Reefer Madness, Racial Justice, and a Reminder for Brands on 4/20

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Reefer Madness, Racial Justice, and a Reminder for Brands on 4/20

Happy 4/20 everyone!*

*Except those who are (and will be) profiting off the cannabis boom without a shred of thought towards social justice, especially those incarcerated and disproportionately impacted within Black and Brown communities.

This is an open letter to any member of the business community who has, or will, profit in some way from the cannabis boom, as the US cannabis industry will be worth $100B by 2030.

We must continually ask: Who are we leaving behind?

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When I am asked “how did you cope with COVID lockdown?” or “what was your vice for the crushing anxiety of a traumatic global pandemic?” my response is like that of many Americans:

Cannabis.

The industry hit record highs last year as 2020 saw a massive spike in cannabis consumer demand:

Stay-At-Home requirements and cannabis delivery’s designation as an essential service dramatically shifted the narrative about weed, moving it beyond the definition of a wellness tool into the category of an essential product.


Where I live just outside of Boston, it is easy to get a variety of pre-rolled joints, flower and gummies of every variety delivered to my front door by a local dispensary.

Sometimes I score same-day delivery.

Massachusetts residents voted to legalize the recreational use of cannabis in 2016, and we’ve now got a growing number of boutique-like experiences to choose from. It’s a far cry from the future promised by Reefer Madness – a 1936 propaganda film about the dangers of the devil’s lettuce.

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I’m one of many Americans with a medical card as 36 states have legalized cannabis for medical purposes.

I’ve also enjoyed it recreationally for years – well before boutique dispensaries and digital technology ecosystem made it possible to order cannabis delivery the same way I do sushi, delivered by a smiling member of the gig economy and accompanied by automatic text updates and loyalty points.

I enjoy, like so many white Americans, a cushy and privileged experience with weed – one that is about to explode as the green rush gains momentum along with changing public opinion.

According to a Gallup poll, support for legal marijuana reached a new high (heh) to 68% as of November 2020.

Cannabis is big business in 2021

As I write this, it is of course the unofficial holiday of the stoner, April 20th. To celebrate today you could buy a bong chew toy for your puppy.

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BarkBox via Cosmo

Or you can grab a new limited-edition sneaker from Adidas featuring South Park’s Towelie’s red eyes and featuring a secret stash compartment.

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During the pandemic, knowing full well which vice I’d chosen, a friend bought me a journal intended for use while stoned (it’s fun, highly recommend):

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New products are coming to market at a rapid pace, from THC-infused beverages like Cann now available in cities like Chicago to Martha Stewart’s line of CBD wellness gummies and oils (featured in the New York Times style section of course.)


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Former Goop executives are cashing in with a “curated online cannabis boutique offering” Fleur Marché, while clothing brands explore incorporating CBD-infused fabric on leggings and sports bras to “align with major muscle groups.”

Weed-related tech companies like Eaze based in San Francisco are seeing millions in VC funding, a trend expected to increase given the performance of cannabis-friendly ecommerce tech like Dutchie, which dramatically increased their market share in 2020.

The boom is here – the US cannabis industry is worth $61B and projected to be worth $100B by 2030 – an enormous market opportunity that will affect every type of business – from grow lights to consulting to point of sale software.

But, as we jump head-shop-first into the green rush, the glamor of this industry stands in stark contrast to the experience and history of Black and brown communities as they relate to marijuana.

It’s important we go into this with eyes wide open.

Eye-opening stats about cannabis-related incarceration.


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Despite equal rates of use, Black people in the US are 3.64X more likely to be arrested for cannabis possession than white people. (ACLU)

The war on drugs in the US included sentencing requirements that resulted in unequal outcomes for people of color. Black and Latino people are far more likely to criminalized although rates of drug use and sales are similar across racial and ethnic lines, according to the Drug Policy Alliance.

In some states, Black people were up to six, eight, or almost 10 times more likely to be arrested. This trend is only getting worse over time: In 31 states, racial disparities were actually larger in 2018 than they were in 2010 (ACLU).

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The University of Baltimore Law Review notes:

“… retroactive ameliorative relief is not widely available to those who were convicted under circumstances that are now legal, and as a result, stains remain on the records of a disproportionate number of blacks.

Marijuana has become a big business, often being compared to the Gold Rush and referred to as the Green Rush. However, regulations across states that are a part of this Green Rush effectively wall out those once convicted (overwhelmingly blacks) for participating in, and profiting from, the very same industry.”


A green rush so white.

As prohibition of alcohol drove booze underground, prohibition of weed drove Black and brown communities into jail. After decades of putting people behind bars for selling weed, now we’re watching an entire industry bloom around it.

Who are we leaving behind?

Headlines like this one demonstrate the stark contrast in cities like Chicago, where 3X the number of African Americans were arrested for marijuana-related offenses than other ethnicities combined in 2020:

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The article calls this situation a “parallel world” where “some are able to enjoy marijuana without consequence, while others continue to suffer from the policies of the drug war era.”

There is a growing call for justice in this space.

And, as with all social movements in 2021, you can buy merch showing your stance on this issue. A company called Political Potheads dropped new keychains today that say “no one belongs in prison for weed” and the especially woke “crush blunts and smash the patriarchy.”

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Brands are at risk of exploiting yet another social justice imperative if we sit by passively.

The barriers to entry in cannabis

Ben and Jerry’s released an infographic about the state of cannabis injustice, with trademark clever copy “legalization without justice is half baked.” It notes that 81% of cannabis business owners are white:


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Additional research reveals a bit more to this story, as 17% of executive positions in the marijuana industry in 2017 were held by minorities (greater than the average across all US businesses).

What’s creating friction for people of color in this industry is the same as any other – obstacles like lack of access to capital, networks, or advisers.

Richard Harding, a Boston equity advocate who co-founded a group called Real Action for Cannabis Equity said that here in Massachusetts, bigger, established cannabis companies and medical marijuana dispensaries are monopolizing the market. Larger companies have the capital necessary to jump to the head of the line.

Prior felony convictions for marijuana possession obstruct one’s ability to obtain a cannabis business license in many states:

  • California, for example, forbids anyone with a felony controlled substance offense within the past three years from obtaining one.

  • To obtain a license in Colorado, applicants can't have any controlled substance felonies within the past decade.

  • Nevada requires anyone working in the industry, in both medical and retail, to undergo a criminal background check. Those convicted of “excluded felony offense” in Nevada are not allowed to work in cannabis.

Via Leafly.


Justice in the cannabis industry will be up to businesses.

 The truth is, equality in the cannabis industry cannot only be a legislative-driven solution.

To be clear, legalization matters. In March, NY became the 15th state to legalize recreational cannabis, including expunging records for those convicted of offenses that are no longer criminalized.

The ACLU recommends further “legalization repair the harms that prohibition has wreaked on communities of color” – such as the program in NY that will reinvest millions in cannabis tax revenue to minority communities ravaged by the war on drugs.

That said, so far, the picture on the ground of these rollouts hasn’t been enough to move the needle on this front. Crain’s Chicago notes that:

“Social equity programs written into marijuana laws have been ineffective, at best, and a nightmare for wannabe entrepreneurs, at worst.”

Like all major initiatives, change will require the support of the business community as well – especially those who now claim to be an ally of racial justice. 


Justice in the green rush.

Today, 1 in 3 Americans live in a state where recreational marijuana is legal. As we continue to see states make moves towards legalization and look towards action at a federal level, it’s only a matter of time before these troubling trends of exploitation become the de facto norm.

I believe any business profiting off the green rush must consider the social justice considerations of entering this space.

Consumers cringe as brands barge head first into spaces like LGBTQ equality or racial justice without fully understanding the movements, their history, why they exist, or what they are asking for.

Are white consultants, tech leaders, celebrities, or VC firms entering this space with any understanding of the context? With any true consideration to the impact of its history?

If the answer was “yes” I think we’d see a lot more social justice built into the way these organizations enter this space. 

The Black Lives Matter movement asks organizations to look to understand the ways in which racism permeates decision-making and gatekeeping throughout their operations – from human capital to supply chains.

As cannabis becomes a vertical market opportunity for businesses from software to consulting services, every brand involved has an imperative to contribute to a more just version of this industry.

Continuing at the existing trajectory is a recipe for more of the same.

Like every other social movement currently working its way into the consciousness and decision-making of corporations, this too will be a matter for private enterprise to take up.

Edelman research from 2018 finds that 64% of consumers look to CEOs to take the lead on change, rather than waiting for government to impose it. That number is ticking up to 68% in their most recent 2021 study.


What support may look like:

  1. Help to fund more Black cannabis entrepreneurs, especially women. Between 2009 and 2017, firms founded by Black women only raised 0.0006 percent of all VC funding. (Mashable). Eaze funds an accelerator program with partners Ultranative and Bail Capital for underrepresented cannabis business founders.

  2. Create more employment opportunities for those with criminal records related to cannabis. Known as “collateral consequences” – an arrest or conviction follows a person through their lives, affecting their ability to earn a living. 1 in 4 Americans is locked out of the labor market under existing circumstances.

  3. Lobbying efforts – such as Ben and Jerry’s core call to action from it’s content around 4/20 encouraging consumers to write to their senators to pass the MORE Act, which would deschedule cannabis from the Controlled Substances Act and enact criminal and social justice reform including the expungement of prior convictions.


Who is working to solve this?


The Last Prisoner project – made up of attorneys, criminal justice reformers, advocates, and justice-impacted individuals working to “redress the past and continuing harms of these unjust laws and policies.” They estimate that 40,000 people are currently incarcerated on cannabis-related charges in the US.

I want to highlight what they believe:

“We believe that anyone profiting from or freely engaging in the legal cannabis industry has a moral imperative to work towards restorative justice.


Humble Bloom – a cannabis education and advocacy platform co-founded by Solonje Burnett and Danniel Swatosh, working to help build “strong brands… built through an inclusive humanist approach to branding and marketing.”


Hood Incubator – working to help transition underground cannabis dealers into the legal market, “ensuring that people harmed by the drug war can benefit from the cannabis industry and organizing the legal industry around a political agenda for justice.”

The non-profit provides a free crash-course in business and networking to people of color aspiring to cannabis entrepreneurship, funded by a mix of foundations, corporate sponsors, individual donors, event revenues, and member dues.


Vangst is a staffing firm for this space “on a mission to cultivate a more diverse and progressive cannabis industry.”

Cannaclusive – calling for the cannabis and hemp community to prioritize accountability.

Their open letter calls for direct action from businesses such as:

  • 25% of shelf space dedicated to products created by Black, Latinx, Indigenous and people of color (POC) within retail or e-commerce marketplaces

  • Dedicated Corporate Social Responsibility role for companies with 100 or more employees

  • Introducing blind new hire processes to eliminate bias decision making practices

  • Amplify marginalized voices through platforms actively

  • Attend lobby and government meetings and bills that push to end the drug war & reverse its impacts (i.e. Ban the Box)

Today they posted 42 brands founded by Black, Latinx, Indigenous, Asian, Middle Eastern, and other POC.

Leafly has resources to help explain social justice in cannabis, writing “In order to build a socially just cannabis industry, we must make sure that we are upholding fairness in our systems, communications, and organizations.”

The company continues:

“There is an American tradition of creating obstacles for certain people to access cannabis, whether that be due to their socioeconomic, racial, sexual, gender, or immigrant status. Cannabis has many health benefits, and we must ask ourselves why there are so many barriers and rules around the possession of adult-use cannabis. “


I can imagine a cannabis industry without exploitation. Can you?

It will require business leaders to be held accountable to the consequential history of a product they are now poised to profit from.

It requires us to pay attention.

When former Speaker of the House John Boehner changed his tune in 2019 from cannabis-opponent to industry advocate, he was asked about the flip, claiming to have “no regrets.”

When asked about the 400,000 people incarcerated for cannabis related charges during his tenure as Speaker, he said:

“Frankly, it never crossed my mind.”


That sentiment reflects the dark truth of an industry hell bent on profit at the expense of a community unjustly affected by its history.

I am a very privileged white cannabis consumer, and an advocate for more honesty around its use and benefits. As the sea change occurs in what consumers expect from the businesses they buy from, especially around ideas of justice, we must pay attention.

The ACLU pulls no punches as it describes the US’s war on cannabis as a “45-year drug prohibition charade.”

Let’s ensure the next chapter of legalization and the resulting green rush for businesses does not merely perpetuate a charade of social justice.

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Every so often I send "The World's Best Newsletter" with new ideas, links, writings, and more about marketing, business, social justice, and life. Are you on the list?

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7 Takeaways from my Episode on Self Control and Cheese

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7 Takeaways from my Episode on Self Control and Cheese

The amazing Sara Pion and Bridget Poetker include the following disclaimer on their podcast’s website:

Disclaimer: We’re not mentors. Sometimes it’s just nice to have a chat with someone who’s going through the exact same thing as you. That’s us. We’re Bridget and Sara and we’re kind of figuring it out as we go.

The podcast, Self Control & Cheese: Shit No One Talks About at Work, is a must-subscribe.

Listen to our full episode:

Here’s seven things we talk about on this episode:

1. We have to stand for something.

The greatest content from people and brands is great because it comes from a place of “I need to write this.” Pride? Anger? Frustration? Write it. When you cannot wait to get an idea into the world, you have to publish it.

You (marketers, brands) have to stand for something. See my post on Managing Editor, Should Content Marketers Think Like Journalists? The only thing you find in the middle of the road is roadkill.

2. LinkedIn is not the real world.

It’s a very strange bubble, one that can quickly make us feel inadequate. If you find yourself backed into a corner where it looks like “all anyone is talking about is hustle” or another topic that gives you anxiety, clean up your LinkedIn feed. Get out of that world. Social media feeds the ego and fuels those who are seeking nothing but ego stroking. Don’t let them ignite your inner saboteur (RuPaul). That unfollow button is a magical thing. Make your feed work for you!

3. The martech industry has created false idols.

Around minute 22, Bridget says:

“You’re the only person I’ve ever heard say that out loud - I’m one of them, and we did this.”

Here’s what I said, as someone who has marketed to marketers the majority of my career:

This industry built on teaching marketers about marketing in order to sell them whatever you provide - agency or tech - has done marketing a disservice because it made marketers think the tech leaders had all the answers, when we really just had something to sell. It created a world where we are monetizing uncertainty.

Every marketer has to stay up to speed on current tech and trends, but the pace of change has meant an unusual spike in insecurity over the past decade. Things are changing so fast that what’s rushed in to fill the gap in knowledge are, I believe, false idols.

Be careful whose advice you follow, including mine :)

4. The power of being seen and heard.

Sara did a bunch of research on me ahead of the episode, and shared it (below). I cannot tell you how validating it is to know people can hear what you’re saying, and that it’s resonating.

Here’s why this mattered to me.

Oprah, in her 2013 Harvard commencement address shares that after 35,000 interviews with people ranging from presidents to pop stars to every day people, there is one common need:

…They all want to know one thing: was that okay? Did you hear me? Do you see me? Did what I say mean anything to you?

There is power in making others feel seen and heard. Read her full address.

5. How to create an enemy.

Enemies are things we create through narrative and positioning, and things created for us by those seeking to align with us or against us. Watch my full INBOUND talk for a guide to how to create enemies in a productive way for your brand - and maybe for a wake up call when they’re being created FOR you.

6. Where true experience comes from.

Experience / growing up is just a series of f*cking up. It’s truly about the passage of time and your willingness to try new things. Whatever happens to you comes with two options: ignore the lesson, or choose to learn something from it. The only way to build resilience is to be resilient.

7. Woke-washed.

More brands than ever are “woke” now - signaling support for social movements like feminism, LGBTQ+ equality and Black Lives Matter through marketing and PR efforts. But, what is the risk of performative allyship? My forthcoming documentary and book, Woke-Washed, seeks to explain this strange new normal.


Thank you to Bridget and Sara for creating the kind of podcast I wish I had when navigating the world of marketing and my career in my 20’s. You can listen more here.

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Promises, Promises: 7 Risks of Performative Brand Allyship #BLM

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Promises, Promises: 7 Risks of Performative Brand Allyship #BLM

What is the impact of brands pandering to the protests? Is your response performative allyship? 

I ran across the following meme last week that describes what it's like to work in marketing in June of 2020:

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Which zeitgeist will we tap into this month? What happens when there are multiple all at once?

I have received messages from brand leaders and agency professionals alike who are navigating the modern collision of social movements and marketing.

They've seen my articles or talks in the past on LGBTQ pride marketingCoronavirus pandering and B2B marketing during the pandemicgreenwashing gaslighting, and femvertising... and they, like you, may know I am working on a book / documentary about brands pandering to social movements.

2020 offers no shortage of material and I have had plenty to say about it recently:

This week, as I watched the corporate responses roll in to #BlackLivesMatter and the protests erupting around the country and world... I found myself uncharacteristically.... quiet.

Hesitant to comment.

The truth is, I have a deep and very real fear of f*cking this up.

#BlackLivesMatter was created because black people are dying. Not because BIPOC lives matter more than others, but because they are treated as if they do not matter to begin with.

It's a movement to stop the very real, present and festering threat of white supremacy and end "violence inflicted on Black communities by the state and vigilantes."

It builds on decades upon decades of struggle for equality that can often feel like deja vu as we slip back into complacency until the next horrific incident. #SayTheirName

It's a critical movement.

So, when I saw the now-familiar rush to issue brand statements, the letters "from our CEO," and the stark white-font-on-black-background social posts, my first instinct was cautious but real indignation.

How dare marketers enter such serious territory with impunity?

And further, how could any of us even begin to think that performative allyship will help?

But I do get it.

I am a marketer, and the conversations I've had all week are with those earnestly trying to do the right thing.

Race issues, like women’s issues, like LGBTQ issues, like issues of age, or disability, or the global pandemic, all affect us in real and uncomfortable ways that don’t fit neatly into an “audience insights” brief.

I don't have all the answers for my marketing colleagues. I'm very willing to watch and learn, to educate myself and be educated on what BLM needs from the world of business right now. I'm curious whether public statements of brand support actually help the cause. I'm open to the fact that they might. I maintain my inherent skepticism.

Marketing teams are responding to a well-documented and growing desire from consumers for the brands they buy from to stand for something, and to align with them on shared values.

Our teams are scared of "choosing the side of the oppressor" through our silence. Cancel culture is quick - lightning quick - to call out anyone with a platform for not doing enough.

So we all rush to draft that statement, make a donation, publish the heartfelt letter we sent to our employees, black out our logos, and fire up the piano music for a touching spot to show our solidarity with the movement and our black communities.

Because we're not quite sure of the playbook for this moment.

Because this is a new normal -

And we don't have rules of engagement for that new normal.

It's well past time that we create some. 2020 is proving that more brands needed some rules in place well before we were hit with the triple-threat of all-consuming narratives.

If a company's values, like diversity and inclusion, were clear to begin with, the decision of what to do now wasn't hard.

It's the rest - the bandwagon brands - that I believe threaten the movement they seek to co-opt.

My goal with this project has always been to start the dialogue that needs to happen in our industry so we can do right by our clients, the movements we use for our own gain, the communities they impact, and our own integrity.

We will look back at the Spring / Summer of 2020 as the moment in which this global movement was co-opted by corporate performative allyship.

Chris Franklin created this cringe-worthy but on-point mockery of our statements:

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Much has been written about the hypocrisy demonstrated by brands who appear to be pandering to the protests:

  • Read Devika Daga's excellent piece highlighting hypocrisy within Uber, Away, Instacart, YouTube, Facebook, Amazon and more. She also highlights the thoughtful responses from Artnet, LEGO, YPFP.

  • Munroe Bergdorf called out L'Oreal Paris for its "speaking out is worth it" social media graphic, revealing the brand dropped her from a campaign in 2017 after the model spoke out about racism.

  • Ava DuVernay called out the NFL for issuing a statement of support for the movement while blacklisting Colin Kaepernick, while Martellus Bennett pointed out "none of them [white QBs] spoke up when it wasn't easy to speak up. Now they writing statements." AOC also called out the Washington Redskins.

  • The ACLU called out Amazon for its statement while selling facial recognition surveillance technology that "supercharges police abuse" and McDonalds for not protecting the health of its majority Black or non-Black people of color workforce.

  • Chris Gilliard argues in FastCompany that YouTube, Amazon, and Nextdoor are "Black Power-washing" while their business models exploit black people.

  • Nicole Sanchez lays out the many ways leadership teams are bungling this e.g. "having never listened to their head of DEI before, a company suddenly finds her 'indispensable...' as the only black women now involved in exec-level decisions. Shocker: she wasn't on the exec team to begin with and sure as hell doesn't get paid what they do."

  • Judd Legum highlights (THREAD) how Citi, Google, Amazon, and more have publicly embraced BLM while giving $$$ to members of Congress rated "F" by the NAACP in the last 2 years.

  • Activision Blizzard is being called out for double standards related to these protests and those happening in Hong Kong.

  • William Ottow called out the Metropolitan Opera for tweeting support for the protests while never having performed the work of a Black composer.

  • Mark Ritson screenshotted the predominantly white board of directors pages of companies next to their public statement of support for the BLM movement.

And it goes, on and on.

[For the record, Ben and Jerry's issued a poignant and on-brand statement that is absolutely worth a read. As refreshing as their ice cream.]

What is this?

I'm a big believer in naming the problem (...marketer.) The nomenclature is one of my favorite parts of studying this space. This could be called any number of things:

- performative allyship

- performance activism

- woke-washing

- corporate performative wokeness

- virtue-hustling / virtue-signaling

- pandering (see Pandermonium)

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I love the internet.

Performative allyship:

  • Is an empty promise - vague words like "condemn" or "stand with" without meaningful action.

  • Is often opportunistic - supporting the cause only when trending, often without any history of demonstrated support before the movement was wildly popular.

  • Passes the blame - Quoting Holiday Philips:

"It refuses to acknowledge any personal responsibility for the systemic issues that provided the context for the relevant tragedy. Instead, it looks at a villain “out there” — a crooked police officer or a heartless conservative. It separates you (good) from them (bad)."

I recommend the full article by Holiday Philips on what performative allyship is.

OK, so many brands are pandering.

Despite the tricky situation we all find ourselves in now as communications professionals, let's agree there is a remarkable amount of pandering happening. We can all agree on that.

So what?

I don't have all the answers around how brands best respond right now. Not having those answers initially prevented me from writing anything.

Is it better for brands to say nothing?

Maybe. If a brand hasn't done the work to help a movement, and it ends up profiting from meaningless platitudes, does that team enable performative wokeness as a substitute for meaningful participation and solutions?

Maybe.

Marketers like Vikki Ross have shared their thinking as she helps clients wondering if they should change their logo, which I so appreciate.

But, a good friend reminded me that it's OK not to have all the answers. She said lean into what you know.

I've been studying this issue for years now and I know with confidence there is a real and dangerous impact to brand pandering, especially to such an important human rights movement. And, because money talks, we need to be clear about the risk it presents to our brands as well.

I believe performative allyship is dangerous, and carries real consequences:

1: It redefines the work down to hashtag activism

The real work is much harder:

Some argue the responsibility of a business is shifting from profit to political corporate social responsibility. Whether or not you buy that just yet, consumers don't want corporate solidarity, they want action. "Open your purse" is the refrain meeting many corporate platitudes on social media as donations flood associated groups.

Beyond donations, though, I've written before that this is an opportunity for brands to lead via actions, not words. In this case, every business can create economic opportunity. Every business can choose to be part of the solution.

If we settle for the role a business plays in this matter only in terms of their marketing statements, we set a precedent that limits our potential impact and fails to solve the systematic racism that is at the core of the BLM movement.

2. It exploits a human rights movement for corporate gain.

Brands who jump on the bandwagon now (especially those without meaningful contributions to the movement behind the tweets) are barging into the conversation without respect for / understanding of the movement they seek to co-opt, its demands, and the sacrifices made to-date.

3: It creates an illusion of progress

That's what marketing does best - it creates a perception of reality. What consumer has the time to research the actions and supply chain of every brand they buy from? The problem is, our sea of statements only create a false illusion that the world of business is far more equitable than it really is. It hides the real scope of the problem.

We cannot solve problems we don't see or understand clearly.

Note: Tools like MyBoldy are being released to meet consumers' demands, it's a browser extension that tells them where a brand rates on issues like diversity and animal rights.

4. It further undermines the trust of already skeptical consumers

James Mattis in his condemnation of Trump said "The protests are defined by tens of thousands of people of conscience who are insisting that we live up to our values—our values as people and our values as a nation."

Consumers are insisting that brands do the same - live up to the values we purport to have. That's what a brand is, after all - a promise. When you issue a statement of support for Black lives, what are you really promising? Are you prepared to live up to that promise?

58% of adults don’t trust a brand until they have seen ‘real world proof’ that it has kept its promises.

Marketers cant afford to further fray consumer trust. Almost half of consumers (42%) distrust brands, 69% distrust advertising. (MarketingWeek)

5. It perpetuates a cycle of hidden agendas through lobbying.

“The average consumer funds politicians and PACs about 3 times more through their purchasing choices than through direct political contributions.”

Via Goods Unite Us.

As Judd Legum's thread points out - many corporations publicly embracing BLM have given $$$ to politicians actively working against the cause.

When a brand claims to support a cause while donating to politicians who oppose it, its customers are unknowingly funding politicians who may work against their interests.

6. It drowns out the brands actually making a difference

These performative responses simply add to the noise of a movement whose information is spreading predominantly on social channels.

Grassroots organizers can't compete with the reach or the budget of larger brands, many of whom have chosen to use their platform to pat themselves on the back with a response that is largely self-serving.

There are a number of brands who are responding to the BLM movement and protests with heart, authenticity, and actions to back up their statements. I fear larger brands have drowned out the reach of these other firms who should be leading the way, as they're doing the work to back up their claims.

Elevate the voices of others if you have nothing of substance to add to the conversation.

7. It exposes our brands to enormous risk

Finally, we have to be clear about the risks of entering narratives we may not be ready to participate in. Any statement was a bold one, as this very article proves it opened companies up for scrutiny / retaliation.

This is the age of sunlight. Consumers aren't stupid, and they keep receipts.

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See more.

As it relates to employees, performative wokeness threatens employee retention by creating a culture of mistrust, and future talent acquisition by damaging a company's employer brand.

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What is real allyship?

  1. Understand allyship. Allyship is "a lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and/or groups of people." It's also "not self-defined—work and efforts must be recognized by those you are seeking to ally with." (Sheree Atcheson in Forbes)

  2. Start in your backyard. Endeavor CMO Bozoma Saint John: “Sometimes, it’s not about changing the entire world. If you just look in your own backyard; if you just look in your own company, there are probably things you can do to help make a difference, even in employees’ lives, and that’s what’s most important now.” (Fortune)

  3. Just count. “I love this saying: ‘Math has no opinion.’ None. Just count,” she said. Counting will reveal that at all levels of corporate America, “people of color, black and brown Americans, underrepresented minorities, do not show up in the numbers in which we exist in this country.” The answer is to “hold ourselves accountable;” to “set targets like we set targets on everything else.” If that’s done, she said, “we would see this needle move because so much of this civil unrest is tied to economic inequality; that’s just a fact, and we need to move the needle on this economic inequality.” (CNBC)

[ADDED 6.26.20]

Example of real allyship:

Jennifer Hyman, CEO and co-founder of Rent the Runway shared a list of immediate / long term actions the company would take in response to the movement. I found it to be a solid example of real allyship from a brand, and here's why:

  1. She acknowledged that their industry - fashion - has “co-opted the style, inspiration, and ideas of Black culture without ensuring Black people are economically compensated for this.” 

  2. She took responsibility: “The fashion industry must do better – and we at Rent the Runway are responsible for being a part of this change.”

  3. She took a stand: “We believe that supporting Black business, Black designers, and Black talent is both in the fashion industry’s moral AND financial best interest.”

  4. Most importantly, she provided clear actions that demonstrated ownership: Allocating $1M for black designers through wholesale, platform and co-manufacturing initiatives, which includes providing design resources, data, mentorship and financial support to create collections for RTR. A significant portion of that $1M goes towards launching fashion brands from Black designers who have not had the investment capital to launch on their own. 

  5. Pledged: Rent the Runway was inspired by Aurora James’ #15PercentPledge - a push for retailers across the US to commit to buying 15% of their march from black-owned businesses. The concept of this push is rather simple: "We represent 15% of the population and we need to represent 15% of your shelf space." RTR committed that at least 15% of the fashion talent that they feature and support moving forward are from the Black community, inclusive of the models in their marketing, the ambassadors they use, and the styling talent, photographers, videographers and crews behind the camera. 

The full response details donations and internal D&I work as well. I found Jennifer's perspective on why to be refreshing:

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Graphic is mine from a recent talk, feel free to re-use.




How do we move forward?

It requires us to first admit that there is harm in the performative wokeness I've laid out here. There are consequences for everyone involved in this situation - our brands, our shareholders, our stakeholders, and most importantly, the movement itself. Nobody wins.

Then, it requires organizations to move beyond corporate statements in addressing the systematic racism that Black Lives Matter seeks to address.

Hashtag activism makes it easy to feel like we’re helping. The real work is much harder.

I fully believe that the intention is there - leaders want to do the right thing for their business and many also want to leave the world better than when they found it. Through that admittedly hopeful lens, this is an opportunity.

Let's begin.

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Pandering to the Pandemic

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Pandering to the Pandemic

All brands hope to remain relevant during this global crisis. But, even before the Coronavirus, 42% of buyers distrusted brands, calling them “remote, unreachable, abstract and self-serving.” (Ouch.)

The truth is, COVID-19 has given marketers an opportunity to rebuild trust, or further drive buyer skepticism.

In this session, “unapologetic marketing truth-teller” Katie Martell explored the difference between meaningful marketing and pandering to the pandemic, and share examples of organizations who are raising the bar for us all.

As presented at the virtual Future X Summit, Thursday May 14th 2020.

IN THIS VIDEO:

  • New consumer expectations and the top marketing priorities for 2020

  • The threat of pandering and examples of marketing that panders to social movements

  • 5 ways brands are responding to COVID-19 in meaningful ways

FURTHER READING:

NEXT STEPS:

For slides, shoot me an email. Katie at katie-martell.com

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B2B Marketing During "These Unprecedented Times"​ is Exactly Where It Was Headed Anyway

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

I know, did your eyes roll a bit too at that turn of phrase?

These unprecedented times.

When we feel like we lack vocabulary to describe a phenomenon, we default to ambiguous descriptors like this. When it feels bigger than us and far broader than the world we knew, we default to: Uncertain Unprecedented Challenging Troubling Difficult Tough Times™ (via Mark St. Amant.)

Unprecedented means without previous instance. The root, precedent, is something used as an example for the future.

The truth is, for businesses, we already have vocabulary to describe what's happening around us and our organizations. Marketing was already starting to push organizations to inhabit the kind of place in this world that many brands are adopting now.

And that means B2B firms may have everything they need to be positioned well for the difficult, tough times ahead and the eventual rebound post-pandemic.

For example:

1. Cuts and the chopping block were approaching

More than 80% of US B2B buyers said they were concerned about a recession in 2020.


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This was a survey from November 2019, before COVID19 reached American soil.

B2B buyers were already leaning towards cutting products/services which aren't considered essential, well before the pandemic came into the picture. Marketing's job has always been to ensure products are deemed essential must-haves, positioned in a way that the buyer could not live without, partnering with CS to ensure adoption post-sale.

If we haven't done a good job of this pre-pandemic, we likely have little hope of surviving the recession-budget chopping block (Hi Sara) now.

2. Stress and the need for buyer enablement

Over a year ago, more than half of US adults surveyed felt we were living in the lowest point in our nation's history that they could remember (APA). Compounding this anxiety was the frenetic pace of our average workday.

Pre-pandemic, workers switched between tasks 300X a day while using 56 different apps/websites (RescueTime study.) Add the modern problem of a 24/7 news cycle, and it's clear that information overload was affecting buyers well before the pandemic hit.

But, if stress and anxiety was a critical problem then - it's only been made worse now.

For businesses hoping to press on, it's important to understand the impact this stress has on B2B buyers:

Higher levels of stress in the brain prohibit reflection, contemplation, or thoughtful decisions. This condition was named Continuous Partial Attention by Linda Stone. Author Steven Berlin Johnson writes:

"It lets you cast a wider net, but it keeps you from really studying the fish." 



This Continuous Partial Attention comes at a price - both for us, and our buyers.

In times of perceived crisis, our brains cry out for information to help us survive, stemming from our very evolution (Shyam Sundar).

Translated to the B2B buyers journey, we know (ad nauseam) that the average buyer guides themselves through 60% to 90% of the "traditional sales funnel" before ever contacting a brand. (That stat is attributed to Forrester but frankly it's been quoted so frequently across so many blogs now that it's become more akin to an old wives tale. But the sentiment remains true. Self-directed buyers do research. Groundbreaking.)

In response, B2B brands are producing more content than ever before. (Also groundbreaking.)

Here's the rub: Research from CEB found that “B2B buyers may be better informed than ever but they’re deeply uncertain and stressed.” 

Dumping more content onto overloaded buyers won't help their purchase decision, especially now when they are working remotely from the other members of their buying committee and anxiety is blocking reflection, contemplation, and thoughtful decision-making.

The consequence was described in HBR pre-pandemic, in 2017:

"...decision makers pushed into unproductive, open-ended learning loops by the deluge of information.



With each iteration they work harder to ensure that they fully understand the requirements and the alternatives.



More information begets more questions, with the result that customers take longer and longer to make a purchase decision—if they ever do."



Gartner's "Buyer Enablement" perspective is critical, now more than ever (damn, even I can't get away from some of these phrases.) Simply put, buyer enablement helps buyers buy.

We were headed in this direction pre-pandemic. Now, it's incumbent on marketing teams to create content that helps to simplify a buyer's decision. Consider interactive content such as:

  • Calculators

  • Diagnostics

  • Benchmarking tools

  • Simulators

  • Recommenders

If your insight is locked away in PDFs, you’re missing the chance to experiment with experiential content, and help the buyer get to the personalized information they need, faster, even within long cycles. For example, see what TriComB2B did with Flowserve's virtual plants.

If this pandemic forces us to be more deliberate, intentional and prescriptive with our content, good. It's only accelerating a trend that had to come.



3. Mission-driven, value-add pivots

The vast majority of B2B firms have enabled remote work environment for their employees to ensure business continuity. That by itself demonstrates a commitment to customers, but across the B2B world, the bar is being set even higher.

The pandemic has, in many ways, brought out the best in some B2B companies.

Others are too busy pandering to the pandemic to realize they're squandering an opportunity to demonstrate character, prove integrity, and strengthen current/potential buyer relationships now for the long-term.

It's been encouraging in the midst of so much fear and loss to see how organizations are reaching well beyond their scope in "normal times" using existing resources in creative and helpful ways. They're asking:

What levers are available to help buyers during this time?

Some examples:

Microsoft has a stated mission to "empower every person and organization on the planet to achieve more." When I sat down with Microsoft US CMO Valerie Beaulieu a year ago in Bellevue, it was right there on the front wall of the office I was visiting.

But, more than decor, the company's mission has guided decisions made during this time.

The firm is clear about how it's responding to COVID-19, including value-add pivots like activating 2,000 Microsoft Store employees to instead perform remote live software trainings. In the last month, retail employees have virtually trained 65,000 people in government, health care, education and finance on using Microsoft Teams.

(Note: I'm also relieved and encouraged that the company is addressing its role in preventing the spread of harmful misinformation on LinkedIn - read more about their efforts here. Twitter is starting similar measures.)



Salesforce quickly stood up a resource center, Leading Through Change that includes webinars, videos, ebooks and more all devoted to helping business leaders through this time. Topics include managing a marketing team remotely, running virtual events from home, connecting with digital-only customers in retail, and restructuring service operations from home. These topics are well aligned to the Salesforce suite of software tools, and draw from their expertise with customers.

The firm is also hoping to be a source of insight and technology for the recovery and reopen efforts. They also brought forth (in record time, it seems) work.com, a centralized hub of new apps, content, and resources to help workplaces come back to business safely.

These apps are to include a workplace command center bringing data and processes together, shift management and planning to ensure safety, contact tracing if an outbreak does occur so that businesses can track contacts of individuals within sites and locations, and more.



Emerson is responding to the pandemic with free training courses for contractors and technicians, who may be lucky enough to look at this time as a window of opportunity for professional development. The professional education offered runs from 4/22 through 5/6 on topics like refrigeration cycle and installation best practices. Read more via TriComB2B.



Cisco is not only one of the firms at the center of the sudden spike in remote working and all the security/efficiency headaches it creates, but it has also allocated $210M in product and $8M in cash to the coronavirus response.

I know those numbers are staggering to the average small or medium-sized firm wondering how to help and where they have a place in the response. One move that serves as a great example, speaking volumes beyond cash: Cisco set up a brokerage to help healthcare organizations get networking equipment for free. Companies can donate unused wireless equipment with healthcare facilities that may need it. (Computerworld)



10x Management, a freelance developer hiring agency, has partnered with WhyHunger and software engineers Greg Sadetsky and Colin Wren to develop a comprehensive, crowd-sourced open-source interactive map of free meal sites in the U.S. Updated daily. (Computerworld)

Useful, timely, helpful, and leveraging the unique resources offered by these firms.

You love to see it.

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Keep this going.

These examples demonstrate a direction our beloved/despised industry needs to take. Only 4% of US consumers believe the Marketing industry operates with integrity. The institution of business is deemed capable, but untrustworthy. On the flip side, nine out of 10 Americans surveyed expect companies to engage in some kind of community support during the crisis (Just Capital.)

Brands are serving as relevant, helpful resource for buyers, deploying content and tools with the customer's best interest in mind during the pandemic, using the specific expertise and capabilities of each vendor. This serves to demonstrate both the leadership as well as integrity of these brands.

Most importantly, they demonstrate the fact that action speaks louder than words. When every B2B brand is "here for you" in "these unprecedented times," action creates differentiation. When every buyer starts the buying process with a measure of skepticism, these moves earn trust.

From this perspective, these times aren't unprecedented, not to firms who have been paying attention, constantly aligning themselves to the shifting needs of customers, and who have strengthened the muscles in their organizations that allow them to adapt quickly and deploy creative, bold solutions like these.

They know a brand is comprised of all of the experiences buyers have with an organization, not just the words we use.

I hope this becomes the new normal. I'm here for it.

"The coronavirus could be the biggest global challenge since World War II. In the wake of that conflict came the question: “What did you do during the war?” That question will be asked, forcefully, of both government and business, once the COVID-19 battle has been won. Business leaders need to ask it of themselves now."

McKinsey



I love finding new examples of marketing that is not pandering to the pandemic. Please do share what you, or a brand you know, is up to!

And in these unprecedented times, if you'd like a somewhat weekly, moderately irreverent, but always interesting newsletter, you can get on the list here.

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Additional resources



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What Even is Marketing During the Coronavirus? 12 Examples + 9 Tips

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What Even is Marketing During the Coronavirus? 12 Examples + 9 Tips

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

We're all in this. How do we move forward, together?

Like nothing else in our modern age (the closest comparison being 9/11), COVID19 asks public relations, communications and marketing professionals to lead thoughtfully, with strategies that allow our firms to remain trusted and relevant during this global crisis.

Beyond tactics, this moment begs the fundamental question:

What should marketing look like during Coronavirus?

Clearly there's no pandemic to compare the dynamics of modern marketing to for a helpful framework. But, as always, we can learn a lot from history.

Ads during WWII promoted products from Bell Telephone Systems and GM that many Americans couldn't buy or use due to Government-enforced rationing, in order to keep their names in the public consciousness, and to improve the public image of business after the Great Depression.

"During the 1930s, business was viewed in a very bad light," says Lawrence Glickman, a history professor at Cornell University. "And during WWII, business took this opportunity to once again be seen as the patriotic engine of the American economy—rather than the greedy bastards who caused the Great Depression, which is how they were often viewed during the [preceding] period."

Full NatGeo article here.

Some things never change

Nobody is blaming business for causing the global pandemic. But, like WWII, the Coronavirus is a global event that is forcing a re-evaluation of many things; the concentration of wealth in society, the role of the US government to support the public, the ethics of capitalism, and more.

It is a time for all of us to examine long-held beliefs.

As the 2020 Edelman Trust Barometer shows, zero out of four societal institutions - government, business, NGOs and media—is trusted. The communications firm calls this "a wake-up call for our institutions to embrace a new way of effectively building trust: balancing competence with ethical behavior."

I define competence as doing what we say we're going to do, and making our ability and expertise clear. Ethical behavior is that which operates in alignment with moral principles and values; honesty, fairness, etc.

In a majority of markets, less than half of the mass population trust their institutions to do what is right.


Brands, and the resources they represent, can do a lot more than space out logos during this time. And that presents us with an opportunity.

Change begets change - an opportunity for marketers

Firstly, I hate to call anything of this severity an "opportunity" for marketing.

People are dying. This is serious. Scenes from the front lines of emergency rooms and affected communities is heart-wrenching. I am scared. We all are.

But, as Mark Ritson points out in his piece Marketing in the time of Covid-19, "the wheels of industry need to keep turning." It's OK to swallow the reality of the situation while we take meaningful steps. We must keep moving.

So, what's appropriate? What's at stake?

I believe COVID19, like WWII, presents our industry with a choice.

This is the opportunity:

Marketers have a chance to act with both competence and ethics. We can have a positive impact on not only the perception and trust in business as an institution, but the Coronavirus relief effort itself.

It's a chance to ask: “How can we be helpful during this time?”

(Or, we can choose to exploit the situation, further driving mistrust in an industry that only 4% of US consumers believe operates with integrity.)

People are emotionally fraught right now. That’s actually an opportunity to build trust. Consumers want companies to do the right thing – show them how you are right now. 

12 Examples I'm Applauding:

You know me, I don't hold back from calling brands out. (Ahem, it's still Women's History Month, by the way.) But let's celebrate the good as a way of raising the bar for each other.

Here are some examples I am applauding with both competence and ethics:

1. Sometimes what you choose not to do right now speaks volumes. For example, Hershey pulled an ad featuring free chocolate bars and hugs for strangers (a now taboo behavior.)


Screen Shot 2020-03-27 at 2.32.39 PM.png





Many others are using social media, media buys and PR to demonstrate action, not lip service.

Tip: Don't tell us you care. Show us.

2. Ford partnered with GE and 3M to build ventilators and protective equipment.

3. CVS Health is hiring furloughed employees of Marriott / Hilton.

4. Washington Prime Group (mall real-estate trust) offered to use its malls as distribution centers for medical supplies, testing, and food depositories.

5. JOANN Stores are handing out free fabric supplies (curbside) to sew face masks at home.

6. Highlights told me they "have tried to put ourselves in the minds of our customers and think about how. we can be of help. Our customers, like many of our employees, are likely stuck at home while thinking about home schooling, trying to deal with stress and trying to find ways to have quality time as a family." The company is giving away printable pages from workbooks and suggestions for activities that kids/families can do from home.

7. 3D printing technology developer / manufacturer Formlabs has aggregated 1,500+ volunteers with 3D printers to make swabs, adjustment straps for facial shields, and other equipment facing a dire shortage.

8. Bellesa and BBoutique are giving away thousands (yes, thousands) of vibrators to "keep everyone home, safe and ~happy~ during the Coronavirus outbreak." (We all have a role to play.)

9. Despite the clever, but superficial kerning logo move in Times Square, Coca-Cola is taking real action in the Philippines, halting all advertising in the region, saying "All our committed advertising space / budgets will be redirected towards supporting COVID-19 relief and response efforts for the most affected communities.” That's SG $4.2m going towards real relief support!

cocacolaph.jpg






10. My dad’s favorite tool company, Harbor Freight, is donating their entire supply of personal protective equipment like N95 masks and face shield to front line hospitals with 24 hr emergency rooms. Go to a URL and request a donation. 

11. Gifting-platform for marketers, Alyce, gave $50 to a number of customers to donate to charity, and launched the #HandwashChallenge to raise further funds. Watch my contribution here.

12. Atlassian is providing many of its collaboration tools to small teams for free – aligned to their mission of "unleashing the potential of every team."

Note: When a company has a clear mission, often these types of decisions about what should be done next become crystal clear.

Without a clear mission, you’re left scrambling, asking “how can we capitalize on this pandemic” – a dangerous question to ask.  










9 PR Tips from an Expert

Yesterday I interviewed Katelyn Holbrook, SVP and Managing Director of V2 Communications as part of my live socialcast series, Exceptional Truths.

Watch our full interview here.

I asked her what PR in a pandemic should look like. Her advice:

  1. Be careful to not operate in a vacuum. Brands must be mindful of what's happening at a global scale.

  2. Journalists are still open to pitches, looking for ways to tie their beat into Coronavirus. Avoid irrelevant, tone-deaf pitches by doing research on the reporter (a #PR best practice.)

  3. Don't try to connect the dots too hard between your product and COVID19.

  4. If it doesn't FEEL right, that's probably a good sign it's not the right thing to be pitching right now.

  5. Journalists, already stretched thin, are even more so now. Set expectations with their bandwidth in mind.

  6. Many firms are sitting on interesting trend data from product usage or customer behavior that lends new understanding to the crisis. Get creative with data-driven PR.

  7. Don't seek to capitalize, seek to help.

  8. Pause existing plans / scheduled promotions or risk making light of / diminishing the crisis.

  9. Don't pull your investment in PR, now is the time to protect, and steer, your brand. Keep a long-term POV.






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Source: Marketoonist

On those emails...

My inbox was full of “a message from our president and CEO.”

It seems there was a rush to make sure we reminded consumers that we cared about them. Some emails were helpful, but many ended up feeling empty – most emails contained nothing more than well wishes.

Just because you have my email address doesn’t mean you should use it.

Be deliberate, intentional, and have empathy for the fact that we’re all inundated.

DO send: 

  • Service disruptions, or changes to delivery

  • Helpful resources, X days free of a tool that I can use right now

  • Extension on bills or flexible payment terms, etc.

Old guidelines of email and social media apply: helpful, informative, entertaining, full of empathy.

I think we need to remember that in times of crisis, our brains cry out for information to help us survive. It’s called “surveillance gratification seeking” and it means consumers are addicted to their inbox, news and social feeds right now. A disaster for mental health, but unfortunately, an opportunity many marketers are exploiting.

Let's not add to the noise. Be there, but only if helpful.

And, quoting as I will forever the amazing Doug Kessler:

Be careful about assuming you’re more important to your audience than you really are.

Remember, there’s no such thing as “being top of mind” during a pandemic. Your brand, by default, takes a backseat to how we are navigating this new normal.






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More great thinking about marketing right now:

Velocity Partners / Doug Kessler

"There are two main kinds of risk. The risk of selling too hard or appearing to be exploiting the crisis for gain is very real. Trigger this response and it will stay with people, damaging your brand—perhaps rightly— for a long time. Then there’s the risk of ignoring the whole situation and pretending it’s business-as-usual. The other bookend in the Shelf of Risk. Also crass and tone deaf."

Marketing Week / Mark Ritson

"The first lesson of the coronavirus crisis that now engulfs us is to shut the fuck up and let the experts guide us... We are marketers, for fuck's sake, and most of us aren’t even any good at that. Let’s leave the epidemiology to the professionals."

Marketoonist / Tom Fishburne

"Brands are judged less by how they operate when things go right, than by how they handle situations when things go wrong."






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Prediction: Brand Pandering will Fuel Consumer Distrust

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Prediction: Brand Pandering will Fuel Consumer Distrust

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

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Tis the season of predictions, and my friends at Marketo (an Adobe company) are not immune to the allure of foretelling what's to come in the marketing industry.

Who can blame them? So much is changing, it's incumbent on us to be prepared for the years ahead. In their new eBook, they've asked 10 of us to look deep into the future.

I'm in good company alongside Jessie Berry, Michael Brenner, Gurdeep Dhillon, Ann Handley, Niranjan Kumbi, Paulo César Freitas Martins, Jaqi Saleem, Ben Scott, and Brian Solis.

My prediction is centered around the precarious state of trust:

Poorly Executed “Values-Based” Marketing Will Fuel Consumer Distrust

Pandering to consumer values when your company doesn’t “walk the walk” is a dangerous strategy.

Today, 70 percent of consumers don’t trust advertising and 42 percent distrust brands, calling them “remote, unreachable, abstract, and self-serving.” This is the deficit from which many organizations will work over the next five years, as the fight for attention and trust only becomes more difficult.

In response, I predict a continual rise in the recent trend around purpose- and social movement-driven campaigns as marketing teams seek to align with consumers over shared values. I also predict dangerous subsequent missteps as many organizations simply pander to these movements.

Why values-based marketing is so tempting for brands

We are living in an era of value-based marketing, one in which companies use marketing to make it clear what they stand for and what they believe as they engage buyers.

Many brands now seek to connect with consumers on a deeper level, one based on conviction and principles. It’s like a good marriage founded on shared values. 

Whether it’s feminism, environmental concerns, LGBTQ+ rights, a stance on gun legislation, industry-specific laws, or other social issues, topics historically considered outside the realm of traditional business are now on the radar for many organizations and are built into their marketing and advertising plans.

For example, on International Women’s Day, many brands will launch “femvertising” campaigns (advertising or other marketing that incorporates the use of feminist ideals). In June, Pride month, you’ll see many logos on social media flipped to a rainbow version (some call this “rainbow-washing”).

Organizations seek to align to where the future is going, where the groundswell is, and — more importantly — where the conversations are happening. It’s a battle for continual relevance. 

Trend Alert: Millennials Care Deeply about Shared Values.

A growing number of younger consumers seek to make purchase decisions based on shared values. Fifty percent of millennials (18–34) want brands to take a public stance on social issues, compared to only about 25 percent of baby boomers (55+). Across all generations, 6 in 10 will not make a purchase if they don’t believe in what the company stands for.

This is not limited to B2C organizations. Two in five business buyers don’t agree that B2B brands stand for something they believe in, but believe this is an important part of their purchasing criteria.

Pandering to values your organization doesn’t actually practice is risky business

As marketing teams seek to meet these new expectations and create meaning for buyers, it’s critical that they do more than merely express support for values in campaigns.

Unfortunately, many companies that use feminist messaging in their marketing are poor examples of these ideals internally: some pay out millions in lawsuits due to internal pay inequality and discrimination against women, and others help perpetuate the gender gap by promoting unrealistic beauty standards. 

The next five years will see more rainbow-pandering, faux-feminism, femvertising, woke-washing, and other virtue-hustling by marketers.

Even if these efforts are well-intentioned, they mask the real work that needs to be done. They hide the reality of being a woman or LGTBQ at work and create an illusion of progress.

McKinsey found that men are more likely to think the workplace is equitable. Women see a workplace that is less fair and offers less support. We cannot solve problems that we cannot see or understand clearly.

Insincere values-based marketing campaigns do nothing for the movements they are pandering to, while introducing untenable risk for the business.

Thank you Marketo and Adobe for letting me weigh in on the future of our industry. Read the full eBook for more predictions or check out the infographic.

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7 Deadly Sins of Startup Marketing - and How to Avoid Them

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7 Deadly Sins of Startup Marketing - and How to Avoid Them

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

There are some really great perks of the job if you're marketing a startup. You get to build something bigger than yourself.

  • You may work alongside some of the smartest, scrappiest, most interesting people you’ve ever met. I’ve worked with one CTO who had a fleet of chickens, and another who built a robot lawn mower.

  • You experiment, fail, learn, and improve – and in the process, grow both YOURSELF and the BUSINESS.

And, when you get it right, you grow fast, maybe you make some money, and hey, you feel great. But, when you get it wrong... well, let's just say you learn a lot.

At INBOUND this year, I had the chance to share 7 of the most common mistakes startup marketers make. These are lessons I've learned by way of my own experience, and my perspective of high-growth organizations from Boston to Silicon Valley.

And, per usual, I've uncovered a few hard truths along the way.

You can watch the full video and get the slides for this talk here, or keep reading.

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The 7 Deadly Sins of Startup Marketing (and How to Avoid Them)

Note: The 7 Deadly Sin trope originated with Christianity, relating to transgressions that were fatal to spiritual progress. Nobody's going to die if your startup marketing fails (unless you're doing, like, medical devices in which case, please don't sue me). Rather, these deadly sins are fatal to startup growth.

Sin #1: Poor expectations

Truth: Everyone has an opinion about marketing - and you know what they say about opinions...

Nowhere else in the business is a function so scrutinized and so open to uninformed opinions. Because everyone consumes marketing every day, everyone has an opinion on how it should be done. That generally means startup marketers have some really interesting expectations placed on them.

And perhaps nowhere else is this constant parade of opinion so bombastic than at a startup, an environment with high stakes, no money, no time, ambiguity, high risk, and an immense pressure to deliver.

What some marketers are expected to do in businesses is often ridiculous. Sometimes what we promise to deliver is absurd. We need to be clear about what marketing can actually do, and how much we should invest in it, both personally and as a business owner.

There are two sides of the spectrum:

Many people think marketing is unnecessary. Build a great product, and the users' sheer love for it will drive word of mouth virality. They'll tell a friend, who will tell a friend, who will tell Oprah, and all of a sudden you've got "I LOVE BREAD" levels of advocacy.

Sometimes this does happen.

On the other end of the spectrum, some believe marketing is magic - and they ultimately invest far too much in marketing as they believe it will solve all their problems. Sometimes the product indeed catches up to the vision and brand much later.

Most people fall somewhere in between, but mistakingly believe marketing is a list of tactics. The truth is - great startup marketing is:

  • Strategic (not tactic soup)

  • Aligned to business goals (Your most important startup marketing goals are your most important business goals. Hint: Funding is not a goal - that's a means to an end.)

  • Essential - not something that can be treated as an afterthought or farmed out to your CFO's nephew. (I'm sure he's a good kid.)

Depending on the stage of your business, you'll have different goals and different methods of acquisition.

I know what you're thinking -- what if the product isn't perfect yet?!

Don't freak out.

At the incubation stage of the business - you know, when the product is still kind of figuring itself out - your job in marketing is actually, in large part, a discovery role, as you work to help the business confirm the RIGHT customers who are willing to PAY you to solve the RIGHT problem. Your goals here are to collect market insights, help build the MVP, and build awareness of the founders and the business itself to get on the radar for investment.

In the full talk, I answer a common question - what comes first, brand and buzz or product? We all know companies who have built well-loved brands before having a great product in market.

My take: It depends on how much money you have in the bank. :)

The final part of expectation setting (this is a big sin so there's a lot to it) is understanding the role marketing plays at the stage the buyer is at.

PLG there stands for Product Led Growth, of which Openview has a library of resources.

Alright. You've joined a startup with the right expectations of Marketing. You've acknowledged your role in the process. What is left to possibly f*ck up at this point?

Plenty.

Sin #2: Trying to do it all.

Contrary to popular belief, marketers are human.

Look, life is about prioritization and that is never more evident than at a startup, where both time and money are tight. 

You've got to do what matters.

Unfortunately, marketing is a REALLY EASY WAY TO WASTE A LOT OF MONEY.

Look at the 2nd most popular reasons startups fail - they run out of cash. (Shortened graphic, emphasis mine, full graphic here.)

There are four ways to waste all your money in startup marketing:

  1. Target the wrong buyers (or try to target everybody)

  2. Spend all your money across a bunch of the wrong channels

  3. Lose track of costs and return on your investment

  4. Cry

Just kidding, there's no crying in startups.

To avoid wasting all your money:

  1. Focus on who matters most - in the full talk I share strategies from Uber, DropBox (tech-savvy professionals who seek to simplify their lives), AirBnB (global citizens who want to live like a local) and Lululemon, who each have explicit, clear, and focused target audiences. I highly suggest reading about Lululemon's "muses."

  2. Make money moves - big impact, creative, low budget motions. Creativity is free, people. Airbnb launched in a situation of high demand and low supply, namely the 2008 Democratic National Convention in Denver with a lack of hotel space. Uber launched in cities with built-in "accelerants" - real life situations to spur growth like a concentration of nightlife, events, intense weather, and sporting events. In the talk I share some of my own high-impact, low-budget (and effective!) marketing moves.

  3. Watch your numbers. (CAC < LTV)

  4. Profit


Sin #3: Imaginary market, imaginary problem.

Truth: 70-90% of startups fail, depending on whose research you refer to.

The #1, Grand Poobah, Big Daddy, Chief, TOP reason startups fail is.... wait for it...

A lack of market need. AKA: no problem to solve, and no market to market to. How can you tell when the product you're marketing is a dead end vs a winning bet?

It mostly comes down to solving real problems for a big enough market, and having the right team to execute the right strategy. (Yes, quite a few stars need to align for this to work. That's why so many fail, and so few make it big.)

One company that illustrates the importance of solving a real market need is Juicero, Silicon Valley's favorite joke.

The company raised $120M including funds from Google's VC arm to bring to market a $400 juicer + subscription (the magic word in the valley) to packets of juice.

According to Juciero's CEO, there was far more to the product than just a bag of juice squeezed by a large automatic... squeezer. It also:

  • calibrated the packs by flavor

  • used "connected data" to manage its supply chain

  • could remotely disable Produce Packs if there is, for example, a spinach recall

But, as Bloomberg so eloquently puts it "... after the product hit the market, some investors were surprised to discover a much cheaper alternative: You can squeeze the Juicero bags with your bare hands."

Oops.

This leads us to another hard truth: If you imagine the pain, you’ll build tech that solves imaginary problems. You may also over-exaggerate the pain, assume the pain, fail to prove the pain, or simply delude yourself into believing the pain is more important to the buyer than it really is.

Some founders start a company to fix a problem they themselves experienced.

  • Donna Levin, co-founder of Care.com, couldn't find reliable care for her children.

  • Zoe Barry, CEO of ZappRx, watched her brother wait months for epilepsy medication.

  • Nataly Kogan, founder of Happier, spent years seeking happiness through achievement.

Don't imagine the pain, and don't imagine the market, unless you're comfortable getting paid in imaginary money.

Also, an important aside I make in the talk is that lip service is not validation of a real problem. Don't listen to well-intentioned people who may tell you they'd be willing to pay for something, or tell you the problem is there. Money talks. Time talks.

Paying customers and active users are real validation. Everything else is noise.

The best antidote to not drinking the KoolAid or falling for your own BS is listening to real (potential) customers and being open to their objections.

A common refrain among founders:


"Our great product isn't selling. Why?"


You may have overlooked an objection (see above) or may be underestimating the competition (keep reading.)


Sin #4: Competitive delusion

This one is important.

It's never been easier to start a company. Global Entrepreneurship Monitor found that 130M startups are founded annually, worldwide. 1.78M are tech startups, and here in the US, 80k new startups are created a month.

Marketing must draw a clear distinction between options for buyers - because, as we all know, when all the options look the same, you can only compete on price.

Your job is to make it seem like there's no other option but yours. Your job is to make it look like you do something vastly different than all the rest

In the talk, I illustrate the differentiation created by WeWork compared to the original shared office space company, Regus.

WeWork's growth to $47B (compared to Regus' $3B) is thanks in part to its intentional positioning.

"…more than beautiful, shared office spaces… a community. A place you join as an individual, 'me', but where you become part of a greater 'we'. Community is our catalyst."

But, many coworking spaces fall into the hall-of-lookalike-shame trying to compete with WeWork (but, ultimately, sounding just like them.) Read Ruth Reader's FastCo post "Here are a bunch of cowork startups saying the same things about how different they are."

We have to be incredibly on top of what the others in our market are doing and saying. This feels like such obvious advice to many, but when we have so much on our plates at a startup, it can be really, really easy to get comfortable and beat the same drum when the market may be calling for a different tune.

Sin #5: Underestimating the real competition

This one is simple.

Your #1 competitor is however the customer is solving their problem today. 

“What would your customers do if you didn’t exist? For many new products, the answer is: do nothing, or hire an intern to do it" - the remarkable April Dunford, whose two decades of experience is all found in a new book about positioning.

Marketing’s job is to point out what’s wrong with the current approach. You've got to be very clear about the risks of doing nothing to change the way it's being done today.

Sin #6: Vague on value

You've also got to be incredibly clear about personal value.

B2B buyers are 50% more likely to buy when they see personal value for them, or a positive impact on their career. They are also 8x more likely to pay a premium, according to research from Google, Gartner, and Motista.

I recommend the POV of Julie Supan, Dropbox's first head of marketing and communications. She considers the perspective of the individual using the platform: "If my life’s work is in the cloud, how will that change what my workday looks like?"

Another resource to help understand how value is felt on an individual level is from Bain & Company and HBR, who find that value is increasingly defined by more individual and inspirational parameters for B2B purchases: Full article.

Sin 7: Hiring the wrong people.

The amazing Mollie Lombardi, Human Capital Management expert and Parkinson's advocate, says it best:

“Every hire is a huge percentage of your startup. Bad hires resonate, loudly."

You've got to get it right.

An early team at a startup looks much different than the team required for the scale stages of the business.

On an early team, you'll do a little bit of everything.

Digital marketing, email marketing and database growth, customer interviews, competitive intelligence, copywriting, measurement and reporting, optimization and testing, planning, sales enablement and conversion paths, content marketing, earned media, events and owned media.

You know, a typical 9-5 ;)

The idea of a Jack-or-Jill-of-all-Trades is brought to life in a startup like nowhere else in the marketing world. That can be a great situation for some, and a really bad fit for others.

The DNA of a startup marketer:

  • Comfortable with ambiguity

  • OK saying “NO”

  • Self-starter (no adult supervision required)

  • Willing to reach beyond the job description (both below + above)

  • Resilient (You will f*ck up. How you respond matters, most.)

  • Resourceful (Learn to swim!)

  • Great listener

  • Optimistic realist

Sound like you? Go for it.

Being part of a startup is one of the most challenging, and rewarding ways to build a career.

One more truth to share:

The only startup marketing rules that matter are yours.

I know it's a cop out, but I'm not 100% right. These "sins" don't apply to all startups, all industries, or all marketers. There are many who are exceptions to these "rules."

As with everything else in life, never assume everyone else has it figured out. They don’t. I don’t. But there are a lot of people willing to share their lessons. One great book is Lost and Founder from Rand Fishkin - an honest look at the journey from a founder's POV.

Like marketing, in startups, everyone has an opinion. Listen to your customers, your instincts, and to what the data is telling you.

You will probably fail. So what? The biggest sin would be to not try at all.

Watch the video of my talk, and access the slides here.

Good luck.

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Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.


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7 Tips for Getting Your First Speaking Engagement, and How I Got Mine Thanks to Lady Gaga

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

I read somewhere that the average person ranks the fear of public speaking higher than the fear of death. 


That’s not entirely surprising. 


Why do we put ourselves through the obstacle course of human emotions that is applying for a limited number of speaking slots only to further expose our vulnerabilities by sharing our ideas in front of a room full of our peers?


Because it’s exciting. It’s effective at spreading a message. It’s validating. It forces you to crystalize your ideas and gives you the rare opportunity to help a room full of people. That’s an incredibly satisfying feeling. 


And, let’s be honest - for hams like me in the world, it’s a dopamine rush of both attention and adrenaline. 


Some background for you.


I was in my early 20s when I got my first industry speaking gig. I was working for a ridiculously fun B2B startup near Boston, and wasn’t quite sure which way was up. I had some familiarity with the process of speaking at industry events - my role at the time held me responsible for booking our executives on-stage at events in exotic places like Raleigh, North Carolina and sunny Minnesota. On occasion the chance to fly to San Francisco presented itself, and we said yes to any opportunity to get a chance to galavant around that beautiful city. 


When I later worked at a PR firm, speaking proposals were a core deliverable of our agency, and I learned quickly how to improve their acceptance rate. Soon after, I became a spokesperson as CMO/cofounder of a startup, and started securing more opportunities for myself to promote the business. 


My favorite during this time was a TEDx talk on customer-centricity (central to my startup’s ambitious beliefs.) Believe me when I say that this 7 minute talk took months to prepare.


Since then, as a freelance consultant, I’ve hammed it up on stage at a number of industry conferences, in front of graduate and undergraduate groups at universities, and in meetings of professional organizations. I curate speakers for Boston Content events, and am in the process of doing so for a major marketing industry event (PS: it’s just as hard to send a rejection letter as it is to receive one.) 


I’ve also written a good bit about this topic, notably the problem with male-dominated shows and the hype cycle that plagues many events. Ultimately, I think I’ve been on stage something like 30 times in the last few years. 


But, you never forget your first time. 


I tell you all this to provide context as to why I’m passionate about helping others get on stage, and why I was delighted to demystify the process.


Let me walk you through how I got my first speaking gig in a track aptly named “20/20” -- The Future of Marketing as told by “20 Exciting 20-Somethings.” 


I’m not kidding, but I presented a “deep dive into why Lady Gaga is the best example of brands of the future.” 


I am still laughing.

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Here’s how it went down:


It starts with hope -- “surely I can be elected to that pinnacle of professional validation!”


Then, fear -- “wait, what on Earth will I talk about? What do I have to say compared to these amazing presenters from last year?”


This is followed by a rush of self esteem -- “I’ve got something interesting to say (... I think.)”


What comes next is bravery -- you put hands to keyboard and craft an abstract. 


Then, self-doubt as you close the document and think -- “This is utter crap. Nobody likes me. Everybody hates me.” You send the abstract to a friend who reads it and says “this is great. You should submit this.” They suggest some wording alternatives and tell you to “get over yourself and just do it.”


(You are grateful to have friends who will tell you the truth.) 


You put it off until you realize the deadline is looming, and with mere hours to go you enter panic mode and admit... it’s now or never. 


You take one more read of your clever title and compelling abstract, a deep breath, and hit “send” on the event submission page.


You blink. It’s done. 


A pithy little confirmation messages tells you --- that’s it. There’s no turning back. 


You’re then in the period known as “self-esteem limbo” as you wait to find out whether, or not, your submission was accepted. You swing between a pendulum of self-doubt (what were you thinking) and confidence (they’re fools not to have me!)


One day, an email comes in with the magic words. 


Congratulations, Katie. We’re delighted to extend an invitation for you to present on such and such date and time and yadda yadda, who cares, you just got your first real conference speaking gig!


That’s it. There’s no magic to it. 


More than anything, it takes chutzpah. 


But here’s some practical advice to those of you seeking your first speaking gig.


1. Figure out your motivations clearly, first. 


Why are you doing this? 


If your goal is to become a professional speaker, to make this your livelihood, you are essentially a product. That’s a whole different ball game. You’re now in the world of platform (e.g. a great book or blog), possibly a manager or agent, a stomach for travel and skin thick as hide. In many ways this is about product-market fit and business model. 


If your goal, is to advance your career by increasing the exposure of your personal brand, then go for it. Heck, do it well enough, build a following, and you can even begin to charge for your time. Take your experiences to-date and your lessons learned, and spin it into a story of triumph, failure, or some other relatable human experience. 


If you’re the spokesperson for your company, and seeking to promote its brand, your motivations are crystal clear. This gets challenging as vendor pitches are about the last thing event curators want to subject their audiences to. So, your job is to elevate the message and present some SERIOUS value in a way that audiences love. Read more about how to create a buzz-worthy brand POV.


2. Find a new angle on an old topic. 


Event curators often choose speakers well in advance to encourage ticket sales. Attendees spend money on events to learn about the problems facing their business right now and in the future. Hook your topic into something interesting. Case in point: Lady Gaga. (I’m still laughing at myself.)


3. Go for it, even if you don’t feel ready. 


The confidence gap is a real thing that plagues women in business. “Evidence shows that women are less self-assured than men—and that to succeed, confidence matters as much as competence.”


Though this is good advice for men as well who are plagued by imposter syndrome.


You have to start somewhere, and with enough preparation and respect given to the process of developing a good session, you will do far better than you think. Practice, get feedback, LISTEN TO THAT FEEDBACK, adjust, rehearse, and go for it. If you haven’t spoken ever before, try a panel event to start. They’re less daunting and give you experience. 


4. Get rid of your ego.


Seriously, get rid of it. 


Ego prevents you from taking rejection in a healthy way. You start to believe the world owes you an opportunity (hint: it doesn’t.) 


It stops you from understanding what the event needs (vs. what you want to speak about) which is a surefire recipe for rejection. 


It also comes across on stage loud and clear. The best speakers are deeply humble off stage. They know it’s not about them - it’s about the audience in that room. That’s what makes them great. 


As Oprah says, every human being wants to know "Was that ok? Did you hear me? Do you see me? Did what I say mean anything to you?" It’s our universal insecurity as we all want to be validated. 


Maintain that humanity, recognize when ego is driving your decisions, and you’ll be great. 


5. Give yourself the best chance to be selected.


I am a student of the ineffable Tamsen Webster, whose post “How to Write a Conference Speaking or Session Proposal That Gets Chosen Every Time” is the only guide you need to follow on this topic.


Also, have a personal brand, even if you’re just starting out. Event organizers will Google you if they haven’t heard of you, and you need to be prepared with some evidence that you’re worth bringing onto a stage in front of a room of people who are likely paying to be there. 


6. Be found.


Sign up for Innovation Women. Created by Bobbie Carlton (of Mass Innovation Nights), this is a speakers bureau dedicated to removing all the excuses around not having an equal representation of gender at events. If you're a woman who would like more opportunities to speak at professional events, you can create a profile for a nominal yearly fee of $100. 


For both men and women, there are other bureaus like speakizi.com to try.


A tip from the brilliant Mollie Lombardi is to include a section on your LinkedIn profile with “topics I am available to speak on.” Make it easy for event organizers to find you.


7. Do your research.


Where many people fall short is in taking shortcuts. 


Customize your proposal for each and every event, and understand what tone / topics / speakers have been selected in the past. Each event has a different purpose - seek to understand the goals of the event so you can best close the deal. This is a sale, and you are the product. Do your homework.



Are you convinced? Scared off from the process? Good. This isn’t for everybody. But the truth is, nobody (I know of) has ever died from doing a speaking gig. 


You will be better for having done it, and if you’re open to feedback, even the process of rejection is a learning opportunity. Break a leg!


Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

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Pride or Pandering?

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Pride or Pandering?

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

What is the danger of rainbow-pandering?

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This is the age of woke-washing and virtue-hustling

Breast Cancer has been pink-washed. Women’s rights have given rise to femvertising and faux-feminism. For decades, environmental concerns has led to green-washing in an attempt to fix public image issues.

Now, during pride month 2019, cities around the world are celebrating their support for the LGBTQ community with parades, marches, parties, and festivals, all marking the 50th anniversary of the Stonewall Riots.

And that means we are neck-deep in pride marketing. 

What’s Up with All the Rainbows?

You’ve undoubtedly noticed some extra rainbows this month. Around the world, brands are signaling their support for the LGBTQ rights movement in their marketing, aiming to drive sales, awareness, social impressions, earned media, and employee acquisition/retention. 

  • Changing their logos to a temporarily rainbow version on social media

  • Highlighting LGBTQ team members in branded content this month

  • Using models this month in ads who represent gender and orientation diversity

  • Hanging rainbow banners and flags in retail locations and offices

  • Having a group of employees and allies marching in their local pride parade

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It’s rainbow-washing. It’s everywhere.

And in 2019 there is more than ever.

Why Do Companies Do It?

In short, it’s just good PR, baby.

Public support for LGBTQ rights is at an all-time high after decades of activism, most recently marked by the US Supreme Court ruling that same-sex couples have a constitutional right to marry in 2015.

24% of US internet users are more likely to do business with companies known to be LGBTQ+-friendly. Particularly, gay and lesbian individuals (71%), bisexual people (54%), millennials (32%), and high-income earners (34%) all said they’re likely to spend money with LGBTQ+-friendly businesses. (eMarketer).

Organizations seek to align with where the future is going, where the groundswell is, and more importantly, where the conversations are happening.

This year, plenty of major corporations are rainbow-washing in an attempt to connect with consumers to earn their affection, preference, and trust. This year in my hometown of Boston, over 400 groups were registered to march in the city’s largest pride parade in 49 years. 

What’s the Upside to Pride Marketing?

On one hand, this is thrilling – it indicates a wonderful cultural shift towards equality. Any of us would gladly take the current onslaught of rainbows over the senseless anti-gay cultural norms and legal realities this community has endured through US history and around the world. 

So, to get this point out of the way because it has to be said:

Corporate backing and public support for this community is something that should be appreciated for its intentions and as an alternative to a darker time in our not-so-distant past. This is the second anniversary of one of the worst mass shootings ever in our country, and it was targeted at the LGBTQ community. 

It may also help sway government policy towards equality as businesses like Netflix put pressure on individual states because of anti-LGBTQ laws.

Consumers even expect this from businesses. The 2019 Edelman Trust Barometer Report found more than three-quarters (76%) of the general population want CEOs to take the lead on change instead of waiting for government to impose it.

(Ask me another time about my concerns with the amount of trust consumers place in the institution of business. Hint: it’s alarming.)

With that consumer trust comes power.

And, that means there is some room for optimism. Advertising and marketing as a ubiquitous, every-day agent in our world has the potential to drastically change attitudes and opinions. That’s what it does fundamentally, and that’s why companies pour billions of dollars into it.

Cause for celebrating all pride-related marketing, right? If you’ve read my previous takes on this subject, you know the answer…

Not quite.

The Problem with Rainbow-Washing

The truth is, most rainbow-washed marketing doesn’t align with any real action or represent the reality of being LGBTQ inside the companies using it. Hell, most campaigns don’t even donate a portion of the proceeds to nonprofits benefitting the community – the literal least a brand could do.

So, let’s call it what it is: rainbow-pandering.

Rainbow-pandering is when companies exploit LGBTQ rights in their marketing without meaningful action at their organizations, or in the greater world.

This is a form of virtue signaling – defined as “empty gestures intended to convey socially approved attitudes without any associated risk or sacrifice.”

Just like faux-feminism, there is a fundamental risk to the movement for LGBTQ equality when companies signal their support on the surface through marketing and fail to live up to these ideals.

7 Examples of Rainbow-Pandering:

  1. Adidas sells rainbow merchandise in a “pride collection” but spent millions in Russia as a major sponsor of the 2018 World Cup. Russia’s anti-LGBTQ laws made the event “unsafe for fans and athletes.”

  2. Six of nine corporate executives who signed a letter criticizing then Indiana governor Mike Pence’s anti-LGBT legislation represent companies whose CEOs or political action committees donated to Pence while he was campaigning against LGBT rights per Chicago Sun Times.

  3. PINK, a lingerie and apparel line from Victoria’s Secret recently tweeted support for LGBTQ associates and customers. Twitter users were quick to remind the brand of its CMO’s refusal to include transgender models for its annual Fashion Show. (Similar exclusions were made about plus-size models. This is hardly equality. Hell, it’s hardly trying.)

  4. Goldman Sachs is facing a high-profile allegation of sexual orientation discriminationand retaliation from a gay former executive who says a supervisor excluded him from an important conference call because he “sounded too gay.” Sigh. The company flies rainbow flags and marches in pride parades globally, supports an LGBT employee affinity network (which this executive led), and even published advice on “how to be a good ally.” Maybe his supervisors should read it.

  5. Major retailers including H&M, Primark, Target, and Levi Strauss all sell rainbow apparel like rainbow fanny packs and sequined caps. But, as the NYTimes pointed out, much of it is manufactured in countries where it’s either illegal to be gay or where persecution is commonplace such as China, Turkey, and Myanmar. Each brand quoted in the full piece point out the good work they are doing to truly help the community. While their PR efforts are on full display, it doesn’t hide the underlying conflict.

  6. YouTube, which has branded all its social media channels to rainbows this month, has come under fire for failing to remove hateful, anti-LGBTQ content, “putting LGBTQ support and hate speech on the same platform.” It has also struggled with categorizing LGBTQ content as restricted or potentially inappropriate. Internally, Google employees have petitioned YouTube to strip its social channels of Pride branding calling it “hypocritical co-opting of their community.”

Nandini Jammi, part of the massive (and Cannes Lion winning!) Sleeping Giants advertising accountability movement (read about them in the NYTimes), said this about brands advertising on YouTube:

The company said last week that they intend to protect hate speech and harassment as "free speech." But what brand marketers heard is that YouTube will continue placing their ads next to harmful and offensive content indefinitely. In other words, brands cannot expect to be kept safe on that platform.

I get it. This is a total buzzkill.

Alex Abad-Santos at Vox says it best:

“It’s a hell of a lot easier to commodify a party than it is a political act.”

But political acts, policies, and real action are what’s necessary to create lasting change.

Rainbow-pandering masks the real work to be done. It hides the reality of the situation facing LGBTQ people in the workplace and creates an illusion of progress.

Ultimately, this kind of marketing creates a dangerous blind spot, as those exposed to it come to believe the world to be fairer and more equitable than it really is.

We don’t even have standards to measure the way LGBTQ workers are affected economically. Even the way we measure economic recovery since the 2009 crash masks what’s really going on:

“Post-recession economic analysis should take into account the ways in which discrimination in hiring and firing, wage gaps, workplace harassment, and other employment barriers limit economic prosperity for all workers, including LGBTQ workers.” Source.

 

Consumers Are Not Buying It

eMarketer found that customers “pick up on this as a marketing ploy.”

Half of internet users in the US said that if a company debuts Pride-related merchandise or content, they’re more likely to see that as a marketing tactic than as a true reflection of the company’s values.

Any time spent on Instagram, Reddit, or Tumblr lately will show you the true feelings of consumers who are increasingly skeptical and wary of capitalism painting its nails with the colors of the rainbow. I offer a few memes for your consideration:


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God, I love the internet.

What it’s Really Like to Be LGBTQ in the Workplace

The real problem with rainbow-pandering is the fact that there is so much real work to be done to reach the glossy rainbow-colored reality that pride campaigns seem to indicate exists.

Consider the reality of the LGBTQ worker, please:

  1. Millions of LGBTQ Americans can be fired, legally, due to their sexual orientation or gender identity.

  2. There is no federal statute addressing employment discrimination based on sexual orientation or gender identity (rights within individual states vary, and the Supreme Court is taking up the issue later this year related to how the Civil Rights Act of 1964 is interpreted. Fingers crossed.)

  3. More than half (53 percent) of LGBTQ employees reported that they have experienced or witnessed anti-LGBTQ comments by co-workers.

  4. LGBTQ millennials face larger financial struggles and economic instability due in part to average lower income rates.

  5. Conscious and unconscious bias against LGBTQ applicants often prevent them from getting hired. Research finds that up to 68% of LGBT people report experiencing employment discrimination.

  6. Many employees at tech brands are scared to speak up about addressing problematic LGBTQ issues for fear of retaliation – not just being fired, but being doxed (when private or identifying information is made public online maliciously.)

  7. 1 in 10 LGBTQ people reported removing items from their resume to hide their sexual orientation or gender identity from employers.

  8. Between 11 percent and 28 percent of LGB workers report losing a promotion simply because of their sexual orientation.

  9. 1 in 6 transgender people have been fired from a job because of their gender identity (according to USTS) and they experience violence at an ever-increasing, alarming rate across the country, often without much national media attention. In many ways, transgender members of the community are treated as disposable.

  10. Many LGBTQ community members hide personal relationships, delay health care, change the way they dress, or take other steps to alter their lives at work to avoid discrimination.

This is the everyday reality for millions of American workers.

This is the ugly truth behind rainbow-washed marketing.

This should be a wake-up call that this community is in need of real support and policy, not just a rainbow color treatment during the month of June.


The Pride or Pandering Marketing Litmus Test

So, which campaigns should we celebrate? Which are simply virtue-signaling and rainbow-pandering, and which are appropriate for brands to celebrate? Are you a marketer considering applying the rainbow treatment to your brand or client?

Campaigns fall somewhere on this spectrum:

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And because it's important to name the enemy here… meet Pandering Panda. 

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He looks cute, but he’s deceptive.

Pandering Panda will claim to support any movement, as long as it’s not too risky and he doesn’t have to make any real changes to his organization. He'll profit from the sale of rainbow-colored merch without any donation to LBGTQ groups, while continuing to discriminate his employees.

Don’t be like Pandering Panda.

Follow my handy litmus test before leveraging all the colors of the rainbow in your campaign next June:

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If mostly “no’s” - don’t risk it. Find something else to use in your campaigns. Find another way to get your brand into the conversation. You threaten the very real struggle for equality by perpetuating a false narrative that the world is more equitable than it is.

As this is absolutely about your bottom line, you also risk the reputation of your organization. Brands have to realize they’re opening themselves up to scrutiny when they go all-in on pride month.

Via Branding Strategy Insider, “…attempts to cash in on the rainbow (or really any color associated with a cause) without giving back to the community could send a tone-deaf message that might do more harm than good.”

If mostly “yes’s” then, right on. Thanks for actively supporting your colleagues and a community fighting for acceptance, acknowledgement, and freedom from persecution.

The bottom line: If you want the benefit of aligning yourself with the modern LGBTQ+ rights movement, be prepared for the commitment.

 “The days of simply slapping a rainbow on your packaging and calling yourself ‘LGBT-friendly’ are long gone,” said Justin Nelson, president and co-founder, National LGBT Chamber of Commerce. “The community demands a yearlong, enterprise wide commitment to the LGBT community within the company and in every market the company hopes to engage.” 

“I don’t have any friends that only speak to me in June. I would hope that brands would treat the LGBT community the same way,” says Jay Porter, president of Edelman Chicago

This whole topic is summarized perfectly by Shannon:

What Real Support Looks Like:

  • It’s year-round: Dell supports its LGBTQ team members “all year long.”

  • It addresses real community concerns: Via TheDrum's excellent piece on this, "Smirnoff has been praised for its Soho Angels initiative, that enlists a team of specially trained volunteers to keep the LGBTQ+ community safe at night throughout the year. This year, the drinks brand is bringing the volunteers to Pride, to ensure the safety of its attendees."

  • It impacts policy: 161 corporate sponsors urged Congress to pass the LGBTQ Equality Act, which will give civil rights protections to such individuals if the measure is later approved by the Senate. Converse Inc., Macy’s Inc. and Under Armour Inc. are among them — a stark contrast to when the bill was introduced four years ago and the only companies publicly supporting the measure were Apple, The Dow Chemical Co. and Levi Strauss & Co. (Footwear News)

  • It’s part of your history and future: As early as 1984, IBM has included sexual orientation in their non-discrimination policy. Chief Diversity and Inclusion Officer Tia Silas told Glassdoor: “We continue promoting and defending LGBT+ rights around the world and actively influenced legislation and policy in Louisiana, North Carolina, and Texas.”

  • It’s measurable: The Human Rights Campaign Corporate Equality Index recognizes businesses that are inclusive of the LGBTQ workforce. Nearly 600 firms are recognized as earning a score of 100% in 2019 for action like non-discrimination policies, equitable benefits, diverse supply chain programs, and inclusive culture/CSR programs.

  • It aligns to accepted standards: The United Nations publishes standards of conduct for business. These are best practices regarding LGBTI employees and inclusive workplaces.

  • It translates to real work: Brands like Intuit and Google foster employee resource groups for LBGTQ employees, some professional services groups do pro bono work for this community. Read more about brands like this who are hiring now.




A New Standard for Marketing

It’s a kind of golden era of marketing. We have more tools, channels, insights, data, and opportunities at our disposal than ever before. With such a massive platform comes responsibility to market with integrity to both our shareholders and the larger world.

Bottom line impact. There’s a massive risk of losing consumer trust once brand hypocrisy is exposed. Once you lose that trust, it’s an uphill battle to gain it back, and it becomes a non-starter for immediate affinity and sales. Downstream, you risk valuable long-term loyalty.

Woke-washing, virtue-signaling, and empty lip-service stunt marketing campaigns are a short term, high-risk strategy.

(They are infuriatingly lazy, to boot.)

Societal impact. More broadly, you have a responsibility to the very movements you’re appropriating to operate with some measure of integrity.

Marketing with integrity is always going to be an aspirational concept, but a girl can dream, right? It indicates to consumers that we’ve considered the implications of where our products are used, and who our marketing budget dollars are supporting.

While so many brands jump on the bandwagon, my calls to action are as follows:

  1. Consumers, only patronize those brands who live up to the promise of support for this community. Be discerning consumers of marketing. Vote with your wallet.

  2. Employees, recognize your collective power in whistleblowing, and give your talent to those companies who understand the importance of equality.

  3. Marketers, agencies, founders, and all in positions of decision-making authority, put the kibosh on campaigns when your client / company doesn’t live up to the very basic standards of integrity, here.

In a world still filled with discrimination, fear-mongering and “otherness” based on our differences, pride celebrations around the world are a call for each of us to treat LGBTQ community members with the acceptance every human being deserves, in all our forms.

It’s not worth risking what this movement stands for in order to gain some short-term brand lift.

In the words of Ru Paul, don’t f*ck it up. 

Every week(ish) I send out new ideas, writings, and interesting links on marketing, business, and life. It’s free & curated by me. Get on the list.

Note: This talk had its world premiere at the Boston Leadership Forum with Lesbians Who Tech. I tend to tell it like it is on stage. You can book me to speak here.

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