs for the rest of the year on national cable TV. Digital strategies include display, search and social media.

In the TV spot a young woman rides her Schwinn down a street. When she passes a young boy in his yard, glued to his DS game, she rings her bell. Magically, the video game is gone and he's playing on a tire swing. Then, on a city street, she passes a man yelling into his cell phone.

He says dealers will get point-of-sale materials and local market support, and subsidized co-op advertising.

Schwinn competes most directly with brands like Electra, Jamis, and Globe, per Coccari. "It's a saturated segment of the bicycle market, but Schwinn is number one, with 85% awareness in the U.S.," he says.