By: Kay Brungs Laud
Volunteering has always been a big part of my life, from helping socialize dogs at my local humane society when I was 10 to connecting with kids my age at women’s shelters from middle school through high school, to leading my sorority’s philanthropic efforts and serving on the Board of P.A.W.S. Chicago. So when I joined Allison+Partners a little over three years ago, it was a no brainer I would be a part of our company’s Global Volunteer Committee. I was beyond honored to be asked to serve as the committee’s co-lead, which became more exciting when I got to help launch Allison+Partners’ first Global Day of Giving.阅读更多
Numerous studies indicate the value and importance of company supported and encouraged volunteer work, but Global Day of Giving was born out of our agency’s entrepreneurial spirit and proposed by Allison+Partners employees. We pitched the idea to honor of our agency’s anniversary by giving all of our offices around the world a day to step away from their desks and give back to their communities. The founders and partners approved, and we have successfully executed the event for three years. As co-lead of our agency’s volunteer committee, Allison+Purpose, I was excited to build on the successes of our first two years of Global Day of Giving and to make our third annual event all that more special.
Then in March, we were all sent home and have primarily worked virtually ever since. I was incredibly nervous about the impact COVID-19 and social distancing guidelines would have on our 2020 Global Day of Giving efforts. However, our entire agency came together to pull off an amazing virtual Global Day of Giving!
Every year, we select a focus for our volunteer efforts. For our first year, we asked teams to support organizations that make a difference in the lives of local youth. In the second year, we focused on ways we could make a positive environmental impact in our communities. This year, we decided it was important to shift our original theme to focus on our local communities most impacted by the COVID-19 pandemic.
Across the globe, our offices stepped up and came up with some creative and meaningful projects that would keep our Allison+Partners team safe while making real connections within local communities. Our global agency volunteered more than 300 hours in September with local nonprofits, organizations and individuals particularly impacted by COVID-19. From reading virtually to students in underserved Dallas communities, to buying groceries for homebound seniors in Portland, to painting cloth bags for hospital patients in Bangkok, to connecting with Special Olympics’ health messengers in Chicago and Seattle, to conducting clothing drives, to writing letters to senior citizens in New York and New Jersey, our team members helped impact their local communities and make some meaningful connections even while so many of us are at home.
Allison+Partners has always encouraged volunteerism among our employees as a way to nurture the many local environments outside our day-to-day work and create opportunities for us to foster team bonding and a sense of pride for all employees. This year, it felt even more important to take time to step back and support our communities that have been particularly hit hard by COVID-19. Global Day of Giving gave our agency the opportunity to interact with individuals in a meaningful and special way. And during a global pandemic that has separated so many of us from our normal social interactions, it felt especially great to make a connection with someone we didn’t know before. As is so often the case with volunteering, I find I get more out of the experience than I expected!
Kay Brungs Laud is a Senior Vice President and works out of Allison+Partners’ Chicago office. Since the age of 10 Kay has had a hard time saying no to volunteer projects. She has been involved with numerous non-profits both personally and professionally. She graduated from American University with a bachelor’s degree in Political Science and served as Delta Gamma’s Vice President of Philanthropy while an undergraduate. She’s currently a board member of the P.A.W.S Chicago, where she adopted her two fur babies; Heidi and Albert
By: Kristal Swim
With a few days to the U.S. election, 2020 has shaped up to be the year of the voter. Hear me out. A global health pandemic, protests for social justice, economic turmoil and natural disasters rightfully dominate the landscape. But with the fall election approaching, we are uniquely situated to embrace our position as the true decision makers in this representative democracy.
The late Congressman John Lewis noted, "Nothing can stop the power of a committed and determined people to make a difference in our society. Why? Because human beings are the most dynamic link to the divine on this planet."
COVID-19 took an already simmering pot of important issues – healthcare, economy, climate change, racial inequity, education – and turned up the heat. Policy items affecting daily lives have taken on a new sense of urgency. For more than seven months, we have balanced, pivoted and re-examined most every aspect of our lives. 2020 has shifted our outlook on policy issues that will impact generations. The extra attention on a unique election season has emboldened an electorate to speak up. Those who vote will shape our short- and long-term outlooks.阅读更多
Life is busy, and it is easy to get frustrated and overwhelmed by the constant barrage of information. However, 2020 has taught us what Lewis wrote – that our voice can make a difference. Individuals, brands, teams and organizations embrace the opportunity to engage one another and shape the future.
Through issue campaigns, thought leadership platforms, civic engagement and employee opportunities, entities have helped to pave the way for safe, convenient access to the ballot. They also joined forces with organizations that impact issues in communities every day from clean water to internet access. Additionally, they have increased opportunities for voting – encouraging colleagues to cast their ballots. For example, Time to Vote, a nonpartisan effort for companies that want to contribute to the culture shift needed to increase voter participation in our country's elections, continues adding partners from national chains to local shops.
With generation-defining issues dominating our headspace, I encourage you to take a moment – and vote. We are the dynamic link to our future.
After all, 2020 is the year of the voter.
In our content series “The Now Normal,” Allison+Partners turns to leading professionals in their fields to unpack the state of communications today and where it needs to go tomorrow. Today, we speak with BSA | The Software Alliance Senior Director of Communications Anna Hughes about the unique now normal for industry associations. BSA | The Software Alliance represents members of the enterprise software industry.
How does communications help trade associations achieve their mission?
Trade associations speak as the voice of an industry, and the communications function plays a large part in bringing people together and getting the message out. While many individual member companies may be better known than an industry association, we can elevate both the industry as a whole and smaller members that lack a large platform. In addition, trade association communications can drive cross-industry collaboration on issues of mutual importance.
What is the secret to getting internal buy-in and support for the communications function with trade association leadership?
Success leads to more success, but you must back up that success with data. In the association world, most visibility is seen positively, and the communications function is valued as it helps support policy advocacy. I would definitely encourage an emphasis on the basics: build trust with colleagues and spokespeople, present good ideas, be responsive, show up when you say you will, follow through, and be open and honest. Importantly, while good leadership trusts communications, you should acknowledge your mistakes and learn from them to build trust and support. Nobody likes to be the guinea pig, so it is critical to show how an idea was successful in the past. Have the intelligence and humility to not suggest things just to suggest things!
What communications functions are most valued by trade association leadership and why?
Press coverage hands down. Visibility for the association, its leaders and our member companies is still the most valued communications function. Events are also very much valued for their ability to help us connect with new and existing stakeholders. Finally, strong relationships with communications teams at member companies are a critically important role for association communications.
What is uniquely difficult about doing communications for a trade association?
Communications for a trade association requires balancing many different stakeholder voices as well as the visibility of the association with its members. We often take on the tough questions that members would prefer not to take on and speak for our members on issues that are easier to field as an industry-wide association. Without the brand names of our members, it is more of an uphill climb with reporters until we have invested in building those relationships.
What do you find the most gratifying aspect of trade association communications?
Working with lots of different communications professionals at member companies and PR firms that provide understanding and support. And although travel is no longer a part of my job due to the pandemic, I enjoy working with my colleagues around the world--virtually. BSA works on issues that affect just about everyone, like privacy, emerging tech, and cybersecurity; I learn a lot just from sitting in on interviews and hearing my colleagues say smart things!
What do you think businesses can learn from trade associations about communications?
Compromise, balance and listening to all voices – skills that are honed in the association world. The board of directors brings strong accountability, and communications professionals learn the importance of reporting directly to the board in a way that shows successes and provides a look ahead.
Trade associations are uniquely positioned to address industry-wide perceptions. What is the key to doing that well and what are some potential pitfalls to be avoided?
Education of the press and policymakers is our differentiation. As we educate, we must think about what our audiences want and need. For example, does a reporter need a quick quote or an in-depth explanation of a policy matter? We work hard to be as responsive as possible and stay focused on topics that we can speak intelligently about. If we do, we will slowly and steadily build the perception that we hope to see of our industry. Not being responsive, not being aware of what is being written and said about our industry, and not understanding different perspectives pose the greatest risks for us when addressing industry-wide perceptions.
Many trade associations address policymaker audiences, and policymakers can heavily influence perceptions about an industry given their platforms and influence. If an industry comes under public criticism from policymakers, should industries keep their heads down until the storm passes or should they come out swinging to shape the narrative? How do you keep members happy when an industry is under fire?
We want to be problem solvers, so we do not trash ideas. We are never overly negative, and you will not see us come out swinging. We try to keep to the middle ground and be part of the solution. Differentiation is important for us, and our members want to see that we are trying to differentiate. As a result, we are willing to be on the front lines and take media interviews. Keeping your head down until the storm passes is not a good approach because the stories are going to happen anyway. If necessary, we will go off-the-record to maintain good reporter relationships and still have an impact.
How has the COVID-19 pandemic impacted the way associations like yours do communications, and what further impacts on association communications do you anticipate in 2021?
The biggest thing is the shift to virtual, whether events, interviews, or editorial board meetings. Face time has gone up, not down, as video calls have replaced audio calls with reporters. We will all get better at being virtual and better at putting on events. But we will need to address “Zoom fatigue,” when to use video and when not to use it, how to build virtual events that stand out, and how to measure their value. Because our members are not able to travel during this time, they rely more on associations to provide a local presence in government capitals around the world.
What can an outside communications partner bring to a trade association and what do you do you look for in a partner?
An in-house communications team can find itself in a bit of a vacuum, and an outside communications partner should challenge us to think differently. We do not want to be in a sector bubble so bringing perspectives from other industries is valuable. I want a partner team with a range of levels and backgrounds, different personalities, and different ideas, coming from different places. We count on outside partners to bring different specializations and expertise and provide global support. If needed, the partner should be able to help me run the communications function in another geography.
On a personal note, why have you chosen a career in association communications and why do you stay in it?
I love that in an association, we all have the same mission and move forward together. As a communications professional, I get to work with incredibly dedicated, smart people on a range of issues that change with the times. In the end, I am selling really good ideas.
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Marcel Goldstein is an EVP in Allison+Partners corporate practice.
By: Jacques Couret
By now, most are used to working from home, virtual learning, social distancing, wearing masks in public, frequent hand washing and all the other adaptions the COVID-19 pandemic has thrust upon them. But imagine navigating the “now normal” while wildfires cloud the sky with unhealthy air and destroy nearby houses, businesses and lives. The kids can’t go outside and play, the sky is dark and hazy all day and air quality is a health issue for many. Perish the thought of having to evacuate or losing everything.
This intense physical, emotional and mental drain is daily life right now for many Americans who live on the West Coast, including many of our teams.
In that stressful environment, our San Diego office General Manager Brian Brokowski, Los Angeles office General Manager Wendi Shapiro, San Francisco office General Manager Meghan Curtis, and Portland, Ore., office General Manager Katy Spaulding continue to serve our clients and lead their colleagues, both to our high standards.
They sat down with us and offered some insight into how they’ve helped keep their charges safe, motivated and engaged, and what they’ve learned about themselves and their teams.阅读更多
Q: How do you lead through this plus the pandemic? What are your challenges?
Brian Brokowski: Stay connected. Talk through the challenges that people have so they realize, and we all realize, we're not alone and we're not dealing with all of these challenges and issues alone. Strength in numbers, comfort in numbers – use that resource of the team and the relationships that we have to get through it together. And just check in on people, make sure they're doing OK.
Meghan Curtis: A couple of things. One, continued flexibility. We've obviously been incredibly flexible since we left our offices in March, but this has just thrown an additional wrench into that. So if folks just need mental health space, we really overtly encourage that. And in all of our huddles, we've actually been pretty vulnerable with each other and talked about what we're nervous about, what keeps us up at night. We know the folks who live in these fire areas or whose families are, and we ask, "Hey, are your parents OK? What's the status?" Everyone's just very in tune with each other and their emotional states.
Katy Spaulding: I love that Meghan brought up the word “vulnerability,” because I think that that's a really important part of this. We have to navigate on any given day being a cheerleader and optimistic and reassure them it's going to be OK, but also read the room and know when it might be best for us to be a bit more vulnerable and to share our concerns. It's definitely a balancing act based on what we feel like the team needs most in that moment. You can't just go through and say, "Everything's going to be fine. Everything's going to be great," which I think sometimes we want to do. All of us have that understanding that sharing vulnerability and sharing some of our personal fears and concerns can sometimes be reassuring for the team that we hear them, we understand them and we're going through the same thing.
Wendi Shapiro: And communication has also been something we've tried to focus on in Los Angeles, because we don't have really anybody coming into the office at all. We haven't seen each other since March and everyone is so busy. And we have our weekly team huddles and I try to call people at random times throughout the week just to say, "Hi, do you have 10 minutes? I just want to check in and see how you're doing and how can I help you?" It’s extending a life raft whenever we can to say, "We know you're experiencing high work volume and stressful life right now, and we're all here to help."
Q: How do you keep our colleagues motivated and engaged throughout all these stresses and inconveniences?
Wendi Shapiro: It’s hard to find motivation when we're all stuck in our four walls much of the day – every day, day in, day out. So, we try to find it in ourselves to motivate each other. We celebrate the littlest to the biggest successes as often as we can. Whether it's someone's birthday or someone's work anniversary or a great coverage that was secured from one of our team members or a client – kudos! Even the smallest thing that might not feel like a big enough deal to celebrate is totally worthwhile. We find those opportunities as much as we can.
Katy Spaulding: I think it goes back to something that Meghan said, which is just giving people the flexibility in their schedules to do what they need to do to stay connected and motivated. There is so much on people's minds outside of what we do at work that it would be impossible to expect them to be motivated and there 120% every single day. So, we encourage them to be in tune with how they feel. And if they need a couple of hours or a couple of days off, they should take it. Now is not a time that you should be pushing through in the way that we sometimes do. You’re not going to wake up every day and be ready to kill it, and that's OK!
Meghan Curtis: Two things. Folks are lifting each other up and being kind to each other, and not in a superficial way by any means. Going back to the vulnerability factor, people are really just looking out for each other. You can feel that in all your interactions in a genuine way. That’s motivating when you know your team cares, has your back and wants the best for you. That's one thing. And then we do bring some levity. We have twice weekly meetings and we show videos, do games and get to know each other. We do these things where people share their life history with photos. It's called a PechaKucha. And it's fun! You might be having a really tough day, but if you can just unplug from clients or your writing assignments for 30 minutes and just have some fun with each other, I think it does re-energize you.
Q: Have you learned any lessons in leadership during the fires? Has it changed you as a leader in any way?
Brian Brokowski: I continue to be floored by the resiliency of the team and their ability to, everyone's ability, to support each other, to step up to the challenge. I get so motivated coming off of our team huddles and listening to everybody's accomplishments and what they're doing. From a leadership standpoint, I had a strong sense of what our teams and everyone as individuals were capable of. I think the notion of what we can do individually and collectively is just so much higher now. I'm just so overwhelmed with how everyone I work with has rallied and responded to the situation, despite all of the challenges. They just keep grinding with positive attitudes.
Meghan Curtis: Dovetailing off Brian, I've always known I can hang with challenging times in the professional environment. And now I'm really learning there's a softer side of me – not only I can grind through the tough, client challenges, new business challenges, the work, but also the people side of the business. I've really softened and become, I think, a more empathetic, better person having to navigate the team and individual challenges.
Katy Spaulding: The wildfires and everything else have just shown me how important it is to have authentic relationships with the people who work for us and with our teams. That's always been something important to me. But it's been, to Meghan's point, even more important now when we ask people to be really honest with how they feel. Having a really strong, established relationship based on trust and listening and trying to help where we can has just created a lot of good two-way communication that enables us to do our jobs even better.
Wendi Shapiro: What everyone has said is 100% true, especially what Meghan referenced. I know our team is great at their jobs and professionally working at a super-high level. But it's not just about, "How are your clients, how's your work? How's your workload?" That’s only half the story right now. There's a lot happening after work hours or that isn't work-related with the pandemic, the fires, social injustice, and the election and politics. Everything has culminated over the past several months to be this perfect storm of needing to be an understanding human, not just a work-bot, and understand all of the elements that make people. The things that impact their lives. I think we have gained a more holistic look at the people we work with, not just from a work perspective, but from a human perspective.
By: Alison Fitcher
Growing up, Black Friday was the traditional start of the holiday shopping season. My mom and aunt would sit down after Thanksgiving dinner and pull out the coupons from the newspaper, decide which mall we would go to and when we needed to leave, and make a list of everyone we needed to shop for.
Of course, they always took (or dragged) me along for the ride. I distinctly remember my mom waking me up bright and early and loading me into the car for a long, drawn-out day of shopping. I’ll admit, I often did not want to participate in this annual event. But as I look back, I have nothing but fond memories. I am sure that annual event is what led to my affinity for doing my holiday shopping in person and after Thanksgiving and quite possibly my career in retail PR. I enjoy the hustle and bustle, getting into the Christmas spirit with friends and family, and looking for the perfect holiday gifts.
Over the last decade, the holiday shopping season has started earlier each year, with ornaments and trees popping up alongside Halloween costumes and stores opening on Thanksgiving to accommodate those looking to find the best deals and take advantage of doorbusters. Now, due to the COVID-19 pandemic, it seems holiday shopping this year will start even earlier. And for many, it will be done all online.阅读更多
Which brings me to the present. It is Oct. 13 and the first day of Amazon Prime Day — one of the biggest shopping events of the year, rivaling the Black Friday/Cyber Monday weekend. The event typically takes place in July and gives third-party sellers a much-needed boost during the slower summer months. However, due to the pandemic shifting their focus solely on delivering essential items, Amazon delayed the event.
Once it announced Prime Day moved to Oct. 13-14 — just 44 days from Black Friday — deal-seekers everywhere rejoiced to get a headstart on the holiday shopping season and take advantage of the deep discounts offered to Prime subscribers.
Not to be outdone, Target and Walmart announced their own online sales coinciding with Prime Day and touted deals of the same magnitude as Black Friday.
While big box stores have the ability and flexibility to make these quick pivots and offer steep discounts, most retailers do not. To thrive this holiday season and appeal to all shoppers, including those who still want to visit stores in person (like me), here are a few things stores can do to maximize Q4 revenue:
2020 has thrown us enough curve balls. And for the past six months, I have done virtually all my shopping online because you can’t beat the convenience in times like these. But when it comes to holiday traditions, shopping included, I plan to do the majority of mine in person as I always do — with the appropriate safety measures in place. I
would love to know, what is your holiday shopping game plan?
If you're interested in learning how our consumer team can help your brand during this time, get in touch at Alison.Fichter@allisonpr.com.
Alison is a SVP in the consumer practice working with a variety of brands in the retail, food tech, CPG and automotive industries. Her expertise lies in creative ideation, media relations strategy, and event planning and execution. Prior to joining Allison+Partners, Alison served as the in the house Midwest PR manager at Bloomingdale’s.
By: Jonathan Heit
It wasn’t supposed to be this way.
During the planning stages of my relocation to Tokyo to be more readily available to support the team here in APAC, I had some of the usual concerns any foreigner headed to unfamiliar territory might experience. Will the language barrier be too difficult? How will my family adjust? How will the business and team back in The States fare?阅读更多
Then there were the more trivial concerns. These included depriving my daughter of walking her eighth grade graduation with her friends and my six-year-old missing a year of tee-ball and the start of Kindergarten. Recognizing the benefit far outweighed such matters, off we went.
The kids’ school year started and quickly got into their grooves without a hitch. We made friends within a thriving expat community, and I deepened ties with colleagues from Shanghai to Sydney, Seoul to Singapore. I got to know my new officemates in Japan in a way that would otherwise never be possible and also experienced this incredible country through their eyes. True to the reputation of the Japanese culture, their generosity of spirit and welcoming nature knows no bounds.
As the holidays neared and Tokyo’s autumn foliage gave way to a crisp winter chill, we were charmed by the many beautiful illuminations lining Tokyo’s streets and planned a trip that was sure to be one of the most memorable of our lives, including skiing in Hokkaido and ringing in the New Year in Thailand. We’d travel from the capital to the mountainside to the beach over the course of an extended break.
We would finish in Singapore, where I had been spending a good deal of time working closely with colleagues. While there, my family could see this office, one of the most stunning in the Allison+Partners network with views across Marina Bay from the 38th floor. In this way, they could relate more directly to the responsibilities that so often call me away for long stretches of time. These special moments far outweighed any bittersweet feelings brought on by missing home for the holidays.
As Chinese New Year loomed, my travel to Singapore and other markets in the region was due to pick up thanks to a combination of key hires made and our annual in-person town halls. These would be a chance to highlight the incredible strides we have made in the region. All offices were thriving and poised for growth, despite some underlying economic issues and geopolitical cross-currents.
However, everything would soon change. In January, we started to get word of a new virus impacting large numbers of people in China. And it wasn’t long before our offices there were effectively shut down with entire teams working from home indefinitely.
As the virus started to gain traction and spread decisively across the region, schools in Japan were among the first to shut down. Tokyo was a city on the brink. Numbers seemed absurdly low, skeptics thinking perhaps this had something to do with the Olympics. It wouldn’t be long until those too were put on ice, with the world officially in a pandemic.
Watching my home country from afar, while bolted at home under what would paradoxically be called a voluntary lockdown, was perhaps one of the most bizarre experiences of my life. We enjoyed Zoom trivia sessions with our newly made Brit and Aussie expat pals and did family and college reunions 13 hours ahead. Like everyone, we made do and soldiered on, working and schooling remotely in our cozy Tokyo apartment. Of course, I worried for the safety of my family here and abroad, but I had to scratch my head at some of the behaviors I was witnessing.
In Japan, the concept of Wa (和) is one of the first any foreigner or gaikokoujin (外国人, far more polite than the better known but pejorative Gaijin) doing business in Japan should become familiar with, or any visitor for that matter. It is a historical foundation for this storied people and one of the bases of the Shinto religion. It is the belief that everything should stay in balance. Your behavior must take into account others before yourself, and consensus is far preferable to individual opinion.
For Westerners, this can be one of the most complicated – and honestly frustrating – parts of doing business here, as it can lead to perceived “inefficiencies” in the system because consensus can be time-consuming. Witnessing it put to effect in containment of the novel coronavirus, I’m here to tell you there are incredible advantages to this way of thinking.
While many countries, including my own, politicized or downplayed the importance of wearing masks, Japan embraced the concept fully in the spirit of maintaining harmony and looking after each other’s well-being. Japan’s history of mask wearing dates back to the Edo Period (1603-1868). But before the pandemic, it was an oddity to most expats. My family and I were certainly surprised to learn the primary consideration for mask-wearing isn’t about keeping yourself safe, but for the wellness of others. It goes without saying this effort has led to Japan being a clear leader in containment.
The other somewhat-related business concept that took root so effectively in Japan is known as kūki o yomu (空気を読む) or “reading the air.” This is ordinarily the driving factor behind so much being unspoken in Japanese culture. Applied here, it made the determination of “return to work” dictated not so much by the government, but by a sense among the broader business community of doing right by others.
Interestingly, Japan’s Constitution, formulated after World War II under the oversight of Gen. Douglas MacArthur, does not permit the government to mandate decisions for business. This was designed to effectively eliminate the ability to provide for a war effort. But it more immediately limits its ability to force businesses, including restaurants and other entertainment venues, to shut down.
The government declared a State of Emergency in early April. But it did not enforce it punitively or with severe fines as in other countries throughout this region. Instead it enforced it through the subtle suggestions coupled with the risk for those who didn’t comply to lose face, as they might be publicly disclosed. However, the government is rethinking this policy as cases start to rise again in an unsettling second wave.
This harmonic effort of companies understanding their obligation and providing for their people a safe way of working has again led to significant success in the effort to contain the virus, and was a great learning for me and other expats across this nation.
The entire experience was incredible and humbling. Even with a pocket of nearly four months of quarantine slowly loosening and opening, there were some powerful moments. I’ll always have indelible memories of jogging and biking through nearly empty Tokyo streets and seeing more of the city in a way we never would have previously been able. Unimpeded pictures of cherry blossoms and shrines were saddled with the sad reality that money was being lost and businesses around the world were struggling so mightily, not to mention the human toll.
So like the rest of the world, we took on our share of the burden. Working from home, Zoom calls, VPNs. Pitches and media meetings done remotely. Technology – the cornerstone of my focus throughout my career – was put to the test as never before and stepped up most pointedly as one would hope.
Technology could only do so much though, I’m afraid. My visits to the other markets in the region all became virtual, making my reason for being in this region somewhat obsolete, driving my ultimate decision to return.
As I look back on my experience as an expat during the pandemic, it is more than a little bittersweet. Though the last few weeks allowed for greater travel around Japan, including the rare opportunity to visit Kyoto with nearly no other foreign travelers in town, it is hard to put into words what this experience has meant, and how I hope travel picks up again soon so these experiences can be shared with others.
I have spent the past nine months learning Japanese, only to be quarantined in a house with three people who speak only English. But as we re-emerge into the world, I’m no longer intimidated by the many different characters of the Japanese written language. If I see a wall of letters that just a year ago would have been indecipherable to me, the fact that I can often make out a word or two, or at the very least can sound out what they represent, is a source of great pride.
I firmly believe the legacy you leave is the impact you have on people, and that’s been a driving force for our agency since day one. I can’t say any more unequivocally how deeply blessed I feel to have worked with the team here so closely. I have built a lifelong relationship with this team and this country, but I’ve only just scratched the surface.
Jonathan Heit is a global president and cofounder of Allison+Partners. As part of his responsibility, he works closely with all of our offices and client in APAC. Last August, he relocated to Tokyo to be closer and more accessible to the teams in the region. COVID-19 had other plans.
By: Emily Wilson-Sawyer
When Robert Frost wrote about “the road less traveled by,” I imagine he didn’t mean the travel industry. But this year, the industry and worldwide consumers have definitely taken that road – no travel, or at least markedly less.阅读更多
For the airline industry, this has meant furloughs, empty planes for some, mandatory COVID-19 testing and a battle to put butts in seats where only the strong (aka largest) will survive.
For cruise lines that pride themselves on bragging rights determined by their days spent at sea each year, all have been docked since March and are crossing fingers and bows that they can return to open waters in November or December. Oh, and did I mention everyone’s favorite guilty pleasure of the all-you-can-eat buffet complete with soft serve ice cream till you drop may be a thing of the past? New cruising restrictions and social distancing will most likely cause buffets to also sail off into the sunset with the pandemic.
For a hotel industry that has lost more than $46 billion in revenue to date and is on pace to lose up to $400 million in room revenue per day, this has meant taking what you can get – being flexible with rates and open to new ventures including renting rooms out as offices by hour, providing assistance with home schooling, hosting virtual celebrations and everything in between.
With the second wave of COVID-19 just beginning and major metropolitan areas like NYC threatening a second shutdown, the travel industry must stand tall and proud and shout from the rafters that it is down, but not for the count. To do this, hospitality brands should consider the following:
Find Real Tensions and Lean In
Recently, we launched a Chief Virtual Learning Officer (CVLO) program for Kimpton. It was born out of a true tension – during the pandemic, parents do it all. From at-home teacher, to always-on employee, to devoted caretaker, the juggling never ends. And parents seek help wherever they can find it. From here was born an opportunity – find a real way to help parents when most complain that just getting their kid on Zoom (while they are Zooming away too) is half the battle. Our CVLO does that, and media and real-life consumers eat and book it up. Brands that aspire to break though must find true insights and create opportunities to lighten the load or solve for a problem at a time when the world seems filled with nothing but problems. Research shows if brands are there for consumers during their time of need in a way that is true to their brand ethos, consumers will remember this and pay it forward with future loyalty.
TapIN To Remain Relevant
At Allison+Partners, we believe brands must live at the intersection of culture and commerce. And now, in an era where celebrities and brands are literally cancelled every day, showing proof of cultural relevance is more important than ever. This can be done by following the news like a hawk and acting quickly where and when it makes sense for your brand. A great example of this is the #12footskelaton that you may have seen spooking your Instagram feed as of late. Turns out this 12-foot-tall skeleton from Home Depot is currently “the year’s most sought after Halloween decoration,” and has since sold out. While the spook-tastic trend had been picked up on by some mainstream media outlets and showed off by consumers, including Kourtney Kardashian, the Allison+Partners TapIN team identified that not only had brands not jumped in yet, but the trend had the potential viral ability to become the next Art Basel banana. We acted fast and convinced Budweiser to jump in. Within 24 hours, we staged a photo shoot and created our own trend, which many brands (including several A+P clients) have already jumped in on and gotten coverage for. The keys here are agility and speed – knowing that catching trends on the upswing can set you apart from the crowd, and that catching them on the downfall can make you look utterly out of touch, or worse, out of culture.
Little Things Matter – Now More Than Ever
At a time when so much has been taken away from us, the little things matter now more than ever. Amidst chaos, consumers look for a sense of calm, normalcy and a little je ne sais quoi when it comes to service they’ve come to know and love. Quarantine has left us longing for social connection. But in-restaurant dining remains on hold and lobbies are no longer living rooms, so brands must lean into service as a differentiator. Whether it’s delivering “ridiculously personal experiences” like Kimpton does, surprising and delighting your guests while quarantined in their room with creature comforts of home, or even going the extra mile to find news ways to keep perks alive even during a pandemic, the little things are sure to be remembered when 2020 finally ends.
We hope you found even just a little bit of sage advice in these late-night musings. If not, and when all else fails, just rent out Hell (Michigan that is) like Airbnb did this week!
If you're interested in learning how our travel and tourism team can help your brand during this time, get in touch at Emily.Wilson-Sawyer@allisonpr.com.
Emily is a seasoned communications professional with nearly 20 years of experience developing integrated communications strategies and driving creative ideation for clients, including international hotel brands, world famous chefs, airlines, CPG products, restaurant chains and more. She is known for her creativity and breakthrough thinking and has been responsible for many large-scale award winning and results driving campaigns, including bringing the first food tech product to CES and pairing Hilton Hotels & Resorts with Onion Labs to launch its Hilton Urgent Vacation Care Center.
By: Scott Pansky
What few people know about me is I love comic books. It’s not about the Marvel movies, although they are really good. As times get tough, I think we all want to find ways to stay positive and seek the pot of gold at the end of the rainbow. Reading comics and watching related shows and movies has been a great escape. And, every once in a while, you get to see one of your “heroes” do something good.
Oct. 2 (tonight), one of my favorite team of television heroes from “Marvel’s Agents of S.H.I.E.L.D.” will reunite for a cause: Smile Train’s World Smile Day® Live. Elizabeth Henstridge (agent Jemma Simmons) is an avid supporter of Smile Train’s effort to provide free, lifesaving surgeries for children with cleft. She reached out to her cast members to ask them to join in sharing what makes them smile to help raise awareness for the event.阅读更多
To be transparent here, Smile Train is one of the agency’s clients. It is the world’s largest cleft organization focused on a single, solvable problem: cleft lip and palate. It is also first cleft-focused organization with a model of true sustainability – providing training, funding and resources empowering local medical professionals in more than 90 countries to provide free cleft repair surgery and comprehensive cleft care in their own communities. To date, Smile Train has supported safe and quality cleft care for more than 1.5 million children.
On World Smile Day®, Smile Train launched its #540Today campaign to recognize the 540 babies born with clefts each day – many without proper access to treatment. I’m excited about this fundraising opportunity for so many different reasons:
As COVID-19 has negatively impacted the nonprofit community, Smile Train, like many others has stepped up and let its stakeholders know the pandemic won’t slow them down and they will continue to develop programs that raise awareness and funds for their cause. More than 37,000 cleft surgeries have been put on hold since January, and the organization’s services are critical as surgeries are able to resume.
The Power of Talent
Along with the S.H.I.E.L.D cast reunion, Grammy Award-winning singer and songwriter Ciara will host the virtual fundraiser. Other celebrity guests and supporters will include Gabrielle Union-Wade, Elle King, Ginger Zee, Kevin Smith and more, all connecting with fans while raising awareness and funds for Smile Train’s lifesaving work.
The Smile Train team, doctors, care workers, counselors and corporate partners make a real difference every day. They change lives, and events like World Smile Day® Live share their stories and impact.
World Smile Day® Live begins at 8 p.m. ET with special pre-show entertainment beginning at 7:30 p.m. ET. Supporters can also engage right now through the virtual photobooth.
Scott Pansky is a co-founder of the agency and leads Allison+Partners’ Social Impact group. Scott has extensive experience providing communications and crisis counsel to education, corporate and nonprofit organizations.
By: Paul Sears
Long-distance backpacking is a major passion of mine. When I first learned the Pacific Crest Trail ran near my home in Los Angeles, I dove in. I read Bill Bryson’s “A Walk in the Woods” and George Spearing’s “Dances with Marmots.” I found countless thru-hiking blogs and YouTube videos. After gearing up and getting some practice, I hit the trail for my first seven-day solo.
I’ve been hooked ever since.
Long-distance hiking naturally leads to inspiration. It’s a unique physical and mental challenge. Confidence grows from being totally comfortable alone in the wilderness. And it yields so many metaphors for life: self-sufficiency, dedication and commitment, a sense of adventure that doesn’t look back.
My most recent trek was 60-ish miles on the PCT in the Desolation Wilderness near Lake Tahoe. Putting one foot in front of the other for four days granted plenty of time for reflection, and it led me to the idea that thru-hiking is a lot like the “now normal” of COVID-19. Here’s why:阅读更多
Being Thirsty Comes with the Territory
A lot of thru-hikers aren’t in the business of carrying water – it’s one of the heaviest items in the pack. Many prefer to get hydrated at the stream and carry very little in the pack. But it’s risky in late August, when many streams are bone-dry. Being OK with running out of water on the trail takes a little getting used to... I’ll admit there was a lot of lip-licking in one 7-mile dry stretch.
Likewise, businesses today can’t count on typical conditions, whether that’s supply chain, ability to open or consumers’ desire to buy. Businesses need to get hydrated at the stream: shore up financials, get lean and efficient, and sow the seeds for future growth. Achieving a successful pivot is a bit like finding a waterfall after miles of hot, dry trail. Stop a moment, take off the pack, drink up and fill that metaphorical “camel’s hump” on your back – then get to work on the next innovation.
Lighten Your Load
Today’s businesses must be agile, quick and light. Like a hiker choosing what goes into their pack, businesses must intentionally reduce drag. We must find faster ways to ideate concepts and quickly bring forward testable iterations – in product and service, in communications, and in business and operational models. Just like a thru-hiker leaving creature comforts at home, it’s key to be judicious about what we carry into a situation, so we can be more flexible in how we respond.
Ever rolled an ankle on the trail? Walked for miles on sharp-edged talus rocks? Faced 4,000 feet of climbing in a 20-mile day? Pressing on despite impediments is what thru-hiking is all about. Getting up that 1,000-foot pass in 85-degree heat is undeniably hard. But the vista at the top (and the downhill that follows) is undeniably rewarding. It propels the hiker forward.
2020 has felt like that 20-mile day – revenues are down, margins are scarce, and consumer expectations and behavior change daily. But making a successful pivot can feel a lot like the top of the pass. Take a moment to celebrate – reward yourself and your team. Reflect on the effort it took, then use it as a springboard for renewed motivation. The trail brings endless challenges as hikers traverse the ups and downs.
And Just Keep On Walking
One of the most powerful moments in long-distance hiking is the reckoning at the point of no return. Being alone 30 miles from the car is a one-of-a-kind feeling – intimidating, yet liberating. Everything hurts, the sun sets and you’re still 4 miles from camp. But like Winston Churchill famously said, “If you’re going through hell, keep going.”
The same is true for businesses – we just keep on keeping on. Pace yourself – do what you realistically can, even if it takes a little longer. Get comfortable with uncomfortable and do whatever it takes. Hiking in the dark to get to camp is a lot like pulling an all-nighter to develop a new product concept. Pushing through blisters is a lot like relentlessly pounding the pavement to win new clients.
The only way out of 2020 is through 2020. We all have to just keep on hiking.
If you’d like to learn more about how we can help you with your branding needs, get in touch at firstname.lastname@example.org.
Paul Sears is Executive Vice President, Integrated Marketing. With nearly 20 years in advertising, social media, content and brand strategy, Paul spends most of his time helping clients sharpen their strategic focus – at the brand level or for individual products and campaigns.
Organizations that spent the first half of 2020 adjusting to meet the pandemic’s challenges learned by mid-summer their pivots would be longer and deeper than expected. This became more evident when events and tradeshows had to be cancelled, postponed or moved online, particularly CES 2021.
The world’s largest tradeshow, which brings 175,000 people to Las Vegas every year, will be fully virtual for the first time. For brands “exhibiting,” the implications of CES’ move run far and wide. How can you showcase your technologies in an environment where they can’t be touched? How can you still get media attention when you can’t physically track down reporters to bring them to your booths? What about all the in-person prospecting and deals you expected to make?
The solution is to reimagine, not replace.阅读更多
By: Barbara Laidlaw and Josiah Adams
The COVID-19 pandemic has often created more questions than answers. From the pandemic’s onset in March, public officials, scientists and healthcare providers have searched with frustration for solutions to the virus’ spread, treatments and, above all else, a potential vaccine.
As we enter the fall and winter months, more people will stay indoors, which experts point to as a potential cause for a second surge of the virus. In metropolitan areas like New York City, this could have catastrophic and long-lasting effects on economic and public health. The potential for a second surge, combined with nationwide political pressure leading up to the November election, has led to increased demand for development and deployment of a COVID-19 vaccine.
Unfortunately, developing a vaccine is a process that can only be fast-tracked so much before becoming dangerous and irresponsible. Brands and organizations must understand the facts surrounding a potential vaccine and make the appropriate business decisions based on them. Otherwise, they run the risk of jeopardizing months of precautions and exposing themselves to significant reputational risk.
President Donald Trump’s administration has issued conflicting messages about the COVID-19 vaccine rollout. On Sept. 21, Dr. Moncef Slaoui —the head of the administration’s COVID-19 vaccine program— told reporters the U.S. could immunize those “most susceptible” to coronavirus by December if there is prior vaccine approval. Yet, the FDA recently announced it would roll out higher safety standards for the vaccine approval process that would make approval unlikely before Nov. 3.阅读更多
Elsewhere, independent health experts have expressed a number of serious concerns about an expedited vaccine. Primarily, their concerns focus on the health risks associated with a potentially faulty vaccine. Experts also worry a fast-tracked vaccine could significantly damage public confidence in the vaccine’s efficacy, which would hobble even a safe vaccine’s ability to immunize key portions of the population. According to, University of Michigan Chief Health Officer Dr. Preeti Malani, “You could have a safe, effective vaccine that no one wants to take.”
A recent KFF poll supports this notion, showing roughly 54% of Americans would not want to get vaccinated ahead of the November election. This mixed messaging and waning confidence could lead to significant issues with returning to an office-based work schedule. Additionally, should cases surge in the coming months, such a return would be even further down the road.
*KFF Health Tracking Poll (conducted August 28-September 3, 2020)
Producing an effective and safe vaccine is a complex process usually comprised of four pre-approval steps that begin with preclinical tests on animals. According to the New York Times, 92 confirmed preclinical vaccines are in active development as of Sept. 23.
Once preclinical testing concludes, Phase 1 safety trials begin with a small group of people to determine if the vaccine is safe and stimulates the human immune system against the COVID-19 virus.
Phase 2 entails expanding trials to hundreds of people from different demographics to confirm the vaccine is effective regardless of key population variants, such as age or gender. Phase 2 trials also expand on safety and efficacy testing.
Phase 3 trials, the final trials before early approval, are efficacy trials comprised of thousands of volunteers, some of whom receive placebo. The goal of Phase 3 is to determine if the vaccine immunizes people against the COVID-19 virus in everyday life. From there, vaccines move on to early approval and final approval.
Current leaders in the race for a vaccine include Johnson & Johnson, AstraZenca, University of Oxford, Pfizer and Moderna, all of which are in Phase 3. Despite this progress, the two front runners Pfizer and Moderna have not expressed confidence in a vaccine becoming readily available any time soon.
On Sept. 17, Modern released its 135-page clinical trial protocol and Pfizer followed suit Sept. 18 with its own 137-page protocol. These complex protocols indicate the first analysis of relevant data may not be conducted until late December. According to the protocol Moderna released, final analyses of the vaccine’s efficacy are projected for March 2021 at the earliest. These timetables cannot be meaningfully expedited because of the waiting periods between initial vaccinations, booster shots and subsequent data analysis.
Despite some Chinese and Russian companies’ decisions to push into early approval without completing this final phase, attempting to cut corners in a Phase 3 trial is a reckless move that carries considerable risk. According to medical experts like NYU’s Langone’s Division of Medical Ethics Director Arthur Caplan, China and Russia’s decision to do so is “[A] really insane and terrible idea… it’s staggeringly hard to comprehend.”
Given this information, weighing your options and planning is the best way to insulate your business from exposing itself to COVID-19 risks. Although many are hopeful sustained low infection rates may spur state and local officials to continue the reopening process, this is a tenuous and fluid situation that should be reviewed week-by-week or month-by-month basis.
Additionally, even if a vaccine came out in the next few months, it would be virtually impossible for a business to force its employees to take it. Notwithstanding the regulatory and legal implications, the reputational impact a brand would expose itself to would be immense.
While a vaccine may instill confidence in a proverbial light at the end of the tunnel, that light is likely further away than it may seem today. These are some of the unfortunate realities we must all face as we try to return to normal business operations.
If you’d like to learn more about how our global reputation + risk management team can support you during this time, get in touch with Barbara Laidlaw at email@example.com
Barbara Laidlaw brings 25 years of experience developing and running programs that help companies prepare, protect, and defend their brand reputation through global and national events, recalls, litigation, data breaches, regulatory issues and labor disputes.
Josiah Adams works on Allison + Partners’ global risk + issues management team and provides federal, state and local policy insights.
By: Brian Brokowski
The COVID-19 pandemic has caused tremendous transformation and turmoil in the healthcare industry.
In 2020, hospitals, clinical care facilities, community-based organizations and the private sector have all shown remarkable efforts to rise to the challenge. The advancements of treatments, the acceleration of digital and telehealth technologies, public and private sector collaborations, and most of all the heroic efforts of those on the front lines have been at the foundation of the industry’s response to this unprecedented crisis.
This all happened concurrently with a major industry expansion and shifting demographics, which drive increased needs for care. Sixty years ago, healthcare was just 5% of the total economy. Today it represents nearly 20% (Brookings).阅读更多
As the population ages, this growth will only continue. Since 2011, nearly 10,000 people a day have been enrolled in Medicare. This rate is expected to continue through 2030, when more than 80 million total enrollees are forecasted – a 20% increase over today’s total (MedPac). And according to the National Council on Aging, about 80% of older adults have at least one chronic disease and 68% have at least two.
Advancements in telehealth and other areas during the COVID-19 response will forever positively change many aspects of healthcare. This will leave us better prepared not only for the next pandemic, but for the major public health issues that existed before COVID-19 and will persist long into the future.
Yet, the sector faces a highly complex web of impacts and challenges that stretch well beyond the pandemic and current headlines. Today’s news cycles have followed a predictable pattern. First, the effort response to flattening the curve and meeting demand for critical PPE and respiratory devices dominated coverage. Now, the race for the vaccine captures the narrative.
But beyond the headlines, the reality is the pandemic has also further strained many weaknesses already evident in our healthcare system and gave rise to new challenges. A number of very real, systemic challenges in healthcare create an undercurrent of turmoil that will impact the healthcare industry for years to come.
These issues include:
For healthcare organizations communicating in today’s environment, building and preserving brand reputation and relationships with patients, customers and the public will increasingly be contingent on marrying words with actions and the ability to link the organization’s efforts with real solutions to these existing and emerging challenges.
The world seeks leadership in healthcare – not just those who conduct business as usual, or those who merely talk about meeting these challenges. The opportunity exists for healthcare organizations of all types to step up and take a leadership role and effectively build brand affinity, credibility and respect among their key audiences. This will truly make a difference in helping move healthcare forward into a new era of access, efficiency and quality of care.
Among the strategies we see as helping healthcare organizations stand out:
There are opportunities abound for leadership in healthcare. But for organizations that want to stand out, action must support words. Building a strong brand and affinity with key audiences will come from driving real changes and showing how those changes improve access and quality of care, driving beyond the headlines to create lasting improvements that endure long beyond the COVID-19 pandemic.
Brian is the General Manager of Allison+Partners San Diego office. Brian has more than 25 years of experience building and protecting brands across a range of industries, with an emphasis on health care. Since the start of the COVID-19 pandemic he has counseled clients in the health care industry regarding their proactive and reactive communications in light of the rapidly evolving media, public policy and regulatory landscape.
By: Terry McDermott
Omnicom’s commitment to purchase $20 million worth of podcast ads with Spotify confirms the streaming platform’s investment in Streaming Ad Insertion (SAI), a new, proprietary podcast ad technology that delivers Spotify’s full digital suite of planning, reporting and measurement capabilities. The technology offers more precise measurement of impressions and may be a key development in bringing large brands into the podcast advertising sphere. But even without the measurement technology, podcasts have worked and will continue to work for advertisers seeking leads.
For example, after Joe Rogan explains to his podcast audience the MasterClass product offering, he then tells his audience they can save 15% when they type masterclass.com/Rogan. SimpliSafe.com/chiclets is the URL the podcasters from Spittin’ Chiclets recite, so its listeners can get a discount from the home security tools provider. And HelloFresh.com/officeladies80 is the URL to which Jenna Fisher and Angela Kinsey of Office Ladies direct their listeners. Again, to receive a discount.
You can bet the advertiser tracks traffic and conversions at those URLs like nobody’s business, producing ROI reports in a flash. Their continued presence advertising with podcasters helps prove podcasts can be effective for lead generation.阅读更多
Moving away from the direct-to-consumer advertisers, using podcasts to generate leads requires some additional work. For years, print ads promoted /XYZ after a URL with uneven impact. It turns out even the most “memorable” URLs were difficult to remember. But podcasts visitors can simply hit the rewind button or replay an episode. And podcasters themselves use free podcasts to promote premium services.
With a clear definition of a lead, advertisers can use podcasts to generate leads and do the math to connect those leads to sales. Retailers, such as Trader Joe’s, have advertised their own podcasts on NPR’s podcast network. It is easy to imagine how a retailer can track the confluence of podcast listeners and shoppers by highlighting exclusive offers on their own podcasts.
The absence of real-time conversion data is where the art of media buying and the science of media measurement collide – an advertiser that wants leads can seek the demographic data of the listeners of a specific podcast and match that with the topics typically discussed. If it seems “Blackpacking” has the right audience discussing the right things, an audio ad for travel gear makes sense. But, beyond simply making sense, the advertiser can check to see the total traffic to widgetbrand.com/blackpacking. Those are the leads easily tracked back to the ad on Blackpacking.
For B2B advertisers, where the definition of a lead may require explicit contact information added to a CRM database, similar techniques can be used. SquareSpace.com/StarTalk is the key for listeners of the Neil deGrasse Tyson podcast to unlock a discount. Garyvee.com/marketingforthenow is how Gary Vaynuerchuk advertised his content webinar series via his podcast. Register for the webinar – voila, you are a lead.
A more typical path in B2B will follow the example set out by Adobe in its Experience Essentials series. The series itself burnishes Adobe’s reputation as a thought leader in customer experience, and assists marketers in understanding how multi-channel marketing can boost performance. But Adobe also uses its podcast to drive traffic to https://www.adobe.com/experience-cloud/role/marketer.html
From there, live chat, the contact us button and the ability to register for free virtual events or download analyst reports turn podcast traffic into actionable leads. It may not be certain the lead came from a podcast – yet, if the podcast performs a different role, adding a lead gen component is an easy way to squeeze even more value out of the tactic.
Thus, whether explicitly to deliver leads or serve another purpose, our advice to marketers producing podcasts is simple: create and promote a unique URL extension to which you will direct podcast listeners. From there, promote the same offers that are available to traffic from other sources (paid search, re-marketing banners, trade eNewsletters). Existing tracking can the be used to understand which leads are attributable to the podcast, and marketers have another channel they can measure, optimize and compute ROI on their way to filling the sales pipe. Improvements in ad measurement have arrived, and more may come. But there is no reason to wait.
If you’d like to learn more about how we can help your integrated marketing needs, get in touch at firstname.lastname@example.org
Terry McDermott is a digital evangelist with expertise in turning objectives into strategic plans and developing, executing, and measuring demand generation programs. He leverages his background in direct response techniques, including CRM marketing, to develop insights that build lead gen and customer acquisition campaigns. He also creates account-based marketing programs for key prospects, selecting targets via predictive modeling and creating marketing automation campaigns to nurture and score leads. Additionally, McDermott advocates for investments in emerging digital products, technologies and channels, while building and managing teams to generate leads, boost sales and increase awareness.
By: Jonathan Heit
Over the past several weeks, the tumult surrounding the entertainment platform TikTok has reached a fever pitch. Global Chair of our technology practice, founding partner Jonathan Heit, weighs in…
[Full disclosure: A+P represents TikTok, parent company Bytedance and Bytedance subsidiary Lark in several markets across Asia-Pacific]
If it seems like every day you are inundated with news about TikTok and its business prospects in the United States, well that’s because you are. Every few years there seems to be a “next new thing” the kids use, and this is certainly TikTok’s moment.
Thinking about other platforms that generated this type of attention over the years – namely YouTube, Facebook, Instagram and Snapchat – it’s important to recognize how so many of these also faced major global implications on the political and business landscapes.
However, few have been in the crosshairs quite like TikTok. Owned by Chinese parent company Bytedance, it faces incredible scrutiny. With reports on Sept. 14 that Oracle won the bid for TikTok’s technology ahead of the impending deadline for either a sale of its U.S. assets or a ban, it’s a good time to put the company under the microscope.
To show its reach and real impact, TikTok recently revealed it hosts about 100 million monthly active U.S. users . TikTok already goes far beyond “the kids” as the graphic below indicates:阅读更多
TikTok content is clearly much more than the latest dance craze for teens, though it has an extraordinary and growing impact on the music business. Its content crosses all forms of entertainment, religion, education, DIY cooking, grilling and home renovation, among many other categories. It also hosts political coverage across a broad political spectrum that actually leans right, despite the widely reported case of the pesky teen K Pop fans that torpedoed President Donald Trump's rally in Tulsa. There really is something for everyone on TikTok.
This broad reach is one reason why TikTok still manages to dominate the headlines during a worldwide pandemic, a U.S. presidential election and a historic fight for racial justice led by the Black Lives Matter movement.
Let’s review what’s gone on in just the past few months:
Whether you agree with the politics behind India and the United States’ actions or China’s countermeasures, the reverberations are undeniable. The offer from Microsoft and others were originally believed to be in the $30 billion range, and the overall valuation of Bytedance was estimated at between $100 billion and $150 billion.
Of course, these deals were all formulated prior to China’s attempts to extricate the AI from the package, which would bring the value down considerably. If you’ve spent any time on TikTok, and the chart that follows shows many of you have, you’ll recognize the value is in the algorithm.
That’s true of any social platform. But the key to TikTok is an algorithm unlike any other. Despite movements toward transparency, this is the very AI that China aims to hold onto and is at the heart of U.S. concerns, along with data security and privacy. The way the app quickly learns user interests and tailors videos for them on their “For You” page is almost eerie. Within two to three days of using the app, users get served nearly tailor-made and customized videos.
Brands, consumers, parents and the market have begun to recognize this is far more than just the aforementioned collection of fun videos set to music by teenagers. As my colleagues Pranav Kumar and Natashia Jaya pointed out in their blog here, the COVID-19 pandemic kept human interaction at an all-time low and TikTok outpaced the competition by a wide margin by bringing people together in a more meaningful way.
In terms of potential suitors, Microsoft has a good track record in consumer entertainment and social media (think Xbox and LinkedIn) and already does significant business in China. As such, it seemed to be a strong potential partner with a security legacy far better than Facebook or Amazon. Despite, or perhaps because of, its grander ambitions, Microsoft learned over the weekend its bid was rejected in favor of a less all-encompassing deal by Oracle.
Oracle is a Trump favorite. That may have played a factor in the ultimate decision, which will certainly evolve over time as the deal consummates. While Wal-Mart originally appeared to be a bit more of dark horse as a partner with Microsoft’s deal, further reporting made it clear the value this would add to the world’s largest company and the value it brings to marketers across the spectrum.
Not content to stand by idly and allow its fate to be decided, TikTok went on the marketing offensive. On Aug. 18, the company launched its boldest ad campaign featuring a mix of clips from a wide range of creators set to the song “Sing to Me” by Walter Martin featuring Karen O. The campaign focuses on TikTok’s position as more than just a personal plaything, but a platform capable of creating “a global, cultural moment that travels across countries, cultures and communities.” Furthermore, it splashed media dollars across podcasts and other channels to reach as broad an audience as possible.
Through this prism, Walmart’s involvement in this deal begins to make a lot more sense.
In a statement talking about the deal, Walmart noted this represents “an important way for us to reach and serve omnichannel customers as well as grow our third-party marketplace and advertising businesses.”
At the same time, TikTok recognizes the value of its enormous and passionate user base and upped the ante to partner more closely with agencies. It brought in a full-time team to focus on building relationships with brands and aggressively marketed “TikTok for Business” to enhance revenue-generating opportunities for brands on the platform.
Already, users have seen a variety of ads from high-profile brands. But trust and safety issues abound, not to mention the usual tension between user experience and profit-making. The platform has taken important steps to stem bullying on the platform, but it must also account for data privacy and security. This is one of the central concerns in the ongoing U.S.-China rift, and it’s a driving force in the current administration’s push to sell the American operation to a U.S. company. For its purposes, Beijing would rather see the site shut down than sold to Oracle or any U.S. company.
How TikTok navigates this and maintains its prodigious user base is an important evolution and will show its commitment to sticking around for the long haul. Will the gambit ultimately pay off? One thing is for sure. There will be no shortage of media coverage documenting every step of the way.
Jonathan Heit is a co-founder and partner at Allison+Partners, as well as a trusted adviser to some of today’s best-known technology brands. In his role as global president he focuses on the growth and operations of the agency’s two largest regions, Asia and the U.S. Jonathan also serves as global chair of the Technology practice, spearheading work in both the consumer and B2B categories.
By: Shanna Brown
As New York City begins to show some life after six stressful months, it’s hard not to wonder if the City That Never Sleeps can bounce back from COVID-19. On one hand, indoor eating, exercise classes and bar hopping are not what they once were. But on the other hand, the city is in a better place than we thought it would be back in April. Schools have adjusted and reopened, and the parks safely bustle with New Yorkers again. Even though winter looms with a new season of unknowns, it is hard not to be relieved the city has begun to resurrect.
It’s not the first time New York City has had to rise from the ashes.
Everyone who says COVID-19 will be the end of this city has clearly not paid attention. It has been 19 years since the world changed and the city was put through one of its toughest challenges. It took some time, but a new, New York City was born after Sept. 11, 2001. In March 2020, while offices, schools and shopping areas shut down, the frontline workers and first responders once again stepped up.
As we look back on this day 19 years ago, we are reminded how quickly everything can change and how much we take for granted in our daily lives. There were questions and concerns then that New Yorkers faced, such has how would returning to skyscraper offices ever feel safe again after something so tragic? How could going to any public spaces, such as sporting events, Broadway shows or restaurants, ever feel safe again? Sound familiar?阅读更多
I grew up in Westchester County, New York, just 35 miles north of Manhattan. My childhood was awesome. I lived a street away from my school and enjoyed endless playgrounds. I was allowed to ride my bike everywhere. I would go to my friends’ houses, the deli down the street and my school… I owned that town.
It was the last year of elementary school on a beautiful Tuesday morning in September. I was 10 years old and in a really good mood because my oldest sister was unexpectedly home from college. My family was all together for the first time in a month.
I was in Mr. Henderson’s math class. As we worked through the problems on the board, my homeroom teacher Mr. Frye barged in and called on my classmate Greg. He said his mom was there to pick him up. “Greg is so lucky he gets to leave early today,” I thought.
A bit later, Mr. Frye returned, and it was Ricky and Kay’s turn to go home. Someone from the back of the room shouted: “Mr. Frye, what’s going on? Why does everyone get to go home early?”
He replied, “Didn’t you know? It’s National Go Home Early Day!” and he left.
The next thing I know, they corralled us all back to homeroom. Rumors flew, teachers held back their tears and we sensed something was wrong. I recall hearing an atomic bomb was headed our way. I wasn’t even sure what an “atomic bomb” was! But I knew a bomb was a bad thing and that my school day had turned into organized chaos.
Eventually, they put us all on buses and I headed home still unsure about what had happened. I walked into the house and saw my middle sister in the kitchen watching the TV and crying. The World Trade Center was in flames on the screen. My heart sank and I ran to the family room to my older sister, who sat in silence watching the same thing unfold. I started to panic.
My dad came home some time later. He was in Albany that day with his boss and had driven home as soon as he could. My mom didn’t come home until much later. I was already in bed but awake. She was a healthcare worker, so she had to stay at work in case any victims came to her hospital. It was all hands-on deck. When they realized there were more dead than survivors, she made her way home to us. I’m one of the lucky ones.
I wasn’t old enough to deeply understand what was happening. But I was old enough to remember that day and for 9/11 to define me. I will always remember what I saw and felt, and I will never forget the resiliency I witnessed in New Yorkers. It is one of the main reasons I wanted to live in New York City when I grew up.
In my life, and many Americans’, there are two time periods – before 9/11 and after. It feels as if 2020 is on the same path. This year, we have our “normal” lives before March, where we lived in a carefree world. And we have our lives after March, where everything came to a halt and we wonder if our “normal” will ever return.
Though signs of normalcy now emerge in New York City, we remain far from where we would like to be. But like life after 9/11, we now need to give this city time to rebuild. Unfortunately, we can’t snap our fingers and return to the pre-March mindset.
I look forward to the day where I will wake up, get ready and head to Allison+Partners’ new office in One World Trade. It feels as though my life has come full circle.
Shanna Brown is the marketing and business development manager in the New York City office.
By: Kay Brungs Laud
It goes without saying that 2020 will be a year many will remember for decades to come. The monumental events that have shaped this year have already had an impact on our economy and job market. With 13.6 million American’s currently unemployed, I have reflected on what I can do as an individual and as a professional to help support students, recent graduates and professionals looking to make a career shift. It has made me think a lot about the people along my career path who took the time to provide guidance and advice.
When I was an undergraduate, I was lucky enough to have several extremely valuable experiences through internships, which also gave me access to incredible mentors. Without their support and professional feedback along the way, I certainly wouldn’t be the person I am today. As Allison+Partners Co-founder Scott Pansky so eloquently wrote in his blog, “Pay It Forward and Help the Next Generation,” it’s important as professionals to give back and make sure we invest in our future talent by helping them along their career paths.
Whenever I have been asked to conduct an informational interview with someone thinking about getting into public relations, review a resume or speak to a college class, I’m always thrilled to do so. For me, it’s a way I can pay it forward for all the support I’ve received over the years. However, recently I’ve looked for ways to make a bigger impact. So when I was asked to help Allison+Partners work with the LAGRANT Foundation to support the launch of its new mentorship project, I jumped at the opportunity.阅读更多
Over the past few months, our team has worked closely with the foundation on ways our team members could participate in its new mentorship program and provide opportunities for both our mentors and their mentees to learn from each other. While the main goal of the program is to provide professional mentors to ethnic minority undergraduate and graduate students and young professionals in advertising, marketing and public relations, we also wanted to develop our agency’s side of the program to allow the mentee’s experiences to inform and share their unique perspectives with us.
The LAGRANT Foundation’s annual mentorship will run from October through April. One mentee from the foundation will pair with a mentor who is currently employed in a field that relates to the mentee’s career goals. Mentors will be a resource and provide guidance and support to their mentee’s professional goals. The time invested by the mentor and mentee will lead to new ideas, help build enthusiastic future leaders and nurture supporting professional relationships.
From my experience, I know just how rewarding it is to help someone as they start their career. It’s almost like going back in time – you get to share in their joys of discovering an area of passion and celebrate their successes! A bonus is just how much you get to learn from your mentee. I have always been amazed by the amount of creative ideas and new perspectives I got from the mentees I worked with throughout the years.
If you seek a rewarding way to help someone starting their career or looking to change their career, seriously consider becoming a mentor! You won’t regret the decision.
Kay Brungs Laud is a senior vice president and works out of Allison+Partners’ Chicago office. Prior to starting her career in public relations, she lived and worked in Washington, D.C., where worked on the Hill and was part of two presidential campaigns. She graduated from American University with a bachelor’s degree in Political Science.
The career path that Jonathan Heit took to the public relations industry is unlike that of most people. With an undergraduate degree in sciences and a pre-medical background at Cornell University, Mr Heit, now 48, says he was "on the path to becoming a doctor".
"It was really challenging science-based work and as I really dug into it, I started to realise the element of medicine that I enjoyed: the interaction with patients," the co-founder and global president of Allison+Partners tells Asia Focus. It was at this point when he also realised that he wasn't as strong on the science side of things as he wanted to be.
But "I was always a very good writer, and I was always interested in writing and communications", he notes.
Fresh out of med school, and after spending time on what he wanted to do, "I thought maybe merging two things together, communication and healthcare, could play to some of what I've learned and be where my real passion is". That decision led him to healthcare public relations and marketing communication.
But working with science-based clients could be a little bit limiting, he discovered upon entering the industry. "Science is so defined, so precise that it's a very regulated industry," he observes.阅读更多
By: Scott Pansky
As we reflect on our 19th anniversary, the world continues to change and we continue to change with it. Similar to when we launched in 2001, just a week before the 9/11 terrorist attacks, our business continues to deal with challenges. Unlike 9/11, the entire world is dealing with the pandemic, economic disruptions and natural disasters. We have had to prioritize, making sure we can take care of our team members around the globe and adapt to new ways of working. We have had to ask ourselves hard questions, commit to change to evolve our culture and provide the best service possible for our clients. As so many have said, “We are all in this together!”
To celebrate the agency’s anniversary, Allison+Partners will again host its annual Global Day of Giving, which allows employees in every office to take time off from work to learn about the issues in their local communities and work as a team to address those needs. Our 2020 theme supports COVID-19 relief efforts, including writing cards and letters to those impacted by the virus and donating food and toiletries. This focus is captured in the commemorative logo featured above, the winning submission from an employee competition. This year’s beautiful design was created by Niphon (Dui) Appakaran in our Bangkok office.阅读更多
With so much happening around us, this year’s volunteer efforts seem more meaningful than ever. It does not take a company of more than 500 to have an impact. However, one person can make a difference. Helping your neighbor, providing someone living on the street with a warm meal, or thanking those who deliver packages, make meals, or stock the grocery store shelves really does have a positive impact.
Please join us and make a difference in your community this month, whether it’s sharing a story that puts a smile on someone’s face or just letting them know how special they are. In these uncertain times, this is just one simple way we can all help.
We look forward to our 20th anniversary next year, when we can finally visit those impacted in person, face to face.
By: Natalie Price
After the pandemic brought a swift and dramatic shift from a majority working in offices to a majority working remotely, it’s easy to think this trend might continue indefinitely. But anyone who believes the office market is permanently dead due to the COVID-19 pandemic should remember the only thing certain in life is change.
Big tech companies have made major adjustments to their work policies, USA Today recently reported. For example, Facebook plans for more remote work for its 45,000 employees even when COVID-19 is no longer a threat that requires most of them to work from home. Since the coronavirus disrupted office life, even companies with fewer resources and slower-moving cultures are likely to follow, the article noted.
"Many companies are learning that their workers are just as or even more productive working from home," Andy Challenger, senior vice president of staffing firm Challenger, Gray & Christmas, told the paper.阅读更多
But while there are certainly benefits to working remotely, working from home during the pandemic is less advantageous.
Satisfaction levels from working from home during the pandemic depend greatly on personal situation. Working parents with kids stuck at home who try to balance Wi-Fi usage and dueling conference calls find the situation far more challenging than couples whose kids are grown and out of the house. But it can also be a stressful for two working professionals living in a small apartment not to feel as if they are constantly under each other’s feet. And the sense of isolation and disconnection for single working professionals can also take its toll.
Bottom line, there is a big difference in being forced to work from home during a pandemic and having the opportunity to work remotely – wherever that might be.
We believe one of the biggest long-term effects on the workplace and the office market will be a greater emphasis on flexibility. Most companies will likely offer more flexibility on where and when its employees get their work done. Working remotely some days and in the office other days seems a likely scenario.
Bringing teams together in an office can foster a shared vision, increase creativity, provide training, build culture and togetherness, and sometimes lead to smarter solutions and better results for clients. Our business, like many others, is based on building trust and personal relationships— something difficult to do on a Teams or Zoom call. For all the benefits of working remotely, there are times when an office is an invaluable asset. While there will be short term pain in almost every sector of real estate, we believe there will be long-term gain.
The New York Times recently published a story about China’s early stages of return to normalcy.
“In Shanghai, restaurants and bars in many neighborhoods are teeming with crowds. In Beijing, thousands of students are heading back to campus for the fall semester.” it said. “In Wuhan, where the coronavirus emerged eight months ago, water parks and night markets are packed elbow to elbow, buzzing like before.
“While the United States and much of the world are still struggling to contain the coronavirus pandemic, life in many parts of China has in recent weeks become strikingly normal. Cities have relaxed social distancing rules and mask mandates, and crowds are again filling tourist sites, movie theaters and gyms.”
While it might be months before the U.S. is ready to reopen completely, I find this hopeful. The best advice we can offer our clients is not to make long-term decisions based on COVID-19.
If you’d like to learn more about how we can help your real estate needs, get in touch at NPrice@allisonpr.com
Natalie Price is a Senior Vice President with the Real Estate team where she focuses on the entitlement, development and marketing of commercial real estate.
Last year, the Census Bureau reported that for the first time in U.S. history, non-white and Hispanic Americans represented the majority of people under the age of 16 for the first time in U.S. history. This generation is key for marketers, and brands would be remiss to not pay attention to tomorrow’s younger, more diverse consumer.
Unfortunately, the COVID-19 pandemic is significantly impacting America’s diverse populations. The CDC reports Black and Hispanic people in the U.S. contract the virus at approximately four times the rate of non-Hispanic white people.
As several recent opinion pieces have pointed out (e.g. Los Angeles Times, CNBC, The New York Times), this is hardly surprising. Black and Brown communities in America have always faced unique challenges in America, including limited access to quality education and affordable healthcare. These obstacles are critical to understand if brands want to continue to engage with multicultural consumers authentically.
A study conducted by Alma Culture Lab earlier this year showed that Latinos are turning to social media more to share their optimism about COVID-19. So, while in-person interactions have taken a back seat this year, that sense of community is still achievable online. As such, we’re working with our clients to create digital experiences that are less about the product and more about the gesture.阅读更多
We’ve created mailers that evoke positive reactions, executed virtual campaigns that bring people together and even sent simple emails with the question, “How can we help?” Though not product-driven, these actions go a long way – especially among some multicultural influencers who view their followers as their community and their Instagram feed as their platform for social good.
If 2020 has taught us anything, it’s that compassion goes a long way. Efforts that go beyond the transactional relationship are key for fostering lifelong loyalty. And while brand marketers are ultimately working to drive sales, building brand affinity can be just as – if not more – valuable.
If you’d like to learn more about how we can help you with community and media relations strategies, get in touch at email@example.com.
Jessica Peraza is an account director at Allison+Partners in the Phoenix office. She focuses on community and media relations strategies for consumer clients and specializes in reaching Latino audiences.
As the typhoon gusts of geopolitics blow on the China-US relationship, those same winds are blowing away the assumptions on which our companies and clients have built their businesses for over a generation. Public relations professionals are being called upon to aid the firms caught in the contradictions between commercial goals, Beijing’s global ambitions, and Washington’s open discomfort with those ambitions.
Though this emerging challenge touches upon every industry, the core role that technological superiority and public information now play in global conflict has brought the brunt of the disruption down on the technology business generally and online services in particular. The greatest challenge of all falls upon Chinese companies seeking to extend their businesses beyond their home market. These brands now face a global phalanx of new stakeholders who know little about these firms, who watch their rise with surprise and even dismay, and who have the power to enable the growth of their global business or stop it dead in its tracks.阅读更多
By: Meghan Curtis
Leadership in the time of COVID-19, a monumental social justice movement, a divisive election year, an economic downturn and all while remote from my 45 team members in San Francisco and 500 colleagues around the globe?
I’m sure I’m not the first to say that these past months will give the Harvard Business Review enough new leadership content for years to come. And that executive leadership course I’d been pondering? I think 2020 has given me enough case studies, new skillsets and growth opportunities that I can hold off on that (for now).阅读更多
In all seriousness, this moment in time does afford us an opportunity to reflect on leadership in new ways and examine what our teams need most from those who lead now and in the future. As I recently put aside the daily to-dos and pondered my leadership journey of late, I had so many thoughts. Too many thoughts, in fact, as this is a topic I think about every single day and night. How do I best support and lead the San Francisco office, my colleagues and my clients? Like many leaders before me, I decided to seek input to help crystalize my thoughts, speaking to fellow leaders in and out of Allison+Partners, along with a number of my teammates whom I manage day-to-day.
How does one lead a virtual workforce during a pandemic that has no immediate end in sight? Here are four critical characteristics I’ve landed on, with a little help from some friends:
Lastly, I’d be remiss not to mention the simple importance of leading with positivity. While being a transparent and vulnerable confidant, it’s equally important to be buoyant for your teams. I think a sign at my daughter’s school says it best: “When you can’t find the sunshine, be the sunshine!”
I’d love to hear – what is most important to you in leadership these days? And if you are in a leadership position, how have you changed your ways in 2020?
Meghan manages operations for Allison+Partners’ headquarters office in San Francisco. While fostering a collaborative and entrepreneurial environment for staff to thrive, she also oversees strategic public relations campaigns for several consumer brands in travel + tourism, consumer technology, food + beverage and healthcare industries.
By: Tara Chiarell
After a generous 20-week paid maternity leave from Allison+Partners, I am back to work! We welcomed our second daughter on March 19, right as the country was shutting down for COVID-19.
Heading back to work looks a little different than it did when I left. While we have care for our daughters throughout the day, navigating this new WFH environment and not having the ability to see colleagues in-person is a bit of a transition.
Last week, working parents across the company provided insights about juggling parenting with work. There were many relatable moments and I was inspired by how accommodating and understanding our company and colleagues have been.
I’m sharing some insights that are applicable to all of us, not just working parents, during these unprecedented times:阅读更多
We are human; we are not robots. We are stressed; we now experience worry and anxiety like never before. We are separated from our support systems – family and friends. Give yourself some grace. Be empathetic to yourself and others. This is new to all of us.
Tara Chiarell is the General Manager of the Washington, DC office at Allison+Partners, focused on driving client and employee retention and growth. Coming up on 15 years, spanning two offices at Allison+Partners, Tara leads successful client campaigns across corporate, consumer and professional services.
Everything old is new again. This phrase came to mind last week when a local dairy re-started home deliveries. Having been in business since 1916, Portland, Ore.-based Alpenrose Dairy has experienced its fair share of ups and downs in the industry, but the pandemic opened up a new door for it to build up its brand in the area and employ more people as milkmen and milkwomen.
I couldn’t wait to sign up, and my first delivery happened without a hitch. I even received a postcard identifying my milkman by name (Korbin), his hometown (Washougal, Washington), his favorite Alpenrose product (chocolate milk), and a fun fact that his left thumb is double-jointed.
After discovering from relatives that my grandparents also had their milk and dairy products delivered by Alpenrose for more than 20 years starting in the 1940s, I’ve come full circle not only with my milk and cheese, but also with many other products and services that my earlier family members experienced decades earlier – a small, silver lining courtesy of the COVID-19 pandemic.阅读更多
Equipped with the latest technologies and adhering to all the social distancing and sanitation protocols, I and many others have adopted many of the same habits my grandparents held 70 years ago. With an app or a simple internet connection, I have groceries, pet supplies, furniture and personal items all delivered safely to my doorstep.
Expanding past the doorsteps and into a car, I can once again forgo the expensive concession stand at the movie theater and relish my drinks and snacks of choice at the local drive-in, whether it be a location already set up as one or a “pop-up” version that various retailers and property owners have developed during the pandemic.
While today’s drive-in audiences won’t hear the crackle of AM radio-controlled audio (most of today’s drive-ins use FM frequencies for a much-improved theater experience), there’s a true sense of private space drive-ins offer that cannot be found in a regular theater. No risk of sitting in gum or paying $15 for a tub of popcorn. Movie-goers can wear sweats, PJs or whatever feels most comfortable.
Also, slipping an arm around a date now doesn’t bump up against the legs of the person seated directly behind. And depending on the type of vehicle, watching a movie in lounge chairs from the back of a pickup truck or van delivers a new, delightful experience, with an FM transistor radio situated in between so the vehicle’s battery doesn’t drain down.
This brings back so many fond memories of my grandparents piling my cousins and me into the station wagon for a night at the local drive-in, all of us dressed in our pajamas with one favorite candy selection (I was a sucker for the Lik-m-aid/Fun Dips because they lasted longer) and plenty of popcorn. I was fortunate enough to still have a couple of drive-ins around while in high school, with a bunch of us piled into a friend’s Ford pick-up truck with sleeping bags to watch the movie “Red Dawn” when it first premiered, armed with Sony Walkmans tuned into the AM frequency and sharing headphones with our dates.
Another rediscovered experience from the past has been road trips. With airport travel dramatically reduced due to the pandemic and gas prices at affordable levels, what better way to get out of the house (now the epicenter of work, school, and regular life for many Americans) than to pile into the car and hit the open road.
I haven’t owned a car since 2004. But since the pandemic reared its ugly head in March, I’ve driven more than 1,500 miles in rental cars and rediscovered the wonderful sights in the Pacific Northwest. Long drives listening to whatever music strikes my fancy as I maneuver a low-mileage car through mountain roads and historic highways provides a sense of relaxation no airplane or train trip can deliver.
A recent article in The Economist, “Mid-century modern,” expanded on some other activities commonly done in years past (trips to state parks and breaking out those board games that can be played anywhere) that have emerged more popular than ever in a pandemic world. People still hide behind their phones as a way to socially distance themselves and feed their information addiction. But some have started setting aside their technological devices to experience many of the delights and comforts their parents and grandparents did in years past, even as we wear face masks and use plenty of hand sanitizer to stay safe.
The final silver lining to be found, particularly in urban centers, is re-establishing relationships with neighbors. With so many folks now working from home or unemployed due to the pandemic, people now see more of their neighbors, introduce themselves (how many of us in large cities can say we know all of the people living on their block or in their apartment building) and watch out for each other – much like folks did back in the 1950s. We make meals in our Instant Pots to take to neighbors who might have lost jobs, throw together parking lot parties (wearing masks of course) to celebrate the start of a new season, or commiserate outside on properly distanced porches about the possible postponement of professional sport seasons (still holding out for the NFL to start on time.)
Now more than ever, everything old has become new again, as younger generations take pleasure in “new” activities while some of us relive memories of former, less complex times. As the September approaches, it’s time to look up the local drive-in theater features, pop a bunch of corn, throw on the comfy sweats and slippers, and head out for that final taste of a summer from a truly unforgettable year.
But don’t dress too comfy – be sure to visit the concession stand to keep these drive-ins open for many more to experience. Some trends don’t necessarily need to go out-of-style again.
Tracee Larson is an account manager in the Corporate + Public Affairs Practice at Allison+Partners, working with B2B clients across multiple industries and regions. Currently working from home in Portland, Oregon, she’s starting to losing the battle with her cats taking over team calls and video chats.
Of all the slings and arrows this annus horribilis has delivered, the likely cancellation of NFL and NCAA football might sting me the worst. In no way do I argue losing a sport for one season is worse than the pandemic itself, the violence and protests in our cities, or the economic struggles of the day. It’s just that no matter what challenges life and history brought in the past, I could always rely on football as my brief escape from those miseries and concerns.
Like my fellow native New Orleanians, I grew up Catholic. But the other real passion there on Sundays is Saints football. The Superdome is my cathedral, I worship at the Church of the Holy Pigskin. Starting in 1978, I learned the rituals sitting at the right hand of my father and grandfather.阅读更多
To say the Saints stunk back then is a gross understatement. I can’t recall who the Saints played in the first game I saw, but there was something about that shiny gold helmet with the black fleur de lis that just touched something in me and still does. It felt like I always knew those colors and that symbol represented me, my family and the city I love. I loved sitting high up in the terrace and looking at the enormity of the building. I relished sneaking sips of Dixie beer my grandfather offered when my dad got up to go the restroom. I enjoyed playing football with the other kids in the dome’s wide tunnels during halftime.
The first game I saw at the dome was a loss. I was 5 years old, and I cried in my dad’s Datsun 280Z as he and my grandfather listened to the post-game show on WWL 870-AM radio. My dad occasionally pounded a fist in disgust on the steering wheel during the game recap, and my grandfather turned around, looked at me in the backseat and laughed: “Get used to this, kid!” He was right. In 1980, the team went 1-15, fans began putting paper bags on their heads in the stands and we became “The Ain’ts.” They didn’t improve for years.
It didn’t matter to me. By then, I was hooked and obsessed like many in the city. The team is as much a part of the city’s rich culture as jazz music, gumbo and partying to legendary excess. It might be the one thing that brings us all together, regardless of race, wealth, gender or any other isms we usually divide ourselves into.
But when my dad died in 1985, that team became so much more. I began to feel and believe that he was with me in spirit any time I watched a game. Win or lose, I still imagine him cheering or cussing along with me. For three or four hours every Sunday, dad visits and he’s delighted I love the team he loved so much.
In 1995, I moved to Atlanta – home of the despised archrival Falcons. The sight of red and black and that bird with the cheesy can-opener claw disgusts me like few things in this life. But back then, the internet was still in its infancy and I didn’t yet have the NFL Sunday Ticket. I couldn’t see my team, and I had to call my grandfather in the evening to get a full report. The Saints became my touchstone to home and everything I missed about it. Thanks to satellite TV, I haven’t missed a game since 1998.
After Hurricane Katrina destroyed the city, the Saints became the rallying point. When the powers that be did the impossible and reopened the dome a year later and the Saints routed the Falcons on Monday Night Football after an inspiring punt block by Steve Gleason, it signaled to us we could achieve anything and bring back our city. Everything was now possible.
My grandfather died one week before the Saints won their first and only Super Bowl. I talked to him the day he passed. Between sharing serious and lovely things, I admonished him: “Hey, old man! Don’t you go to see Jesus yet! We’ve got a big game this weekend!” I remain convinced his hand was the divine intervention of the crazy onside kick recovery the Saints executed to take over the game and eventually used to win that glorious championship. I cried tears of joy surrounded by friends in Atlanta. It felt like a lifetime of sticking with a losing proposition finally paid off and that all was right in my world. It felt as if New Orleans was back fully and on the international stage in a positive light.
Early August is training camp and preseason – a time when my friends and I all truly believe our teams will win it all. Hope springs eternal as the heat of late summer fades into the crisp autumn air.
This season is supposed to be the last for future Hall of Famer and Saints quarterback Drew Brees. The team is loaded with talent after back-to-back 13-3 seasons that ended in heartbreaking playoff losses aided by poor officiating. This is to be the year the Saints finally get back to the Super Bowl and win to send Brees into retirement with a championship that validates the Saints during his era as one of the best teams of all time. It also happens to be the season my LSU Tigers defend a National Championship after going 15-0 with arguably one of the best college teams of all time.
I don’t want to know what Saturdays, Sundays and Monday nights in fall look like without football. I’ll miss the anticipation of the weekly matchups. I’ll miss the smack talk among friends and rivals. I’ll miss the beers while glued to the TV feeling like nothing else in the world matters for three or four hours. I will miss seeing my people in Death Valley and the Super Dome. I’ll miss the Purple and Gold and Black and Gold.
So, I now send up prayers to my dad and grandfather to ask them to put in a good word with the powers that be and ensure we get our beloved games in 2020. Just like in the “normal times” that seem like years ago, I want to be in that number when the Saints go marching in. Who dat!
Jacques Couret is editorial manager of All Told and works out of Allison+Partners’ Atlanta office, where he boasts the company’s best collection of Star Wars desk toys.
By: Scott Pansky + Michael Ares
The abrupt shutdown of college campuses across the country midway through the 2020 spring semester took an unprecedented toll on students, faculty and staff alike. Forced to quickly shift instruction from primarily face-to-face to exclusively online, institutions struggled to deliver an educational experience on par with pre-COVID times. With the broad spectrum of approaches set to roll out this fall – ranging from modified on-campus instruction to a completely remote curriculum model – leaders face mounting pressure and high expectations to deliver on the core principles of scholarship, research and professional development.
Yet, every crisis presents opportunities – opportunities to learn, to pivot, and in some cases to completely overhaul policies, processes and methods. For higher education, these opportunities are particularly promising, offering the potential to remedy issues and inequities that were ripe for change well before the recent impacts of COVID-19 and Black Lives Matter movement demands.阅读更多
With some exceptions, most colleges were ill-equipped from a technology perspective to easily switch to an online education model. Investments have since been made in systems, networks, software, curriculum and training for both instructors and students to improve online instruction models, including efforts by colleges still attempting in-person instruction this fall. These investments should continue – and even increase. Online instruction at some level will remain an important delivery model for the foreseeable future, and a strong online curriculum can offset fluctuations in on-campus enrollment rates that are increasingly difficult to predict. Investing now will pay off, delaying the inevitable won’t.
“Communicate. Communicate. Communicate.” Words to live by in any crisis and particularly applicable to the challenges college communicators face in keeping all stakeholders abreast about circumstances and decisions that change – understandably – daily. Communicating effectively with higher education’s most important target audiences – students, families, faculty, staff, partners and donors – is critical to ensure success in today’s constantly changing landscape. In-person, event-based engagement campaigns are now largely out the window, while social media plays an increasingly important role in reaching key constituents. It is more important than ever to be authentic, responsible and transparent across all delivery and engagement platforms. Those institutions that take a strategic approach to allocating expanded strategic and tactical resources to college communicators and their teams will emerge in a much stronger position than most.
In the end, recognizing these “lights at the end of the tunnel” offers higher education leadership the opportunity to lead at exactly the moment their leadership matters most.
If you work at a higher ed institution, please feel free to contact Scott at firstname.lastname@example.org or sign up for our weekly COVID-19 updates.
Scott Pansky is a co-founder of the agency and leads Allison+Partners’ Social Impact group. Scott has extensive experience providing communications and crisis counsel to education, corporate and nonprofit organizations.
Michael Ares, Principle Owner of MDA Corporate Marketing, LLC, is a Higher Education Consultant providing strategic counsel and market positioning communications services for leading institutions, businesses and executives who lead them.
Amid the crisis, stakeholders need information and inspiration, and this puts unprecedented pressure on organizations to be more flexible, agile, innovative and empathetic.
I seem to hear two expressions every day. The first is “Matthew, you’re on Mute.” And the second is “How are you doing?” I suspect I am not alone.
The first one is easy to answer – a sheepish grin and a mouse click. How are we supposed to answer that second question? Every day seems to have a week’s worth of news, crises and emotions thrust into it. COVID-19, Black Lives Matter, recession, election, back to school, natural disasters…阅读更多
With so much happening at once, you can be forgiven a sense of constant disorientation. We don’t live in the “old normal,” and we’re clearly not in the “new normal.” We live in what I’ve come to call the “Now Normal” – a state of constant change and unpredictability wherein leaders have no prior experience or playbook to draw from to ensure success.
In March, Allison+Partners’ consulting arm, Allison Advisory, developed a framework of strategic approaches and perspectives to guide leaders through the crisis. Our aim was to help our clients craft strategies that wove together communications, marketing and business continuity that would allow their companies to come through this global crisis healthy and more resilient. We based that framework on how experience and logic suggested the disruptive crisis would progress in phases:
With some variation in geography or industry, most of us remain in the Command phase. The timing and nature of recovery remain unclear, and planning beyond month-to-month is little better than guesswork.
With recovery constantly receding before us, clients around the world seek our counsel on surviving, and even thriving, in the Now Normal. And while it seems axiomatic, our first advice is to lead, to be bold, directed and clear in the face of an instinct to drop, hold, wait and watch. Amid the crisis, stakeholders need information and inspiration, and this puts unprecedented pressure on organizations to be more flexible, agile, innovative and empathetic, all while sustaining a rapid tempo of clear communications:
Flexibility – Working from home, flex work schedules, delivery of products or services – programmatic approaches to change should be a thing of the past with priorities focused on pain points inhibiting transformation and future growth opportunities.
Agility – “Agile” is about more than software development. Enterprise agility and working in sprints, frees an organization to focus resources on critical pain points and opportunities, even in the face of constant change.
Innovation – Whether in process or product, managing through the crisis demands thoughtful but constant experimentation with new approaches, digital transformation, analytics and AI, and alliances and partnerships that might have been unthinkable before.
Empathy – Stakeholders are going through emotional gyrations they have never experienced. Leaders need to institute changes to address them. Diversity is no longer just an HR issue. Purpose needs to suffuse the organization, not exist as a marketing ploy. Reskilling and upskilling strategies will deliver to the bottom line. Setting a foundation in empathy is necessary as you manage through this crisis.
Communications – Leaders must be highly visible during this crisis. Transparency, accessibility and an obsession about constant communications are essential. Remember, stakeholders will remember how you acted (communicated) during this disruption. Putting your chief of communications in the C-suite will help ensure you get it right.
When this crisis does end, that end will offer opportunity for those most ready to capture it. After all, the renaissance was born from a pandemic. The key for all of us: success after the crisis will go to those who led most strongly through it. Lead boldly now, and your organization, and more importantly, society, will reap the benefits.
Allison+Partners is closely monitoring developments worldwide. In our weekly newsletter, we share expert perspectives on the pandemic's impact on marketing and communications, best practices in how to respond and useful tools and information to help guide you. Sign up to receive our weekly updates or visit our COVID-19 support page to learn how we can help you during this time.
MATTHEW DELLA CROCE
GLOBAL PRESIDENT, EUROPE + CORPORATE
An award-winning PR executive with more than 25 years of experience, Matthew leads the firm’s Corporate practice and oversees the growth and development of our European offices. He has extensive global experience helping businesses and organizations across industries grow and evolve.
Matthew's expertise includes reputation management, corporate brand positioning, thought leadership and executive visibility, change management, B2B marketing, social impact, C-suite counsel, crisis and issues management, integrated communications, influencer engagement, business and financial media and transaction communications.
He is a regular speaker at the Public Relations Society of America's annual conference, in IR Magazine workshops, and has served as a guest lecturer at New York University, Manhattanville College, Salem State University and in Columbia University's Strategic Communications graduate program. Matthew graduated with honors from Manhattanville College, where he was an All-American Scholar Athlete, and attended St. Catherine’s University, Oxford. He lives in Boston and spends as much time as he can in Vermont with his wife and daughters.
By: Kay Brungs Laud
The 2020 election is less than three months away, and COVID-19 pandemic and social justice movement continue to grip most of the nation. Many questions remain: How will governments and political organizations best support voters, how will election day look and will votes be cast in person or by mail?
It might seem like one person can’t make a big impact when faced with so much uncertainty, but there are several ways you can get involved to make a difference. However, when you start investigating ways to volunteer, it can often feel even more confusing and challenging as you try to find the right fit. Before you commit to anything, self-evaluate to assess your goals, your comfort level and what you hope to achieve through volunteering. Start by asking yourself the following questions:阅读更多
Thinking through and answering these questions should help narrow down the work you’ll be most passionate about supporting. Then, consider the following ways to get involved in this year’s election.
Support Voter Access
As discussed in my last blog, “Feeling Overwhelmed by The Enormity of How to Impact Real Change?,” the ability to cast a ballot is a remarkable privilege and one we must protect to ensure others have access to voting. We need to help expand access and information for people to cast their ballots. One of the ways you can help is by making calls to your governor, secretary of state or the state Board of Elections. Ask them two critical questions:
Tell these officials you are a constituent and concerned the upcoming elections won’t be conducted in a way that allows all voters to participate. On a federal level, you can call your senator to voice your opinion about the Voting Rights Advancement Act of 2019. The bill passed the House of Representatives and is now in the Senate Committee on the Judiciary.
Work the Polls
If you are comfortable volunteering in person and communicating with voters, consider signing up to be a poll worker. Election workers are essential to ensure our elections are successful, and concerns grow about poll worker shortages this year, as TIME recently reported. Many cities and states need volunteers, especially younger people to volunteer as poll workers for in-person early voting and election day. If you are interested in becoming an election worker at the polls, you can learn more about the requirements through the U.S. Election Assistance Committee. Its website details eligibility requirements and offers tips on how to work with your local election official to get involved.
Is one of your objectives to help get more people vote in November? If so, look for an organization that can set you up with the tools to register family, friends, neighbors and strangers to vote. There are lots of groups to choose from, such as HeadCount, League of Women Voters, When We All Vote or Vote Latino. You can also make sure your friends or family who live abroad or serve in the military overseas are registered to vote and receive an absentee ballot. The U.S. Vote Foundation can help provide all the information they need.
Canvass for a Candidate or an Issue
Are you passionate about a certain candidate or ballot issue and social distancing has you looking for new ways of connecting with people? Then think about reaching out to a candidate’s or a ballot issue’s campaign office to find out how to get involved. Campaigns rely on volunteers and need people to help with their Get Out the Vote (GOTV) efforts. GOTV activities can range for helping register voters to making calls, to answering questions about the candidate or ballot issue, to making sure people know when, where and how to vote, to putting up signs, to helping with fundraising, and even making meals for the staff and team of volunteers.
There are many other ways you can get involved and support this year’s elections. However, if you don’t have the time or interest to volunteer, please make sure you are registered to vote, have researched the candidates and the issues, and cast your ballot on or before Tuesday, Nov. 3!
Kay Brungs Laud is a senior vice president and works out of Allison+Partners’ Chicago office. Prior to her career in public relations, she lived in Washington, D.C., where she spent several years working on the Hill and was part of two presidential campaigns. She graduated from American University with a bachelor’s degree in Political Science.
By: Brooke Fevrier and Todd Sommers
Like most of my colleagues, I frequently worked remotely – in client conference rooms, airport restaurants, hotel lobbies, the middle seat – but spent most of my time in an Allison+Partners office. As the COVID-19 pandemic transformed A+P into a remote work instant adopter, the senior leadership team saw a need to understand the newfound challenges our roughly 500 global team members faced. To capture these insights, our in-house Research team began fielding short and frequent “pulse surveys” from early March through the beginning of June. They then shared aggregated results and findings with leadership to inform the agency’s approach to remote work policies and communications.
This wasn’t a tool we had available when I worked in-house, and I wanted to see what the Research team learned about this process that could be applied to other companies’ future employee communications. The following are excerpts of a Q&A with A+P Research Analyst Brooke Fevrier, who led the pulse survey process.阅读更多
Q. To set the stage, can you share the kinds of questions the Research team asked A+P’ers in our pulse surveys?
A. Our main priority was to keep the pulse surveys quick and easy for team members, while digging into the potential emotional factors the pandemic played in their day-to-day workflow. We asked employees to simply tell us how they felt that day, with answer options ranging from extra stormy, a little rainy, mild, partly sunny and finally all sunshine. We asked what communication channels and frequency would be most effective, and about their pre-pandemic life to better understand the level of disruption teams faced. For instance, did they normally work from home, always work in an office or, for some APAC employees, already start returning to the office?
Q. And to be clear, these frequent employee check-ins weren’t something we did as a company before the March lockdown. This was a unique challenge with everyone suddenly working from home, and the Research team was tapped to help. What kinds of questions were most useful – asking how people felt, how their lives had changed or open-ended questions?
A. That’s right, we didn’t conduct employee pulse surveys prior to March. The A+P Research team is usually focused on developing consumer and B2B surveys to uncover strategic insights for our clients and ensure the agency remains a thought leader. But as Cathy Planchard noted in her recent post on “The Economics of Employee Engagement,” we realized quickly that capturing employee feedback could be a powerful tool to surface insights.
The most useful questions were really a combination of all of them, as the data allows us to understand how each question response plays into employees’ likelihood to then respond a particular way to the remaining survey questions. So, how did daily emotions correlate with the positive or negative sentiment expressed in employees’ open-ended feedback? Was the way they felt that day due to overall pandemic anxieties, or was it something our senior leadership could help address? That’s where the data’s strategic value really came through – providing actionable insights that could help improve employees’ work life and ultimately strengthen the agency’s culture.
Q. Can you share how the data was used to inform A+P policies? Did this have an impact on internal communications?
A. Feedback from these surveys informed a number of our internal initiatives and communications, including weekly CEO updates, short videos from partners, monthly company calls and other one-off communications. We created an internal communications channel to share news, WFH life updates, best practices and lists of cancelled events. By providing company leadership with a multilayered sense of how people were doing across 30 offices, they were able to make data-driven and, importantly, employee-centric decisions. The surveys also gave a clear picture of employees’ comfort levels with returning to the office, which will now be completely voluntary when offices reopen based on employee responses.
Q. The range of topics covered changed dramatically over time from March and April shutdowns to the partial reopening of some regions, the Black Lives Matter movement and now the realization this new reality might last for all of 2020. Not every organization has a pulse survey program in place to inform communications. For those organizations, are there any insights you can share from our program that might better inform their future employee communications?
A. Three areas stand out to me that apply to other organizations.
First, we noticed was the volume of internal communications increased dramatically in mid-to-late March, and it was just too much information for teams to digest. For companies that plan to adopt new safety procedures, begin bringing people back to the office or introduce new policies, it’s invaluable to understand the channel, timing and frequency needed to ensure employees at all levels understand internal messaging or changes being implemented.
The second challenge will be the lack of a shared experience. Every market is different. New York in April was very different than New York today. Working moms with toddlers at home have a completely different experience than recent college graduates living alone. Many parents did their best to balance homeschooling and conference calls, but it was a major adjustment. You really need to think about the human experience, not just the corporate need to communicate.
Third, feelings about personal safety have also shifted throughout the process, and undoubtedly will continue to do so. Flexibility is a must – companies should be prepared to modify policies at a local level as conditions and overall sentiment change, keeping both employers and employees’ needs at top of mind.
Our biggest takeaway is that giving employees the opportunity to provide feedback and letting their voices be heard – whether in a pulse survey format or otherwise – has a tremendous ripple effect that results in more engaged employees and, in turn, better client service.
If you’re interested in learning more about how our research team can help you during this time, email us at email@example.com.
Brooke is a content analyst on the Allison+Partners Research + Insights team, specializing in turning quantitative data patterns into strategic insights and effective communication tactics for clients across all industries.
Todd Sommers is a senior vice president at Allison+Partners, where he leads a team of integrated marketers and brings together multi-disciplinary campaign elements to create compelling programs for clients.
By: Ali Donzanti
“We have an announcement coming up, and we need to make sure we pitch the analysts too.”
It wouldn’t be the first time a client has made such a request. But lumping in analyst relations (AR) with media relations is a common, and unfortunate, mistake.
While AR and PR programs both often fall under the “Communications” umbrella, they provide different strategic value to an organization. This means that each program’s development must also be approached differently. AR can make a huge impact if executed correctly – it can make or break business deals, is often the behind-the-scenes brains of many products and solutions and has the power to morph an industry’s direction.阅读更多
Kicking off an AR Program
Industry analysts (not to be confused with financial analysts) conduct market research to understand emerging business trends, company offerings, customer pain points and demands. It’s their job to understand as much as possible about their chosen market.
Analysts take on a daunting task and conduct their research in various ways. Their days are broken up between speaking with clients who ask for solution recommendations and/or discussing their pain points, speaking with vendors to understand upcoming solutions and researching content. They frequently conduct research surveys to develop research reports and sometimes test the efficacy of solutions.
You’ve probably heard of Gartner Magic Quadrants and Forrester Waves. These analysts reports compare the strengths and weaknesses of a particular solution within a specific market based upon vendor’s demonstrated vision and ability to execute. What many don’t know is these comprehensive reports take months to research and develop, and long-term relationship building between analyst and vendor is an essential element.
To build a successful AR program, we need to dive deeper into the analysts, content and timing.
Find Your Key Analysts
It’s crucial to find the right analysts who not only cover your space but also have influence in your industry. Many of the big firms, such as Gartner, Forrester and IDC, often carry weight based on reputation. But depending on the industry, a specialized smaller boutique firm might have more influence in your market and ultimately speak directly with the customers you’re trying to reach.
Present the Right Content
This is where we often find confusion between targeting analysts and reporters. The key here is to remember analysts want fact-based information on an ongoing basis, while reporters want news-driven and timely content. Analysts want the details on new solutions – what are its inner workings, how’s it implemented and what’s the adoption rate?
Decide on Presentation Format
Depending on what you share with an analyst, you should consider different formats, including presenting the information in a briefing (information flows from vendor to analyst) or in an Analyst Flash (similar to a press release but removes “fluffy marketing” content). If you have a subscription to an analyst firm and you ask questions for analyst feedback and insights, this can be in the form of an inquiry (information flows analyst to vendor).
Select Your Spokespeople
You’ll need to have a subject matter expert (SME) who can talk about the details and orchestration behind a solution and can comfortably answer the question, “Why are you doing this?” And this might not be the same people you use for media interviews. This is the perfect opportunity for your SMEs to start building relationships with your key market influencers. One option is to have designated “pairings” of analysts and SMEs to ensure you develop relationships that can be fostered.
Timing is Everything
This is another area where we see confusion between PR and AR. But here’s the difference – reporters receive the final product, while analysts, if consulted correctly, can help shape that final product. Organizations that understand the value of analysis insights involve them in early stages of solution development, frequently produce robust solutions and are in strong positions to be included in key research that (prospective) clients consult before making buying decisions.
Building and establishing a strong AR program takes time and, as suspected, a lot of research. These are the basics to start understanding how to approach an AR program. Stay tuned for upcoming blogs that dive into how to leverage AR within other parts of your business and how to understand the true value appropriately executed AR can bring to an organization.
If you’d like to learn more about our analyst relations capabilities, get in touch at firstname.lastname@example.org.
Ali Donzanti is an Account Director in the Corporate + Public Affairs Practice at Allison+Partners. She focuses on external communications for a number of global B2B accounts across a wide variety of industries including emerging tech, cybersecurity, healthcare and more.
For decades, the back-to-school shopping season has been a dependable boon for brands -- second only to the holiday season -- as kids and parents seek out new outfits and supplies for the classroom. In 2019, back-to-school saw approximately $80 billion in sales.
But amid the pandemic, with the uncertainty of what school will look like in the fall, the once-reliable shopping season has been upended, leaving brands and retailers -- not to mention families -- in the lurch.阅读更多
By: Paul Sears
Modern life had already transformed the idea of brand. As the pace of change continued to accelerate, consumers became more and more fragmented and storytelling moved further outside the brand’s control. The beachhead of brand loyalty washed into a sea of choice and immediacy. Gone were the days where product and service defined the brand – experience, purpose and social responsibility were the new currency.
And then COVID-19 happened. We thought we might briefly cocoon in spring and quickly reemerge to a flat curve and a near-normal life. Yet here we are in the heat of summer, still at home, still social distancing and still unsure what back to school will look like for the upcoming school year. We’ve taken to calling it the “now normal” since it’s clearly here to stay.阅读更多
As the world copes with unprecedented change, brands must prove they are essential if they are to survive. That means being even more dynamic – bringing the future roadmap into the present, innovating product and service delivery, streamlining operations, and inventing new business models. That means finding faster pathways to customer insights, to stay two steps ahead of emerging customer needs. Throughout these transformations, a brand must also remain true to its core, reaffirming why its customers view it as essential in the first place.
The need to be dynamic creates tension between truth and trajectory. A brand that honors its core truth reinforces its customers’ trust and loyalty. Yet every new product, every new acquisition and every new executive hire hurtle the brand forward along its trajectory. Unchecked, these moves have enough kinetic energy to shift the brand off its center of gravity.
To keep pace with transformation, we must speed up the process of slowing down. To guide effective innovation, brand leaders must pause and answer the fundamental questions – why will customers give us permission to enter this new market and how will we serve customers consistent with our values. Brand leaders need a finger on the pulse of evolving customer behavior in order to rapidly respond with effective new strategies. Yet they must also take time to vet those new trajectories through the truth of the brand. A fast insights framework is needed to speed up the process of reconciling trajectory with truth.
A fast insights framework enables brand leaders to quickly analyze emerging customer trends using real-time data, while also providing clear criteria for brand governance around new innovations. Through AI and automation, customer interviews and ethnographic studies can be analyzed in minutes. Online discussion boards capture customer needs and preferences in near real time. Millions of digital conversations can be parsed to show motivations and barriers along the buying journey. And a wealth of secondary sources provide macro-trends from ongoing studies. A modern data toolkit must be at the ready, along with a smart strategy team to interpret the signals into actionable insights.
Once empowered with insights, brand leaders must then address the fundamental questions that make an innovation effective. Having an established process to quickly align the organization around the why and the how are key. It’s easy to chase a flashy new initiative, but it’s much more costly to walk it back. And if COVID-19 has taught us anything, what the market needs today will probably change tomorrow. Using a fast insights framework, the brand can quickly assess emerging customer needs, iterate new expressions of the brand, and align trajectory and truth to ensure long-term success.
As we all wait for a treatment or vaccine, a chorus of analysts, journalists and brand leaders chant “there’s no going back.” Many new consumer behaviors created during COVID-19 are here to stay for the long haul. The pandemic will leave its mark upon the world, making it more important than ever for brands to be dynamic – with a fast insights framework that helps them stay essential and stay alive.
If you’d like to learn more about how we can help you with your branding needs, get in touch at email@example.com.
Paul Sears is Executive Vice President, Integrated Marketing. With nearly 20 years in advertising, social media, content and brand strategy, Paul spends most of his time helping clients sharpen their strategic focus – at the brand level or for individual products and campaigns.
By: Jessica Peraza
I grew up in a border town that’s 95% Latino, and I’m still trying to figure out if that was a blessing or a curse.
Ignorance is bliss, but obliviousness is reckless. Fortunately, the Black Lives Matter movement has ignited household dinner-table conversations about racism across America. Last month, I spent an hour on the phone with my grandma talking about racial injustice – a sharp contrast from our usual conversations centered around relatives and sewing projects.
These conversations are crucial, even if uncomfortable at times, to confront racism within our own communities and homes.
While I don’t normally consume my news in Spanish (hello, biculturalism!), that’s not the case for millions of Latinos, including my grandparents. In fact, Univision Network reaches an average of 5 million Hispanic adult viewers (ages 18-49) per week, out-delivering its English-language broadcast competition by 34%. However, both Univision and its leading competitor, Telemundo, have been called out in recent weeks for perpetuating racial bias in their coverage of the Black Lives Matter movement.阅读更多
In June, national political advocacy group Mijente launched a petition urging the two major networks to shift their news programming to allow Spanish-speaking Latinos to better understand anti-Black racism. The group said in a statement that the two networks have “contributed to the Latino community’s skewed and incomplete understanding of the current crisis.”
Unfortunately, an anti-Black narrative has long existed within the Latino community, mainly in the form of microaggressions. Colorism exists among Latinos, and those with fair skin are frequently viewed as “ideal.” And while many national outlets diligently reported the news from the protest scenes across the country, some scrutinized Telemundo and Univision for sensationalizing the relatively smaller percentage of violence and looting that occurred at the same time as the protests, rather than focusing on the majority of peaceful protests and the central message of the movement. Many people also took to Twitter to express their frustrations, urging changes toward unbiased reporting and more inclusive newsrooms.
Spanish-language news anchor Jorge Ramos recently wrote about the lack of representation of Afro-Latinos in today’s media landscape in The New York Times. He noted that while Afro-Latinos account for 25% of the overall U.S. Latino population, they’re less likely to have a college education and more likely to have lower family incomes. Afro-Latinos often struggle with navigating racist comments from those within their own communities, based not on their culture, but on their skin color or hair texture.
Neither Univision nor Telemundo have publicly responded to the online petition, which nearly 14,000 people have signed. However, both have continued to cover the Black Lives Matter movement.
Whether their news coverage was purposely biased or implicitly racist, this moment has inspired many of us to reflect on the type of news we consume and how it might skew our actions. I believe in the positive power of journalism – after all, my job depends on it! And I hope younger generations of Latinos continue to hold news outlets accountable, because there’s no place for racism in our world, let alone our newsrooms.
If you’d like to learn more about how we can help you with community and media relations strategies, get in touch at firstname.lastname@example.org
Jessica Peraza is an account director at Allison+Partners in the Phoenix office. She focuses on community and media relations strategies for consumer clients and specializes in reaching Latino audiences.
In this current uncertain climate, recruitment has become increasingly difficult for both the candidate and employer. But at Allison+Partners, we decided this would not stop our recruiting efforts.
While we knew the COVID-19 pandemic would be challenging, we also knew it did not eliminate the ability or the need to conduct informational interviews. Therefore, we decided to continue scheduling informational interviews with candidates and move forward with active outreach.
Some steps I have taken during this time to keep connected include posting on LinkedIn and reaching out to my network, partnering with various organizations, connecting with graduates and alumni at local universities, and speaking with employee referrals.
I have always suggested informational interviews with candidates, because you never know what might come out of it. I have hired many candidates over the years after keeping in touch with them even when I had no specific job opportunity to offer. It can be beneficial at any stage of the job search, as you can gain new and exciting insights into an industry you never explored and simultaneously grow your professional network.阅读更多
Informational interviews are also beneficial for the employer. At Allison+Partners, we knew we wanted to be proactive and develop our candidate pool to maximize the potential of a new position at our agency.
Some helpful hints for candidates planning informational interviews:
The need to recruit talent and hire the best fit for our company remains critical, especially in a time of great change. It is an ideal time to explore different avenues to source diverse talent with varied backgrounds and from different industries. Now is the time to build deeper connections, prioritize diversity and inclusion, and navigate the market for top-tier talent.
If you or someone you know would like to schedule an informational interview, please reach out to email@example.com. I schedule calls weekly and will coordinate a time to connect.
If you'd like to sign up for our weekly COVID-19 updates, click here.
Jules Smith is the Vice President, Talent at Allison+Partners based in the New York City office.
The majority of B2B companies have not conducted primary research focused on their customers’ needs and challenges in the last 12 months, as the sector struggles to humanise their communications in an era of brand storytelling, according to new research.
A new report by global marketing and communications agency, Allison+Partners reveals that whilst B2B marketers wish to evolve their brand strategy in favour of more human connection and conversations to engage with their audiences, they struggle to put this into practice.
As empathy, trust and care become increasingly vital brand currencies, particularly during these uncertain times, more B2B brands will look to follow suit and talk more
“human”. Businesses that are able to adapt quickly and execute against timely events are the ones that survive and thrive. The survey, which included input from 400 marketing directors in the UK and Germany, found that:
By: AnnMargaret Haines
Before COVID-19 became a pandemic and states across the U.S. began to shut down, it was incredibly rare for someone in my family group chat of 10 to simply send a text – and connecting on a group video call was unheard of. But once the reality of the pandemic set in, our family decided we needed to check in on each other, especially because my dad and sister have health conditions that put them in the “at-risk” category). So, my mom sent us a Zoom calendar invite for one Sunday afternoon.
And it was a smash hit.
Between the 100% attendance rate, abundance of dogs and guest appearance of my nephew in his dinosaur costume, we knew this needed to happen regularly. We immediately changed the calendar invite to a weekly occurrence, and now I feel closer to my family than I have in a long time. I’ve lived on the opposite side of the country from my family for the past five years, so it feels silly it took this long for me to understand the importance of video calls. But I know I’m not alone in this COVID-19 epiphany.阅读更多
As professional communicators, we understand the importance of consistent, clear communication to foster and maintain strong relationships with our clients, the media and colleagues. So why doesn’t that always transfer to our personal lives?
It feels challenging to keep in touch with friends and loved ones who aren’t in close proximity. But it isn’t. We live in the 21st century, and we have technology at our fingertips to connect with anyone anywhere in the world at any time. So why did it take a pandemic for my family to realize the value of technology to help us stay in touch?
Besides using Zoom to connect with friends and family, people have found new and creative ways to use their talents to help people come together and stay entertained during this challenging time. My brother-in-law BJ, the former head chef at a Michelin star restaurant in Washington, D.C. who now works on opening his own restaurant in Columbus, Ohio, took to Instagram to help his friends and family eat well during quarantine. He started hosting Instagram live cooking classes every Sunday so people could follow along and cook delicious food together – from biscuits with miso honey butter to the perfect fast-food burger. It was such a success, a Columbus paper wrote about his classes and invited more people to attend. Not only has he helped maintain togetherness during quarantine, he’s simultaneously bettered his career by earning free PR and keeping his chef skills sharp.
It’s incredible to see the new and creative ways individuals and brands have taken advantage of technology and their extra free time to showcase their strengths and bring people together. From dance challenges on TikTok, to virtual events and webinars, there’s so many ways for us to connect with each other virtually. While many are without jobs or traveling to work sites amid the COVID-19 pandemic, a lot of us have technology to thank for helping us stay employed during this time.
Before March, many of us took technology for granted. It’s important to remember how lucky we are to live in time when we can stay in touch with each other no matter the distance, even during a global pandemic. Even just 30 years ago, it would have been a different story.
We need to continue to harness the power of technology to lessen the negative effects of quarantine so we can continue to stay home, stay safe and combat the spread of COVID-19.
If you’d like to learn more about how we can help you with your media relations needs, get in touch at firstname.lastname@example.org.
If you'd like to sign up for our weekly COVID-19 updates, click here.
AnnMargaret Haines is an assistant account executive based in the Phoenix office. She specializes in writing and media relations for a variety of clients in industries spanning healthcare, education, nonprofit and consumer technology.
Allison+Partners (A+P) China team recently won a series of eight major pitches, a particularly impressive feat under the pressure from the COVID-19 pandemic. Managing Director & Partner of A+P in China Jerry Zhu shares the secrets behind their eight-pitch winning streak.阅读更多
Editor: Congratulations on your eight -pitch winning streak!
Jerry: Thank you. Actually, there is no better way to start the year with so many wins, especially in the face of the pandemic. I am very grateful for the trust our clients have shown in us and the extraordinary effort our teams put in to achieving this. This also proves that A+P has won a seat at the table with the best-in-class and has gained considerable recognition in China.
The clients we won cover a wide range of industries, from B2B to high tech, from agriculture to real estate, from luxury and consumer goods to finance companies, which demonstrates the depth and scope of our service. We also have a good balance between multinational companies to local listed ones.
The success A+P has achieved in China is a good reflection of our success worldwide. Over the past few years, A+P has grown from a medium-sized PR company to a large, multidisciplinary integrated marketing agency. We have just been named one of only seven “Best PR Companies of the Decade” by industry trade outlet PRovoke, and according to the agency’s rating score, we are also one of the only two PR companies to receive a score of 10/10 score by the same organization for 2020. This year we were also named the “Best Place to Work” among all the large agencies. All of this is thanks to the efforts of all A+Per’s globally.
Editor: In today’s ever-changing PR environment, how do you think we can best get to grips with client needs?
Jerry: As an agency, you must put yourself in the clients’ shoes and consider their points of view.
There are four main reasons why a client turns to an agency – the need for strategic consulting, looking for fresh ideas, utilizing the agency’ expertise, and seeking unique resources.
Some client’s inhouse team are also veterans in communication, and they may also have a good sense of PR and developed great PR strategies for their companies. However, an agency’s strength lies in its rich professional experiences across several industries and disciplines, and it is an inspiring reference for client to cross check if their strategy is on the right track, or taken all factors into consideration. This is particularly true when it comes to crisis and issue management or government relations.
When there is a difference of opinion between you and your client, you need to have a certain level of flexibility, as there can be aspects that you don’t see as an outside consultant. But this does not mean blindly following the client’s direction, and you shouldn’t immediately concede for the sake of easy business cooperation. Only by having a professional opinion can you show the client the true value of your agency.
There are also clients that are counting on an agency for fresh ideas. With many years of experience with different clients, the agency is at the forefront of newest and most compelling communication ideas. Therefore, clients can get a better marketing plan and more effective solutions than they can devise on their own.
The third type of client is seeking an agency’s expertise. Even though some clients may have their own ideas for how to meet individual communication needs, they may be unsure of how effective a certain method is or whether their desired results can be reached in this way, so they look to draw from an agency’s experience to answer these questions.
These cases include creative consumer campaigns, social media viral marketing, design of sophisticated H5 functions or WeChat mini programs, or large-scale offline events. For example, we have met quite a few clients who want to tap our experience in the China International Import Expo (CIIE) as they may participate for the first time and want to avoid possible pitfalls in order to maximize the efficacy of their communications.
The last kind of clients is seeking resources necessary to effectively implement a plan. To meet this kind of client demand, the agency needs foster relationships with influential organizations and industry insiders, such as associations, key opinion leaders (KOLs), and partners, a network they have often accumulated through previous client work.
Only when your agency’s capabilities match client demands, can the collaboration be long lasting and mutually beneficial.
Editor: Since clients have a diverse set of requirements, what do you do if your agency’s ability doesn’t match their needs?
Jerry: In the current environment, there is no company that has absolute superiority and is able to take on all cases. An agency mainly aims to combine its direction, staff, and previous experience to build a team that is able to meet market demand and make itself competitive. Therefore, it is only natural that sometimes your experience does not meet some clients’ demands. When this is the case, the most important thing is to build trust. From the time when you first become acquainted with a client, they may provide you with opportunities to build a professional relationship over the period of a year or even a decade.
When you are awarded with the contract, the client is not only giving you their trust, but also putting their name to your corporate reputation and future. It’s therefore ill-advised to go after a project and break that trust just for the sake of a service fee.
If you find yourself in this kind of situation, you should politely explain to the client why you may not be a good fit for this project and excuse yourself from the pitch. If possible, you can even introduce the client to another agency that is better able to meet their needs.
Editor: We, of course, don’t live in a perfect world, and we often hear about fake bids, accompanying bids, and under-the-table deals, how would you judge whether or not you can meet a client’s demands when you receive a request?
Jerry: The first step is to be honest in your own abilities when you receive an RFP. You need to judge whether your capabilities match the client’s needs, but it’s also very important to pay attention to the RFP itself to avoid losing sight of what the requirements are.
By communicating with the client, you can quickly work out the authenticity and feasibility of the RFP. You can refuse an RFP if the client cannot provide a budget range, a written RFP or a Q&A section, or in the case that they invite six or more agencies for submit the proposal, limit the presentation time to 30 minutes, or have 10 departments that jointly evaluate the bids.
That said, once you decide to accept an RFP, you must be “all-in” to develop the proposal.
Building trust with the client starts at RFP process. At this point, you need to have full confidence in your capabilities and authentication of the RFP. If you have reservations, you won’t be able to provide a convincing, highly-quality plan. Clients will be able to sense it, and when they see a low-quality plan, they will question your agency’s capability and quickly close the door for any future cooperation. It is similar to dating. When you first start seeing someone, you need to be serious about it. You need to go into the relationship with confidence.
Different clients have their own ways of handling the bidding process. Some clients may give you complete freedom and only want to see the final plan. Other clients may want to follow up with you at every step of the way and ask if you have any questions or issues, wanting to make sure the plan does not deviate from the direction they expect.
Whatever the case may be, as an agency, you should start building a relationship of trust from the very beginning by proactively following up and responding to the client’s queries. Some clients may even make their final decision based on how serious, engaged, and professional an agency behaves in the early stages of interaction.
The third step is to put together your client’s dream team.
During the bidding process, you should put together a team whose capabilities are best able to meet the client’s demands. Some agencies focus solely on their internal conditions and requirements. For instance, they may mainly consider which team needs more business or which team has the bandwidth to cover the new work. However, the company should have a flexible mechanism so that the best people for the job can be invited and teamed together to offer the best value for the client.
This is a great advantage of A+P: we have a flexible mechanism and culture. Allison+Partners has one P&L, which allows us to put the best people on client business no matter which team they belong and which city they are based.
Finally, you need to understand the clients’ requirements.
PR and communications are ultimately there to serve the client’s business. You need to be aware of what challenges the clients encounter in their work, how they would like PR to help deal with these challenges, what obstacles they are facing, and what type of communications the company tends towards. You need to be empathic and be able to put yourself in their shoes, and be aware of their concerns; only then can you become the agency that best understands the client.
To sum it up, whatever the type of client, their reasoning for choosing an agency doesn’t change. They are looking for an agency that understands their industry, provides creativity, has the experience and resources to deliver results, and has a profound passion for the work and an interest in their business. We won this series of pitches because we best met these requirements.
Editor: Thank you for sharing your insight with us. I wish you all the best for the future of Allison+Partners.
Jerry: Thank you.
Jerry Zhu is the Managing Director & Partner of A+P in China.
WEST PALM BEACH, FL: Fast-casual restaurant chain BurgerFi International has hired Allison+Partners as its PR AOR.
The agency started working on the mid-six-figure account on June 24, following a formal RFP. Five firms pitched for the business, said Lisa Rosenberg, partner and president of consumer brands at Allison.
The agency is planning to drive BurgerFi’s consumer marketing initiatives and support franchise sales efforts and thought leadership. The agency will build brand awareness through integrated communications programs and generate publicity for key initiatives, promotions and product offerings. Allison’s work includes the launch of BurgerFi’s first national brand campaign and customized local outreach supporting store openings. The firm will also work to increase awareness and interest in franchisee buying rights.
Emboldened by a new culture of challenging the status quo, brands are putting institutions on notice, from an 88-year-old professional sports franchise to the world’s largest social media company.
FedEx, Nike, Coca-Cola and Starbucks are among the brands exerting their influence with companies they do business with, demanding big, history-making changes. And those progressive brands are being cheered on and counseled by agencies that are encouraging them to be ambitious.阅读更多
By: Cameron Davis-Bean
First, take a moment today to thank your social media managers.
The past three months have kept them in constant crisis communications mode. They’ve fielded questions and criticisms about your brand they likely never anticipated, and the content strategies they spent hours carefully crafting have been entirely disrupted. On top of any personal stress they might feel as a result of the COVID-19 pandemic and the horrifying deaths of George Floyd and other Black Americans at the hands of police, their eyes remain glued to your feeds. They immerse themselves in a nearly constant swirl of anxiety and outrage, because that’s their job.
It’s OK to push pause while you refine your strategy
There is no playbook for social media during a pandemic, and it may be uncomfortable for a brand to address issues like racism, inequality and injustice. In many cases, brands have smartly chosen to temporarily stop posting on social media while they determine the most helpful role they can play.阅读更多
I recommend this approach for a few reasons. It shows your brand understands that in times of national crisis, people don’t want to hear your marketing pitch. It also gives you a chance to examine any content you created before the crisis, and ensure it’s reflective of the helpful, supportive role your brand can take in times of cultural challenge and change. Once COVID-19 sparked shelter-in-place orders across the country, any content mentioning travel, going out, gathering in large groups or any other activities outside the home became temporarily useless. Furthermore, taking a pause allows you to listen to your audience to better understand what they need from you in that moment.
Pivoting your social strategy for the new normal
As we move from crisis communications to a “new normal,” you might struggle with how to adjust your social content strategy to the new reality. That’s OK, and we can help. By following the framework below and revisiting it often, you can plan social content that will drive results for your business while staying sensitive to current events.
1. Identify and understand your audience
Learn, adapt and repeat
Change is the only constant in social media. By repeating this cycle on a regular basis, you can continue to improve your content with the learnings you generate. Each time you sit down to create new content, do a quick check-in on steps 1-3 above and consider whether you’ve learned anything new that can better inform what you create next. Measure your efforts on a regular basis, and don’t be afraid to make a change when you see something doesn’t work. By leading with listening and consistently crafting content with your audience in mind, you’ll find success over time.
If you’d like to learn more about how we can help you with your campaign development and integrated marketing, get in touch at email@example.com.
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Cameron Davis-Bean leads campaign development and execution for integrated marketing programs as an Account Manager at Allison+Partners. He works to find the perfect blend of earned, owned, paid and shared media to drive business results for clients.
If in the end, it’s all about growth and putting zeros behind other numbers, then Scott Allison has to be pleased at what he’s accomplished at his eponymous firm.
According to the shop’s profile in the PRWeek Agency Business Report 2020, revenue at Allison+Partners rose 19% in the U.S. and almost 23% globally, which meant 2019 gave the agency its 18th consecutive year of top-line growth.阅读更多
Cause marketing, as we know, is not a new phenomenon. But COVID-19 has forced brands into thinking about their cause marketing strategy more effectively, especially with increased public scrutiny, and studies and reports pointing towards brand purpose heavily influencing consumers.
"We've seen an increase in cause marketing briefs in the industry, with two key drivers of this shift—brands putting purpose at the centre of its marketing efforts and brands seizing the opportunities presented to do something meaningful to support its communities during this time," says Jeremy Seow, APAC managing director, growth and innovation, for Allison+Partners.阅读更多
By: Scott Pansky
Focus, transparency and a return to core principles lay the foundation for real change.
There is a wildfire burning, and it is spreading fast. The COVID-19 pandemic was the match that lit these flames, exposing deep fractures in public and private institutions that have been around for generations. Responses to the pandemic from many of our leaders -- in both words and deeds -- have fallen woefully short, amplifying a serious erosion of trust that grows on a daily basis.
Nowhere are these fractures more evident, this erosion of trust more glaring, than in higher education. For months, we have been watching colleges struggle with the impact of the pandemic in real time, with the financial challenges of returning to campus instruction dominating the public conversation. Despite more than two million Americans having already been diagnosed and infections continuing to rise, we see many universities forging ahead with plans for on-campus instruction this fall. Testing, tracing and physical distancing protocols remain vague and aspirational, leaving more questions than answers about the safety of literally millions of students and faculty.阅读更多
If you follow any brands on social media, it’s highly likely you’ve noticed them change their logo to one incorporating the rainbow flag. You might have also seen rainbow flags flying outside of government buildings and businesses’ head offices. All of this is to mark Pride month which takes place in June each year to advocate for rights and visibility for the LGBTQ+ community.
Although cities globally hold their Pride events at different points in the year, many fall within June so they line up with the anniversary of the start of the Stonewall Riots in New York, which lasted from June 28th until July 3rd. Stonewall is largely credited as the birth of the modern day Pride movement. What started as riots against police brutality in New York (led mainly by black trans members of the community) would evolve into marches around the world demanding acceptance, visibility and legal protections for LGBTQ+ folks.阅读更多
This year will be different due to COVID-19. Most Pride marches have been called off to prevent further spread of the disease, and while there are plenty of fantastic events taking place online, the absence of Pride as a physical presence this year is very strange indeed. It’s a big loss for the community, particularly at a time when lockdowns have hit LGBTQ+ people particularly hard.
Why Pride still matters today
The biggest misconception people outside (and inside) the LGBTQ+ community have about Pride is that it’s a big party. It’s easy to see why. These days many marches feel more like a carnival than a protest. However this ignores the true history and purpose of Pride. Pride started as a riot and has always existed to protest and push for progress and change (and yes, to celebrate the progress we’ve made).
Pride matters today because the LGBTQ+ community still faces big challenges, at home and abroad. It’s still the norm for LGBTQ+ people to be bullied, and too many people still die by suicide. The rights of the trans* and non-binary community are continuously under attack and far from secure. And there are still 70 countries around the world where homosexuality is illegal, and 12 where homosexuality carries the death penalty. There is lots of work to do, and plenty to still protest.
Pride also does not exist within a vacuum. As a community we need to recognise that some parts of our community have made progress, but left other parts behind. The Black Lives Matter movement is just as important in the LGBTQ+ community as it is within wider society, and this year many Pride marches have evolved into Black Trans Lives Matter marches, with more in common with the first Pride marches in the 1970s than with the Pride parties of the last decade.
How brands can be allies
Most members of the LGBTQ+ community want brands to support us. However what is really needed and appreciated is authentic support, rather than virtue signalling. COVID-19 will lay bare this distinction. This year, it will be clearer than ever which brands genuinely supported the LGBTQ+ community, and which were doing so for some free advertising at Pride.
Being a true ally to the community means supporting LGBTQ+ causes when times are tough. If you’re a brand that usually spends big on sponsoring floats in Pride marches, but then pulls all budget out of Pride because marches are cancelled, it becomes pretty clear that this support wasn’t genuine.
The same goes for those rainbow logos. It’s nice when a brand changes its logo to include a rainbow, but what does it actually mean? If it’s not backed up by actions, it’s an empty gesture, and you’ll be called out pretty quick.
Listen to queer voices
Brands who want to authentically support the LGBTQ+ community need to listen to queer voices. The best place to start is with your own workforce, and this is why company Pride groups are so important. Action should be led by members of the LGBTQ+ community, and brands should then leverage their resources and platform to make these voices heard.
Brands should also put queer creators front and centre. Does your brand want to do something that authentically supports the black trans community, for example? Then write the cheques and pay for black trans content creators to help you create campaigns and shape your actions. Doing the right thing usually isn’t free, but building a brand that fights for causes alongside its customers is worth its weight in gold.
Pride is more than just a month
There’s a running joke on social media that as soon as Pride month ends, brands immediately ditch the LGBTQ+ community. It’s all tied up in the idea that brands never really cared, and it was all to sell a few more rainbow T-shirts.
If your brand truly wants to support its LGBTQ+ workforce, advocates, and customers, it needs to do so all year. As someone who volunteers with an LGBTQ+ network helping with brand partnerships, I can tell you we’re always way too busy in June, and never busy enough during the rest of the year. PR and marketing folks love to link activity to specific days and months, but this is one of those cases where you don’t need to wait for June to do something positive for the queer community.
How to support the LGBTQ+ community all year long
When it comes to your brand, here are some simple ways to make sure your support for the LGBTQ+ community is authentic:
Pride matters deeply to most members of the LGBTQ+ community, which is why it’s so disappointing when brands see it as a sales or marketing tool. Authentic support is hard, but as consumers make it increasingly clear that they want to buy from brands that align with their values, it’s worth getting right. As Pride month draws to a close in this unusual year, brands have an opportunity to step up and show that even without the party, Pride matters all year.
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Andrew Rogers is an Account Director at Allison+Partners.
By: Jessica Peraza
I’m certain about two things in this pandemic: Masks are critical, and I spend entirely too much time with my dog.
I adopted Luci last fall exactly three weeks after getting married – for better or worse! Since then, she’s ruined an end table, two pairs of earphones and about seven of my favorite shoes. She’s also kept me company on walks, watched countless episodes of Gilmore Girls on my lap, and unintentionally taken over my Instagram feed.
Of course, much like a new baby, a puppy or kitten require constant attention. I cannot tell you the amount of times I’ve left Luci alone for five minutes only to come back to a chewed shoe. And while it may be frustrating and stressful in the moment, I tend to forget about her mishaps as soon as she curls up next to me for a nap.
During the pandemic, people have once again found comfort in the companionship of their furry friends. Many spend more time at home, and shelters across the U.S. have seen record numbers of cat and dog adoptions. In Arizona alone, the Arizona Humane Society reported a decrease in average length of stay for both dogs and cats by nearly 10 days, meaning pets spend less time in a shelter before finding a temporary or permanent home. Unfortunately, shelters also face the potential dilemma of having an influx of pets returned once shelter-in-place is over.阅读更多
Our research team conducted a survey in 2019 for our client Dignity Health that highlighted the health and happiness benefits of pet companionship. The survey of more than 1,000 Americans found 88% of pet parents said their pet had helped improve their mental health. Pets can provide the emotional support people may need in times of stress or uncertainty – whether you’re in the hospital recovering from an illness or stuck at home in the middle of a global pandemic. The survey also found:
This year’s been ruff (pun absolutely intended), but I am so grateful for Luci. She forces me to go outside for some fresh air when I have a bad day. She gives me an excuse to call my sister twice a day to show her just how cute she is being while doing absolutely nothing. Most importantly, she’s there. Every minute of every day, your pet is your companion, and all they want is for you to give them love (and treats).
Many of us will eventually return to some form of our previously hectic schedules, and some pet parents may feel like they no longer have time to care for their dog or cat. My hope is that foster parents will ultimately give their temporary house guests a fur-ever home.
If you’d like to learn more about how we can help you with community and media relations strategies, get in touch at firstname.lastname@example.org
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Jessica Peraza is an account director at Allison+Partners in the Phoenix office. She focuses on community and media relations strategies for consumer clients and specializes in reaching Latino audiences.
The COVID-19 pandemic has essentially changed industry events as we know them for the remainder of 2020 and the foreseeable future. From full cancellations to conferences going virtual, there’s an opportunity to embrace alternative platforms to raise awareness for executives as thought leaders. Here are some key tactics to promote impactful thought leadership, without in-person events.
Social media is the ideal tool to engage with followers and the larger community. Time spent on social media has steadily increased since mid-March, when the pandemic stay-at-home orders began in the U.S., highlighting the potential influence even one post can make if it's shared with the right audience. Leverage existing thought-provoking blog content with pertinent information to create engaging social posts for your client's followers.
The value of social media is the conversation doesn't have to end with your followers. Use hashtags to comment on trending news, and join the larger conversation on relevant topics to shape executives as industry leaders on platforms, including LinkedIn, Facebook, and Twitter. Social listening tools can help determine who drives the trending topics of online conversation, allowing you to give suggestions to your client about when to partake and add value by sharing thoughts with a strong perspective.阅读更多
Transform Your Events Strategy
Many large-scale events, including Apple’s WWDC, Web Summit’s Collison Conference, and Cannes Lions, have digitally pivoted. Online events allow people to tune in from anywhere across the globe without travel expenses. According to the Web Summit CEO, digital events have been so successful that the future will consist of hybrid events featuring online and in-person elements. You have a unique opportunity to position clients as thought leaders because they can speak directly to a large audience, compared with in-person conferences. Therefore, you should tailor the client's messaging to resonate with a wider net of people who might be interested in broader trends.
Online events can also help maximize your digital strategy. You can use keynote or panel videos to create easily digestible and shareable clips on Instagram stories and TikTok and reach new audiences that may have not tuned into the event. You can apply the same strategies to company-wide events that were planned for the year and create hybrid elements that enforce social distancing but keep everyone engaged. Consider dynamic online tools to bring people together virtually, such as digital reality for immersive experiences, along with these effective strategies to elevate digital events.
Build Relationships with New Reporters
Even though the mainstream news cycle changes rapidly and it’s important to be mindful of pitching sensitive topics, trade reporters are interested in receiving the sector-focused perspective and news updates. Take a look at media covering your client's industry and reassess if there are new reporters to introduce yourself to and offer unique commentary with a sector-focused spin.
It’s also important to consider how your client's brand or executives can add value to the business leaders and media at this point. Resist taking advantage of the global pandemic, and ensure you share helpful thoughts that can positively impact a certain industry. If you have the right expertise, now is the optimal time to distribute it to a world and media hungry for meaningful solutions.
If you’d like to learn more about how we can help you with your external communications needs, get in touch at email@example.com.
If you'd like to sign up for our weekly COVID-19 updates, click here.
Rachel Busch is a Senior Account Executive in the Corporate and Public Affairs practice at the agency. She focuses on external communications and media relations strategies for global technology accounts.
By: Stephanie Cinque
It is no secret beauty brands have severely lacked diversity in the past. In fact, the industry blamed lack of sales as the reason why darker shades were not regularly a part of product launches in retail. However, with Black shoppers driving 86% of spending in the ethnic beauty market and accounting for $54 million of the $63 million spent, we know this is nothing but an excuse.
Beauty brands continue to publicize their solidarity with the #BlackLivesMatter movement through social media to help magnify the voices of Black creators and brands. Giving consumers, enthusiasts, artists and employees what we have asked for – inclusivity in an industry that has consistently fallen short.阅读更多
Fixing social injustice in beauty
Sephora, which drew criticism last year for racially profiling Black shoppers, was the first major retailer to sign the 15 Percent Pledge challenge. Its chief merchandising officer explained Sephora’s participation as the “right thing to do for our clients, our industry and for our community.” In addition to stocking 15% of shelf space to Black-owned brands, Sephora Accelerate will now focus on women of color. Sephora Accelerate is a more than half-year-long program dedicated to building a community of innovative female founders in beauty through a business bootcamp, mentorship, and grants and funding. On Demo Day, founders have the opportunity to present their company to industry experts, investors and senior-level Sephora leaders. Sephora continues to follow through with action on social media by featuring the Black entrepreneurs behind the new Black-owned brands they will welcome to its shelves.
And that’s not all. Shoppers can use their Beauty Insider rewards points to donate to the National Black Justice Coalition (NBJC), an organization dedicated to the empowerment of Black LGBTQ/SGL people, including people living with HIV/AIDS, with the mission to end racism, homophobia, and LGBTQ/SGL bias and stigma. Recently, Sephora announced its partnership with the National CARES Mentoring Movement and hosted an Instagram live on June 18 for followers to learn more about the organization and how to better support and empower Black children and communities.
This year, beauty brands across the industry publicly honored Juneteenth (June 19) as a moment to take a stand against racism. Many brands offered their employees the day off, but some took an educational approach.. Glossy.co shared that The Estée Lauder Companies invited Dr. Peniel E. Joseph, a scholar of race, democracy and civil rights, to speak to it about inclusion and diversity in addition to making June 19 a permanent holiday.
Pledge action through donations
Glossier, a millennial favorite that gained rapid popularity through its mission to celebrate natural beauty, in May announced through Instagram its commitment to support the Black community.
“We will be donating $500,000 across organizations focused on combating racial injustice: Black Lives Matter, The NAACP Legal Defense and Educational Fund, The Equal Justice Initiative, The Marsha P. Johnson Institute and We The Protesters,” it said.
Glossier also pledged to allocate an additional $500,000 in grants to Black-owned beauty businesses. On June 11, the brand followed through and announced a plan of action for its $500,000 grant initiative, set up to support beauty businesses in various points in their journeys – pre-launch, early-stage and growth-stage. By supporting and amplifying new leaders, Glossier hopes to help change how the world sees beauty. Beautifully done, ladies!
Indie skin-care brand Kinship, launched its “Direct to Community” initiative, where it will support Black entrepreneurs by selecting five Black-owned businesses in beauty and wellness to each receive $1,000 worth of Instagram and Facebook advertising. Not only will the funds help these brands reach a new audience, but Kinship will also provide creative, business and marketing advice.
Several other big-name beauty brands have also shown their support to #BlackLivesMatter through generous donations. On May 31, Beauty Blender donated 100% of its profits to the Equal Justice Initiative and Honest Beauty donated $100,000 to organizations, including the NAACP’s Legal Defense and Educational Fund. Anastasia Beverly Hills promised $1 million toward the fight against racism, starting with a donation of $100,000 across various organizations. However, brands that pledge donations must follow through with action.
We must understand that for these actions to be effective, they need to be long-term and permanent. Fortunately, the beauty industry has (slowly) begun its transition into an era of inclusivity. But no matter our gender, ethnicity, or race, it is vital we experience it entirely.
Donations and raising awareness are important. But, how else can your brand stand behind this push for diversity in the beauty industry? A greater presence in stores, expanding product ranges and diversifying influencers are essential.
Here are three ideas to consider when determining an action plan for your beauty brand:
If you’d like to learn more about how we can help you with your content marketing needs, get in touch at firstname.lastname@example.org.
Let us stand up for inclusivity through beauty and in life. Together we can make a difference – a beautiful one.
Stephanie has more than five years of experience in the beauty industry as a professional makeup artist and runs a premier bridal business. Passionate about makeup and beauty, she strives to bring confidence to others through enhancing the natural beauty that already exists. Here at Allison+Partners, Stephanie is a content marketing manager who offers an abundance of knowledge in community management and engagement, influencer marketing and social media trends.