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Visibility, Credibility, and Growth.

From media strategy to reputation management, we explore the trends shaping public perception and share the approaches that drive measurable results for growing brands.

McDonald’s, Wendy’s and How Social Media Factors into Brand Perception

For many, fast food is one of life’s gratifying comforts. Look no further than to the restaurants themselves for evidence of their considerable reach. McDonald’s has long touted its “billions and billions served” and has more than 38,000 locations across 100 countries. Within the last year, Wendy’s celebrated openings of its 7,000th restaurant and 1,000th international location.

However, not everyone is so enamored with the offerings from fast-food giants, to the point that a New York man recently took legal action.

The man is suing McDonald’s and Wendy’s for “unfair and deceptive trade practices,” stating in his lawsuit that the food chains’ advertisements make their burgers appear between 15% to 20% larger than they truly are. He is seeking $50 million in damages for himself and other customers and requesting that the chains stop their misleading advertising practices.

Food styling in commercials has long been an industry practice, and the lawsuit cites a food stylist using undercooked patties to make burger meat look larger.

Notably, the lawsuit includes social media reactions and complaints that call out the restaurants for the product disparity from commercial to purchase.

Social Media’s Growing Influence

Social media has become a prominent factor in influencing brand perception while allowing an avenue for personalized messaging between consumers and businesses. A study from Harris Poll found that social media has risen as a company’s top way to engage with consumers. More than 70% of businesses surveyed rely on social media for customer connections, followed by 61% relying on email, 27% for TV and radio advertising, and 24% for print ads. The survey showed 91% of executives expect their company’s social media marketing budget will grow over the next three years.

Additionally, a survey from Nielsen and McKinsey found that approximately 60% of consumers researching products online get information about a brand or company through social networking platforms. Social platforms are unique in that they can easily provide product reviews, customer feedback and product ratings, serving as a one-stop-shop for consumer research.

However, this ease of access to consumer research and feedback can build a brand or break them. And often, the reason consumers discuss brands online is to sound off on a negative experience. Brandwatch, a consumer intelligence company, found that 96% of the people discussing brands online do not follow those brands’ owned profiles.

So, what does this mean for burgers? Well, when you continually see an ad for a succulent bacon cheeseburger only to find the product is much more paltry upon laying down your hard-earned cash, people get upset. They may even take legal action. It’s negative press that no business needs.

The bottom line is that consumers want to have trust in their preferred brands and the goods and services they use. Social media has become a powerful resource for consumer engagement. Use it wisely.

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Spaceflight Inc. Successfully Debuts its Latest OTV, Sherpa-AC

Image credit: SpaceX 

Last week, our client Spaceflight Inc., the leading global launch services provider, debuted its new Sherpa-AC, the latest variation in the company’s Sherpa orbital transfer vehicle (OTV) portfolio. The Transporter 5 rideshare mission onboard a SpaceX Falcon 9 lifted off from Cape Canaveral on May 25 and headed to a Sun Synchronous orbit, 525km.

Several hours after liftoff, Spaceflight announced it had contacted its Sherpa-AC vehicle and confirmed the vehicle is operating nominally. Spaceflight successfully delivered all five customer payloads, including two hosted payloads on the Sherpa OTV, to their desired orbital destinations.

Sherpa-AC, named for its “Attitude Control” capabilities, augments Spaceflight’s base free-flying Sherpa with key functionality including a flight computer, attitude knowledge and control, and more, making it ideal for servicing hosted payloads on orbit.

Since the Transporter 5 mission marked the debut launch of the Sherpa-AC, we anticipated questions about the new variation’s features and how it differs from Spaceflight’s other OTVs. We worked closely with the Spaceflight team to develop an FAQ about the Transporter 5 mission and collaborated on the messaging surrounding the Sherpa-AC to ensure it is clear and consistent across Spaceflight’s platforms and announcement materials.

Given the growing demand for both orbital transfers and hosted payload support, it was important to emphasize that the Sherpa-AC is ideal for servicing hosted payloads on orbit, demonstrating Spaceflight’s continued work to provide flexible launch services and innovative hardware so all client payloads can successfully arrive at their final orbital destinations.

To ensure reporters had time to ask questions about the Transporter 5 mission and Sherpa-AC, we offered an opportunity to talk to Curt Blake, CEO and president of Spaceflight. Before the launch, we distributed a media alert to space and technology publications, offering reporters a chance to discuss the launch and the benefits and capabilities of Sherpa-AC with Curt. We also delivered some background information on the Sherpa-AC and an overview of the Transporter 5 mission to provide additional context.

Over the past week, the media has been incredibly intrigued by the Transporter 5 mission, which has led to the below coverage (see below).

Congratulations to the Spaceflight team on another successful mission and the exceptional debut of the Sherpa-AC!

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Delta-Q Technologies Reaches Milestone, Ships Four Millionth Battery Charger

Reducing emissions is an essential component of reaching global climate goals. The pandemic may have reduced carbon emissions briefly, but as consumer demands for immediacy increase, emissions are likely to rise. Without making industrial equipment and manufacturing processes more sustainable, we risk falling short of climate objectives in an already imminent climate emergency.

Delta-Q Technologies (Delta-Q) has always been committed to sustainability and is leading the way on a local and global scale providing the tools to help international organizations electrify equipment and embrace green strategies. Delta-Q designs and manufactures battery charging solutions and is the supplier of choice to leading electric equipment companies such as John Deere, Polaris and Yamaha.

We’ve had the opportunity to work with the Delta-Q team for eight years. Throughout that time, we’ve supported a variety of product and company announcements and different campaigns. This month, we were thrilled to help announce that Delta-Q shipped its four millionth battery charger.

Each of Delta-Q’s chargers represents the potential to save one metric ton of emissions. The significant milestone equates to four million metric tons of carbon emissions saved since the company’s founding in 1999. In addition to the emissions savings, Delta-Q chargers rank higher than other chargers on the market, with more than a 93% energy efficiency rating. This means that the chargers are both more environmentally friendly and lower electricity costs for the end-user.

Delta-Q’s impressive and consistent role in reducing emissions was recently noticed within its home region. In April, Delta-Q secured a $300,000 grant from The CleanBC Go Electric Advanced Research and Commercialization (ARC) Program. The milestone and grant represent Delta-Q’s commitment to sustainability and further cement the company’s imprint on global electrification.

Below is a list of the articles secured from our media outreach around the announcement.

 

As a local and global leader in sustainability, Delta-Q will continue to drive industry and regulatory stakeholders toward electrification and more sustainable manufacturing and design processes. We’re proud to work with a partner that prioritizes global climate efforts.

Increasing awareness about electrification’s impact on economic and sustainability efforts is critical for widespread implementation, and we’re excited to support Delta-Q in this mission.

To learn more about our work with Delta-Q, check out the following blog posts:

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CMOs Continue to Grapple With Pressure

The WSJ reported earlier this month that the average tenure for chief marketing officers (CMOs) remains at its lowest level in the past decade. Annual research from executive search and leadership advisory firm Spencer Stuart found that the average tenure for CMOs is 40 months. The average tenure of CEOs is climbing – now at an average of 85 months.

According to the article, “CMOs are grappling with intense pressure to drive profitable growth, meet changing demands for business transformation and keep up with increasing complexity in the broader marketing landscape.”

Gartner, Inc., Vice President Analyst Chris Ross shared that “in some organizations, just the expectations for CMOs are just so out of whack with the reality of what a CMO can really deliver on the timelines, and with the resources and with the headwinds that they have.”

Setting expectations and securing executive and board-level buy-in is critical for CMOs. This includes having shared clarity on the CMO role, intended objectives and vision of success.

The Association of National Advertisers recently published an article, “Why Chief Executives Run Out of Patience with Their CMOs,” which focused directly on the importance of setting clear expectations with the entire C-suite. Further, the author reported that a recent survey “found that nearly 60 percent of CEOs believe CMOs speak their own language rather than speaking in terms the CEO and CFO can appreciate.”

Further, frequent transitions at the CMO level can be disruptive and expensive for an organization. It is often in the best interest of the executive team and board to minimize turnover in the CMO role. Additionally, changes at the CMO level can result in changes to the overall strategy. If the marketing strategy is shifting every three years, this can disrupt momentum and hamper longterm results.

So, when setting expectations, CMOs need to clearly articulate how marketing contributes to the bottom line – in terms that the CEO and CFO understand.

For additional guidance:

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How to Manage Unforeseen Leaks

I’m good at keeping secrets. For over a year and a half, I was able to keep a project that I’d been working on under wraps – not even my parents knew. The project is the largest I’ve worked on in my life thus far, so I was (and am) adamant about keeping my mouth shut to mitigate any risk of our work being leaked, as well as to abide by my NDA.

However, in early April, the project was exposed.

Then, a couple of weeks later, Justice Samuel Alito’s opinion about Roe v. Wade was leaked as well, and it got me thinking, “How can I help inform others on the best practices for approaching an information leak?”

According to All Things Talent, when confidential information is exposed to unauthorized parties, it is referred to as an information leak. Businesses can lose huge amounts of revenue directly as a result of leaks of this sort.

According to SearchInform, the types of information that are most harmful if leaked include:

  • Financial and project documentation of the enterprise: accounting reports, business projects, contracts, development plans and other documents
  • Personal information: customer bases and personal data of company employees
  • Technological, technical, design documentation, and know-how
  • Documents for internal use: presentations, training programs for personnel, service instructions, and such
  • Technical data that can be used to access the enterprise network: passwords, logins, information about protection methods, and network topology
  • Information that can worsen the reputation of the company or management: customer complaints, negative correspondence with employees, and meeting recordings

Furthermore, leaks can damage the reputation of your company where future customers may be hesitant to give you information and be apprehensive about working with you. This is something we’ve seen with the Roe v. Wade leak. Not only has the information infuriated a vast majority of Americans, but many feel as though this has changed their view and the reputation of the U.S. Supreme Court.

While these two leaks are completely different, it is a reminder that we live in an age where it’s difficult to keep some material confidential, no matter how great you or your business protect sensitive information.

 

The first step to approaching confidential information leaks: Don’t panic.

When a leak of any kind occurs, it can be easy to want revenge on whoever leaked the information, but as business leaders, it is essential to remain calm and not make any irrational or emotional decisions regarding the situation. With all the energy and opinions that arise when information is leaked, it can be easy to get swept up in the chaos of it all and scramble to “fix” the situation. However, once information is spread on the internet, it is out of your hands.

When my business partner and I first discovered the news surrounding our project, we thought we may be able to contain it. But we soon realized our efforts would be futile due to the volume of information on Instagram along with various news articles in several languages.

In accepting our fate and deciding to control our own emotions rather than a leak we could not possibly plug, we avoided making any rash decisions or acting out of fear and panic. A calm, rational approach serves well in any situation.

 

Step two: Let the energy die down.

We waited a month before confirming the leak. The initial buzzing energy surrounding the news flustered us and had us distracted all day, and even all of that first week. But we knew it wasn’t a good idea to make a business decision or announcement regarding the project until we both expelled the high energy from our bodies, met with our team, and could look at the situation with clear eyes.

 

Step three: Consider how you might leverage the leak to your advantage.

After our initial frustration, we found quite a few upsides to the leak. For one, we hadn’t made any mistakes or done anything that would’ve nullified our NDA and put the entire project in danger.

Second, it was the perfect opportunity to get the early reactions of the public. We decided to take the leak as an opportunity to gain valuable consumer insight.

Additionally, do not be afraid to reach out for support of any kind. Dealing with a leak can be stressful, so having a partner or partners to help you address the situation can go a long way. It is also helpful to have someone to bounce ideas off and to keep you in your lane in case emotions run high.

Protecting confidential information and trade secrets can be accomplished by delineating the consequences of a breach and creating a dialogue with employees and stakeholders about these risks. However, it isn’t always possible to control the rogue behaviors of certain individuals.

Next time you’re faced with a leak of confidential data or information, take a deep breath, and then call on a friend. Whether it’s a personal secret that a “friend” spread, a Supreme Court decision leak or a product launch leak, remain calm, be patient, find a bright side and use it to your advantage.

Often, we cannot control leaks, so it is important to think about what we can control. Sometimes that is solely our emotions, but that is more than enough when it comes to managing confidential leaks. Take it slowly, and remember, everything happens for a reason.

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Improving Mental Health Awareness in the Workplace

In recent years, mental health has become a significant concern globally. People are now more vocal about mental health, which reduces associated stigmas.

However, the consequences of mental health struggles are often still not widely talked about in many workplaces. May is a great time to raise awareness of those living with mental health issues because it is Mental Health Awareness Month. Improving mental health awareness in the workplace can help employees better understand the gravity of these struggles, which can lead to a kinder and more empathetic work environment.

Harvard Business Review (HBR) published an article in 2021 titled, “It’s a New Era for Mental Health at Work,” which examines a study by Mind Share Partners about the employee mental health experience. In its Mental Health at Work Report, Mind Share Partners compares the state of mental health, stigma and work culture in U.S. workplaces in 2019 and 2021 during the pandemic.

Outlined below are key findings and data points from the study.

  • 68% of Millennials (50% in 2019) and 81% of Gen Zers (75% in 2019) have left roles for mental health reasons, both voluntarily and involuntarily.
  • 76% of respondents reported at least one symptom of a mental health condition in the past year, up from 59% in 2019.
  • Millennials and Gen Zers, LGBTQ+, Black, and Latinx respondents were all significantly more likely to experience mental health symptoms.
  • 54% of all respondents said that mental health is a DEI issue, an increase from 41% in 2019.
  • 84% of respondents reported at least one workplace factor that negatively impacted their mental health.
  • The most common factor was emotionally draining (e.g., stressful, overwhelming, dull or monotonous) work, which worsened since the pandemic.
  • The workaholism that characterizes much of U.S. culture has only been exacerbated by the challenges of the pandemic, leading to increased employee burnout.
  • Since the pandemic, employers’ availability of resources grew and often included extra paid time off, company-wide mental health days, and mental health training.
    • The workplace “resource” most desired by respondents (31%) was a more open culture around mental health.
  • 54% of respondents believed that mental health was prioritized at their company compared to other priorities, up from 41% in 2019.

According to the study, individuals who felt supported by their employer tended to be less likely to experience mental health symptoms, to underperform and miss work, and more likely to feel comfortable talking about their mental health at work.

The HBR article reasons that “given all the workplace factors at play, companies can no longer compartmentalize mental health as an individual’s responsibility to address alone through self-care, mental health days, or employee benefits.” Instead, companies must view mental health as a collective priority.

One of the best ways to accomplish this goal is through a culture change. A workplace culture that promotes supervisor support and provides a safe space for honest discussions can destigmatize mental health and encourage employees to get help.

Thankfully, employees are talking about mental health at work more than in 2019. These open, honest conversations are a step in the right direction. In addition, there are several ways companies can mold their culture to prioritize mental health awareness. A few ideas include:

  • Educate supervisors on discussing mental health and providing guidance.
  • Encourage supervisors to lead by example. Managers need to model leaving work on time, taking breaks throughout the day, and using their vacation days. They also need t respect employees’ boundaries.
  • Encourage supervisors to reach out to employees for regular check-ins.
  • Direct employees to talk to their supervisors about potential stressors and any help they may need to succeed.
  • Ask employees for feedback and incorporate their input into workplace policies and practices.
  • Provide recognition to employees for their work.
  • Provide mental healthcare resources and proactively promote them to employees. If you already have these resources, periodically remind employees of these benefits.
  • Invest in DEI to support employee mental health and address its intersectionality.
  • Encourage employees to discuss challenging social and political topics at work.

Implementing mental health awareness initiatives is an excellent step toward creating a better workplace environment. Companies that prioritize mental health demonstrate they genuinely value their employees’ well-being – and when employees are healthy and cared for, they can bring their best selves to work.

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