By: Molly Luby
My mom spent her career as a teacher. My dad was an entrepreneur and small business owner. So it’s not surprising I find myself constantly looking for the next opportunity to learn something new. It’s also not uncommon to hear a PR practitioner say they’re a student of the world and curious by nature. If not immersing ourselves in a new industry, we’re reading up on the latest trends, diving into a book or recommending a new podcast. We look for inspiration, opportunity and growth around every corner.READ MORE
There’s something powerful in learning. Like a great book, it can take you to new worlds. It can also remind you things about yourself you might have forgotten or push you to stretch your limits and challenge the status quo.
I’m fortunate to work for a company that supports continuous learning, be it through the resources provided by our incredible Allison+Partners Learning & Development team or by supporting staff who pursue personal and professional education opportunities outside the company. This spring, I enrolled in NYU’s Stern Executive Education program to earn my Certificate in Corporate Sustainability. Having had the opportunity to help execute award-winning earned media campaigns for companies leading the way in sustainability and build external communications on related issues from climate change to responsible packaging innovation, I wanted to learn even more about the business of sustainability.
The experience not only provided a wealth of knowledge on corporate sustainability and the business value of Environmental, Social and Corporate Governance (ESG), but it served as a reminder of just what’s so beneficial about learning:
Here’s to the teachers, the entrepreneurs and the lifelong students! Here’s to learning!
Molly is a seasoned public relations and communications professional with experience across a variety of sectors, including consumer packaged goods, technology and corporate. She is responsible for day-to-day operations and business development efforts for Allison+Partners’ New York office and serves as senior lead on accounts. She has expertise in integrated communications strategy, thought leadership and brand purpose with a focus on driving impactful storytelling and results. Molly holds a Bachelor of Science in Marketing and a minor in Communications from Arizona State University.
In this episode of Cause Talk Radio, Alli and Megan speak with Susannah Schaefer, President and Chief Executive Officer at Smile Train and Scott Pansky, Co-Founder and Social Impact Lead at Allison & Partners about the value of PR for nonprofit organizations.READ MORE
Congratulations, you did it!
I remember the summer after graduation so fondly, but I also recall how daunting the transition to the “real world” was. As I pounded the pavement dropping off physical résumés and cover letters at firms to start my PR career (and start those pesky student loan payments!), I could have used some real-world advice from those agency-side.READ MORE
There are a ton of tips and advice columns out there for recent grads, but not enough that focus on PR. So, who better to share advice with 2021 graduates than some Allison+Partners stars who graduated and started their careers fairly recently? Let’s hear from N.Y.-based Lucas Thompson, Phoenix-based Yasmine Gonzalez and San Francisco-based Ellen Marrero.
Q: Let’s start with advice for securing a job in PR. Any tips on this? How can candidates set themselves apart?
Yasmine: I graduated during the pandemic, which was a difficult time for many. I think the biggest lesson I learned was to be patient and not give up. One way to stand out is by being proactive, and it’s encouraged to follow up with thank you notes after your interview. Even if you don’t get hired at that specific agency, it will leave a good impression and they might even refer you to someone else who is hiring (that happened to me!).
Ellen: Before searching for jobs, I think it's important to look within and figure out your interests and your “why.” Then, use this as a North Star when searching for companies you want to work for. I think this automatically sets you apart because you'll naturally be invested in the hiring process, which will definitely show through your responses, the questions you ask and other general post-interview stuff.
Lucas: Never submit a job application or go on an interview without first doing your research. Going into the interview process with a clear knowledge of company values, awareness of notable clients and specific reasons why you are interested in the company is the best way to set yourself apart as a true contender instead of someone who just stumbled upon the listing on LinkedIn. Quality over quantity is key!
Q: Once new grads have entered the PR workforce, what are key qualities that will help them be successful?
Lucas: The important quality is to be open-minded and eager to learn. The truth is, as you start your career you aren’t going to know the answers to everything. And that’s perfectly fine! The important thing is taking the time and putting in the work to learn your role and progress your skills. Similarly, NEVER be afraid to ask questions.
Ellen: Similar to Lucas’ advice – be a sponge! Maintain a curious mindset and be open to learning new things. Imposter syndrome is real, and it can feel like you have no idea what you're doing (trust me, been there). But remember to view each challenge as an opportunity to learn something new. Overcommunicate and proactively ask for feedback. Taking advantage of mentorship opportunities and Employee Resource Groups can go a long way!
Yasmine: And building off Ellen’s great advice on the opportunities available to you – just get involved! It’s so important to find the things you’re passionate about when starting and connect with people who do that well. That’s why I love the OpenDoor program at A+P, where we get an opportunity to speak with senior leadership that specializes in different things.
Q: What is one thing about PR that you now know (maybe something surprising), but didn’t know before you started your career?
Yasmine: In college you learn a lot about pitching media, but it’s a whole new world when you’re actually doing it. Pitches are so much better when they are uniquely tailored to each reporter.
Ellen: I agree with Yaz. And I’ve learned media relations take time, and so do meaningful results. At first, I felt frustrated about not hearing back from any of my contacts. I later learned timing really is everything – just because it's not a fit today, doesn’t mean it won't be a fit the next month. This made me realize the importance of patience and building those relationships.
Lucas: I was surprised at how often I use Excel. Across accounts I work on, a lot of measurement tasks require me to analyze different metrics and use Excel functions. I love getting the opportunity to think analytically and have really expanded my knowledge of Excel’s capabilities.
Q: How do you think graduating and learning in a global pandemic will help 2021 grads entering PR?
Lucas: Speaking as someone who got to enjoy a few months in the office before the pandemic, working remotely taught me to be much more self-sufficient and a better critical thinker. In the office, I’d always pop over to my teammates' desk if I had a random question or needed a quick clarification. Working at home helped me become less dependent on my coworkers and forced me to think through situations on my own. This has made me a much better problem solver and turned me into a more well-rounded professional.
Yasmine: Graduating during the pandemic automatically gives each graduate a unique experience to share. They are able to market themselves as already knowing how to adapt quickly, meet deadlines remotely and most likely are already pros at Zoom meetings.
Ellen: While a pandemic certainly can throw you and your life plans off guard, it teaches you resilience and resourcefulness. I actually think that the abrupt change in the learning environment equipped ‘20/’21 graduates with two important skills needed to thrive in PR – agility and adaptability.
Q: Parting words of wisdom -- what is one piece advice you have for a 2021 grad starting on their first day in PR?
Yasmine: This is the moment you’ve been studying for. Have confidence in yourself and know they picked YOU for a reason. Now go show them why!
Ellen: YOU are a valuable asset to everyone – so be excited to use your voice, whatever it is you bring to the table!
Lucas: You might be confused and overwhelmed at first, but you’ll eventually find your place and be all acclimated in no time!
Meghan Curtis 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.
Naomi Osaka’s decision to withdraw from the French Open due to anxiety-inducing media appearances has ignited a national discussion about expectations from athletes when it comes to public speaking engagements.
Per the tournament’s code of conduct, media interviews are mandatory for athletes. But for Osaka, the Q&As caused "huge waves of anxiety," so she stepped away from the competition to focus on self-care, she explained in a lengthy statement on social media.READ MORE
The story was originally published in China PR News
Corporate culture is the heart of an enterprise and the driving force behind its sustainable development. To some extent, corporate culture can decide what kind of talent a company can attract and how good it is at employee retention.
Therefore, internal communication is hugely important to strengthening corporate culture, as it provides a means of empowering employees to thrive and grow together with the company.READ MORE
The key to good corporate culture: Humanity
To foster a positive corporate culture, humanity is key -- not rules and regulations. This is especially true for founders and top executives who oversee the company’s direction.
A good business leader makes the staff’s continued employment a top priority even during challenging times, such as during a global pandemic. A good leader will pursue all means of reducing costs and improving business development, rather than laying off employees.
Trip.com Group offers an inspiring example. As one of China's largest travel service companies, Trip.com suffered huge losses during the COVID-19 pandemic. In the face of these challenges, co-founder James Liang began to market the company’s products and services himself through livestreams, despite his considerable wealth and the personal freedom that comes with it. Within a year, he had brought in about RMB 5 billion in sales. By putting himself in front of the camera and entertaining audiences, the co-founder staved off a crisis and likely saved many jobs, an act worthy of respect.
In recent years, the “996 work culture” -- working from 9 a.m. to 9 p.m. six days a week -- has sparked heated debate in Chinese society. This culture can be seen as a reflection of the values of corporate leaders. First, it is certainly true companies can ask employees to work overtime, provided they comply with labor regulations. But they must pay reasonable benefits and avoid squeezing employees. Secondly, companies should appreciate their employees and not take their extra efforts for granted by taking real steps to reward their employees. By showing true appreciation toward employees through benefits and rewards, companies and their leaders can avoid falling into disgrace among their own staffs and the public.
Approaches to Internal Communication
So how do we effectively communicate with employees in the digital era?
Let’s examine one of our clients, a large medical equipment company. Its customer service department is made up of hundreds of engineers who work on-site for their customers for years on end. This has resulted in a fractured work environment, where employees lack a true sense of belonging and connection with the company.
In the face of this challenge, effective internal communication is essential to increase employee retention. To better reach the company’s decentralized workforce, we launched a campaign involving a wide range of mediums, from posters to H5 pages to videos to in-depth articles, leveraging platforms, such as WeChat and EDM, and even hosting offline events.
To implement the campaign, we began by working with the client to clearly define the service department’s core values. We then launched a five-month communication project called "Service Engineers’ Moments of Glory." Through this project, we engaged more than 700 engineers across five offices and created deep dives of 10 “customer hero” stories.
One such story was a service engineer who received an emergency request while he was taking wedding photos. He rushed to the client’s worksite to help, still in his wedding attire. The customer was deeply moved by his commitment and impressed by his ability to quickly solve the equipment issues.
In addition, we created an exclusive online H5 page using the company’s staff data. By typing their staff number into the page, the employee can see all their proudest moments and achievements from the past year.
These efforts have had a positive knock-on effect: as the enhanced internal communications helped to improve the confidence of its service department employees, it also strengthened their customers’ trust, which in turn has brought more possibilities for business expansion.
In today's business environment, competition for talent is extremely intense. Creating an image as a reputable employer is crucial for the healthy growth of all companies. But before embarking on an internal communication plan, the core ideas must be established -- namely, the company’s corporate culture and values. Only when the company truly cares about its staff will the staff feel truly valued, and only then can internal communication achieve its intended purpose.
Jerry Zhu is the Managing Director & Partner of A+P in China, a veteran in China’s PR industry and a recognized expert on corporate communication. At Allison+Partners, he serves as the managing director for China and partner for Asia. He drives the agency’s expansion in China and overseees the service quality of all practice groups. He also acts as the senior counselor to many clients on brand positioning, issue and crisis management, content strategy, CSR efforts and training.
Zikki provides integrated PR services with special focus on social media communication. She has worked with a wide range of clients covering the automobile, healthcare, education, finance and automation industries. Her clients include GE Healthcare, Elekta and Swiss Re, among others.
All this is only possible because clients have continued to trust us with their business. Looking back at the past 15 months, I believe that our Singapore team has learnt a great deal through the process of proving ourselves worthy of this trust, during a time when agencies and clients alike have had to continually redefine the meaning of “business as usual.”
Our journey to this new paradigm began in Q1 2020, when the pandemic first introduced uncertainty not just to our daily lives, but also to the state of our clients’ businesses. Every one of the brands we work with came under tightened budget scrutiny. Our client contacts needed our support to provide justification for the value of their activities – whether PR, content marketing, social media, or any combination of all three.
Here is how we rose to the challenge.
For many brand marketers, the start of the pandemic marked a period where literally every cent of their spend required justification. Out the window went old-school measures of success such as AVE; vanity metrics (likes, comments, shares) also proved insufficient.
We saw an opportunity to level-up our client partnerships accordingly. To prove our value, it was critical that we make clear the connections and correlations between our programmes and our clients’ results. We asked for – and received – access to sales and business data that PR firms never used to have. This gave us the opportunity to establish the role of marketing communications within the sales process, which was made possible by our team members’ fluency in the language of the audience journey and the path-to-purchase.
Marketing and communications professionals are painfully aware that the decline of paid media – broadcast and paid ads, OOH media, even digital display ads – has been exacerbated by pandemic life. Everything we used to know about audiences’ attention spans has been upended by COVID-19 behaviour trends, from the rise of WFH to the decreased trust in media outlets.
With the increased client demand for demonstrable value, coupled with a push towards authenticity in brand storytelling, we leaned hard into building influence through a combination of pure-play PR and content co-creation. By collaborating with agencies in other specialisations, we were able to punch well above our weight. We pitched amplification and syndication strategies for the media coverage that we secured; we reviewed budgets previously allocated for paid influencer content and renegotiated the entitlements for greater impact.
“Is it a face-to-face WIP or a call?” This question became completely redundant as the entire world moved to work-from-home as a default.
While we take pride in the collaborative, consultative relationships we build with our clients, we knew that each new client we onboarded would require a very different mode of engagement than we used to take for granted. Doubling down on results was a given, but at the beginning of every new client relationship, we worked hard – and creatively – to build the much-needed trust that would shape the way forward.
Beyond communication, we embraced over-communication. We scheduled regular meetings more frequently, but there was no running away from the need to address client concerns over ad-hoc calls and text messages. This pandemic-era dynamic definitely took some getting used to – and I would be lying if I said it didn’t contribute to my own Zoom fatigue – but we got used to it as a necessary part of the new normal.
Over time, we settled into a more predictable cadence of communication with our clients, both new and old. And when in-person meetings resumed cautiously at the start of 2021, it was as if the camaraderie of our partnerships never left. Our client relationships were all the stronger for having weathered a full year of the pandemic, one of the strangest periods in any of our lives.
Relationships are at the heart of every agency-client dynamic, and all relationships need work to grow and evolve over time. By breaking free of the PR silo, and by sharing our clients’ accountability for results and success, we demonstrated ourselves worthy of their continued trust during the most unpredictable of times. I for one don’t take this paradigm for granted: if anything, I'm compelled to work harder – and smarter – to continually build and maintain these hard-won relationships with our clients and partners.
Lewis is a member of the Allison+Partners Singapore team. He plays an integral role in the growth of the Singapore team, consistently securing breakthrough results for the agency’s major clients. As a regional specialist, he has led and executed award-winning campaigns in APAC, ensuring tangible outcomes for clients in the consumer, corporate, technology and public sectors.
The Women’s Leadership Program (WLP) at Allison+Partners is a career development program focused on women-specific leadership development topics and activities to enable its staffers to reach their full potential. The goal of this program is to improve leadership skills at Allison+Partners and is open to both men and women. The program includes quarterly speaker sessions with a female leader outside of the company, as well as a group mentorship program that brings together senior Allison+Partner female leaders with small groups to discuss a specific leadership topic.
One of our most recent sessions focused on how to better promote diversity in the workplace and create more opportunities for women of all backgrounds, races, ages, and sexual orientations to have a seat at the table. Following our guest speaker Natasha Bowman’s webinar “Being a Woman of Color in the Workplace,” each mentor/mentee session in the program held breakout discussions on diversity, allyship, challenges and stereotypes that we have faced in our careers.
With varied backgrounds and experiences, our amazing A+P mentors have so much insight to share on these topics -- each woman has faced her own unique challenges, and come out stronger because of them. Here are a few key insights and tips coming out of those breakout sessions:
These initial discussions and takeaways are just the tip of the iceberg, but having group mentorship sessions to regularly have these open conversations has been incredibly helpful. Connecting with others across the agency on a deeper level exposes participants to a wider range of potential career paths, diverse insights on topics that matter to us and actionable tips for growing as both A+P employees and as women in the workforce.
The Women’s Leadership Program Content Committee manages all things content for the agency-wide initiative. This includes sharing inspiring or thought-provoking articles, podcasts and videos with members of the program, organizing discussions around this content and more. Members of the committee include Molly Luby, Lauren Bayse, Kelly Kenney, Rachel Busch and Taylor Rearick.
I am lucky to lead Allison+Partners’ partnership with The American Foundation for Suicide Prevention (AFSP). When the world shut down in March 2020, everything felt uncertain, including life in PR. Working with AFSP to educate people on mental health and provide them the tools to openly discuss what they were experiencing was one of the things that grounded me. The work is deeply fulfilling because communications and marketing are absolutely essential to the mission of changing culture and behavior around mental health. And everything I’ve learned from working in the mental health space has made me a healthier person and a more compassionate friend and colleague.
As influential drivers of culture, brands now have an opportunity to engage their stakeholders for authentic programs that go beyond mere messaging to impact real change and foster brand affinity. Below are a few guiding principles for marketers to keep in mind when considering mental health-themed programs.
Take an honest look at your internal mental health policies. As with all issues-oriented campaigns, brands must take an honest look at their internal practices before pursing external communications. Do you offer your employees benefits that support their mental health? What is your culture when it comes to discussing mental health in the workplace? Asking these questions as a first step will help ensure any external campaign will feel authentic and shareable not only to your external audience, but also to your employees.
Mental health is a large umbrella for many issues and experiences. Focus on those that most impact your brands’ target audiences: A myriad of related health issues, such as anxiety and depression, sit under the mental health umbrella. The challenges faced vary significantly by individual and by population. For instance, middle-aged white men are statistically most at risk for suicide, yet men are less likely than women to openly discuss mental health. Entrepreneurs face extreme stress and loneliness, but may not have the health benefits that come with working for a large company. And teachers, frontline workers, restaurant workers and parents have all faced unprecedented, unique challenges during the pandemic, adding to the stress and anxiety.
Understanding your target audience’s unique mental health behaviors, beliefs and concerns is essential to develop a campaign that resonates with both media and consumers. For example, Gillette has partnered with The Confess Project to train barbers in communities of color – where stigma regarding mental health is pervasive – to listen actively to their customers and refer them to mental health resources. This campaign is a reminder that while mental health is a universal issue, a highly tailored approach is the only way to have maximum impact.
Language matters. Make sure you’re informed and write intentionally. I am a communications nerd who studied linguistic anthropology. So, it should come as no surprise that one of the things that fascinates me most about the mental health space is the enormous impact the language we use has on our audience’s beliefs and behaviors. An important part of the work with do for AFSP is educating reporters how to write responsibly about suicide.
For example, we say someone “took their life” instead of “committed suicide,” because “committed” implies a crime. And while a lot of our work is about increasing cultural understanding of mental health, we avoid the word “stigma” in our external communications because we don’t want to inadvertently perpetuate the idea that mental health is taboo. When developing campaign messaging and copy, make sure you consult the latest research and mental health experts to ensure your communications are responsible and effective.
Mental health, like physical health, impacts everyone. This creates opportunity for brands to engage consumers authentically.. Those that focus on impact, not just dialogue, will be the ones that break through to capture attention and build brand equity.
Kristen Kmetetz, EVP Client Service + Operations and leads the Boston office at Allison+Partners, where she partners with clients across health and wellness, technology, food, and consumer to build brand awareness and change behavior through storytelling.
Barbara Laidlaw, Partner, global reputation risk and public affairs, Allison+Partners
While every crisis is different, I subscribe to the belief that the best prevention is preemption. Most crises spiral out of control when an issue like a product recall, data breach or high-profile lawsuit coincides with ill-equipped communications to manage a reputationally impactful incident. Contrary to popular opinion, most PR nightmares do not just spring up overnight. They are a product of a number of factors that limit a brand’s ability to mitigate the fallout. By focusing on what we can control in a crisis, you will succeed in reducing its impact.READ MORE
In 2020, the words “remote and virtual” became synonymous with work. In 2021, many companies around the world will reexamine the office’s role and its impact on business.READ MORE
The pandemic taught us we can operate business remotely thanks to technology and software that supports collaboration. As companies begin to announce their return to work plans, we must remember the critical role the physical office plays in Allison+Partners’ award-winning culture. While we were able to pivot and adapt in the pandemic, collaboration software will never replace the output that happens with human-to-human interaction. The natural organic moments and creative sparks that grow in a physical environment are nearly impossible to recreate in a virtual setting.
As the general manager of our largest office, I believe the office will continue to serve as a catalyst in three key areas:
While the cadence with which people frequent the office may evolve, the purpose of the office as a home base and fertile ground for new ideas and thinking will remain. The office is part of our journey in work but not the end destination. Even before the pandemic, we proved as an agency work could be done from home, airplanes, hotel lobbies and in transit. The driving purpose behind the physical office space will be community – human-to-human interaction and collaboration.
As we prepare to reopen our doors and reunite with colleagues, friends and clients, the office will be a key part of the journey. I look forward to our coming return to the office and believe the experience will be met with joy, excitement and gratitude and driven by a common purpose of person-to-person contact. I’m looking forward to “seeing” clients and team members soon.
Tracey Cassidy is the General Manager of Allison+Partners NYC office, the largest in the network. She is co-chair of Allison+Partners Women’s Leadership Program (WLP). Tracey brings more than 20 years of experience building brands and safeguarding their reputations. Follow her on Twitter @TraceyCassidy or LinkedIN.
Ask any in-house communications executive, and they'll tell you about the need over the past 14 months for a comprehensive internal communications plan to keep employees in the know during the COVID-19 pandemic.
Internal communications has changed, too, to include messaging about work-from-home policies to initiatives about public health and safety.READ MORE
When I joined a fledgling Allison+Partners as a junior practitioner almost 18 years ago, I was shocked to arrive at an office that was more like a newsroom than a corporate workspace offering private spaces to career climbers like I intended to be. Where would I get my writing done, and how would I know I had finally made it?READ MORE
Little did I know that those non-hierarchical seating arrangements, including my placement next to CEO Scott Allison’s cubicle – yes, cubicle! – would help me navigate company culture and hone my PR and leadership skills. Being surrounded by senior employees was a crash course in how to be successful at my job. For that reason, the hard-won corner office I now enjoy as a partner in our global agency must go!
Remote workers have proven their ability to be productive at home, but they have missed out on the in-office exchanges that build trust, develop staff and help new employees learn how to behave by observing others. To maximize informal learning in the hybrid workplace, senior leaders must break out of our offices and away from our pre-COVID-19 tendency to work behind closed doors.
With the flexibility to work from home on writing and planning tasks, we can and should spend more time interacting with colleagues when we’re in the office. This requires flipping the traditional office setup, using executive offices as shared spaces for team meetings, presentation rehearsals and private calls and open areas as seating for all, regardless of level. Such proximity allows leaders to provide in-the-moment mentoring and model behaviors that give others permission to spend in-office time building relationships. These include participating in an ad hoc brainstorm, getting a colleague’s take on a challenge, offering acknowledgment of a job well done or asking about a coworker’s current projects or long-term career aspirations.
It’s also important to reevaluate seating charts. Instead of grouping staff by function, cross-department “neighborhoods” ensure everyone is exposed to new ideas and people. We also need to devote time to rituals. At Allison+Partners’ headquarters in San Francisco, we hit a gong when we win a new client, enjoy staff-taught yoga and beer appreciation (aka Wellness Wednesday and Thirsty Thursday), and participate in fitness challenges, with CEO Scott Allison sweating it out with the rest of us. These gatherings create a celebratory atmosphere and provide additional opportunities for staff to mingle.
Such in-the-trenches leadership will help ensure our physical workspaces provide the kind of spontaneous interactions we’ve missed during the pandemic and foster a culture of mentoring where all members of the organization, especially those at the mid to senior levels, are active in growing new and junior colleagues.
Partner Courtney Newman leads employee engagement for 500+ A+Pers in the U.S., Europe and Asia-Pacific. Her career highlight is the agency’s perennial “Best Places to Work” designation.
Almost 20 years ago, prior to starting Allison+Partners, Scott Allison, Andy Hardie Brown, Jonathan Heit and I all worked at Connors Communications, a New York-based boutique public relations firm. I opened the Los Angeles office with Jonathan; Andy was in New York and Scott was in San Francisco. Connors was one of the leading dot.com communications companies that helped launch a few “tiny” companies people may remember, including Priceline.com, Amazon.com, Edmunds.com, MySpace and Nordstromshoes.com.READ MORE
When I joined the firm, I hoped to differentiate some of its offerings from public relations, media and analyst relations to include entertainment, nonprofit and cause marketing services. Prior, I had spent eight years at another agency building a cause practice and developing a regional cause conference with San Diego American Marketing Association.
One day, received a phone call from David Hessekiel, the founder of the Cause Marketing Forum. David was launching his first conference at the Yale Club in New York. He shared his vision about bringing together major brands and nonprofits, sharing best practices and recognizing the best campaigns with something called the Halo Awards. I remember sharing with him my dream to do exactly what he was doing. In its first year, a little more than 100 people showed up with common interest and passions. And, an annual conference that I look forward to every year came to life.
Brands, including Hasbro, Ford, BMW and Nestle, attended that first year to learn more about best practices in cause marketing. There were also many nonprofits that wanted to learn more how to work with corporations. Back in the day, the focus was on partnership marketing and case studies of great campaigns.
Today, I love how the Cause Marketing Forum has evolved into Engage for Good. Cause-related marketing has truly become more of a marketing tactic than a deep brand strategy. I’m not saying cause-related marketing is bad or that brands and nonprofits shouldn’t do it. But, today the practice and the conference is focused more on how companies live their purposes and how partnerships with nonprofits help bring the company’s or brand’s purpose to life. Campaigns are deeper and the brands recognized as Halo winners (now the industry’s leading social impact award) implement programs that reach all of their target audiences internally, externally, supply chain, etc. Campaigns aren’t just transactional, they are deeper to include:
Now, instead of 100 organizations participating, you have thousands interested in purpose-driven strategies. This year’s lineup is exceptional with speakers from Qualcomm, Google, PayPal, eBay and nonprofits include CARE, Feeding America, Boys & Girls Clubs, Children’s Miracle Network Hospitals and so many more. As an ongoing sponsor, I encourage everyone to register now while there is still an early-bird pricing. This is a great community to learn and network with.
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.
SAN FRANCISCO: Allison+Partners has appointed seven staffers as partners due to their significant contributions to the growth and evolution of the agency.
The new partners are reputation management MD Todd Aydelotte; B2B technology MD Karyn Barr; New York GM Tracey Cassidy; Washington, DC, GM Tara Chiarell; San Francisco GM Meghan Curtis; U.S. corporate practice MD Jill Feldman; and global reputation risk and advisory MD Barbara Laidlaw.READ MORE
By: Emily Wilson Sawyer
A new era in travel has begun. All hail the return of the roaring 20s, but with a new and recently vaccinated twist!
While the travel industry was amongst the hardest hit, all signs point towards a swift and triumphant return of a beloved pastime and the ability to turn on 'vacay mode' for its fans and followers. But for an industry that felt the most dramatic impact, while immediate demand is strong, it will likely take months, or even years, to turn profits back from red to green. Expedia Group recently reported fourth-quarter earnings that included a 64% revenue drop. That is one giant hill to slowly hike back up in 2021.READ MORE
So, as the lights turn back on, with it comes increased competition to earn heads in beds and make brands stand out from the pack as the destination and home base for your vacation comeback story in 2021. The major players are showing up for this royal battle, and are putting money, star power, and even humor behind it.
Last week Accor hotels launched a tongue-in-cheek ad campaign with actor Neil Patrick Harris who teaches travelers how to be a 'real person' again after more than a year of the coronavirus pandemic. To put its own mark in the proverbial bucket of return to travel campaigns, Hotels.com coined the term “revenge travel” for those travelers looking to make up for a year of lost getaways. These early campaigns have shown a valiant effort, but few to date have exhibited real benefit to consumers beyond marketing fluff. Below you will find some recommendations for meaningful ways to win customers back:
With new CDC guidelines released today effectively stating that vaccinated people no longer need to wear masks outside, travel brands must continue to evolve fast to meet the ever-changing consumer demand. Cue the ceremonial mask burning ceremonies being sold as an “experiential” package at a hotel near you!
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.
My love for snacking started at an early age – chips, fruit, veggies, pretzels, popcorn – you name it, I’ve perfected the art of snacking on it. Who doesn’t love to sit down with their favorite snack to enhance the experience of watching TV, reading a book, working, or just relaxing?READ MORE
Snacking has been on my mind more over the past year, permeating my thoughts since I’ve worked from home. My kitchen – stocked full of my favorite foods – calls out to me to come grab a bag of chips to help me think better or reminds me I only have 10 minutes before the next call… just enough time for a little nosh. It got me thinking I can’t be alone, which led me to partner with my food industry practice colleagues to unveil key insights from our latest report, “The State of Snacking,” to answer a critical question as we address the evolution of mealtime: Has our pandemic-shifted focus on food paved the way for snacks to take center stage?
Traditional sit-down meals three times a day can be a challenge with our many competing priorities, which has led the practice of snacking to enjoy a rise nothing short of meteoric. While it’s clear snacks have become a focal point of our eating habits and is expected to continue as 2021 unfolds, we wanted to dig a layer deeper to understand how brands big and small could take advantage of this behavior.
We found that while taste is table stakes, there are four key insights – the four Ps – that food marketers need to consider:
While it’s clear from our research snacking's star burns brightly today, how soon before it fades?
Download the report and make sure to grab a snack to enjoy while reading. I know I will!
Cheryl Weissman brings 15 years of experience to Allison+Partners’ Consumer Brands practice and leads the agency’s food and beverage specialty. She is responsible for the strategic management of account teams within the category across the agency, supervising client activities, providing counsel and helping some of the world's leading food and beverage brands navigate the ever-changing world of public relations. If you’re interested in learning more about Allison+Partners' work with food and beverage brands, get in touch at Cheryl@allisonpr.com.
On April 21, I will host a special panel on mentorship with the Broom Center at San Diego State University. As I have shared in past blog posts, mentoring young professionals is one of my passions. It was to Glen Broom, my mentor and friend, as well.
As a public relations professional, I have met some incredible people over the past 30 years. Some are current and past colleagues and clients; some are from partnerships and alliances; and others I’ve met through networking events and conferences.
In this seminar, I will have the opportunity to introduce four of my friends who have never met each other but have all played important roles in my life. I wanted to take a moment to recognize each of them here.READ MORE
Linda Rutherford, Senior Vice President & Chief Communications Officer, Southwest Airlines Co.
Out of this group of people, I have known Linda the longest. Allison+Partners Co-founder, Global Chairman & CEO Scott Allison and I had the pleasure of meeting Linda early in her incredible career with one of our past 3P speakers, Deanne Yamamoto, managing director at Golin, when we developed a fundraising program for our client Angel Flight. Linda and I forged a lifelong bond while creating “On A Wing and A Spare,” a bowling tournament between Southwest employees and the cast and crew of NBC’s then hit comedy “Wings.” We had a great time watching Southwest Founder Herb Kelleher train for the big event and AMF bowling legend Dick Weber teach the cast of “Wings” how to bowl. This employee engagement program raised more than $100,000 back in the 1990s. And, I have cherished my relationship with Linda for nearly 30 years.
Ashley Hart, Senior Vice President & Global Marketing Leader of the Oracle Cloud Platform
When we launched Allison+Partners almost 20 years ago, we had a client called eUniverse. That company acquired numerous websites to build a base of content to attract advertisers that wanted to reach Gen Xers. In addition to MySpace, we had the opportunity to launch the casual gaming site Skilljam Technologies Inc. Ashley was its vice president of marketing at the time and we got to build the first WORLDWIDE WEB GAMES, a casual game tournament in which Skilljam gave away a million dollars to the champion. This was never done in the casual game arena. Ashley’s leadership helped build the brand, which today is part of the Game Show Network’s online format. Our relationship was cemented and has led to numerous partnerships over the years.
Charlene Thomas, Chief Diversity, Equity & Inclusion Officer, United Parcel Service Inc.
I met Charlene through a leadership training program, Leadership LA, part of the Southern California Leadership Network (SCLN), where I am a board member. Charlene and I were part of a group with Warner Bros. Vice President of Community Engagement Sally Chan, another past 3P speaker. We spent eight months together learning the inner workings and politics of Los Angeles, as well as developing our leaderships skills. With this said, we have never worked together directly. We established a personal relationship in which we are there for each other during good times and bad. We counsel each other, offer resources to each other and support each other in our continued growth. These are cherished memories.
Javier Angulo, Senior Director of Community Relations, Walmart
Prior to joining the board of SCLN, I presented the benefits of cause-related marketing and business to business partnerships to the group’s members. When I was done presenting, Javier had to step out and I was leaving for another meeting. As we walked out, I told him that one of our past employees had just gone to work for Walmart’s public affairs and digital team. He casually shared with me he had interviewed her and thought she was great. I told him he owed us one. We both laughed. This conversation led to a great friendship, from coffees to brainstorms to partnerships with Arizona State University’s PR Lab.
I am honored to call each of these people my friends and feel honored they will share their experiences and recommendations to students all over the country. I want to take a second here to say thank you to each of them.
And, for those who have made it through this entire post, remember – you establish meaningful relationships every day. As we grow in our positions, it is really important to stay in touch and check in with your friends. They can always be there for you!
The webinar will be held on April 21 at noon PT/ 3 ET. You can register for the webinar here.
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 nonprofit organizations and developing board + ambassador training programs.
In 2020, Allison+Partners saw global revenue drop 5.3%, and the U.S. saw a 6.1% decline. “That was a big deal for us. We’ve never seen a contraction in our 20 years of business,” says Scott Allison, cofounder, global chairman and CEO.
But he is proud to say Allison+Partners had no layoffs, furloughs or temporary pay cuts last year. It was able to avoid that through cost-saving measures that gave the firm bottom-line growth even as its top line failed to meet expectations.READ MORE
PRWeek has unveiled its annual rankings of the UK's Top 150 PR consultancies for 2021.
The PRWeek UK Top 150 table provides key insights into the status of the PR sector in the UK in the tumultuous 2020 calendar year, when the impact of COVID-19 saw many more agencies than usual experience falling revenue.
The picture isn't universally negative, though, as a number of consultancies saw growth despite, or in some cases because of, the realities of the coronavirus era.
One headline change is Edelman losing the top spot to Brunswick after the latter reported revenue growth of one per cent in 2020.READ MORE
SAN FRANCISCO: Allison+Partners has promoted cofounder Jonathan Heit from global president to global COO.
Heit will work to scale and operationalize the business for expansion, ensuring that policies, technology and processes are in place to drive efficiencies along with growth, the firm said in a statement. Heit will continue to play a pivotal part in global integration.
Heit’s new role is part of an update to Allison+Partners’ executive team structure, according to an agency statement.
"Following a year of challenges to rival any we’ve experienced in our 20 year history, I’m so proud of our team’s ability to retain and grow key clients, win significant new business and quickly adapt to the 'now normal' as we call it," said Heit. "Scott and Andy’s faith in myself and the rest of the global board to execute against the vision for the company’s future is not something we take lightly, and as a group we are very bullish on the prospects for 2021."READ MORE
This week, Nijha Diggs, senior director of public relations at Smile Train, the world’s largest cleft charity, and I presented to PRSSA students at the annual PRSSA Leadership Assembly. We put together an interactive hands-on exercise that provides students with real-world experiences. While thinking about getting prepared for this, I’ve reflected on the impact the last year has had on the nonprofit community.READ MORE
It seems once every millennium our society has to deal with the drastic impact of a major pandemic. Plus the impact of numerous issues related to health equity, racial justice, food insecurity and climate change. Government and corporate entities constantly investigate different ways to address these issues.
Their efforts are not good enough. Progress is too slow, and the following generations and their children will have to deal with what baby boomers and Gen Xers leave behind – and they are not happy. And, I don’t blame them!
Today’s generation expects all of us, including businesses and government, to live with more purpose. They want us to help and support each other, not point fingers, lay blame or make excuses. They want us to work to make a difference and find solutions, so they can leave the world a better place for their children.
We have all learned about the power of our voice and the power of voting. Every vote counts. But what do you do when voting is not enough? What about when government cannot respond fast enough, or when people suffer here and around the world?
One of my favorite Captain America quotes is: “Most of us are going somewhere we know, that doesn’t mean we should know what to expect. Be careful. Look out for each other. This is the fight of our lives. And we’re going to win. Whatever it takes.”
Well, it is going to take a long time, and those who will lead us will come from nonprofit organizations, educational institutions, businesses and government learning how to work together. And it’s going to take us, the people, to support organizations we care about to make a difference.
A recent survey implemented by Smile Train, examined how Americans prioritized donating their time and money to charitable organizations in 2020. The “Caring Amid Crisis: How COVID-19 Influenced American Donations” report analyzed findings from a survey on consumer donation habits prior to and during the COVID-19 pandemic and sought to understand how the pandemic changed Americans’ perspectives on donating.
Most Americans (91%) stated it was more important to support charities and fundraising events now versus prior to the pandemic. In fact, 41% of Americans said their donation patterns increased, with 31% saying their giving amounts also increased.
What this showed me was HOPE! Hope that people will do the right thing and hope in helping others get through some of the darkest times our country has had to deal with for so long.
Other additional key findings from the survey included:
As we saw spikes in donations to racial justice and health equity organizations, I feel hopeful our families, friends, communities and associates want to make a difference. But they will do it in the way they are most comfortable. They will stand up for the biggest issues we deal with today and pivot during a crisis to help those most in need.
Let’s use this information to work even closer together. Do not be afraid to ask for help for your cause or mission. Help those that truly need it! And let’s make sure we do our best to help the next generation who can help the following generation.
Scott Pansky is a co-founder of the agency and leads Allison+Partners’ Social Impact group. He supports the agency’s education, culture, volunteer and mentorship initiatives.
"Georgia Republican Gov. Brian Kemp and Florida Republican Sen. Marco Rubio accused [Delta and Coca-Cola] of cowering to the demands of 'woke' liberals,” Benjamin Fearnow reported in Newsweek. “Rubio used a ‘#WokeCorporateHypocrites’ hashtag last week to ridicule the company executives who are criticizing the recently passed GOP voter law in Georgia."
"Rep. Dan Crenshaw, R-Texas, told United Airlines to ‘just shut up' after the airline followed the same, controversial route taken by their competitor Delta Air Lines in attacking Georgia's new election law,” Fox News said.
Senate Minority Leader Mitch McConnell, R-Kentucky told The Hill it was “stupid for corporations to wade into politically divisive battles” because “Republicans drink Coca-Cola too, and we fly and we like baseball.”
When we think about brands taking a stand, the word “purpose” often comes into the conversation. As Accenture puts it, moving “from me to we” has led many brands to establish purpose as a key differentiator. And it has paid dividends.
“The data that supports the thesis that ‘Purpose’ (the catch-all term for ‘business as a force for good’) is good for business is overwhelmingly clear,” Afdhel Aziz said in Forbes. “By pretty much every measure of brand health, consumers are more likely to try, stay loyal, pay more and advocate for brands that genuinely do good.”
Yet, purpose and responsibility are too frequently confused and conflated -- often with disastrous consequences. The New Oxford American Dictionary defines purpose as “the reason for which something is done or created.” Responsibility is “a moral obligation to behave correctly toward or in respect of” something.
In other words, purpose is the singular raison d’être that should drive everything an organization does. Responsibility is the organization’s motivation to engage in social issues. Both of these are critically important. Both require a company to take a stand. But when done right, the stand should never come as a surprise to anyone. The brand is simply standing for what it clearly, loudly and telegraphically always stood for in the first place.
Allison+Partners Managing Director of Global Reputation Risk & Public Affairs Barbara Laidlaw said brands should exercise caution when reacting to the hot-button issue of the day.
“We always counsel our clients to not only consider what they will say, but to also develop a plan of action to back up their message as well,” Laidlaw said. “Over the past year, countless businesses have exposed their brands to reputational risk because of public-facing statements that conflict with past action or lack thereof. In short, the brands that succeed in this space do not approach these issues with a one size fits all mindset, rather they consider how they fit into the overall equation and what they can do from that position to have a positive impact."
Hewlett-Packard co-founder David Packard famously said, “Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years).”
It certainly should not be confused with opportunistic PR moves. From purpose springs a focused vision, mission and shared values. Shared values lead to corporate responsibility. The connections here have to be explicitly clear, and must be consistently demonstrated in words and actions in order to be widely seen and understood.
Sadly, searching “Major League Baseball purpose statement” does not yield the information in question. Chasing this thread leads to the MLB Players Alumni Association website, with language that could loosely be interpreted to provide a “why” for the All-Star move.
Likewise, searching “mission statement” on the Delta website yields “sorry, no results.” “The world’s most trusted airline” has been harshly criticized for its mixed messages in Georgia; perhaps it’s no surprise to find the brand has buried the lede on what it stands for.
Coca-Cola boasts a dedicated webpage stating in large type: “Our Purpose: Refresh the world. Make a difference.” It’s much easier to draw a line to Chairman and CEO James Quincy’s April 1 statement, “We want to be crystal clear and state unambiguously that we are disappointed in the outcome of the Georgia voting legislation.”
At the end of the day, no brand is above reproach. Reputational risk is everywhere and must be managed carefully. MLB, Delta and Coca-Cola did the socially responsible thing in my view, and many Americans agree. But without clear foundations for these moves, they suffered backlash that will likely leave financial scars.
The takeaway -- brands must emphatically state their purpose, and build a coherent culture around it. Then create clarity and buy-in so that, en masse, the entire organization can consistently put that purpose into action again and again.
This is why our team is so passionate about helping brands define a purpose that can truly last a hundred years -- and helping them use it as a springboard for a purposeful expression of responsibility.
Paul Sears is Executive Vice President, Brand & Engagement Strategy. With nearly 20 years of experience in strategic planning, Paul’s team has helped more than 75 B2B and consumer clients with purpose-driven brand strategy, product marketing, customer experience planning, go to market strategy, and ‘big idea” creative strategy. Prior to joining Allison+Partners, Paul worked at leading advertising agencies such as DDB, Saatchi & Saatchi and TBWA\Chiat\Day. Paul holds a Bachelor’s degree in Advertising from the University of Colorado, Boulder as well as marketing strategy certifications from Cornell University’s SC Johnson School of Business and Northwestern University’s Kellogg School of Management. Paul also holds two certifications in Agile Scrum, and is a certified professional dog trainer.
12 April 2021 – Cannes Lions has today announced its jury line-up of global experts selected to award the world’s very best creative work and benchmark excellence this June.
The Lion-winning work will be announced and awarded during Cannes Lions Live, a fully digital experience, running from 21-25 June 2021, that’s included for free as part of the new LIONS Membership, launching in May.
Jury members hail from across the world and represent the global industry’s leading talent from the broadest spectrum of disciplines. The juries also comprise 51% of female jurors, up from 48% in 2019.
COVID-19 arrived at my doorstep during a dark period of my life, when a hard breakup left me and my two dogs alone in an apartment in downtown Phoenix. I felt numb at first. But then that feeling faded and left me with the fear of being trapped between four walls, heartbroken and in isolation. I look back at that moment in time with gratitude now because it propelled me to where I am today.READ MORE
Had it not been for the breakup, I wouldn’t have dived into my last three months of college with extreme vigor to graduate Magna Cum Laude. I wouldn’t have met the beautiful, kind women in my Bible study that filled me with hope and strength. And above all else, I wouldn’t have discovered my love for the gentle art of Brazilian Jiu Jitsu. During that time of loneliness, I became armed with the tools that helped build up my character and confidence and led me to Allison+Partners.
In summer 2020, I made the difficult decision to move home to get back on my feet. While the free meals are nice, moving back home after college can be a blow to the ego. Determined not to let this setback hurt me, I enrolled in a Jiu Jitsu academy that would become far more than a gym. It was where I started to learn patience, strength and strategy – skills I’ve since been able to apply in every area of my life, including with clients.
Embarking on a new hobby doesn’t sound like much. But at that stage of my life, it felt like I was coming up for air after months of fogginess. Soon after, things began falling into place. In August, I had my first interview with Allison+Partners. And in September, I officially began my career in a field I love.
These milestones further encouraged me to push myself and learn new skills and submissions in Jiu Jitsu class three to four times per week. Originally, practice was just a way to stay active. But it evolved over time to serve both my physical and mental health. The time I spend on the mat allows me to step away from the reality of difficult adult decisions and simply “flow.” In Jiu Jitsu, that means moving continuously in a current or stream – and that’s truly what it feels like.
As I onboarded onto five client accounts, I understood quickly why our agency puts such an emphasis on self-care. Depending on the client, the required extensive deliverables can demand a lot of energy and focus throughout the day. When you add the layer of working from home, it can be even more difficult to separate and log off at an appropriate time, especially when emails sit unopened across from your dining room table.
That’s why having a routine has helped me so much. I view the opportunity to work from home as a blessing, because it allows us to find what routines work best and make us the happiest. No matter what, I make it a point to attend my 6 p.m. Jiu Jitsu classes. Because if I don’t, I’m not acting consistently with my goal to become a black belt. Although as a two-stripe white belt, I’m just hungry for the blue stripe right now. And If I go to class in the evening, I can log on the next morning feeling fired up with ideas and a fresh perspective for my clients.
Jiu Jitsu also helped me understand the importance of having a foundation. As an account coordinator, I often do the foundational work, such as creating client agendas, building media lists and drafting pitches. Rather than looking at this as “busywork,” I see it as an integral part of the account work. If I create a strong media list, for example, our team has a better chance of reaching the right reporter to share our client’s story. So, I take pride in every task I’m given.
In a way, martial arts taught me everything in life is connected. The only way to learn a new submission in Jiu Jitsu is by practicing the same thing over and over again. And this holds true in the world of PR. Every pitch, brainstorm or campaign idea is better from the last.
I’m grateful to have realized this during a season that was dark for so many. I’m grateful for a sport that continues to stretch me. And I’m grateful for a company that believes I have something unique to offer to the world. Today, I’m back on my feet, living with my two dogs in a beautiful condo – alone and happy.
Yasmine Gonzalez is an account coordinator in the Phoenix office. Dedicated to making clients happy, she works on a wide range of accounts to help raise awareness of the good they do, supporting Partnership With Native Americans’ community initiatives and helping connect people with diabetes to the latest resources and technology through her work on Dexcom and Helmsley Charitable Trust. She enjoys finding the people brands are able to positively impact and telling their stories to share the heart behind the company.
The Hall of Femme Class of 2021 has been expanded to recognize the tremendous women who stepped up to the plate in the past year and decades prior.READ MORE
Many of them cite “mom” as one of their chief mentors.
All of them are sending the elevator back down to help younger versions of themselves succeed in competitive environments.
They stress the need to be yourself, be constantly curious, listen actively and lead with humanity and empathy.
They accept it’s OK to not be OK sometimes.
They prioritize self-care.
All of this was also highlighted as part of PRWeek’s Femme Forward series, which showcases a diverse group of women in PR who describe the challenges of the past 12 months dealing with COVID-19, home schooling, working from home, domestic chores and the racial reckoning of 2020.
With more leaders such as this, brands and corporations can create sustainable working environments, which is especially important in a PR industry that is populated 70% by women.
There are countless marketing software options. Software vendors pitch us and our clients daily. In my experience, no client has ever said X software tool is perfect for my business, and whether these products merge, get acquired, or change the logo, most toolsets still don’t do exactly what the clients need. These tools tend to automate routine tasks and offer clues to investigate and inspire. Making your data actionable requires putting in the work just like training for a triathlon.
If you invest in technology, you have to invest the same energy into getting the most out of it to gain a competitive advantage. Here are examples of how we’ve partnered with clients to get the most out of their data.
Marketing working with sales and machines can drive phenomenal growth for many B2B companies, but more often than not we’re tasked with breaking down the silos between the two teams who often are measured by different goals. We also work in the marketing automation/CRM platform backend to set up the tracking, scoring, and workflows. This is another area where an expensive tool like Pardot, or Marketo, or HubSpot can be wasted if the campaign infrastructure is incorrect. In that case, the marketing automation platform becomes an expensive e-mail engine.
We tend to see clients in two camps. First, those that leverage insights and metrics about their brand content performance either through the social platforms directly or in combination with tools like Sprinklr, Khoros, or Sprout Social. Second, those leveraging broader trends and online conversations to expand their insights and audiences with tools like Brandwatch, Falcon.io, or Pulsar. Because of the social platform APIs, there is no single tool or report that leads to breakthroughs.
Understanding data and when and how to use it with regards to your content strategy could be the difference between success and failure. "According to LinkedIn, 78 percent of marketers expect to increase their content budget this year, "* and if there’s one area I wish we focused on more in client discussions, it would be on the content distribution plan. Spend as much time creating that plan as the content itself.
The Road Ahead
The good news, at least for now, is that software hasn’t replaced marketers. The software makes marketers even better at their jobs - driving more actionable insights and better business outcomes. But the advantage of having technological resources drives of the most benefit when you put in the work.
And please remember that those first few pedals on a bicycle take the most energy to get moving, but it becomes easier and easier to maintain your momentum over time once you start putting in the work.
Todd Sommers is a executive 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.
It’s nearly graduation season, and college seniors now ready their resumes and stalk LinkedIn for the shot at their dream PR jobs. I remember this feeling all too well, with the exception of LinkedIn. Instead, I stalked PRSA functions with my freshly made business cards. It is a time filled with excitement, pride and often fear of failure, which is why I am always happy to speak to budding PR rock stars to help them on their journeys.READ MORE
Recently, I had the honor of joining a number of inspirational women in PR who were asked to share our “wisdom” about setting yourself apart and building a career in PR with the next generation of PR leaders – a Zoom classroom full of San Diego State University Seniors.
After the event, I realized their questions likely apply to a lot of job seekers, so I thought I would share their questions and my responses.
Q: If you were telling your soon-to-be-graduating-from-college self about how you got HERE (as a founder, partner, president, VP), what would you say?
A: If I was giving myself advice, my tip would be to be relentless and embrace your authentic self. When I’ve stumbled, it has always been because I was following some else’s approach to a T and I didn’t take what resonated with me and make it mine. We’re not carbon copies… Take what you learn, do the research and read everything you can to be better, but make it yours. You’re going to make mistakes, but learn from them and be kinder as a result.
Q: What do you see as the strengths of Gen Z in your office?
A: I look at this as less Gen Z but more the up-and-coming workforce. I think their strength is resiliency – you’ve had your share of adversity and a broader world view. Use it! I look to folks who come to the table with different ideas and perspectives, and I think this is an area where Gen Z is really going to shine.
Q: What skills expected in new grad hire?
A: Read the media. For example, if you’re interviewing for a tech role, read Axios, Protocol and Wired and spend some time watching CNBC. If you’re in energy, do the same with energy reporters and outlets. The simple idea of reading the media will make you a better writer. It will make you a better media strategist and a stronger PR person.
Q: What are common pitfalls you see new pros have difficulty with as they acclimate to the professional workplace?
A: Not taking the time to listen to learn. It is great to be eager. But the greatest struggle I have is when folks don’t slow down to read the room, learn the client and learn about your colleagues. This business is about relationships – coming in too hot can really slow you down in the long run.
Q: What is one interview question you always ask? Do you look at social media?
A: For me the question where you win or lose the interview is, “What questions do you have for me?” This is the question that makes candidates stand out to me. Have questions, show you were listening to the conversation we had, leave me with your elevator pitch.
Is the cover letter relevant?
The cover letter is your intro to get your resume reviewed. I think that approach has changed a lot just given how we apply for jobs. LinkedIn tends to be the new cover letter. Recruiters aren’t shy about being on LinkedIn, and I look for proactive candidates who go beyond the online application – this step also shows hiring managers that you can research, which is critical for any entry-level PR role.
If you’re interested in speaking more, feel free to reach out on LinkedIn.
Amber is a corporate communications counselor known for her ability to see around corners and drive programs that advance business results. This includes communications programs to create successful outcomes, including mergers and acquisitions, financial communications, media relations and executive positioning.
Singer Demi Lovato has been on a media blitz this month with interviews in The New York Times and Glamour to promote her YouTube Originals docuseries, “Dancing with the Devil.”
But when it came to her forthcoming album, “Dancing With the Devil … The Art of Starting Over,” Lovato chose a relatively nascent channel to announce it: Clubhouse, the audio-only, invite-only chat app that has been growing like wildfire.READ MORE
The pop star invited her 55 million followers on Twitter to join her on the app, where she revealed the album to a “room” of fans and industry influencers, including producer Scooter Braun, who teased that Lovato might make an album announcement on Clubhouse to his 3.7 million Twitter followers.
Entertainment Weekly was among the media that listened in, reporting that she told Clubhouse users, which reached 7,000 during the 75-minute event, that her new album follows “the course of my life and the path it’s taken over the past few years.”
[Note to brands: while chats aren’t recorded, consider anything anyone might say as on-the-record!]
Since its launch almost a year ago, Clubhouse has amassed more than 20 million registered users, according to a March 16 update from independent researcher Vajresh Balaji. The app, which is still in beta, invites users to listen in on chats being held in real-time on an array of topics.
It is also interactive: users can “raise their hand,” have their mic unmuted and add their two cents to the room.
Jeremy Rosenberg, partner and president of marketing innovation for North America at Allison+Partners, says it’s no coincidence that Clubhouse has taken off during the pandemic.
I suffered a minor but well-hidden panic attack during my first COVID-19 grocery trip nearly a year ago. I can laugh about it now, even though it felt grave at the time.
I suspect most of us felt pessimistic, uncertain and dour in March 2020. The powers that be had just sent us home for what we thought would be only a few weeks of working from home and staying away from others to “flatten the curve,” then we’d all return to our “normal lives.” If you want to make God laugh, tell him your plans.READ MORE
Everyone has their pandemic experiences and stories, and they are all deeply personal. I’m confident history won’t be kind to 2020. For a host of good reasons, it shouldn’t be. It was a miserable year. I bet the grandkids will tire of hearing about it the same way some baby boomers and Gen Xers grew bored of hearing about the Great Depression from older relatives.
While panicking last year over the lack of toilet paper and aromatic vegetables at my local Publix, I suggested gratitude and perspective would get us through the pandemic. That held true for me. And it continues to prove true now, as we approach what could be the beginning of the end of this global nightmare.
Upon reflection with that same pandemic-inspired sense of gratitude and perspective, my past year hasn’t been all bad. I’d even argue there have been some positives I’ll remember fondly:
Reprieve from commuting – I used to spend two hours a day commuting to and from the office. By “commuting,” I mean two hours of white-knuckled fighting bumper-to-bumper traffic on metro Atlanta’s interstates and arterial roads. I don’t miss that stress. I also don’t miss the $120 or more I spent monthly on gasoline, the frequent oil changes or the pollution my car coughed into the skies. And I get more sleep since I don’t have to account for the hour-long commute getting to work every morning. Best of all, when it’s time to clock in and out, I’m already home.
Expanded culinary horizons – Working from home means I can sneak into the kitchen at any point to start and make dishes that would normally take all day on a Saturday or Sunday, such as gumbo or red beans and rice. It means I can make a healthy, hot lunch every day. Having access to the kitchen all day has inspired me to experiment with new cuisines, including Japanese and Turkish, and try my hand at baking bread. I’d encourage you to bake your own bread too. The house smells amazing as it bakes, and the texture and taste will make you forever shun the store-bought, preservative-packed stuff. Try this easy recipe from French master chef Jacques Pepin and enjoy.
More time with pets – I adopted brothers Hector and Ajax as kittens four years ago right after I joined Allison+Partners. I’d often miss them while at the office all day, but now I don’t have to. They are now 14 and 17 pounds, respectively, and they enjoy making cameos on Zoom and Microsoft Teams during important meetings. I introduce them to clients as my “chief copy editors.” They also enjoy sitting and napping between me and the keyboard on my arm, which means I type one-handed at different parts of my workday. Sure, I could move them. But cat lovers know – there’s nothing more stress-busting or flattering than a cat who loves you enough to jump into your arms to purr themselves to sleep. And now that I spend all day every day with them, we’re more bonded than we would have been if I had just spent evenings and weekends with them, as I used to prior to the pandemic.
Trips to the grocery are no longer fraught with panic for me. There’s plenty of toilet paper, onions, bell pepper and celery. Putting on and wearing a mask is as normal as putting on and wearing shoes. I miss going to concerts, sporting events and restaurants. I miss social gathering in general. I miss seeing my colleagues every day. I sometimes miss the office environment. I miss the big laser printer.
But am I in any rush to get back? I think you know my answer!
Jacques Couret is editorial manager of the Marketing Innovation Team and works out of Allison+Partners’ Atlanta office, where he boasts the company’s best collection of Star Wars desk toys.
Jan. 26, 2020, Heathrow Airport, London. It is always difficult to pinpoint a certain moment in time when a higher level of awareness kicks in. They say before an earthquake, animals in the wild will have an inkling of coming trouble. I sat at the airport waiting to catch a flight back to the U.S. and watched a BBC report on COVID-19 that said contract tracing had failed and the virus was loose in the UK. I instinctively sensed trouble approaching.READ MORE
Allison+Partners co-founder Andy Hardie-Brown and I had just completed the European segment of our Town Hall meetings. We had been monitoring the virus since it is earliest days as we kept in close touch with our offices in China. After returning to the U.S., the next big decision was whether to complete the Asia leg of our scheduled Town Hall meetings. We decided we would, and left for South Korea in mid-February. We arrived to find a well-prepared community in the earliest stages of the pandemic. The hotels checked temperatures each time we went in, but masks were not widely worn.
On Feb. 23, we headed to the airport to fly to Singapore. And for the very first time, we donned masks. Singapore was as delightful as ever, and it was great to spend a week with our team. But storm clouds brewed. My flight home through Korea was cancelled. All flights through Korea were shut down. On Feb. 27, I flew back to San Francisco. Customs at SFO was empty. However, no temperature scans or any reference to the virus. There was a sense of naivete in the air.
Although our team thought we were over-reacting, Andy and I decided to quarantine for 10 days prior to returning to the office. Ten days seemed like a long time. If only...
On March 10, I made it back to the San Francisco office and had a chance to speak to the team. I brought up the virus and said we should continue to wash hands and be careful. I did not think it would be that serious. For the next three days, the news became progressively worse with hints of potential shutdowns.
On March 12, we sent the team home early. And on Friday, March 13 – yes, Friday the 13th – we told everyone via conference call not to come into the office. By March 16, we had closed all offices in the U.S. and Europe, and everyone began working from home. Asia had gone into lockdown earlier. Thirty offices and 500 people just had their work life/home lives turned upside down. As one of my colleagues wrote in her blog post, quoting Winston Churchill, “If you’re going through hell, keep on going.” We were going to have to figure out how to keep going, keep our people safe and keep the client work moving.
We launched into days that began at 5:30 a.m. and often did not finish until midnight. The TV news ran day and night, and images of suffering from China, Italy, the UK and finally the catastrophic loss of life in New York and New Jersey kept pouring in. If we didn’t recognize the courage of our healthcare community in the past, we certainly did now.
If living through the challenges of 2020 has taught us anything, it’s the importance of speaking your truth and taking action. When Scott Allison, Andy Hardie Brown and I started Allison+Partners 20 years ago, our goal was to create a positive and entrepreneurial environment where talented people could do great work, thrive and be free from the bureaucracy that often kills creativity. We hired for culture and put into place a strict “no a-hole rule,” which means we have taken our time to find professionals who can deliver, support their colleagues and like to collaborate.READ MORE
Centering our agency around an amazing work culture has allowed us to be recognized by both PRWeek and PRovoke as one of the “Best Places to Work.” But in building this amazing agency culture, one critical component was missing – a focused effort on DE&I.
The communications industry has a diversity issue and needs to make an intentional effort to improve its DE&I representation. 2021 data from the Bureau of Labor Statistics shows employees in the advertising, public relations and related services industry are 85.4% white. African Americans comprise 6.6% of the industry, while Hispanics make up 7.9%.
To address this within our own agency, we have committed to increasing diversity and ensuring everyone in the agency feels comfortable bringing their whole self to work. As such, we have created an immediate action plan to ensure our practices make our agency a welcoming place for all, which includes our goals to:
Mentoring students from different ethnicities and backgrounds about potential careers in their fields of study is one step that businesses can do to help create new leaders within the profession and build a diverse talent pipeline. For years, it’s been my pleasure to work with universities and organizations across the country through partnerships with the Public Relations Student Society of America and the LAGRANT Foundation, where we have hosted numerous workshops and programs to educate students about careers in public relations and marketing.
This past summer, I had the opportunity to participate in student webinars with San Diego State University (SDSU), Arizona State University and Bucknell University as part of an effort to reach more diverse audiences. Yet, that was not enough. We reached out to the Public Relations Society of America (PRSA) and I was referred to Felicia Blow, associate vice president for development and campaign director at Hampton University, an HBCU in Virginia. She also serves on PRSA’s executive leadership team. We hit it off immediately. And when I explained our educational and DE&I outreach goals, she introduced us to DàVida Plummer, dean of the Scripps Howard School of Journalism and Communications and assistant vice president of marketing/media for the school.
What started off as an incredible conversation has led to a long-term partnership that has launched several programs we believe will help increase African-American students’ awareness and participation in the public relations industry. Programs include introductions to professional mentors, new national clients for its student-run Brand757 public relations and brand agency that will provide real-world experiences that inspire life-long careers in our industry.
Allison+Partners’ goal is to continue to step up our efforts on representation, create a long-term pipeline of diverse talent that our clients and team members will benefit from, and maintain professional relationships that provide strong mentoring and educational opportunities for students of different ethnicities and backgrounds. Through our partnership with Hampton University, we hope to create opportunities for these students to make an impact in the world outside of their classrooms.
I had a similar opportunity when one of my SDSU classes got to work with San Diego’s Waste Management Department. This led to an internship, and that experience led to meeting Scott Allison, a supervisor at The Gable Group. While working with Scott, the school project and experience I had with the city helped us win our first piece of new business together with the city and County of San Diego Household Hazardous Materials Program.
I believe my experiences in the classroom led to a full-time career, and I know we can create the same types of opportunities that can inspire the next generation of professionals.
Scott Pansky is a co-founder of the agency and leads Allison+Partners’ Social Impact group. He supports the agency’s education, culture, volunteer and mentorship initiatives.
Today, the absence of in-person events and activities has amplified what is most present in the world – the bombardment of politics and media and their intersection. The COVID-19 pandemic lockdown has made television all the more vital to our sanity. Streaming services constantly launch new feature films, documentaries and shows. Most people just stand by until the next series screams out to them: “WATCH ME!” Similarly, wherever you look, a political campaign or opinion is almost shoved down your throat, whether truthful or not.
From this, women across the world are forced to ask themselves what they aspire to be and how they want to get there. In U.S. government, the choices seem to be morality or success. It is up to women to challenge these standards and create another path.READ MORE
Recently, I started watching a new series, entitled “The Wilds.” I assumed it was a coming of age story or romance, hoping it would give me a chance to take a step back from the whirlwind of news. I was wrong. The show centers around nine young women, all different in nature, who have supposedly crash landed on an island on a flight to an all-female retreat. Each episode slowly peels back a layer to reveal the girls did not accidentally crash land on the island, were unknowingly part of an experiment, and their traumas and troubles did not come from the island but from their lives at home.
The experiment’s purpose isn’t wholly explained. But from what we can infer, these nine young girls were put on this island to see if a women-led society could be peaceful and successful. Only during the final few moments do we see the experiment has compared them with a control group of men.
As a supernatural and science fiction show junkie, I can predict most plot lines in stories like this. But as the plot continued, I realized quickly this story wasn’t necessarily about its plot. It was about the underlying ideas that come from it: What is ethical? And what makes a woman powerful? We grapple daily with these questions in our politically driven society.
In the beginning of the show, I was disturbed someone could be so sinister and sacrifice these women’s mental health for empowerment. But in reality, women in power are often forced to stoop to similar levels to achieve the power and leadership roles they strive for.
Although troubling, these women seem stronger and almost better-off near the end of the series. The closeted pageant girl found the confidence to accept herself as gay. The strict athlete rid herself of her eating disorder and internalized pressure. The upbeat, friendly teen accepted she was abused as a child. But was the road to this endgame ethical? And will it continue to be?
What stuck with me the most is looking at the road to empowerment from the perspective of women versus men. Is stooping to a low to match an already problematic agenda worthwhile for the greater good of equality and women’s rights? Or is it actually the antithesis of its end-goal?
“The Wilds” made me realize women must make sacrifices to hold positions of power. In the context of the show, the experiment sacrificed the well-being and safety of its subjects. In the U.S. government, powerful positions require women, especially, to forgo their morality and sometimes compassion.
Yet, at the same time, this is progress in America. We now have the first female vice president.
As we celebrate International Women’s Day today, girls across the world now know they have the ability to hold a position in leadership, with Kamala Harris as a role model.
Mikaela is an Assistant Account Executive. Prior to joining Allison+Partners, Mikaela graduated from American University, where she studied Public Relations and Strategic Communications with a double Minor in Marketing and Political Science.
Wisdom is the ability to think and act using knowledge, experience, understanding, common sense and insight. And it’s a quality that would benefit everyone in the communications business.
Communications professionals who want to excel in their roles should make wisdom the base of creative and strategic thinking and the core of our relationship to the people surrounding us. We’d be more thoughtful, inclusive and understanding, things that are also wins for us as human beings.READ MORE
Here are five factors that contribute to wisdom and are also part of the communications business.
Being curious throughout your life is an excellent sign you're on the right path to wisdom, as Judith Glück, a professor for developmental psychology, describes in her book “Weisheit” (German for wisdom).
For communications pros, openness to new things is crucial for our profession – especially on the agency side. Serving clients from a variety of sectors requires a natural curiosity for their fields and how they fit into society’s bigger picture. Communicators must frequently ask: “Why? How? When? Who?” And many more questions. Only by asking can we understand the industry and the client in a way that enables us to guide them through all sorts of comms tasks and challenges. So, it’s crucial to be curious. But it’s also fundamental not to be judgmental or bring in your own biases.
When we talk about ambiguity tolerance, we mean listening without bias and taking things as they are. But it’s also about carrying on – head held high and focused – even though you might have a murky picture of the situation or, in the worst case, no clue about the right thing to do. Ambiguity tolerance is a must-have for all wise people – you accept there are things you cannot control. There will always be things that happen outside your comfort zone and outside your value base. There is constant change in life, and it is often not easy to maintain a clear view on the right path.
Who in comms doesn’t understand this? Communicating around strategies that haven’t been thought through or navigating comms in crises demands calm and focus, taking things in stride making the best of them. It’s one thing to see the necessity of this characteristic – it’s another thing to actively live it. It’s tough, but it comes with practice.
Regulation of Emotions
Ambiguity tolerance doesn’t mean you’re not allowed to have emotions or feelings. It means controlling and regulating emotions in a conscious way.
Emotions are essential indeed, but they tend to overwhelm us from time to time, making a cognitive approach in communications often tricky. It’s not about shutting off emotions. It’s about handling them in a productive way and dealing with a situation in an unbiased way.
Taking a deep breath before reacting or sleeping a night before answering a challenging email – there are many tactics to help control emotions and keep a clear head. Finding the one that works best for you can be a complete game-changer in your career.
The fourth resource is described perfectly with the German word “Einfühlungsvermögen” – “the ability to feel or empathize.” Empathy is not to be confused with sympathy. To picture yourself in someone’s situation enables us to change perspective and to feel the strains someone is caught in.
If you can master this shift in communications, this can be the base for relatable, trustful and authentic approaches that make a difference to your target group. How is my key audience coping with the Pandemic? Where are the challenges and hardships, and what would make their life easier? If you feel it, you can create powerful connections that lead to business success.
To me, this skill is THE must have for every communications professional. Sensitivity, the ability to read between the lines, and a positive, curious attitude toward others support this key requirement for wisdom – and communication pros.
All this isn’t complete without the skill to reflect and understand complex interdependencies. Questioning yourself regularly enables you to see the bigger picture and locate angles that carry the ability to improve any situation. Transferred to the world of communications, this is the resource that catapults anyone from being caught in operations to becoming a strategist - a game-changer.
Understanding a shut-down of whole societies has specific effects on people’s behaviors, economical processes and political decision-making can give you a head start in creating the spot-on communication approach.
A great example is Budweiser’s campaign for Super Bowl LV. For the first time in a decade, the beer brewing giant chose not to create a video spot and instead opted to support COVID-19 vaccination efforts. With this choice, it made an impact that will save lives.
If you’re interested in more insights into wisdom science, check this out.
Heike Schubert, General Manager at Allison+Partners is based in the Munich office, from where she’s heading the A+P activities in Germany providing a broad range of communications services for clients operating in the DACH region.
Media monitoring and media contact database giant Cision will acquire social and digital media listening platform Brandwatch in a $450 million deal expected to close in the second quarter of 2021.
Cision, coming off the acquisition and integration of TrendKite, wasted little time before making this monumental move that will likely have a number of short- and long-term impacts on the industry.
Below are speculative outcomes we may see as the two organizations, each with their own strengths, unite.READ MORE
Any change must come with the expectation the merger of two large technology companies often takes time to demonstrate their combined power. Through the end of 2021, a few potential changes may come to fruition:
The benefits of this merger won’t be fully realized until the future, as data scientists, engineers and product specialists from both organizations maximize the potential of both powerful data engines.
Over the coming months, we should expect to see many questions resolved or indications they are on the path to being resolved.
1. Will there be two stand alone platforms or will Cision and Brandwatch be combined?
While there are a lot of unknowns and questions in the early stages, Cision’s acquisition of Brandwatch is a hallmark moment in the martech landscape. It will undoubtedly benefit the entire communications, social and digital marketing functions if the platforms and capabilities merge well to be intuitive for the end user.
Allison+Partners consults many of our partners on martech investments and structure. Please feel free to reach out to firstname.lastname@example.org with questions of if you may find a benefit in this service.
Brent Diggins is the managing director of measurement + analytics at Allison+Partners.
Dog training is one of my life’s greatest joys, and I’ve been a prosumer at it for a little more than five years. I even got my Certified Professional Dog Trainer (CPDT-KA) certification as groundwork for an eventual retirement side hustle.
In real life, I’m a brand and engagement strategist, training companies large and small to adopt new beliefs and behaviors of their own. It starts with understanding internal and external perceptions, finding that all-important white space that makes them unique, and ultimately operationalizing the narrative and strategy throughout the organization. And while it’s in no way fair or appropriate to compare brands and companies to dogs -- the process of motivating behavior change is, in some ways, the same.READ MORE
Today, brands have to be dynamic. The world continues to accelerate, and brands can’t hang their hats on a static position anymore. They need to have one foot planted while the other dances -- relentlessly iterating on products and services, business and operational models, storytelling and communications. It takes focus and orchestration (and to be fair, intelligent insights infrastructure) to be this agile. But when successful, Dynamic brands can out-innovate and out-maneuver just about anybody.
With the utmost respect, it’s not too dissimilar from training the pups. When working on a behavior, changes to the training context require changes to the training process. In other words, we can’t just assume the same hand gesture that works at home will automatically work in the park with other dogs playing cheerfully nearby. The trainer must embrace a willingness to rapidly pivot their delivery of the same core training principle to suit the situation. Trainers actually have to be just as Dynamic with the puppers as brands do with their customers.
Likewise, in a world of fragmented attention, brands work hard to stay Relevant. When brands act, they must act everywhere in an orchestrated and cohesive way. It takes “Capital-A Agile” approaches to break down traditional silos and iteratively solve “what it says” and “where it goes” in the same stroke. Again, it’s not unlike dog training. The trainer faces a constant barrage of sights, sounds and smells competing for the attention of our four-legged “consumer.” We have to plan two steps ahead, see around the corner and rapidly iterate new ways to remain the most interesting, tastiest thing on the block.
Finally, we believe brands must embrace their humanity, and be truly V.I.T.A.L. -- Vision, Inspiration, Trust, Alignment and Leadership are the intangibles we use to measure the emotional connection brands create with their customers. Brands are just subjective concepts, heart-and-mind constructs that companies don’t and can’t actually own. That mental image can change at any moment and anytime anyone in the world tells our story for us. But when people truly believe, they are beyond happy to carry water for us.
When dealing with dogs, it’s also important to be VITAL. We should have a clear and consistent Vision for the behaviors we want, reinforced steadfastly in every interaction. We have to Inspire pups to perform -- most often with treats, but also with play and love. We simply must cultivate Trust at every turn -- the dog should see the trainer as a rock-solid partner to (quite literally) lean on. Our goals should be Aligned -- one of the most fundamental things a trainer does is to see the world through the dog’s eyes. And we must Lead -- a dog recognizes a human as a guide through a wild and scary world; we must nurture that sacred responsibility.
Funny enough, I’m just now in the process of helping “train” a global healthcare enterprise to express themselves more cohesively around the world. It’s the same exact approach -- helping them improve their ability to be dynamic, by helping them be more agile and flexible. Teaching them to be relevant by being more consistent everywhere they are. And helping them embrace the VITAL-ity of the brand, by creating a shared Vision that Inspires internal and external constituents, creating Trust by Aligning their shared purpose, and positioning them to Lead. But instead of giving treats, it’s about enhancing business performance.
I realize it’s in no way fair to compare the brilliant minds of world-class talent at global enterprises to the charming, feeble little brains of dogs. But from a process standpoint, there are some vague similarities. Many of the techniques dog trainers employ actually come from some of the same psychologists (B.F. Skinner for example) who have shaped our understanding of human behavior. So maybe there’s a little bit of connective tissue.
All I know is, when brands are dynamic, relevant, and VITAL with their customers, it creates incredible enthusiasm and loyalty -- just like when a trainer is dynamic, relevant, and VITAL with their pups.
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.
Nearly a year into a pandemic, the show went on. The Tampa Bay Buccaneers beat the Kansas City Chiefs, Tom Brady proved that age is just a number and Super Bowl ads took over the airwaves — and our social media channels.
With more than a full week to digest the Super Sunday campaigns, experts highlight the importance of purpose in brand messaging, noting that companies that chose not to air an ad may have had the strongest message of all. Others are focusing on how big brands carried out large campaigns in spite of the pressures of coordinating remotely on one of the biggest nights of the year. And others note the unpredictability of this unique Super Bowl.READ MORE
By: Terry McDermott
Sometimes, what’s old becomes new again... or at least very useful.
The growth in programmatic advertising has enabled advertisers to purchase access to third-party cookies – those placed by other organizations – and use them to display ads to their targets. Yet, Google plans to block third-party cookies in Chrome browsers in about a year, which could have a severe impact on advertisers that rely upon them (Safari and Firefox already block third-party cookies).
If that’s a key component of your B2B advertising strategy, you can still reach a large portion of your target as they browse myriad websites via a first-party cookie from your friendly trade publisher. When a publisher (or any website) places a cookie, it is first-party to them. Selling access to it makes it third-party. Therefore, publishers can target those browsers elsewhere, and they can deliver YOUR ad in front of THEIR audience.READ MORE
The cookie represents the publisher’s data, and it recognizes the direct relationship they have with visitors and subscribers. Publishers simply permit advertisers to leverage that relationship and “re-market” to their own site visitors. Sometimes called an “audience extension program,” this technique lets publishers bid programmatically on ad inventory as it becomes available but display a message on an advertiser’s behalf.
A single trade publisher will not likely offer the reach you can acquire from many who provide third-party programmatic data, but it will offer some. And, depending on how it maintains its cookie pools, it can be a more engaged audience than some current data providers. The target audience must have visited the trade publisher’s site within the last 60 days or so to have that cookie.
This won’t be a panacea for advertisers with sophisticated programmatic campaigns, but B2B advertisers will have all of 2021 to experiment and understand how impactful a publisher or publishers can be. In fact, when returning to the vehicles that a decade ago were the common choice for trade advertisers, you may find they have a wealth of solutions to help you achieve your goals.
For a PPE client that recently sought to reach K-12 education decision-makers to generate bulk orders for schools and districts, Allison+Partners tapped Education Week. The publisher was able to provide eBlasts to its subscribers, a white paper program, on-site web banners AND an audience extension program to offer reach, frequency and contextual targeting at varying levels. When combined with a content syndication effort and content amplification, the client achieved awareness via impressions, engagement via site visits and leads via form fills. Education Week uses first-party cookies, so its techniques will be available even after Chrome blocks third-party cookies.
Trade publishers already have an established, engaged audience. If a downside of advertising with them has been difficulty gaining frequency against an audience that may only visit on a weekly or monthly basis, audience-extension programs bring them back to relevance. Because it is their audience advertisers will reach, the first-party cookie they place should continue to be valid even after Google implements its new rules.
If you’ve drifted from advertising with trade publishers or never used them at all, 2021 offers an opportunity to build relationships and experiment. You may already have a list of target publishers where you seek earned media coverage. Expanding those communications into the ad sales group may uncover some opportunities that keep advertising programs cranking, even if the new rules disrupt some others.
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.
The India Public Relations and Corporate Communications Conference (IPRCCC) 2020 was held on February 12, 2021, by the exchange4media group amid much fanfare. The gathering was graced by several industry experts who elucidated upon issues concerning the world of PR and Corporate Communication.READ MORE