肯德基被盜圖的好處 Benefits of the Stolen Images of KFC

對公司而言，首先會是絕好宣傳

如果有人認為是損失，雖然正確，但結果就此子報。公司的宣傳部必定會以此大做文章，把損失變為「省錢，如果有人認為是損失，雖然正確，但結果就此子報。公司的市場部與宣傳部必定會以此大做文章，把損失變為「省錢的宣傳」。

本來，自家公司花費資金投資拍攝、設計、修改的圖片，相當精美，被盜圖者信手拈來確實是損失。但經商腦就不應以此為結局，反而應該乘勢炒熱事件。甚至必要時可以在官方網站發表聲明、輕輕採取法律行動，既捍衛公司立場，也使事件得到更多人關注。以此加深顧客印象，間接展示出肯德基公司我的圖片優質，令人情願犯法盜取。由此塑造企業形象。

此外，比起單純白白投放廣告費宣傳自家食品新產品，這種操作更加激發好奇心，讓顧客或讀者好奇到底是怎樣的圖片令人犯法盜圖呢？這種輿論八卦的方式，偶爾出現反而引起人好奇心，令人自願發掘內容，對被盜圖的產品印象更深。

對於公司員工而言，這不單可以無需承擔責任，還可化危為機，建立功績

試想想一旦東窗事發，高層問責，可能就會成為罪名，有關員工會被怪責為何沒有以技術層面阻止被盜圖呢？事後孔明，無濟於事；亡羊補牢，未為晚也。事情業已發生，化危為機的關鍵在於善用肯德基公司「受害者」的身份。透過企業聲明與行動表明自己受害者的立場，同時配合市場部與宣傳部一同在道德層面顯示出公司的大方，聲明免費開放圖片使用，把「損失」變成「公司的面子」並且「公司形象建設的機會」。如此一舉扭轉管理層對事件的印象，由負面變為正面，既可以保住飯碗，也可以藉此顯示自己的商業頭腦，加印象分。

對品牌而言，能啟示管理塑造產品圖片的直覺印象

所謂直覺印象，就是看到某種色彩與輪廓配搭時，會立即聯想到的唯一印象。例如「玻璃樽」加「黑色」加「紅色瓶蓋」等於「可口可樂」；13至14年前蘋果公司的iPod shuffle、iPod產品的色彩輪廓廣告也印象深刻，白線配上人物剪影、iPod，立即聯想到蘋果公司的音樂播放產品。這種就是成功，因為即使圖片被盜取了，被印上了其他品牌或文字，但仍然可以使人聯想到本來的品牌。所以對於品牌管理層而言，這個啟示可以更有效長遠保障公司利益，值得深思與實踐。

For the company, first of all, it will be excellent publicity.

If someone thinks it is a loss, although it is correct, the result will stop there and never change. The company’s marketing and PR department will certainly make a big deal out of it, turning the loss into a “money-saving” marketing plan.

Originally, the company’s own capital investment to shoot, design, modify the very beautiful but stolen pictures is indeed a loss. But the business brain should not let this case end like this, but should take advantage of the momentum of the incident. Even if necessary, you can publish a statement on the official website, gently take legal action, not only to defend the company’s position, but also to make the incident get more people’s attention. This will deepen the impression of customers and indirectly show that KFC’s pictures are of high quality that some people are willing to break the law to steal them. This creates a corporate image.

In addition, this kind of operation is more curious than simply putting advertising money to promote new products of KFC’s own food, so that customers or readers will be curious about what kind of pictures are actually stolen. The occasional appearance of this kind of gossip arouses people’s curiosity and makes them voluntarily explore the content and become more impressed with the product (images) that was stolen.

For the company’s employees, this not only eliminates the need for liability, but also turns a crisis into an opportunity to earn credits of working performance.

Think about it, if things go wrong and the senior management is held accountable or asking someone to be responsible for that, the employees will be blamed for not stopping the stolen images at technical level. Blame is no help; it is never too late to mend the fold. The key to turning a crisis into an opportunity is to make the best use of KFC’s “victim” status. Through corporate statements and actions, KFC made clear its position as a victim, and cooperated with the marketing and publicity departments to show the company’s generosity at the moral level by declaring that the pictures were free for use, turning the “loss” into “generosity of the company” and “an opportunity to build the company’s image”. In this way, the management’s impression of the incident was changed from negative to positive, which not only saved the employees’ job, but also showed its business acumen and impressed the management level.

For brands, it can inspire the management to shape the intuitive impression of product pictures

An intuitive impression is the only impression that comes to mind immediately when you see a certain color and silhouette match. For example, “glass bottle” plus “black” plus “red bottle cap” equals “Coca-Cola”; 13 to 14 years ago, Apple’s iPod shuffle and iPod products were so impressive by the color silhouette advertisements. This kind of success is because even if the image is stolen, printed with other brands or words, it still reminds people of the original brand. Therefore, for the brand management, it is worth considering and practicing this kind of revelation to protect the company’s interests more effectively in the long run.