As the cold wind comes calling and OOO replies light up our inboxes, we communicators understand the value of connection and shared experiences more than most. While warmth during the holiday season arrives in many forms — from a crackling fire to a cozy moment of bonding with loved ones — now is also the perfect time to share your experiences with fellow communicators.

In this spirit, Ragan is excited to share that our 5^th Annual Benchmark Report will stay open through Dec. 21. As in years past, this report will shed light on what you, and your peers in the communications field, are experiencing when it comes to budgets, team structure, measurement, software usage and much more. Those who complete the survey will also have access to the report of our key findings when the report is published next year.

Every year, this research gives comms pros a benchmark and a baseline for what practices are standard across the industry. You can use these benchmarks to advocate for a bigger budget, embrace new tools and training for navigating change and encourage a culture of productivity, wellbeing and communication across your workforce.

Of course, your contribution will help us see how certain trends from this past year hold up in the year ahead. Here are just a few things we’re paying close attention to.

Upskilling and training

Communicators were at the frontlines of The Great Resignation’s talent wars over the past year, and worked to develop training and upskilling programs so teams could grow.

The respondents from last year’s survey emphasized measurement and data analysis, storytelling and video or multimedia production as areas of focus.

Sixty-five percent of all respondents said measurement/data was a priority with room for growth. This echoes the finding from last year’s Benchmark Report that about 40% of communicators said they lack the people and tools to carry out an effective communications measurement strategy.

Over half (56%) of communicators also wanted to train their communication team to improve their storytelling strategies, while 40% considered writing and editing to be most important. While these skills are related, an increased focus on storytelling training indicates that respondents are less focused on the writing and editing fundamentals than they are on how those skills apply to telling a story and portraying a narrative.

Forty-three percent also said that they would be focused on training their comms team around video and multimedia production. Taken together with the 16% who plan to train their teams on graphic design, that’s over half of respondents who planned to offer training around visual mediums — a sign of the times and indicator of how communicators are increasingly required to embrace visual storytelling solutions for a remote and displaced digital world.

A closer look at measurement challenges

It was no surprise that measurement and data analysis was a top focus of training, as communicators surveyed in Ragan’s 2022 Communications Benchmark Report shared multiple challenges to measuring their communications — including a lack of time, a lack of staff and a lack of proper technology.

A lack of time was the biggest measurement challenge for all respondents (58%), while 40% of all respondents also cited staffing and lack of technology as major obstacles to measurement. These rankings suggested that communicators lack the resources they need to effectively measure messaging despite the knowledge of what’s needed to make that measurement more effective.

This presented an opportunity for comms to push for adding measurement tools to their tech stack, thus helping them stress less about static data collection and automate their workflows to spend more time focusing on interpreting the insights.

We’re eager to learn how these insights will shift in Ragan’s 2023 Communications Benchmark Report—but we need your help to get there!  Click here to share your own experiences with the comms community, improve your knowledge of what’s happening in the industry and gain a report of the key findings upon their publication.

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What are the biggest challenges facing media relations professionals in 2022?

According to our recent survey, getting journos’ attention topped the list (63%), with bandwidth to pursue opportunities coming in second (55%). Only 23% noted misinformation as a top problem with their media relations campaigns.

Despite the challenges, the value of media relations has never been greater, according to many respondents. Seventy percent say earned media has either gained or retained its value and 29% said it had lost some value.

Almost half of respondents say that media relations is more important as a PR skillset than ever.

What do you think about the media relations part of the PR job? Is it a big part of what you do or is it too narrow a definition for your work?

Share your thoughts in the comments or tweet us @PRDaily.

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Crisis comms pros know that speed is everything when responding to a breaking news event.

In the case of the Russian-Ukraine conflict, the data offers a stark contrast between being fast, and a tad too slow. A new report from Caliber looks at how consumer trust levels in companies can change based on corporate responses to the Russian invasion of its western neighbor.

The report identifies Unilever and Danone, two companies that sell food products in Russia, and tracks how each have addressed ongoing business operations in the country despite sanctions from hundreds of governments that oppose the Russian invasion.

Unilever, the parent company of food and home goods brands like Hellman’s and Knorr, said it would continue to sell goods in Russia to citizens who are not directly responsible for the conflict and would suffer if the company withdrew.

Danone, a food and consumer packaged goods corporation with a similar brand portfolio, sent a similar message — but unlike Unilever, Danone has lost a lot of ground on consumer trust.

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The difference

In Caliber’s analysis, the saving grace for Unilever was the speed of its crisis response.

From the report:

This could be due to the communication from the company, which quickly posted after the war began — clear in its condemnation of the war and precise in its explanation on why it had to remain.

In contrast, Danone only communicated its position on 23 March, and while the position doesn’t differ from that of Unilever, it came more than two weeks later.

Two weeks was perhaps the difference in Unilever seeing a nine point trust bump and Danone losing 16 points.

The data is a clear warning to business leaders, with the report showing that 78% of people expect brand leaders to respond to the war in Ukraine. That’s a huge percentage, considering only 83% said they will pay attention to how companies respond to the conflict.

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If your audience is watching, they are expecting a strong and speedy response.

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After two years of pandemic, public faith in the global health system has dropped precipitously.

Fifty-two percent of global respondents said the pandemic “decreased my confidence” that the health care system is equipped to handle major crises. The data come from Edelman’s 2022 Trust Barometer Special Report on health care and trust.

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And the lack of trust is having a clear affect on vaccination rates as the COVID-19 pandemic continues to sicken and kill patients around the world.

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Part of the issue facing health care providers and authorities worldwide is how little health care information is consumed by most people.

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At the top of the list for trusted health care authorities, respondents chose “my doctor,” while health care CEOs, government leaders and journalists were seen as distrusted authorities.

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Employers have also become essential resources for people as they navigate public health information. Per Edelman’s report, eight in 10 employees expect their company to play a meaningful role in good health.

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And to earn trust on public health issues, companies must be ready to address other aspects of health — from pollution to racial justice.

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You can see all the findings from the report here.

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Black History Month has passed—but brand managers shouldn’t abandon their efforts to celebrate and uplift Black voices.

New data from Digital.com shows that many campaigns tied to Black History Month haven’t made the desired impact, with audiences seeing campaigns as optical illusions intended to create the perception of caring rather than moving the needle.

Of the 1,300 Black Americans surveyed almost half see brand messages for Black History Month as just fulfilling an obligation and 74% say the messages are just to “make more money.”

Large corporations are especially mistrusted when it comes to their messages of support for Black History Month:

When asked if Black History Month promotions offend them, 14% said they found them somewhat offensive and 4% reported they were very offensive.

Yet, the report emphasizes that Black History Month messages were appreciated by the majority of respondents, suggesting that brands should still work to engage on Black History Month next year.

Sixty-six percent of respondents said brands should participate in February promotions for Black History Month and 85% said the promotions were at least somewhat likely to get them to patronize a business.

The takeaway for brand managers? Black Americans want to be engaged on issues that affect them and not just during Black History Month. They just don’t want to feel like your Black History Month promotion is checking a box.

The report shared:

Dennis Consorte [Digital’s small business expert] said, “As a brand, it is impossible to keep everyone happy all of the time. So spend some time talking about how diversity and inclusion fit into your core values as a business. Ask your customers how they feel about some of your ideas, before you put them in motion, and respond promptly and empathically to any feedback.”

“Also, expect that you will make mistakes,” he continued. “Unforgiving people are often the loudest voices. Hear them, act appropriately, and then focus your energy on serving those customers who share your values, and who understand that life is a journey that includes mistakes, learning, and growth.”

This suggests an important question to ask as you measure the performance of DE&I messages in the year ahead: Are you talking about Black experience year round? If you aren’t, your February shout out will be more likely to feel disingenuous and offensive.

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Employee resignations are still cresting at all-time highs, and PR agency leaders know just how hard it has been to attract talent.

And the amount of time you have to save an employee who is considering a job change is brief. According to new data from Real Estate Witch, 1 in 4 employees who resigned their job since January 2021 only considered the change for a week or less before jumping ship.

The online survey talked to 1,000 workers who had left their jobs in the last year, digging into the factors that were driving the shift in employment. The top reason? Toxic culture.

Other top reasons for workers to leave their jobs include changed career goals (30%), burnout (29%) and low pay (28%).

The impetus of the great resignation is clearly the aftermath of the COVID-19 pandemic, with 80% of respondents saying the pandemic influenced their decision to leave their job. Some of the related factors include understaffed workplaces, childcare needs and health care concerns connected to COVID-19.

Even when organizations try to offer more to keep employees on payroll, it’s often too little, too late. The report said 80% of employees who left their jobs received a counteroffer from their employers but still decided to leave. Counteroffers often included better benefits, more pay and flexible work hours.

It’s not a bed of roses for those that do resign. Nearly 60% of employees have some regret about quitting after they leave their jobs and often do not get a higher salary in their new role. Forty-four percent of workers who changed jobs in the last year are thinking about doing so again in the next six months.

This data confirms findings from a recent study by the MIT Sloan Management Review, which named toxic workplace culture as the biggest factor in employee attrition.

How can you retain essential employees and avoid the turnover sweeping workplaces around the country? Addressing toxic culture and employee fears can go a long way. Many employees report the job search is unpleasant and frustrating, despite a hot labor market, showing that workers might be looking for a reason to stay put.

You just have to give them one.

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For decades, marketers have primarily focused on the self-interest of consumers when selling products. It’s a principle that has driven cultural leaders to make sweeping statements like “All politics is local” and “It’s the economy, stupid.”

Communicators have traditionally viewed their No. 1 job as being able to show how a product or service was relevant and beneficial to the individual. Does it save me money or time? Does it improve my life? Meanwhile, journalists tried to get in the heads of their readers, posing the question of a hypothetical viewer: “What’s in it for me?”

When it comes to Gen Z, the better question might be: “What’s in it for us?”

In a recent report from PR firm Edelman, the priorities of young consumers are much more likely to focus on the collective good rather than personal relevance.

Not only is the relevance to self the least important attribute to Gen Z, per Edelman’s report, but it is significantly lower than adult demographics (38% for Gen Z vs. 51% for adults).

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The upshot? Edelman argues that there is a new journey to build trust that brands must follow—one that is tied to investment in public good, such as action on climate change and social justice initiatives.

Brands are also increasingly judged by Gen Z on how they treat employees.

Edelman reports that 8 in 10 Gen Z consumers consider how brands treat employees when making a purchase decision, and 7 in 10 consider whether a company supports disadvantaged groups and gives back to the community when choosing where to work.

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Once a company demonstrates it puts safety and transparency first, and is taking good care of its workers, the company must show how it is part of broader movements to drive meaningful social change.

Gen Z, more than other demographics, is involved in social activism—with 70% of all Gen Z members globally getting involved in social or political causes.

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With these young consumers more engaged than ever before in global movements, companies must consider how they fit into making the world a better place—rather than offering specific value to individual consumers in their target markets.

You can download the full report here.

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For content to perform well on TikTok, the ability to entertain and delight is paramount.

According to data from Semrush, popular videos on TikTok were most likely to elicit happiness (58%) and surprise (24%). Only 9% of popular videos sparked anger, and 4% made audiences feel sad.

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TikTok is also an unusual platform in that the most popular content often comes from non-verified user accounts. The data suggests that brand managers should prioritize participating in an existing community on TikTok, rather than establishing a verified brand presence.

Of the verified accounts that did have high-performing videos, popular topics included well-being and life hacks, fitness and sports, and humor.

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Popular content on TikTok continues to be dance, humor, the outdoors, fashion and pets. Dance videos saw more plays, while videos of pets were more likely to get comments. Videos about the outdoors were more likely to get lots of reshares.

The variance in engagement is a reminder to consider which variables tend to attract attention when tracking the performance of your TikTok creations.

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Humor is also an essential ingredient in top performing TikTok videos, with 36.5% of the top TikToks falling into the “humor” category.

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One example of a practice that doesn’t improve performance is hashtags like “FYP,” “trending” or “Viral”—additions that Semrush says were an attempt by some users to find a shortcut to viral success. Instead, posts with those hashtags performed worse than the average.

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How are you planning on using TikTok to reach new audiences in 2022?

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Communicators believe that language—the words we use and the rules we follow in using them—deeply matter when addressing diversity in the workplace.

In a new report from the Institute for Public Relations, 97% of communicators surveyed agreed that “language or words can influence or reinforce power dynamics in the workplace.” One-third of respondents said they thought the terms “diversity,” “equity” and “inclusion” were overused.

Two-thirds of communicators said that the PR industry must develop a standard definition for DE&I, the catchall phrase that has come to embody workplace movements on equality and racial justice.

Words that confuse

One major concern is the way terms like “diversity” and “inclusion” can be misunderstood—even by those who rate communication and language as important skillsets in their profession.

Twenty percent of communicators say they do not recognize the difference between “diversity” and “inclusion.” Twenty-five percent failed to recognize “equity” and “equality” as distinct terms. And organizations are doing a poor job of explaining why those distinctions matter, according to 48% of survey respondents.

The report from IPR does offer some definitions to help communicators find clarity within their own organizations.

• Diversity. The presence of differences that include demographics (e.g., race, gender, ethnicity, nationality, age, language, education, socioeconomic status, religion, or political affiliation) and psychographics (e.g., thoughts/cognitions, values, attitudes, experiences, and personal background).
• Equality. Providing equal access, resources, and opportunities, which includes providing the same rights, materials, and offerings to all.
• Equity. Promoting justice, impartiality, and fairness, and includes providing proportionate access, resources, and opportunities based on people’s individual needs and differences.
• Inclusion. An outcome to ensure all individuals feel heard, welcomed, accepted, and respected in an organization. In an inclusive environment, individuals feel they have value, they contribute, they feel empowered, and they have a sense of belonging within that environment.
• Social justice. Creating an equitable society with systemic equality in opportunity, rights, and justice. Inclusion, diversity, and lack of bias and discrimination, as well as equality and protection in laws and government

Being an educator

Part of the work involved in workplace efforts to improve DE&I includes education and persuasion. In order for efforts to be successful, the whole organization has to buy in to an agreed upon understanding of the issues at play. And if the terms communicators and organizations use to address these issues evade common understanding, or become meaningless jargon, the arguments will likely fall flat. And problems will persist.

That’s why responses where communicators say the organization is failing to explain the reasoning behind the choice of its words matters. Only 48% of communicator said their organization explains “why the words or language we use about diversity, equity and inclusion are important.”

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As for common terminology, “diversity” was the most common word for organizations to use. Inclusion and equity were also likely to be used by organizations, with over half of communicators reporting they used those terms.

Less common were terms like “anti-racist” (23%), “intersectionality” (9%) and “neurodiversity” (5%).

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The use (or lack thereof) of these terms also maps onto the priorities of organizations’ DE&I initiatives. Most organizations reported that racial diversity was a top priority, while other diversity initiatives ranked lower.

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What words are you using most frequently in your DE&I programs, and which terms do you feel are underused?

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As the pandemic forces Americans through a massive shift in technology use and adoption, tech companies might have plenty of reasons to be excited about the future.

However, a new report from Ketchum calls into question the market’s confidence in tech companies. From social media’s front-page troubles to growing concerns about cybersecurity and data privacy, tech companies have lost the trust they once had with consumers.

In the data published by Ketchum, positive feelings about technology’s contributions to education, work productivity and family caretaking have all fallen from their 2019 levels. In some cases, the forced adoption of new tech during the pandemic has actually hurt consumer perception about the industry.

Ketchum writes in its report:

Perceptions about technology tend to be less positive when people feel they have no choice but to use it, which was often the case during COVID-19. This phenomenon is most evident in the precipitous drop for family caregiving—from 90% in 2019 to only 58% in 2021. While technology played a priceless role in helping people care for and connect with their families during a time when physical contact was strictly prohibited, it was disdained as a poor substitute for the direct physical contact people craved.

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Drivers of distrust

Beyond fatigue and burnout, there are some key factors that are causing consumers to second guess their options when it comes to selecting a tech provider. In the business-to-business sphere, purchasers said they were less likely to select a company that had been involved in a data breach (45%), had no ethical standards in place for data use (45%), or had AI-based software. (42%).

The trust problems worsen as researchers dig into the demographics. Perhaps unsurprisingly, the tech industry’s well-documented poor track record on gender inequality and harassment in the workplace have created a trust problem for its products.

Women are less likely to have positive feelings about technology across every category, with a third reporting they are not glad they were born in a time when so much technology was available. By comparison, only 1 in 5 men said the same.

Women also seem to be experiencing burnout and fatigue from technology at a higher rate.

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Technology is also being blamed for some of the more tragic crises affecting societies around the world. Seventy-one percent of the general public believes social media has fueled the anti-vaccine movement that has stifled efforts to defeat COVID-19. Seventy percent believe Big Tech has fueled political division in the country, and 61% say tech is driving income inequality.

Digital access has also become a dividing line for consumers, where those without access to digital tools and platforms can face harsh consequences.

Ketchum’s report explains:

In a digital world, access to technology is a fundamental necessity, not a luxury. This was vividly illustrated during COVID-19 when traditional physical channels were shut down and digital channels became the primary way—or in many cases, the only way—for obtaining life essentials such as food, healthcare and government/social services.

When asked about the industry that has the least trust, social media tops the list:

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What this means for comms

This data is a reminder that the technology advances of the last two years—while offering big opportunities for marketers and corporate comms pros—can come with a cost. It’s likely that your audience isn’t fully onboard with all the new tech and channels you have launched. Consumers are worried about losing their privacy; they’re overstimulated and looking for less stress.

That means marketers and PR pros must seek quality over quantity. Earning audience attention has never been more important—and it likely has never been more difficult.

The report is also a warning to PR pros working with tech clients. Audiences aren’t convinced that new technology is making their lives better, and the loss of trust will require more education and outreach for products and services looking to break through.

And for social media managers, the message is stark: Offer verifiable and helpful information to audiences. If you’re not investing time in building brand authority with consistent content and news updates, audiences won’t be primed to believe you when you do finally post on your social media channels.

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You might have plenty of metrics on hand about how much engagement your social media channels are getting. You know how often you post to Facebook, LinkedIn and Instagram. Your CEO is tweeting every once in a while.

But are you doing enough? If your content isn’t getting much traction, is it because you don’t publish as much as you should, or is it because your content itself needs refinement?

A new report from Sprout Social aims to benchmark how companies are using social media, offering a wealth of averages that can be used as a yardstick for your own social media activity.

Across the board, the industry average number of posts per day is 11.

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Industries such as advertising and marketing, financial services, health and wellness, and automotive brands are posting more content each day, with an average of 16 posts per day. However, more isn’t always “more.”

When it comes to sharing video, Facebook is the top platform for most companies:

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However, it is the still image that reigns supreme on Facebook, Instagram and Twitter—perhaps reflecting both its low cost to produce and its return on investment for brand managers.

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Even on Twitter, plain text posts only account for 16% of post types, making a clear case for the social media team to have a strong visual design competency.

But what are consumers looking for from your brand’s social media channels? At the top of the list is information and updates about new products or services and company news.

Customers also mentioned that they look to company social media to be entertained (38%) and inspired (34%), but those requirements shouldn’t put you in a box. Even if you work in an industry that lacks the “cool factor” of a media and entertainment brand, as an example, you can still find compelling stories for audiences.

Consider tips from Hollywood content masters on how to make your stories ready for the big lights—and look for ways to tell stories that center on human experiences connected to your brand.

Read the full report from Sprout Social here.

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In 2021, a heavy-handed anti-union message could backfire.

With a red-hot labor market, ongoing fallout from the “Great Resignation” and a reckoning over workplace conditions for so-called “essential” workers who endured severe COVID-19 risks while taking home industry minimums in wages, the American worker has the upper hand. And that means there is an increasing interest in union membership and labor organizing.

From the failed union drive at an Amazon facility in Bessemer, Alabama (which could see a second round of voting due to a legal challenge), to reports of workers at a Starbucks in Buffalo, New York, seeking a union vote, workers are sending the message that they don’t feel taken care of by their organizations.

And organizations that take a heavy-handed approach to fighting union efforts could suffer as a result.

Podcast outfit Gimlet Media, which went on to be acquired by Spotify, saw its own internal debate over unionization lead to a public scandal and the departure of senior leaders of its most popular show “Reply All.” In Gimlet’s case, efforts to create a union were intrinsically linked to diversity, equity and inclusion—and for many organizations, promises of increased equity for workers is incompatible with a strong anti-union stance.

And when looking at general population data, unions are popular.

According to Pew Research, the majority of Americans believe declining union membership is “bad.” There is a partisan split among Democrats and Republicans on the issue, with 76% of Democrats saying declining union membership is either “very bad” or “somewhat bad,” compared with 42% for Republicans.

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The data also reflects differences in ethnic backgrounds and age groups. Black Americans are more likely to see unions as a positive force in the country, as are young people (ages 18-29).

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Harvard Business Review identifies a few tactics that are common for companies looking to push back against union membership campaigns:

• With this approach, a company attacks all unions, trying to link unions with perceived social ills, such as communism.
• Anti this Rather than tarring all unions as an “evil,” companies can try to make a case that the particular union under consideration is bad for workers. This can include attacking the union leadership, history of corruption, strike record, etc.
• Pro company. Rather than campaign against a union, a business tries to position themselves as a better friend to workers and educate them on the costs of their current benefits and perks.
• You have rights, but… This tactic is when managers discourage employees from adopting a union but remind them that the decision is essentially theirs to make.

However, if your company is facing a potential union drive, it’s worth considering how you got there. Harvard Business Review also identifies four reasons why many employees seek a union:

• Compensation
• Job security
• Poor management
• Worker control

Putting employees first

Fighting against union efforts requires careful consideration in an era when many organizations are trying to show genuine care and concern for employees.

Workers have felt abandoned by their organizations as they struggled to navigate the COVID-19 pandemic, and perhaps it is this broken trust that has led to record numbers of employees walking off the job.

In the case of the Starbucks unionization effort, inconsistent support around COVID-19 protocols and enforcement was cited as a reason for employees to a have a bigger say in company decisions through a union.

The New York Times reported:

And [employees] expressed frustration that Starbucks did not appear to make worker safety a priority — first leaving it to baristas and shift supervisors to enforce masking policies, and then, as infection rates soared late last year, telling them that they shouldn’t bother requiring masks at all.

Reggie Borges, a company spokesman, said this change had come about as a result of listening to employees, who complained that Starbucks was putting them in a difficult position.

As companies continue to struggle to reflect the feedback of frontline workers, the discussion of alternative options, including unions, is likely to be on the table.

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Along with the annual rollout of pumpkin spice lattes comes the predictable social media backlash to earlier and earlier seasonal debuts.

To drive media attention, brands such as Dunkin’ have launched their fall menu items earlier and earlier in the year. This year? Pumpkin season launched Aug. 18.

“It may still be warm outside, but Dunkin’ is turning up the pumpkin heat earlier than ever before with an incredible fall menu,” the coffee giant shared in a press release. “Pumpkin picking season is giving Dunkin’ fans the chance to pick from the brand’s latest lineup, with an iconic pumpkin pair, new Pumpkin Cream Cold Brew and Pumpkin Spice Signature Latte, as well as classic Pumpkin Flavored Coffees, Donut, Muffin and MUNCHKINS^® Donut Hole Treats.”

It’s well-documented why brands are moving seasonal offerings up earlier and earlier every year. However, “pumpkin creep” has created a backlash for some.

The New York Times wrote in 2019:

But is it too soon? Local television and radio stations posed the question to Twitter users, with mixed results.

Some were in favor, like Allison Hopkins of Jacksonville, Fla., where temperatures were in the 90s on Tuesday. “I woke up with a distinct craving for a pumpkin spice latte and scarf season,” she wrote.

But for others, it was too soon to be thinking about orange foliage, autumn walks and Halloween.

Disdain for the pumpkin spice latte was given a full investigation by Vox:

But contempt for the PSL and other items of the seasonal pumpkin spice variety is often not really about the flavor itself. After all, there are plenty of other flavors we should all be way more furious about. (There is a shop in Scotland that serves mayonnaise ice cream, people!) Too frequently, it’s about sexism, class anxiety, and our collective skepticism of savvy marketing. After all, the PSL is doing something right: It’s Starbucks’ most popular seasonal beverage, with about 424 million sold worldwide. In 2019, the chain leaned in further with the introduction of the Pumpkin Cream Cold Brew, finally admitting to the world that late August is still iced coffee weather.

Yet the data supports brands that are launching fall flavors amid August heat waves around the country. Morning Consult has released polling that shows 1 in 4 Americans are ready to slurp pumpkin-flavored coffee drinks well in advance of September.

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And the trend is growing, with more consumers looking for fall favorites in August 2021 than were ready for the season switch in 2020.

Some see the increased desire for a pumpkin hit as part of a larger economic trend for consumers eager to find joy after more than a year of pandemic hardship and loss.

Morning Consult reported:

“I don’t think ‘too soon’ is a thing right now,” said Nic Climer, managing partner and executive creative director at Omnicom Group Inc. marketing agency RAPP, who has previously worked on campaigns for seasonal products such as McDonald’s Corp.’s Shamrock Shake. “People are still really craving something to look forward to these days, so brands have a huge opportunity to bring people joy. If pumpkin spice is your thing, and your audience loves it, people need that extra zing in their life right now.”

However, most consumers still say the sweet spot for seasonal fall products is October, and some experts believe there is a risk in introducing fall products so soon.

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But what if brands are conditioning consumers to a new purchase cycle? The data from Morning Consult shows that increased consumer demand for those fall flavors could outstrip the backlash, which spills onto Twitter every year when the pumpkin spice latte is announced.

Instead, brands can slowly increase the relevance of a once-seasonal product, thus expanding the market and its devoted following. As The New York Times wrote:

…we will remind readers what Liz Dunn, founder of Talmage Advisors, a brand strategy consulting firm, once told The New York Times: The makers of pumpkin spice products were trying to capitalize on consumers’ urge to engage with and discuss limited-time offerings via social media. So it’s only natural companies would try to introduce the flavor earlier each year.

“If companies can get people to do it for a longer period of time, it can only increase relevance,” she said. “That’s brand magic right there — unless, of course, it backfires.” She said that in 2017, so we guess that it hasn’t.

Perhaps then, in today’s social media climate, a backlash isn’t just the mark of a cultural pariah that no longer finds favor with the “in crowd.” Rather, a backlash could be seen as a mark of accomplishment, that a product has achieved such cultural relevance that it is the fodder of late-night comedy and a signal of personal identity.

For marketers and PR pros, it’s also a reminder to follow the data rather than to invest in online narratives. And it’s point-proof of the need to tie PR results to business goals and bottom-line results.

After all, who cares if pumpkin spice is “basic?” It keeps bringing in the profit, so Dunkin’, Starbucks and everyone else will continue to offer that early taste of fall.

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The barrier to entry for media relations is pretty low: All you really need is an email address, or perhaps social media profiles, to engage reporters at top-tier organizations.

However, the likelihood that your email gets a cursory glance is low. That’s why the real value media relations professionals bring to the table is relationships—and why you should listen to journalists when they tell you not to pitch bad ideas.

In new data from Propel, the number crunchers broke down over 1 million pitches that users of its software sent to journalists to try and understand the media pitching equation: What times of day are the best to send a pitch? How often does an email pitch result in a story being covered?

The answer? Not very often.

Only 8% of the pitches analyzed resulted in coverage:

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And in many cases, the pitch isn’t even getting read, disappearing behind a mountain of other emails in a journo’s inbox. Of more than 726,000 emails sent, only 29% were opened and only 3% got a response.

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Should this data depress the intrepid PR pro? On the contrary, the data is incontrovertible truth of the real value a PR veteran with a media list and relationships with reporters brings to the process. For brands or startups who are pondering a DIY, the data is a cautionary tale.

Pitching time

Does the data suggest the best times of day to send your PR pitch? Between 9 and 11 a.m. is the busiest pitching time of the day. PR pros could take this data as evidence that they should send their pitches during less crowded times, but there might also be a reason that the hours of 9-11 a.m. are so popular. A good PR pro will take the time to understand when a particular journalist wants to receive pitches and carefully target their outreach to the appropriate times.

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And how will you know if your pitch has slipped through the cracks—or been passed up for more newsworthy fare? If you haven’t heard back in four hours, the data suggests you are unlikely to hear back at all.

“About 82% of opens happen within the first four hours of the pitch being sent,” Propel writes in the report. “If you have not received an open by then, it is unlikely that you will receive an open at all. Rather than hope for an open if one or more days have passed since you sent the pitch, it makes more sense to either move on or follow-up.”

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But a word of caution about following up with reporters: Don’t overdo it.

Just ask the pros.

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As shifting social norms and new technologies continue to upset the balance of power for marketers and communicators, a new report suggests many are grappling with the ethics of their activities.

In the North American Communications Monitor for 2020-2021, produced by the Plank Center for Leadership in Public Relations, ethics are on the mind of many in the PR field in the U.S. Six in 10 comms pros report having at least one encounter with an ethical dilemma in the past year:

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Interestingly, internal communicators were more likely to report ethical dilemmas than their external counterparts:

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More than 38% of internal communication specialists said they faced ethical issues in their work last year, compared with 36.7% who report overall communication as their area of expertise.

What ethical concerns are troubling the industry? It depends on your area of emphasis, but social media has much to do with misgivings about common comms practices. More than 44% of communicators reported worries over using bots to generate feedback and followers on social media. Forty-and-a-half percent worry about mining users’ personal data, even for anonymized big data analyses.

For internal comms, 38% are concerned about urging employees to spread organizational messages on their private social media accounts.

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Gender matters

Men are more likely to report ethical concerns than women, according to the report. However, the data fails to account for any gender gap that may underlie the patterns in the industry—particularly when looking at leadership and perceived power within an organization.

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Despite the concerns, many comms pros are taking ethics seriously, even participating in ethics trainings held by industry groups and professional organizations. More than eight in 10 respondents have been through ethics training, per the report.

Participation in ethics training is the highest for comms pros working at publicly traded companies:

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Do you think about ethics regularly in your communications work, PR Daily readers? What steps are you taking to refresh your ethics training?

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One of the most significant trends for communicators in the last 15 months is the strengthened relationships they’ve forged with allied departments. Much of the impetus for this new dynamic comes from the pandemic and the realities of remote work, but it’s likely that the value of closer relationships across the enterprise will continue.

In fact, nearly half of communicators—42%—reported they’ve developed stronger relationships with other departments as a result of the pandemic, according to the Communications Leadership Council’s 2021 Benchmark Report.

Improved relationships naturally lead to improved communications support from frontline managers, a critical component in any messaging effort. It’s challenging to integrate managers into internal communications processes, but communicators who do work with their departmental managers consistently report better engagement. Indeed, the vast majority of more than 700 respondents to the Benchmark Report rely on managers to help distribute and underscore communications efforts.

[EXECUTIVE SUMMARY: Communications Benchmark Report 2021]

But there are striking differences in planning and activation. One is whether organizations use a cascade system of communications, where messages are passed down the chain of command, to be disseminated sequentially by managers. Naturally, larger organizations (78%) use this method more than smaller ones (47%). Members of Ragan Communications Leadership Council are much more likely to use the cascade method (76%) than their non-Council counterparts (51%).

This compelling segment is among the key findings from the third annual Communications Benchmark Report, an exclusive study from Ragan’s Communications Leadership Council, that reveals a range of sentiments and best-laid plans during a very dynamic time.

Download a copy of Ragan’s third annual Communications Benchmark Report executive summary here. To obtain a full copy of Ragan’s 2021 Communications Benchmark Report, become a member of the Communications Leadership Council.

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When it comes to speaking out on social issues, PR pros know that consumers want brands to take an active role.

Still, communicators are left to wonder: When should I speak up? What are the variables that should play into my decision to take a position on an external social issue? Even if the issue doesn’t directly affect my organization or its stakeholders, should I still make a statement?

Data from FleishmanHillard sheds light on some of those questions. One top stat to note: 64% of consumers think a company must talk about its behavior and impact on society—not just the customer benefit it offers—to be more credible than its competitors.

But what specific issues do consumers want to hear about? The top issue on most consumers’ minds is data privacy. Fifty-seven percent said data privacy is “extremely important,” and 48% expect companies to take a stand on the issue.

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Other issues ranked highly for informed consumers, such as access to health care and education (54% and 50% respectively), but consumers were less likely to say that companies had an obligation to take a stand. FleishmanHillard posits that the discrepancy comes from consumers’ belief that businesses have limited ability to solve vexing social problems.

The report is clear that consumers expect organizations to take a stand on issues regarding climate and the environment. Seventy-three percent of consumers believe CEOs must have an active voice on supporting and influencing environmental policy change, per the report.

Forty-four percent said they expect companies to take action on climate change—which goes beyond statements from a CEO and looks for evidence and impact.

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DE&I also remains a top issue for consumers heading into the second half of 2021. Though consumers say more than half of industries are surpassing expectations when it comes to employee care, they are unwavering in their demands for top leaders to speak up on racial equity, inclusion and diversity.

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Consumers also want companies to take stances on nationwide employment and job issues. They expect business leaders to express a position on unemployment issues and the income gap.

If businesses want to position themselves as job creators and employment champions, they had better be willing to demonstrate those values through advocacy and other tangible tactics.

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In Fleishman’s view, this data shows that consumers expect businesses to be a part of the solution to some of the thornier social issues of our time, including racial inequality and poverty.

“The time for empty promises is over,” it writes in the report. “Consumers want companies to provide a work environment that is more diverse, inclusive and equal, and to listen to the needs of a diverse customer base. Consumers today are placing greater importance on brands demonstrating cultural awareness that reflects the diversity of their customers and, in a context dominated by COVID-19, playing an active role in society’s biggest employment and employee rights issues.”

You can access the full report here.

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Krispy Kreme made waves earlier this year when it promised a free doughnut to consumers who could show proof of having received the COVID-19 vaccine.

The effort was an attempt to celebrate the historic rollout of the vaccines—developed in record time—that offered a game-changing tool for fighting the COVID-19 pandemic.

The New York Times wrote:

…Krispy Kreme said on Monday that for the rest of the year, it would give one glazed doughnut per day to anyone who provides proof of a Covid-19 vaccination.

As vaccinations accelerated across the United States, “We made the decision that said, ‘Hey, we can support the next act of joy,’ which is, if you come by, show us a vaccine card, get a doughnut any time, any day, every day if you choose to,” the company’s chief executive, Michael Tattersfield, told Fox News.

And yet, the offering was met with criticism, as vaccinations continue to be a controversial topic for many.

“Today” reported:

But not everyone was sweet on the giveaway idea, with some calling it discrimination against those who don’t want the vaccine. One Twitter commenter wrote that Krispy Kreme was part of the “indoctrination of American citizens.”

“I can’t believe people actually fall for this propaganda,” another tweeted. “…amazing how many weak minded gullible ignorant people are walking around this planet right now… throw your life away…reprogram your DNA .. all for a card showing you cooperated.. and a donut.”

Krispy Kreme addressed vaccine hesitancy, calling it “a highly personal decision” and is also offering a free doughnut and coffee to everyone on Mondays until May 24, regardless of whether they’ve gotten the shot.

Krispy Kreme turned to its CEO to counter the online backlash.

USA Today wrote:

In an interview with Yahoo Finance Live, Krispy Kreme CEO Mike Tattersfield said, “We’re a sweet treat company…If folks don’t want to visit a doughnut shop, they don’t have to.”

He added that if “folks that want to get a vaccine, if they decide to combine a Krispy Kreme pickup (for) a doughnut, they can. That’s how we look at it… generosity.”

Krispy Kreme isn’t the only brand trying to juice vaccine uptake with freebies.

The New York Times wrote:

In Cleveland, the Market Garden Brewery is offering 10-cent beers to the first 2021 people who show a Covid-19 vaccine certificate. “Yes, you read that right,” the brewery says on its website. “Ten Cents.”

At the Greenhouse of Walled Lake, a medical marijuana dispensary in Michigan, anyone 21 and over who gets a Covid vaccine can pick up a prerolled joint until the end of the month.

Chobani provides free yogurt at some vaccination sites.

But do all these giveaways do anything for vaccine adoption or help consumers feel better about their favorite brands? Cynically, the giveaways are an example of how brand managers can create some headlines in a media landscape that still has little room for non-COVID-related news. But is there potential for a backlash?

According to the data, your efforts are unlikely to move the needle in any direction. When asked if vaccine incentives would improve or worsen a consumer’s opinion of the brand, 41% of all adults said it would improve their opinion. Only 17% said it would worsen their opinion of the brand.

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As for whether brand incentives would have any impact on convincing consumers to get a COVID-19 vaccine, the demographics that are most likely to be moved are Democrats and men.

Twenty-seven percent of men said they would be more likely to get a COVID-19 shot if a brand offered an incentive, compared to 22% of all adults. However, 57% of adults were unmoved by brand incentives, and 72% of Boomers were unpersuaded by brand efforts to get more consumers to get a vaccine.

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If you do decide to offer a freebie for your vaccinated shoppers and guests, put some effort into publicizing the campaign. Many Americans reported that they haven’t heard much about brand offers or incentives tied to vaccination proof.

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Another way to think about the data? Your vaccine incentive campaign isn’t breaking through with many audiences and might be a poor way to boost awareness or name recognition in the current news cycle.

The kind of business you operate should also dictate your vaccine incentive strategy, as localized businesses are much more likely to see success with a vaccine incentive campaign.

(Image via Morning Consult)

How are you thinking about encouraging the masses to get vaccinated? Are you offering freebies or giveaways?

Share some of what is working for you and your organization in the comments.

The post Should your brand reward vaccinated consumers with giveaways? appeared first on PR Daily.

What’s the most important social media channel for connecting with reporters? According to data from Muck Rack, Twitter still rules the roost.

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But what are the areas where journalists say they are likely to spend more time? The highest percentage of journalists want to use Twitter more (37%), while 65% of journalists say they do not plan to use TikTok at all.

The biggest decrease is for use of Facebook, as 34% of journalists say they want to use the social media platform less in 2021.

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However, brand presence on social media can be crucial for reporters looking to cover your latest product launch or other news story. Almost half (45%) of journalists say that they usually check social media channels when covering a brand or organization.

Only 6% of journalists never check a company’s social media handles.

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And it’s not your social media game that’s getting your pitch ditched to the digital trash can. Journalists say they are most likely deleting your pitch because of bad timing (25%) or lack of personalization (21%).

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Respondents who selected “other” shared complaints about bad pitches as “irrelevant” or “not localized”—again pointing to lack of pitching personalization.

And journalists again show they overwhelmingly prefer the email pitch:

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You can read all of Muck Rack’s findings here.

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Most organizations had some form of a crisis communications plan in place before the COVID-19 crisis upended the world economy. However, fewer teams put that plan into practice with regular risk assessment and crisis drills.

And very few had a specific plan for a pandemic.

In a recent Ragan survey—the 2021 Crisis and Healthcare Communications Forecast—respondents reported having done some preparation for a crisis, but less specific planning around specific risks, much less the unanticipated global health crisis that developed in 2020.

And even though organizations might have had a crisis plan in place, what was the sophistication level of that plan? Did the protocols rely on analytics and measurement, the latest listening tools and data, or were they run on instinct and tradition? While the majority (74%) found analytics very or somewhat important, about a quarter either ranked analytics as not very important or that there was no measurement effort at all. Regardless, the majority of communicators (88%) ranked their response highly effective or effective.

So how prepared are you for 2021? Forty percent of respondents said they were working on a crisis comms plan for 2021, 15% aren’t, 9% are waiting to see what happens and 8% “don’t know.” When asked about their crisis comes budget, 13% predicted an increase, 7% a decrease and the majority (54%) no change.

The issues of most concern to employees going forward are job stability (40%), COVID-19 (27%), economic security and stress and burnout (19%) after months of crisis and working from home. Career growth was ranked as the least pressing of the crises facing employees—though communicators should watch those figures carefully as a vaccine rollout continues in the U.S. and worldwide.

We’d like to thank our survey partners Zignal, Signal AI, APCO, ContactMonkey, MVP/SparkInSight, Aware, Staffbase, Malone Media, Ragan Consulting Group and the Crisis Leadership Network.

If you want to learn more of the insights and lessons shared from our recent Crisis Communications Virtual Conference or Health Care Communications Virtual Conference, you can find those sessions on Ragan Training, our comprehensive library of training videos and conference sessions on demand.

The post Report: 72% of communicators had a crisis plan before COVID—but was it enough? appeared first on PR Daily.

How are communicators viewing the future of the industry?

A closer look at digital content and e-commerce is at the top of the list for many ahead of more months of uncertainty and disruption from the COVID-19 crisis.

More than 88% said that digital strategies, from content marketing to social media, were more important now than in previous years.

However, not many organizations have decided that paid content, whether through ads or social media promotions, is an important part of their digital efforts. About a quarter of respondents said that paid content was an important part of their digital content strategy, while almost 40% said it wasn’t important for their strategy.

How are communicators trying to connect with their various stakeholders during COVID-19? The overwhelming majority of companies are putting a focus on social media, but many are also working to show public support for employees and highlight their efforts to keep everyone safe during a global pandemic.

However, when it comes to measuring the effect of comms work, there’s still room for growth. Only about 1 in 5 comms pros said they were very confidant in their ability to measure their results.

How are you preparing for the future of communications? Share what actions are getting your focus in the comments, or let us know what’s top of mind for you heading into 2021 by tweeting @PRDaily.

See more of what Ragan and PR daily have on tap for our virtual conference schedule here.

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What are the top traits that leaders must have to be successful in the post-COVID environment?

According to the Morning Consult, an ability to communicate well is near the very top.

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“Communicative” is third at 46%, but communicators will be responsible for several of the traits that round out the top 10, including “accountable” at No. 2 and “positive” at No. 6. Realistically, the executive comms function will be working hard to establish all of these personality traits for their top leaders.

Unsurprisingly, what we think of our leaders—and what we expect from them as people—is highly gendered. Interestingly, female leaders were more likely to score high on traits like “transparency,” which was both the 12^th-most-cited characteristic that was desirable for leaders to have—and more commonly associated with how women lead (24%) compared with men (11%).

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Post-pandemic, what are the actions that have most bolstered confidence in top leaders? Here, the gender script flips. Women are more likely to be seen as not having done enough, perhaps revealing some of our latent misogyny as a society.

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What are we to make of the people who say that their CEO has done “too much” on issues like helping parents balance childcare and work amid the pandemic? That again has a gender divide.

In the report’s analysis:

Men were twice as likely as women to say that CEOs are doing “too much” to help parents balance child care and work during the pandemic, a proportion that stays roughly true for how leaders have dealt with the pandemic overall.

What is clear from the data is that communicators and the executive comms function will have to continue sharing updates and messages about how leaders are responding to the extraordinary times we’re enduring.

And all of that is happening while the country still struggles to close the gender gap and address other issues affecting equity and diversity in the workplace. Ignoring this dynamic in your crisis messages and overall strategy is a mistake comms pros can ill afford.

The post Report: Communication a top trait that audiences want from CEOs appeared first on PR Daily.

Just how permanent is the shift to remote work?

There have been many opinions expressed about the viability of long-term remote work. Twitter and Reddit have fully embraced a remote model for employees who aren’t required to do their jobs in-person (such as server maintenance). Other companies such as Microsoft are floating a hybrid model, where employees might come into the office a couple times a week for meetings.

Other leaders, like Netflix’s Reed Hastings, have said that remote work has been mostly a negative experience for employees, leading to a loss of creativity, productivity and workplace culture.

But what do employees really want? And what should companies do to stay competitive for top talent?

A new report from The Economist and Upwork suggests that a hybrid remote work model will leave out a large chunk of available workers, namely the ones who plan to relocate more than four hours away because of remote work’s rise. According to the data, between 6.9% and 11.5% of U.S. households are planning a move due to the increasing availability of remote work. Those numbers mean that between 14 and 23 million Americans are planning to move as a result of remote work flexibility.

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Perhaps not that surprising is the exodus from expensive cities, as employees seek affordable homes and a lower cost of living.

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Some 50% of the people planning on moving are relocating to a house that is at least 10% cheaper than their current home, compared to 25% who are planning on moving into a more expensive place.

Employees considering a move are also planning on a significant distance from their current location.  More than 40% are planning on moving more than four hours away—a distance that precludes a weekly commute arrangement for most workers.

(Image via Upwork)

Here are some takeaways from these numbers for employers looking to compete for the top talent in the industry:

1. Work culture must extend beyond your home office. Do you really have anything to brag about if your workplace culture disintegrates when an employee isn’t tethered to his or her desk? Instead, organizations must think more expansively to understand what it is they can offer a worker that makes them feel like they belong and matter. (Hopefully, it’s more than a ping-pong table in the breakroom.)

2. Hybrid remote work removes some of the benefits of a remote workforce. Workers are looking to move to areas where their hard-earned paychecks can go farther, and after the pandemic subsides, many employers might be willing to offer more flexibility on a permanent basis. Organizations that are unwilling to adapt will lose out on talented employees.

3. It’s about the money. Employers have always asked what perks and benefits they can offer workers to improve trust and make their organization an employer of choice. The data from Upwork suggests that perhaps the biggest factor is compensation.

With more than half of those considering a move looking for an area where the cost of living is cheaper, financial reasons must play some role in the decisions workers are making. If you plan on asking your workers to keep commuting to their desks in an expensive city, organizations will have to offer significant financial incentives to retain top talent.

Are you planning on relocating due to the increase in remote work? Share how you are thinking about your career in the comments, please.

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What’s your message to employees while the election results hang in the balance?

According to a report from Zeno Group, you should prioritize communication with employees right now. Overall, 45% of employees say it is important for leaders to comment about the election if the result isn’t clear on election night—a reality that has come to pass. So, what message should you offer?

(image via Zeno Group)

What workers don’t want to hear is an endorsement of a particular political candidate. Almost three-fourths (74%) say they do not think their CEO should comment on specific candidates.

(image via Zeno Group)

Audiences say they want to hear statements of empathy and encouragement. In the report, respondents say they want reassurance that they will still have a place at the company and that their concerns are being heard.

What might that look like in practice? Several business leaders have spoken out about the election.

JP Morgan Chase’s CEO Jamie Dimon wrote a memo encouraging employees to have “patience and fortitude” as the country awaits the final tally from election night.

CNBC reported:

“While strong opinions and tremendous passion characterized this U.S. election, it is the responsibility of each of us to respect the democratic process, and ultimately, the outcome,” Dimon said Wednesday in a memo to all U.S. employees with the subject line “U.S. Election update.”

“We must have faith in our electoral and judicial systems and have the patience and fortitude to await the final determination,” Dimon said, adding that “once a final outcome is determined, together we must move forward to address our nation’s challenges.”

The note is an example of a bipartisan message that could help deescalate an emotionally charged day—and perhaps provide a bit of solace for exhausted workers.

Here are some tips on the message you should send to employees right now:

1. Know what your employees want from you. Your response should be tailored to the makeup of your specific workforce and the nuances of your company culture. Younger employees, for example, are more likely than older employees to want to hear a message from your organization’s leaders on cultural or political events.

(Image from Zeno Group)

2. Start with your core values. Focus on your organizations’ commitments to civility and respect, dignity for all and dedication to serving your community. By focusing on the ideals that your company stands for, you can avoid partisanship—and instead help heal the divisions that have been made so apparent in the election results thus far.

3. Don’t confuse politics and social justice. Employees don’t want your organization to openly back specific candidates for office, but they do want you to take a stand on cultural issues.

(Image via Zeno Group)

That means you should look to affirm values such as a commitment to diversity and inclusion, as well as  fundamental American principles like the right to life, dignity and the pursuit of happiness.

4. Don’t be silent.

Business leaders are important sources of information—especially for their employees. More than half (54%) of employees say that CEO is an important and credible voice on the top issues of the day.

An election is no different, but it does require care and tact. If a leader can remind employees—regardless of party—of the many bonds, responsibilities and shared dreams that bring us all together, that leader has the potential to be a guiding light for his or her workforce during a particularly difficult time.

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What will be the lasting effects of what has been a very challenging year for so many?

The way we work has changed. The way we gather has changed. Major life milestones like graduations and weddings were postponed or marked privately. The way we shop has changed as more and more transactions move online.

We may go back to the office in 2021—though some will not—and we hopefully soon will be able to again gather for important life events and cultural celebrations. But COVID-19 has changed what we say matters most to us, as evidenced by the responses in the 2021 Relevance Report from USC’s Annenberg School of Communication, in partnership with the Institute for Public Relations and Golin.

When it comes to topics and news that audiences want to learn more about in 2021, a COVID-19 vaccine tops the list:

(Image via USC)

When asked about the changes that they hope to make permanent, fitness and health were of the most importance looking ahead:

(Image via USC)

Some old activities are likely to make a robust comeback once a vaccine is available. Consumers report a strong desire to return to restaurants and theaters:

(Image via USC)

2020 gave us new household names, such as Zoom, which became ubiquitous during COVID-19 lockdown restrictions. According to the data, Zoom will continue to be the most popular meeting platform in 2021:

(Image via USC)

The other brand winners are somewhat more expected. Amazon continues to dominate the retail scene as many purchases have moved online:

(Image via USC)

There’s also a greater call to purpose-driven communications and taking a stand on cultural issues, a trend that has stood out in recent years and been reinforced by the crises of 2020. Brands that are hesitant to speak out might be basing their decisions on outdated perceptions, writes Fred Cook, CEO for Golin and director of the USC Annenberg Center for Public Relations.

“Public relations executives, who serve the front lines of issues management for their clients and companies, generally perceive activists as people who walkout, strike and protest,” he writes in the report. “They view those in-your-face tactics as a means to attract negative attention, rather than to create meaningful change. And negative attention is the last thing they want for their brand. “

Perhaps the most striking thing to take from 2020 is how divided the United States is as a nation. Amid a highly charged presidential election, the response to a global pandemic was politicized. Americans have been grappling with the proliferation of “fake news” for several years, but the ill effects on trust, public institutions and common decency have never been more apparent than during the COVID-19 crisis.

(Image via USC)

Brands eager to find success in 2021 must understand their audience to find ways to offer messages (and programs behind those messages) to engage their loyal following. In a divided marketplace, you can’t please everyone, and it would be folly to try. Instead, serve the customers you know you can reach, and try to build a community that supports the future success of everyone.

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