As the global pandemic enters its seventh month, the economic uncertainty and social unrest has put businesses and their leaders in a precarious position. From employees to business partners to investors, CEOs face mounting and divergent expectations on how and whether to address topics at the intersection of business management and societal priorities.
A June 2020 survey by Morning Consult found 71% opinion leaders and consumers believe CEOs should use their power and influence to demand action from government entities who have the power to enact systemic change. A shocking statistic for those who more closely subscribe to the view that profits are the paramount indicator of business health. Yet Morning Consult found these feelings went beyond CEOs’ role within their institutions: 70% of those surveyed also believe CEOs should make a statement about their personal commitment.
Never before has the state of the world placed such an onus on leaders to clear the path to operate business as usual in an unusual environment. With shifting stakeholder needs and attitudes being shaped through unpredictable social, economic and – with the 2020 U.S. presidential election looming on the horizon – an increasingly political lens, executives must walk an incredible, narrowing tightrope to communicating authentically and impactfully this fall.
With the stakes high, here is a look at what to expect and how CEOs can navigate.
The Path to November: Expect Controversy
Uncertainty, emotions and highly politicized social issues are guiding the world’s conversations. The tumultuous dialogue that surrounds the November U.S. presidential election has increased pressures and exposed deep divisions, making messages that might have previously been neutral more controversial in the eyes of stakeholders.
In the swirl of many opinions, the nation is craving clarity. Yet, for CEOs, many of today’s conversation topics are deceptively complicated. For example:
Safe Reopening: In the eyes of many stakeholders, masks have become a political statement, threatening the safety of employees and customers on all sides of the issue. Leaders, like those at major retailers, will have to carefully consider the rationale for tough decisions, knowing that no matter how well-justified, there will be backlash – on social, with employees and the media.
Medical Treatment: As the world awaits scientific breakthroughs to help manage and prevent further spread of COVID-19, CEOs and their audiences are evaluating a range of factors across the medical supply chain – from the validity of accelerated research findings and vaccine manufacturing processes to distribution strategies and other supporting measures that help ensure the delivery of effective medical care. Science is happening in real time. And, with the dueling narratives of the election in the backdrop, expect companies to face increased scrutiny in speaking to their role in accelerating the delivery of treatment and ensuring the safety of potential treatments.
Worker Health and Safety: The balance between economic security and personal health is a precarious one. The questions arising about the Future of Work range from reshaping office space and real estate needs to questions of privilege related to the protections and social safety nets often afforded to corporate workers versus those who find themselves on the front lines of essential businesses.
Diversity & Inclusion: Many organizations took strong stances on equity, equality, diversity and inclusion over the summer. Particularly, during the election cycle, watchdog groups and ESG investor groups are closely monitoring corporate and individual political donations to ensure financial actions align with corporate values.
Techlash: Technology has been celebrated for enabling what’s possible in a pandemic era, but a recent study from FleishmanHillard finds nearly 60% of consumers believe the technology sector needs to address the consequences of its policies, practices and products, and do right by consumers to build trust.
Speaking Up When One-Size-Fits-None
The decisions facing each company and CEO on how, when, and where to show up and elevate their voice have been and will continue to be unique. The “right” moment to speak up and speak out won’t be uniform and is more likely to be tied to industry, region or a calling of corporate purpose. While there isn’t a one-size-fits-all strategy, some principles to navigate engagement shine through:
Participate Selectively: It can be easy to examine the pitfalls of speaking out and elect to speak quietly, or even, remain silent. In today’s current state of national affairs, silence can be seen as complicit. Companies and their leaders need to have a strong pulse on their stakeholder expectations and what’s important to them to feel heard, connected and engaged to continue on the path as partners in the current landscape of uncertainty. CEOs must choose their topics and their moments to lean in … lest they be chosen for them as new crises or politicized rhetoric thrusts their organization unintentionally into the spotlight.
Set the Vision on Your Terms: End-of-year communications are more important than ever for setting the tone and vision for the future – in a way that’s transparent to stakeholders and on the business’ own terms. For some CEOs, annual reports and year-end employee videos may be choice venues, while others may prefer a LinkedIn post. Whatever the medium, it’s critical to make the message a clear stance on what’s important to the organization here and now, as well as set expectations for what the near future may hold.
Walk Your Truth Tightrope: When speaking up, consider your communication objectives, the substance to your actions and the authenticity of your voice. Every action you take will be traced to your corporate ethos or purpose, and as stakeholders seek a clear voice, they may not always agree. Walking the tightrope requires a careful balance between your personal ethics, your corporate values and your stakeholder needs.
Executives will continue to cross unfamiliar territory, and it’s important CEOs and their communicators resist the urge to stand still and wait for the storm to pass. Those who wait can expect to find the business landscape, stakeholder expectations and our societal structures have transformed while they were sitting on the sidelines. With the right use of platforms, chief executives are uniquely and strongly positioned to drive business in a way that meets the critical needs of their employees and customers.
See what else is happening
You might also like
Expertise
How to Mitigate Brand Safety Risk and Contract Influencers with Confidence
May 17, 2024
Expertise
Educate, Don’t Advocate: The Why and How of Civic Engagement at Work
May 14, 2024
Expertise
How Communicators Can Help Brands Win in the New Tech-Lifestyle Revolution
May 10, 2024
Expertise
Asian Investors Seek Diversification Amidst an Uncertain Global Economy, According to New FleishmanHillard Report on Asset Management in Asia
May 6, 2024
Expertise
How Can Companies Strengthen their Reputation and Build Leadership in the U.S. during the Presidential Election Year?
April 29, 2024
Expertise
Navigating Sustainability and Climate Disclosure Requirements: A Strategic Approach
April 16, 2024
Expertise
How to Get Employee Engagement Right with Gen Z Employees
April 16, 2024
Expertise
The Surging Popularity of Women’s Basketball and the Opportunity for Brands
April 15, 2024
Expertise
Nine Principles for People Leaders to Keep in Mind Throughout a Tumultuous 2024
Safety as a Goal: Five Principles of Public Policy Responses to Risks
September 21, 2020
Share
Whether responding to a global pandemic or hazardous chemicals, the fundamental policy goal is essentially the same: maximise safety/minimise risks. This policy goal may sound simple, but it is far from straightforward how to maximise safety. Something the wide array of different policies around the world in response to Covid-19 have shown. […]
FleishmanHillard China Asset Management Report Shows Investors Need Foreign Firms to Justify Higher Fees
September 15, 2020
Share
Performance, credibility and online communications are key, but ESG and other differentiators matter too
ST. LOUIS, Sept. 15, 2020 – Fund managers’ investment performance, brand credibility and online communications are key factors to attract Chinese investors, according to a new report published today by FleishmanHillard.
The report, The Future of Asset Management in China 2020, offers insights to global asset managers assessing opportunities in China. It is the second annual China-focused asset management report published by FleishmanHillard, which features analysis drawn from an online survey of mainland Chinese investors’ attitudes and behavior, plus an overview of the latest industry trends.
The key findings of the report show that when selecting a fund manager, mainland Chinese investors put emphasis on performance, credibility and online communications. However, while Chinese investors will pay higher fees for foreign fund management relative to local managers, they expect to get some added value in the form of unique investment strategies and capabilities. Notably, ESG product offerings are a requirement for the majority.
“Despite the COVID-19 pandemic and geopolitical issues, the asset management industry in China continued to grow healthily thanks to the ongoing relaxation of market access rules for overseas asset managers,” said Patrick Yu, Asia Pacific lead for FleishmanHillard’s Financial and Professional Services practice. “Our second China-focused asset management report provides useful insights to help industry players understand investor expectations and plan their communications programs more effectively. Understanding the industry landscape and having a well-thought out communications strategy continue to be important for overseas asset managers to flourish and attract mainland investors.”
The report includes the following findings from mainland investors:
Performance and credibility continue to be key. Asset management performance and credibility remain the most important factors when selecting a fund manager, but there is a fall in the number who consider it very important – performance factors dropped to 56% from 64% last year and credibility fell to 55% from 74%. However, net importance (combining “very” or “somewhat” important) shows little change from last year.
QDLP and WFOE fund products continue to entice mainland investors. Just over 90% of the investors had invested in Qualified Domestic Limited Partner (QDLP) products run by overseas asset managers. Most of them experienced higher service fees, but they found that acceptable. Almost nine out of 10 (89%) of the investors had purchased private fund products from overseas asset management houses that have a Wholly-Foreign-Owned-Enterprise (WFOE), down a fraction from last year (91%). Feedback on WFOE asset management funds was similar to QDLP, conveying that performance is good and investment strategy is unique. While the fees are on the high side relative to the local players, they are very manageable. Appetite for WFOE products clearly remains very strong, reflecting the confidence many Chinese investors have in overseas fund managers.
Prospect for overseas asset managers in onshore retail funds looks promising. Thanks to ongoing relaxation of policies, the local regulator in China has recently approved the first overseas manager to run an onshore retail fund management platform. It is promising to see that nine out of 10 investors would be interested in onshore retail funds offered by overseas asset managers. The prospect of global brands with their own strategies fused with mainland China expertise for the China market is clearly compelling for local investors.
Digital and, in particular, mobile distribution channels for thought leadership and products are critically important during and after COVID-19. The pandemic has sparked the use of more online channels for patronage or access to fund information in China, with 68% opting for more online channels. This is likely here to stay, emphasizing the need for a digital – and mobile – strategy.
COVID-19 has had relatively little impact, yet the vast majority have changed their approach to risk as a result of the U.S.-China trade tensions. Four out of five investors say COVID-19 has affected their confidence in their financial situation, but just one in five (21%) say they are extremely uncertain about their financial situation in the near term. Overall, the impact looks to have been relatively moderate – for 56% it is described as low. Yet for investors, the survey shows that one-third increased their asset allocation risk appetite as a result of the trade tensions. Interestingly, more than 90% said they had altered their approach because of the tensions.
Greater risk management (56%), transparency in communications with customers (50%) and strong ESG product offerings (50%) continue to be the top three most important traits for an overseas asset management operating in China.
FleishmanHillard’s “The Future of Asset Management in China 2020” report includes qualitative and quantitative data. FleishmanHillard TRUE Global Intelligence™ fielded an online survey of 250 Chinese investment professionals between July 20 and July 27, 2020. All respondents to the survey self-identified as working in investment, finance or banking, and had traded or invested in at least one of the following: equities fund (85%), fixed income (76%), ETF (72%), balanced funds (63%), PE funds (58%) or alternatives (29%).
About FleishmanHillard FleishmanHillard specializes in public relations, reputation management, public affairs, brand marketing, digital strategy, social engagement and content strategy. FleishmanHillard was named 2019 PRWeek U.S. Outstanding Large Agency; 2019 Holmes Report North America Large Agency of the Year; ICCO Network of the Year – Americas 2017-2019; Agency of the Year at the 2017 and 2018 North American Excellence Awards; 2018 Large Consultancy of the Year by PRWeek UK; PR News’ Best Places to Work in PR 2016-2018; Human Rights Campaign Best Places to Work for LGBTQ Equality 2018-2020; PR Awards Asia 2017 Greater China Agency of the Year; and NAFE’s “Top Companies for Executive Women” 2010-2020. The firm’s award-winning work is widely heralded, including at the Cannes International Festival of Creativity. FleishmanHillard is part of Omnicom Public Relations Group, and has 80 offices in more than 30 countries, plus affiliates in 50 countries.
About Omnicom Public Relations Group Omnicom Public Relations Group is a global collective of three of the top global public relations agencies worldwide and specialist agencies in areas including public affairs, marketing to women, global health strategy and corporate social responsibility. It encompasses more than 6,300 public relations professionals in more than 370 offices worldwide who provide their expertise to companies, government agencies, NGOs and nonprofits across a wide range of industries. Omnicom Public Relations Group delivers for clients through a relentless focus on talent, continuous pursuit of innovation and a culture steeped in collaboration. Omnicom Public Relations Group is part of the DAS Group of Companies, a division of Omnicom Group Inc. (NYSE: OMC) that includes more than 200 companies in a wide range of marketing disciplines including advertising, public relations, healthcare, customer relationship management, events, promotional marketing, branding and research.
A warm welcome to the inaugural Mette Analysis. As European policymakers return from the summer break, our General Manager, Mette Grolleman, looks ahead at the challenges which the EU faces for the remainder of 2020 and the beginning of 2021. […]
On the Record with Elizabeth Yuko, PhD: The Relationship Between PR Professionals and Press
August 25, 2020
By Caitlin Teahan
Share
For this ‘On the Record’ post, Caitlin Teahan explores the ups, downs and in-betweens when it comes to the relationships between PR professionals and members of the press. Seasoned freelancer and notable bioethicist, Elizabeth Yuko, PhD had a candid conversation with Caitlin focused on her personal experiences and point of view.
CT: What do you think about the relationship between PR professionals and journalists?
EY: It is hard. There is such a spectrum of PR people and you don’t all belong in the same category. You have people who are extremely helpful, non-pressuring, but on the other hand you have people who are not helpful and constantly harassing me. Most people fall in the middle somewhere. It really depends on the person.
CT: Would you say PR professionals and journalists depend upon each other or would you consider one or both independent of the other?
EY: Hmm…I don’t do a lot where I necessarily need to work with PR people. A lot of times they are the gatekeepers to the people I need to talk to, so it isn’t that I necessarily need them. There are absolutely situations where I have been able to turn a pitch from a PR person into a pitch to a publication. Much less so lately, but in the past, it has been helpful for getting ideas. Once you have a good relationship with a PR person in your specific area, it does make your life easier. The randos that pop up are not helpful!
CT: What have you personally experienced that has been a positive in terms of your relationship with a PR professional?
EY: Ooh! So, I went on a press trip a week after my mom died. The trip was just me and the PR person, which had never happened to me before. I was thinking it was going to be very weird since it was in the middle of everything going on in my life. It ended up being great and we had a great dynamic. It was a good experience because I removed myself from a stressful situation and he was extremely accommodating while I was mourning, which a lot of people are not comfortable with. He was empathetic and while this may not be considered a ‘normal’ example, it really mattered to me.
I am so grateful for that experience and that trip. I also have a great relationship with a brand PR person who arranged for me to go on another trip. It included a spa experience and, knowing that I was caring for my ailing mother at that time, they were incredibly kind. But they also set up a chat with a specialist at the spa who did beauty treatments for cancer patients. They didn’t just show us what to do for my mom but followed up after — which was an extremely personal experience because of my mom. It didn’t involve anything to do with my work or the assignment, it was just incredibly meaningful and relevant to me. But at the same time, I know more about this service they offer and can share that knowledge with friends.
CT: On a lesser note, anything overly negative?
EY: Yes. The follow-ups that just don’t stop or even worse, the follow-up when I have actually responded! At that point, I get a little catty and tend to copy and paste my past response. But I cannot think of anything horrible. It is the consistent, little annoying things. Honestly, I am trying to think of ‘bad ones’ but I delete them so quickly that I don’t even think about it!
CT: Let’s talk about those little things. Can you give me some examples?
EY: Sure. Freelancers also usually have no idea when an article is going to run. Most publications I write for don’t let us know, so the PR person’s guess is as good as ours. I understand why a PR person wants to know this, but as a freelancer, we genuinely don’t know either. If you’ve already asked us about this once, and we respond saying that we don’t know/have no say in the publication date, please, please don’t keep emailing for “updates.” We don’t have any.
Along the same lines, I get a lot of requests along the lines of “send me the link when the story runs.” If this is an article where I’ve done in-depth interviews with sources, or it’s a personal/sensitive topic, I will absolutely send them a link the minute I know an article is up. But they’re never the ones who ask. It’s usually in cases where I had to write a 25-item listicle with a different source for each item. Going through and contacting each PR person I worked with for something like that takes a long time. In so many of these cases, it’s something that could be solved by the PR person setting up a news alert for their client.
CT: What is the most important thing for a PR professional to remember when working with journalists?
EY: One thing I wish PR people would know is that as freelancers, we have no control over the headline, the final edit, and the images. I get so many emails about this. One outlet I work with has their own photo department and have a very specific style. I once quoted someone and her PR person reached out about the image they selected as they didn’t feel it went with their spokesperson’s ‘vibe,’ to which I said no way! That isn’t something I can control. It is a weird ask even when I was an editor but now, it just isn’t an option. Publications do things differently; it is their stylistic preference. Having a better understanding of what freelancers have control over or don’t would save a lot of back and forth.
The PR person wastes their time asking and I waste my time responding. Sometimes they ask to get in touch with my editor so they can handle it directly. That puts me in a weird position, because as you know, editors are not always willing to share their contact information, especially with journalists let alone PR people. I don’t want to be the one that has put my editor on some annoying mailing list! That is another weird one to deal with.
Now that I am thinking, I have been getting so many pitches for ‘snake oil’ and totally ridiculous products in the wellness space. I get it. But I am now getting them from people I don’t even know — not from my usual contacts — and I can’t even begin to tell you how many I am getting a day. Especially from CBD brands. They follow up THE SAME DAY. What is up with that? Just don’t do it. Not only are they pitching things that aren’t right for me, but they are following up the same day. In my head I am saying, ‘I don’t know you and this topic isn’t for me. Do some research.’ Also keep in mind when you are pitching products, most product round-ups and things are done in-house, with the publication’s staff. So, while I appreciate it, as a freelancer, I can’t always write about it. I get why I am on your list but keep that in mind.
Last thing I will say — things get tricky when it comes to branding. Some publications do not care if your sources are brand representatives or spokespeople. At other publications, it is not permitted. I can’t control that. So, when I send out a HARO and a PR person responds with content, I may include them, but their specific brand may not be mentioned. That isn’t my call. One of my outlets doesn’t mind if I use brands as part of expert commentary, others are not OK with a specific mention like that. It would be helpful if the PR person would just let me know that if I cannot mention a brand, they cannot give me the quote when they reach out. On the flip side, I was once doing a story on eating disorders and mental health, and the photo the editor had picked to run with it was a person on a scale. The PR person reached out and noted that the image is quite triggering for people — that kind of call out is completely legitimate. We were able to change that. That is a time when their reaching out is productive, but it is a different situation than asking me to add in the spokesperson’s blog title, for example.
CT: Any last piece of advice or things to know?
EY: One last thing. I hate getting asked, ‘What are you working on right now?’ Especially now. No one at this point has a beat or a direction. We are all over the place. I don’t know what I am working on right now! Half of what I am working on right now are random assignments. It is just the work I am getting thrown that day that I have to take because of the current state of things. That question also creates more work because they are asking me to send them a report of my activity. It changes from day to day, so I really do not know. It may work for some journalists though, so it depends.
I do make a genuine effort to respond to those emails. I respond in batches twice a day. I used a canned response for ones I am not interested in, and then, if I have worked with someone before or it could be a future fit, I do try to respond personally. As a freelancer, I get what it is like to have your work and emails ignored. The issue is, PR people think my response means I will answer your questions. I don’t have time to list out my subjects for you! In one sound bite: think about if what you are asking is making more work for that person. If it generates unnecessary work, then maybe you should think twice before sending.
CT: Thank you for taking the time, as always, a pleasure!
EY: Thank you!
See what else is happening
You might also like
News
Unveiling the Ascendance of Private Markets: A Gateway for Asset Managers to Attract High Net Worth Investors
May 15, 2024
News
Achieving the Evolving Duality of Loyalty and Loyalty Programs
April 1, 2024
Expertise
TickTockTech: Mobile World Congress 2024 — What’s the Verdict?
March 1, 2024
DE&I
The Confidence to Take the Right Risk
February 28, 2024
Opinions
Bringing Joy and Nutritious Food to Families in San Francisco
February 22, 2024
DE&I
All the things I’ve learned to see: Lessons on growth from an Alfred Fleishman Diversity Fellow
January 25, 2024
News
Climate Commitments, Action and Challenges to Come: FleishmanHillard Takeaways from COP28
December 20, 2023
DE&I
Seven Things to Know When Creating a Successful Employee Resource Group
November 30, 2023
DE&I
The Power of Authenticity & Belonging: Insights from ColorComm 2023
FleishmanHillard in Boston will host four guest speakers for an hour-long discussion on preparing for the Fall 2020 landscape. Topics will include social injustice, COVID-19, returning to campus and CEO communications this fall and beyond.
Katie Scott, head of global communications for Iron Mountain (client) and Kathy O’Reilly, senior press officer for Philips (client) will map out steps to take when preparing for the fall COVID-19 landscape. Kelly Lynch, vice president of strategic initiatives and chief of staff for Babson College (client) will discuss returning to campus as hybrid learning takes over.
Emily K. Graham, FleishmanHillard’s chief diversity and inclusion officer, and FleishmanHillard’s Diane Poelker will explain how to continue communications surrounding social injustice and what CEOs can implement to prepare for key moments this fall, respectively.
Supporting a Crisis within a Crisis —Helping the Most Vulnerable during COVID-19 through FH4Inclusion
August 11, 2020
By Mariam Quadri
Share
When the U.K. lockdown was announced, the FleishmanHillard team in London was passionate about proactively pursuing ways to help the most vulnerable in society.
For many of us, the idea that lockdown had much more serious consequences for some than others hit home.
With everyone being forced to stay indoors, the risk of domestic violence and of women returning to violent partners was increasing. We’d seen the horrifying reports of domestic killings on the rise during lockdown, with indicators that women were being killed at double the rate compared to 2019.
The U.K. Brand Marketing team had an existing relationship with Refuge, the U.K.’s largest domestic violence charity, since providing pro bono support for its Christmas 2019 campaign, where poems appeared in various locations and online as traditional stories of the festive season. However, when read from bottom to top, they unveiled true stories of domestic abuse.
Refuge provides specialist support to women, men and children escaping domestic violence and other forms of abuse. This work includes a national network of specialist services, including emergency refuge accommodation, community outreach, independent domestic violence advocacy, culturally-specific services and a team of child support workers. Refuge also runs the Freephone 24-Hour National Domestic Violence Helpline in partnership with Women’s Aid.
On any given day, Refuge’s services support 3,000 adults and children.
Yet amid the pandemic, their helpline was becoming more important than ever, especially with staff support members unable to be in the office and out in the community. Moreover, with funding from the U.K. government declining in recent years, resources were stretched.
As part of the FH4Inclusion global initiative, we were able to reach out to them to offer our expertise to increase their visibility and ensure the community was aware of their services, which was received with gratitude.
In just one 24-hour period, Refuge had received a 120% increase in calls to their helpline and were pulling together a campaign to raise funds to continue to staff and resource it.
The campaign ‘THIS ISN’T HER FIRST LOCKDOWN’ aimed to raise awareness that, whilst we are all in the same lockdown, the experience is terribly different for women and children who live like this, in real terror, daily.
We pushed out the message and assets to high-profile celebrities and influencers with a strategic and considered approach. The impact and response was huge – in a few days, we achieved 60 posts from more than 40 celebrities and influencers – with tweets, Instagram posts and stories using the #youarenotalone from U.K. personalities who were passionate about supporting Refuge. These included broadcasters Laura Whitmore, Clara Amfo, influencers such as Gemma Styles [yes Harry’s sister!], as well as actors like Lily James and Joanne Froggatt, and global musicians like Little Mix. Hundreds of people responded to posts and tweets with appreciation for bringing this issue to the forefront while pledging to donate.
In just a few days, social media posts increased awareness and donations for Refuge – enabling people to think about the ripple effects of COVID-19 and the importance of taking action against domestic abuse.
More than anything, we at FleishmanHillard Fishburn in London were happy that our expertise could be used in a way that was immediately impactful and helped the hidden victims of the pandemic.
See what else is happening
You might also like
News
Unveiling the Ascendance of Private Markets: A Gateway for Asset Managers to Attract High Net Worth Investors
May 15, 2024
News
Achieving the Evolving Duality of Loyalty and Loyalty Programs
April 1, 2024
Expertise
TickTockTech: Mobile World Congress 2024 — What’s the Verdict?
March 1, 2024
DE&I
The Confidence to Take the Right Risk
February 28, 2024
Opinions
Bringing Joy and Nutritious Food to Families in San Francisco
February 22, 2024
DE&I
All the things I’ve learned to see: Lessons on growth from an Alfred Fleishman Diversity Fellow
January 25, 2024
News
Climate Commitments, Action and Challenges to Come: FleishmanHillard Takeaways from COP28
December 20, 2023
DE&I
Don’t Just Break the Ceiling — #BreakZeroSum
December 12, 2023
DE&I
Seven Things to Know When Creating a Successful Employee Resource Group
Consumers in the Pandemic “Expectations for Corporate Action to Solve Social Problems.” (The PR Article)
August 7, 2020
By Jena Kim
Share
The PR published an in-depth article on the ‘COVID-19 Mindset: The Collision of Issues” report by Fleishman Hillard TRUE Global Intelligence (TGI), released on the 27th. For more information, please refer to the The PR article.
Lessons from Asia: Values Key to Managing Resurgence Balancing Act
August 4, 2020
By Rachel Catanach
Share
The saying, Fortune favours the bold, has frequently been used in military contexts to inspire people in battle to take appropriate risk. The situation communicators find themselves in today with COVID-19 certainly has many parallels with war. Truth has been the first casualty. Consumers are having to scramble through a mish-mash of polemic and misinformation. And sorting through it is hard. Even the most savvy can be caught out by carefully packaged propaganda from “experts” that appeals to their sense of conspiracy or salves their feelings of uncertainty.
The challenge for communicators is that with this virus, nobody knows any better. We are all charting new territory. Communicators often need to be the first to craft a response or a policy with no parallel experience to draw on, nor any real certainty of how it will play out when implemented. This can be both terrifying and energising.
In Greater China, we have lived with the pandemic since early in the year, and it feels like we’ve reached a truce. Life isn’t what it was, and many of the structures of the past have changed irrevocably. But we need to move forward, understanding that the decisions we make now will set us up for the next chapter, whatever it brings. It’s no time for nostalgia. This will be the new normal for the foreseeable future.
Here are five things that I have learned and observed over this period.
1. Listen intently: The individuals, companies and organisations consumers are turning to are those that listen well to underlying sentiment and reflect that understanding in their message delivery. Sentiment is changing every day, so what is true one week isn’t necessarily true the next. Using data and insights to guide action has become even more important. Companies need to be regularly taking pulse checks and adapting their narrative to suit the times.
2. Donations don’t buy love: The tech sector dominates global private donations and big players from both West and East have given billions of dollars in PPE, cash and kind. This largesse has been welcomed by netizens but hasn’t necessarily translated into reputational credit nor brand love. Consumers expect corporations to play their part but what they really want from leaders is empathy and clear direction, people who reassure through measured explanation in a timely way and who are in the trenches alongside them.
3. Adapt and pivot: Brands operating in China have been remarkably quick to adapt to the new circumstances and demographic trends. When offline events became impossible, tech companies quickly introduced livestreaming commerce into their platform offerings, allowing brands from alcohol to shampoo to engage with consumers in new online ways and earn revenue at the same time. What has become clear is that brands that have not digitalized their offerings need to accelerate their plans if they are to survive.
4. Don’t be complacent: Consumers were relatively forgiving of organisations in the first stage of the pandemic on the basis that this event is not their fault. In the next stage, however, brands should expect that consumers will be watching them more critically. Every action from the resumption of “new-normal” marketing to the layoff of employees will be assessed through new filters. Getting the right balance between health and safety and commercial initiative will be an ongoing imperative.
5. Review and reaffirm your values: FleishmanHillard research has revealed that consumers want organisations to reshape their culture, purpose and values, potentially to reflect new social contracts with stakeholders that have yet to be codified. Tech companies should look at their values through a long lens and use them to frame the discussions on the trade-offs between privacy and freedom that may need to be made as governments consider technology solutions as part of their overall pandemic mitigation strategy. Values can be a guiding light for these conversations at a time when there is such a lot of uncertainty and unknowns.
The Food and Beverage Industry Post Pandemic: A 2.0 Recipe to Recovery
Share
I wouldn’t call myself a foodie, nor do I really know what ingredients make a coffee, craft beer or cocktails great. What I do know, is that I love the culture that comes with the food and beverage industry; the nostalgia of home cooking with my grandmother, celebrating milestones at the local, and discovering different foods by way of getting to know communities on my travels.
When the COVID-19 pandemic hit, I was in Australia, and as the city swiftly shutdown I cautiously boarded one of the last flights back to the U.K. My door-to-door journey from Sydney to London brought home the reality the devastating effects the pandemic has had, as I saw the shutter doors close on every industry on both sides of the hemisphere. Eerily deserted airports, major retailers having no sign of life and ‘closed’ signs on my favourite night spots old and new – the world was officially on pause.
We went back to basics, we re-created and we pivoted.
A new group of people emerged, enter Gen C. Transcending age and demographics, yet united by a mindset, they made a virtual movement. Amidst the chaos, this group changed how we connect, curate, create and build community, ultimately demanding a new culture of brand behaviour that rippled throughout every industry.
Just like people, brands also took stock. As restrictions change, brands are re-opening their shutters with a surge of business models adapting; alcohol companies producing hand sanitizer, restaurant quality food being delivered to homes, CBD increasingly becoming a health ingredient in drinks and ice-cream, online cooking classes reigniting a love of banana bread.
As a result, we’re seeing signs of life back in the industries as brands give people the option to choose how, where and when they want to enjoy.
The culture of the food, agriculture and beverage (FAB) industry as we once knew it is changing beyond recognition and the recipe to recovery is still being written. If it’s taking inspiration from the Japanese Robot Restaurant for contactless dine-in service, to building FAB community training programmes to create more jobs, the brands that continue to stay in-tune with people and culture will continue to thrive.
Because the world needs brands to step up right now.
The FleishmanHillard Youth & Culture specialist team within Brand and Consumer Marketing launched its latest report, “Gen C: A new virtual sanity – Invest in Culture Over Consumption,” in July with support from the agency’s TRUE Global Intelligence practice. It examines Gen C, a group not defined by age but by their connected lifestyle, and explores changing expectations of brands as we enter a new era – and what that means for brands today and tomorrow.
See what else is happening
You might also like
Expertise
How to Mitigate Brand Safety Risk and Contract Influencers with Confidence
May 17, 2024
Expertise
Educate, Don’t Advocate: The Why and How of Civic Engagement at Work
May 14, 2024
Expertise
How Communicators Can Help Brands Win in the New Tech-Lifestyle Revolution
May 10, 2024
Expertise
Asian Investors Seek Diversification Amidst an Uncertain Global Economy, According to New FleishmanHillard Report on Asset Management in Asia
May 6, 2024
Expertise
How Can Companies Strengthen their Reputation and Build Leadership in the U.S. during the Presidential Election Year?
April 29, 2024
Expertise
Navigating Sustainability and Climate Disclosure Requirements: A Strategic Approach
April 16, 2024
Expertise
How to Get Employee Engagement Right with Gen Z Employees
April 16, 2024
Expertise
The Surging Popularity of Women’s Basketball and the Opportunity for Brands
April 15, 2024
Expertise
Nine Principles for People Leaders to Keep in Mind Throughout a Tumultuous 2024
