Category: Respect170bbeec51

Corporate Social Responsibility Everyone Should See

9/19/2020

by David Hagenbuch - professor of Marketing at Messiah University -
author of Honorable Influence - founder of Mindful Marketing

By now we all have a story of how the pandemic has negatively impacted us or those we love. Life has become more difficult for everyone, but for people with disabilities, daily living can be exponentially harder. One business, however, has made it its mission to meet such needs in an unforeseen way.

Two years ago I wrote about Starbuck’s innovative efforts to serve deaf consumers through a specially-designed store in Washington, D.C. Among its unique attributes, the store featured an open layout, low-glare surfaces, and employees who knew American Sign Language (ASL).

Even as I, a non-coffee-drinker, applauded the company’s ingenuity and initiative, I could imagine some cynicism about the social responsibility: “That’s nice, but Starbuck’s is a luxury people can live without. Who’s meeting the real needs of people with disabilities?” A former student of mine recently gave me a great answer to that question.

I first heard of Accessible Pharmacy a few weeks ago when that former student, Jason Polansky, told me he was applying to the company for a job. Jason, who wrote a guest blog for Mindful Marketing about a smart cane and who was my coauthor on a CommPRO article titled, “How Serving Blind Consumers Creates Competitive Advantage,” is completely blind.

Fast forward to a few days ago when I received from Jason the good news that Accessible Pharmacy had hired him to be its Director of Business Development for Central Pennsylvania. It’s great that the company identified Jason as an ideal candidate for the position and offered it to him. However, Accessible Pharmacy’s commitment to blind people runs much deeper than its hiring. Its mission is to make a life-sustaining service safely available to a group of consumers who are consistently underserved.

According to the Centers for Disease and Prevention (CDC), in the United States in 2015, there were 1.02 million blind people, i.e., who had vision impairment of 20/200 or worse. Furthermore, 3.22 million Americans had lesser impairment as measured by “the best-corrected visual acuity in the better-seeing eye.” These numbers are expected to double by 2050 due to an aging U.S. population and more frequent incidents of diabetes and other chronic diseases associated with vision loss.

That’s a significant and growing portion of the population that could benefit from all kinds of products tailored to its unique needs. As Starbuck’s example illustrated, some business models already have been adapted, but largely missing has been a solution for one of the most critical human needs: medicine.

People who are blind take most of the same medicine others do, but for individuals who don’t drive, there’s the challenge of traveling to a pharmacy to pick up a prescription. Even more significant, blind people can’t easily read the instructions on a bottle of ibuprofen or see that the prescription pill they’re about to ingest is the right one.

According to a 2018 CNBC article, between 250,000 and 440,000 people die each year in the United States because of medical errors, making them the third-leading cause of death, behind only heart disease and cancer. Unfortunately, the inability to see the medicine one is taking contributes to those statistics.

German philosopher Friedrich Nietzsche famously said, “That which does not kill us, makes us stronger.” Medicine certainly is supposed to make people stronger, but wrongly medicating can kill a person, especially someone who can’t see the medicine they’re taking.

Enter Accessible Pharmacy, “a comprehensive, home delivery pharmacy service specializing in the needs of the blind and low vision community and their families,” which claims to be “the only provider of its kind.”

For many companies, asserting such exclusivity is merely a matter of marketing communication, i.e., they simply say that they “specialize” and do nothing to support the claim. Accessible Pharmacy is different. Its ‘product features’ back up its brand promise. For instance, the Pharmacy offers:

Patient education and consultation
Disease monitoring via teleconference
Cognitive behavior assistance
Medication regimen management
Customized packaging
Presorted disposable pill organizers by week or by month
Braille and large-print labels
ScripTalk: unique RFID tag labels that work with consumer devices to convert text to speech
Home delivery of prescriptions, as well as over-the-counter medications, vitamins, and supplements

In researching and writing about corporate social responsibility (CSR), I’ve often considered whether there’s a best way for companies to give back. Although I believe donation (giving money to worthy causes) and volunteerism (encouraging employees to serve those in need) are both important approaches, the most effective CSR occurs within a business model that marries financial goals with societal good.

In other words, positive social impact is woven into the very fabric of the business’s operations. Accessible Pharmacy is an excellent example of such integrated CSR.

Yes, the firm is a for-profit company with income expectations—a fact that might give some people pause. But should we be wary of Accessible Pharmacy making money by serving blind people?

Of course, there are other ways that organizations doing social good can be funded, for instance by donors and by government. Such models play important roles in addressing societal needs; however, what happens when donors decide to give elsewhere or politicians elect to underwrite other needs?

The point is, CSR that’s integrated into a for-profit firm’s value chain is highly sustainable. As long as both producer and consumer benefit, the mutually valuable exchange can continue indefinitely.

When I asked Jason what excites him most about his new position, he mentioned working with people with disabilities and using his marketing background to make a positive impact on their lives. He undoubtedly will enjoy both intrinsic and extrinsic rewards from his work, as he should. So should his employer.

It’s very challenging to start and run a successful business. It’s even harder to maintain one that addresses pressing societal needs as part of its mission. Accessible Pharmacy does just that, which make it a clear example of “Mindful Marketing.”

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Does Using “Shuffle” Mean You’re Already ‘Stuffed Full’?

8/23/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

“What do you want to watch?”
“I don’t know; what do you want to watch?”

That conversation must be happening in more homes than just mine, which probably inspired Netflix to introduce its new “Shuffle” feature, aimed at defeating this common viewing dilemma. But, should people who have to ask their TVs to “play something” even be watching television?

This past July, the entertainment-streaming icon started testing a new “Shuffle Play” button, placing a familiar-looking shuffle icon on select users’ accounts. Those who have the feature might find it below their user profile icon or on the left side of the home screen. When Shuffle is selected, Netflix serves a chef’s choice of shows “based on viewing history, preferences, and playlists.”

Problem solved: No more aimless scrolling and probably fewer arguments began by “Anything but that.” It’s nice to have choices. It’s also nice when someone/thing helps identify them.

But, will Netflix’s Shuffle keep people too tied to their iPads and cemented to their sofas? Does imploring one’s device to “play something . . . anything” signal digital drunkenness and suggest that the streaming service should stop serving?

In the midst of the pandemic, Netflix has been a hero for the homebound, keeping many a step away from wit’s end with easy access to inexpensive entertainment and even educational content. In the second quarter of 2020, the streaming service added an impressive 10 million new subscribers, bringing its worldwide total to about 193 million.

With so many customers already contently streaming, why does Netflix even need to add a new feature? Well, like any successful organization, it wants to keep its value proposition fresh and exciting. As a Netflix spokesperson says, “We’re always looking for better ways to connect members with shows and films that they will love.”

The company also needs to keep pace with competitors’ offerings, like HBO Max’s recommendation engine and NBCUniversal’s random play on Peacock. Likewise, Comcast’s Xfinity has integrated creative voice commands, such as “Surprise Me” and “Happy Stuff” in order to serve up spontaneous and hopefully stimulating shows.

In varied marketing roles, I’ve come across a couple of closely related psychological concepts that help describe the consumer itch Netflix and its competitors seem to be trying to scratch:

Satiation effect: people eventually grow tired of things they initially liked.
Variety-seeking behavior: enjoyment often increases with different experiences.

So, Shuffle might pull Netflix users out of their streaming ruts by providing them with an endless array of custom-curated and personally-satisfying program choices.

However, whether it’s taking excessive vitamin C or bingeing The Office, too much of even a good thing is too much. At some point, people need to turn off their TVs, put down their iPads, and move on to other things. The question, then, becomes: Does a shuffle feature make streaming too tempting and difficult to deny?

Pulling oneself away from an interesting program can be hard, which I experienced firsthand earlier today. In order to do some “research” for this piece, I turned on our TV to check out Xfinity’s voice commands. The channel happened to be on a high-diving competition, held on a beautiful stone bridge, over a river somewhere in Europe. I sat memorized for at least 10 minutes before returning to my senses and remembering why I was sitting there.

The bottom-line, though, is that I was able to break free from the screen without any extraordinary effort. Most people can muster at least the same amount of resolve, even when specially-selected programs are shuffled at them.

Speaking of resolve, I recently wrote an article that asked whether TikTok is addictive. The conclusion (spoiler alert) was “No.” When compared to commonly accepted addictions like alcohol and gambling, the app is not addictive in any scientific sense.

TikTok’s screen-swiping and Netflix’s Shuffle are similar in that both deliver virtually infinite, individualized video content. However, 15-second smartphone clips from ordinary people are much different than 2.5-hour professional-produced films. Is one spontaneous selection harder to resist than the other?

There should be a study, but it seems that TikTok's bite-sized content could be harder to forgo—like eating potato chips versus stuffed baked potatoes. Both are good, but eating an additional stuffed baked potato is a big commitment, whereas popping one more potato chip, then another, is easy to start and sustain. So, if longer programs have even less allure for consuming ‘one more,’ it seems that neither Netflix nor TikTok is truly addictive.

Having cleared the ethical hurdle, there’s still one more important consideration—effectiveness: Will people really want to use Netflix’s Shuffle? So far, reviews of the feature appear tepid; for instance, some have tweeted:

“Interesting new feature @netflix ... but what kind of insane person just says, “yolo, let’s spin the Netflix wheel of fortune”? (@TurnerLevison)
“they been testing this for months on mine and it’s trash, they put two things on your recently watched and if u shuffle again it’s just Netflix Originals.” (@BlondDaya)

Unfortunately, Netflix didn’t include me in its test market, so I haven’t been able to try the feature, but I have a hard time seeing many people using it. First, Netflix already curates at least somewhat customized selections that users can see at a glance on their home screens. Second, it may be frustrating or even mildly offensive to receive specific recommendations that make one wonder, “Why are they suggesting that for me?!”

To that point, after I stopped watching high-diving, I asked Xfinity to “Surprise Me.” It suggested Hallmark Channel’s “Tulips in Spring.” I had no problem declining that recommendation, which must have been meant for someone else in this house.

Given TikTok’s ‘swiping’ success, it wasn’t a bad idea for Netflix to test a ‘surprise me’ feature for its streaming service. It seems unlikely, though, that the same consumption behavior will transfer to considerably longer program content, which makes Shuffle Play a fitting selection for “Simple-Minded Marketing.”

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Too Attached to an App?

8/10/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

Of all the dangers facing the United States—natural disasters, terrorism, racism, a global pandemic—who would have thought a social media app would be mentioned among them? China's TikTok has aroused the ire of the Trump administration because of its apparent threat to national security, but is addiction to the app an even greater cause for concern?

For the past year or more, TikTok has been on my radar screen, mainly because I try to keep tabs on what’s trending with the Gen Zs I aim to engage. Last fall, the topic of the hugely popular social media app came up in one of my marketing classes, which inspired me to ask the question: “Should I be on TikTok?” Several students immediately yelled “Yes!” while a seemingly equal number shouted “No!” I wondered if either group had my best interest at heart.

Still not a user, the app gained more of my attention throughout the spring as several of its most popular videos made their way into mainstream media and marketers began talking of TikTok strategies. Meanwhile, accusations of Chinese spying surfaced, and at least one U.S. firm asked its employees to remove TikTok from company mobile devices.

President Trump then threatened to ban TikTok, only to reverse course a few days later when global tech icon Microsoft indicated interest in buying the meteoric app. Most recently, the President signed an executive order that will result in barring TikTok from the U.S. market unless an American company buys the app, which has led parent company ByteDance Ltd. to sue the administration.

Each of these intriguing developments has kept me on the edge of my seat, wondering what will happen next, but no news sparked my interest as much as a blurb in an August 4th email blast from marketing tech guru Shelly Palmer, who stated that “TikTok is already near (or at) the top of the list of the most addictive [emphasis added] social media apps.”

Surveillance by a foreign state has seemed like TikTok’s biggest threat, but is Americans’ addiction to the app an even greater concern?

To answer this question, it’s essential to understand exactly what TikTok is, as well as what it’s so rapidly achieved—some of us above a certain age may need a primer. Steve Wright of Learn Online Video offers a nice overview of the app. He shares a few of its endless stream of 15-second videos, in which their usually young creators often dance and/or lip sync to popular songs. Wright describes the content, which is extremely varied, as “a smorgasbord of [the most] weird, creative, amazing, bizarre videos I’ve ever come across.”

Apparently many find the eclectic selection of “simple, goofy, irreverent” videos appealing. Since its launch in 2017, the app has been downloaded more than a billion times. According to Liv Benger, writing for Medium, “over 682 million people downloaded TikTok in 2019 and [spent] an average of 50 minutes a day” using it.

Those stats certainly suggest rapid growth and near saturation of specific population segments, but do they actually indicate addiction? Most of us know how hard it can be to put down our smartphones or other devices and stop checking email, playing games, texting friends, etc. For some people, those behaviors become compulsive, but do they really rise to the level of addictions?

According to Cornell student Niko Nguyen, the answer is ‘yes.’ In February, The Cornell Daily Sun published an essay in which Nguyen described that the main reason for his difficult decision to delete his TikTok account was that he had found himself “sucked into its addictive grasp.” He went on to explain why he believed TikTok is addictive:

“The app itself is designed to keep us glued to our screens. With most other social media platforms, the majority of content is derived from accounts that you follow. And although you can follow and “friend” a lot of accounts on Instagram, Facebook, Twitter and Snapchat, there’s eventually a point where all the “interesting” content runs dry. With TikTok, that isn’t the case.

Nguyen’s explanation might sound like someone at a buffet who can't stop filling his plate because, “Everything tastes so good.” In that case, we’d probably tell the patron he needs to control his own eating; we wouldn’t blame the restaurant for his overindulgence.

TikTok, however, isn’t the 'typical ‘restaurant.' It uses something that most other apps don’t, at least not in such a sophisticated way. Nguyen alludes to that something, which several others identify directly: artificial intelligence (AI).

Palmer, mentioned near the onset of this piece, is one person who claims AI is at the root of TikTok addiction. He says, “TikTok is a remarkably sophisticated AI model that literally tunes itself to your behaviors with a single goal: addicting you to TikTok.”

Others have further unpacked how AI might accomplish that objective. In a New York Times article, John Herman identified the technology underlying each TikTok user’s very personalized For You page as “an algorithmic feed based on videos you’ve interacted with, or even just watched.”

Unlike other social media in which users have a significant say in the content they receive by virtue of who they friend or follow and what those people post, TikTok’s AI notes what users actually like to watch, regardless who shared it, then sends them more of the same, making TikTok “more machine than man.”

A piece in Fixing Port supported the same assertion: “The TikTok algorithm can be blamed for this [addictiveness] to an extent. The algorithm sees what type of content you are watching (particular uploaders, particular genres, etc.) and then customizes the upcoming content to that liking.”

In The New Yorker, Jia Tolentino detailed her own ‘addiction’ to the AI-driven app:

“I was giving TikTok my attention because it was serving me what would retain my attention, and it could do that because it had been designed to perform algorithmic pyrotechnics that were capable of making a half hour pass before I remembered to look away . . . The algorithm gives us whatever pleases us, and we, in turn, give the algorithm whatever pleases it. As the circle tightens, we become less and less able to separate algorithmic interests from our own.”

In her article on Medium, Benger identified a psychological phenomenon, random reinforcement, that explains more precisely what TikTok users experience: Although not every video provides the same level of reward, like playing a slot machine, the periodic payouts come often enough that users keep pulling the lever/swiping their screen because the next clip could be a real winner.

The way TikTok employs AI does seem to put the app in a different category in terms of possible addiction. Whereas traditional methods of generating engaging content eventually run dry, the app’s AI-based video selection seems to know consumers better than they know themselves, allowing an endless array of just-often-enough, captivating content.

Notwithstanding these authors' insightful analyses of the app, two important and closely-related questions remain that none has appeared to answer:

What exactly is addiction?
Just because something is enjoyable, is it addictive?

Most people would likely easily answer the second question, ‘No,’ as there are many things that are very enjoyable to consume (i.e., eat, use, do) that are probably not ‘addictive,’ for instance: take-out from a favorite restaurant, a round of golf, a concert, ice cream!

Over the years, I’ve often written about potentially addictive products, some of which have included:

In researching to write these and similar pieces, a few things I’ve learned are:

People tend to play fast and loose with the word addiction.
Genuine addictions tend to occur in relatively large percentages of the population, not with just a few people.
There are specific clinical criteria for classifying substances and other things as addictive:

- an overpowering need
- a tendency to increase consumption
- a psychic dependence.

Although it’s common to hear people say things like, “That cake is so good; it’s addictive,” it’s unlikely that any of the clinical characteristics of addiction apply to eating cake. For these reasons, when I wrote the blog posts above, I concluded that numbers 1-4 are often true addictions, while Numbers 5-7, though problematic for certain people, really aren’t.

TikTok, seems to fit best with the second set of products as a non-addiction. That doesn’t mean that the app isn’t a time sink for some, or that it doesn’t present other potential problems. Most people, however, likely can control their use of the app by setting time limits and mustering some will power. Also, as Nguyen showed, it’s not that hard to close one’s TikTok account—it’s certainly much easier than dealing with a drinking problem or stopping smoking.

TikTok appears to provide its target market with inexpensive entertainment while also inspiring creativity and collaboration among users. Although some of us may not understand its appeal and there could be other issues with its content or use, at this point the app should be ‘swiped up’ as "Mindful Marketing."

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Should People Be Mascots?

7/21/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

After evading public pressure for decades, financial concerns have finally sacked the National Football League’s (NFL) Washington franchise, causing it to change a name that Merriam-Webster defines as “offensive.” While it’s good that Native Americans will no longer be subject to that denigration, a broader question remains: Should any sports team’s mascot be a person?

High school, college, and professional sports are peppered with teams named after people groups. In 2014, USA Today reported that of the 10 most popular high school mascot names, three had human connections: Vikings (#4), Warriors (#9), and Knights (#10). People names are also prevalent in Division I collegiate athletics, e.g., Knights and Spartans. Then there are professional sports franchises like the Dallas Cowboys, Milwaukee Brewers, and Cleveland Cavaliers.

In fact, nearly a third of teams in the United States’ four major professional sports leagues use people as mascots (39/123 = 31.7%). Here’s the breakdown by league:

Major League Baseball (MLB): 13/30= 43.3%
National Football League (NFL): 13/32= 40.6%
National Hockey League (NHL): 9/31= 29%
National Basketball Association (NBA): 4/30= 13.3%

To argue to change a team name that serves as a racial slur is pretty straightforward, but what about the dozens or hundreds of other anthropological nicknames? Is society failing to see now a practice that in years to come will be deemed abhorrent?

Apparently, few people objected in 1933 when George Preston Marshall changed the name of the then-Boston-based football franchise from Braves to the current one. Likewise, few appeared to challenge the U.S. Patent and Trademark Office’s decision in 1967 that gave the name legal protection.

In 1972, a variety of Native American organizations asked team president Edward Bennet Williams for a name change, but their plea evidently gained little public support and ultimately failed to alter his attitude.

The point is this: Just as the majority of the population was apathetic about the need for the Washington football team name change for most of its history, people might look back 20 years from now and wonder, “How could individuals in 2020 have been so ignorant to have people as mascots for sports teams?”

Now, however, many see being chosen as a team mascot as a sign of respect. After all, sports are about competing and winning. So, teams tend to pick mascots that are known for strength, speed, or ferocity or that possess some other desirable qualities that might reflect positively onto the franchise. Although sports teams called Acorns and Spudders actually exist, they are the exceptions. Instead, most team names are chosen because they suggest power and inspire confidence, like Wildcats and Warriors.

At first glance, Merriam-Webster’s definition of mascot reinforces the notion that being chosen as one is a positive thing: A mascot is “a person, animal, or object adopted by a group as a symbolic figure especially to bring them good luck.” How many people, however, want to be someone else’s good luck charm? Most people probably want to be the one enjoying success, not the token symbol responsible for helping someone else win.

A mascot, therefore, is a kind of ‘second class citizen,’ more of a possession or pet than a person. Of course, many mascots are actual animals, kept in cages or put on leashes and paraded in front of fans on gameday. Although mascots are typically chosen for their prowess, it's strength subdued in service to another.

At this point, some of you may be understandably thinking, “Relax! They’re just mascots. Sports are supposed to be fun!” I get that. I’ve appreciated mascots for many years and still do.

When I was much younger, I played for Danville, PA’s high school basketball team, whose mascot name still is the “Ironmen” (granted, not very gender friendly); the town was a key player in America’s 19th century iron industry. I’m also a long-time fan of the NFL’s Pittsburgh Steelers. Honestly, I never thought much about implications of these mascots being people . . . until now.

Would an iron mill or steel mill worker mind that their occupation was selected for mascot status? I'm speculating, but my guess is they wouldn’t; in fact, they might even feel honored. Their reputations as occupations that require unique physical and mental toughness probably makes their selection seem complimentary.

These two examples, however, help identify a potentially important distinction: Not all human mascots involve occupations, which people self-select. Some mascots are based on demographics like race and ethnicity (e.g. Cleveland Indians), over which people have no say.

That lack of choice is compounded by the issue of stereotypes. Any human mascot suggests a certain image for all those belonging to the demographic. For instance, the name Braves implies that all Native Americans are courageous and strong.

But, what could be bad about being perceived as strong and courageous? Aren’t they attributes that anyone would want? Perhaps they are, but the reality is, not everyone has them to the same extent. For Native Americans, that 'positive stereotype' might negatively impact them in at least two ways.

First, the Braves mascot stereotype might make those who weren’t born with as much natural strength or courage feel inadequate, like they’re not living up to an important social standard. Second, a seemingly positive stereotype still pigeonholes people, or presents an unnecessarily narrow or inaccurate view of their abilities.

For example, I’ve been around sports enough to know that African American men are often stereotyped as great athletes. At first blush, that stereotype may seem positive, but if you’re an African American man, you may not appreciate people assuming that you played and/or excelled in sports, especially if you never did. You also wouldn’t like it if people discounted your intellect, as they sometimes do for athletes, inaccurately assuming that a strong body means a weak mind.

There really is no such thing as a positive stereotype. Unfortunately, mascots perpetuate stereotypes, which may not be an issue for animals or inanimate things but can be problematic for people if the mascot is tied to a demographic like race or ethnicity that individuals do not choose.

In more recent years, it seems that sports leagues have become more ‘enlightened,’ as it’s rare for expansion teams to be given human names. For instance, since 1976, six new teams have entered the NFL, but only one was given a people name—the Houston Texans, which is not directly tied to race or ethnicity.

The Washington Post reports that the Cleveland Indians are now considering a name change. It may not be long before other teams named Indians, Braves, Chiefs, etc. do the same. Projecting further into the future, it’s conceivable that some of sports’ most storied franchises, e.g. Celtics, Fighting Irish, will do the same.

Mascots related to occupations, which people choose, can likely stay. However, team names based on race or ethnicity should be retired because of the narrow and unfair stereotypes they project. Years from now, if not sooner, people will see such team names and call them “Single-Minded Marketing.”

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How Marketing Still Needs Racial Redemption

7/4/2020

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by Dr. Sonja Martin Poole, associate professor of marketing, University of San Francisco

Our nation is clearly in crisis. During a time focused on re-opening the economy after the onset of a viral pandemic, there are glaring signs that the United States is suffering from another type of pandemic—racism. While conquering COVID-19 lies mainly in the hands of certain medical researchers and pharmaceutical companies, overcoming racism depends on everyone and everything, including marketing.

Over the last few weeks, throughout cities across the United States and the world, people have been taking to the streets to express their pain and anger over the senseless deaths of George Floyd, Breonna Taylor, Ahmaud Arbery and countless other Black people killed by police and vigilante whites. At the same time, videos of racial violence and racists threats toward Black people in America are flooding social media and news outlets.

Racism is not a new disease. It is a malady that has deep historical roots. It is a system of racial oppression and violence steeped in colonial and imperialist practices that sought to legitimize White privilege and power. That means it is not just a sum of the prejudicial acts of individual “bad seeds.” Rather, it is ingrained in the fabric of our society. Despite the elimination of explicit state-sanctioned policies, such as segregation under Jim Crow, many overtly racist practices are now interwoven into our institutions and normalized, and have a reverberating impact that still significantly affects the lives of racially targeted people.

So, what do these actions have to do with marketing? The short answer is, everything. Interpersonal, systemic and institutionalized racism are often normalized, immortalized, and (re)produced through marketing and marketplace practices.

Take the case of artificial intelligence (AI), a tool that is dramatically transforming industries, institutions, workplaces, and consumer behavior. The technology is being used to analyze and predict or generalize consumer behavior from their unique set of traceable digital activities, actions, contributions and communications. By being able to predict consumer behaviors, marketers can considerably improve their ability to target buyers with personalized promotions and advertising, or protect against fraud. AI is also used to benefit consumers throughout the consumption process, from automatic logins and entertainment suggestions based on viewing history, to self-driving cars and suggesting the fastest routes to and from work.

One application of AI is facial recognition technology which is used to check the identity of people based on the symmetry of facial features unique to every individual. It allows users to unlock their smart phone, verify their identification for travel and entry to sporting events, and complete purchase transactions. Major corporations such as Unilever also use it in the labor market to assess job candidates’ facial and linguistic performance against information compiled from successful prior interviews.

While facial expression technology has been praised as a bias-free tool, concerns have been raised that this powerful tool is imperfect and potentially dangerous. Numerous studies have found that the software is not 100% accurate in identifying individuals. In particular, studies have found that when two different people were wrongly identified as the same person, error rates for Black people were two times higher than for white people.

Even more unsettling, the software has been known to misidentify people of color as non-human, often as animals or objects. This happens because the accuracy of any machine learning tool depends on the machine’s ability to detect algorithms ‘taught’ to it by engineers who are, needless to say, human. Since humans perpetuate biases that exist in society, so can the machine.

Studies in marketing which address the use of AI technologies generally emphasize how consumer experiences are enhanced through AI-powered applications and assume that the impact is equal across all consumers. But these assumptions ignore disparities in lived experiences. These assumptions also ignore research evidence which indicates inherent (automated) bias in AI technology. This automated bias has serious implications in the treatment of and opportunities for people of color.

The issue outlined here is just one example of the insidious ways that racism operates in marketing. Keeping silent, becoming overly defensive and overgeneralizing are other ways racism is perpetuated. To adequately address racial injustice, it is important to move our discourse in marketing and business beyond marginalization in the workplace and harmonious interpersonal relationships. We must take a close look at the impact of racism in marketplaces and how these effects are shaped by intersecting forms of systemic oppression.

The good news is that marketing and business leaders are starting to accept the challenge to acknowledge, affirm and act in ways that promote equity and justice and activate meaningful change. As was proclaimed by authors in a recent Harvard Business Review article, “racism isn’t just a Black people’s problem its everyone’s problem because it erodes the fabric of society.”

It’s good that certain companies finally have resolved to remove overtly racist branding (e.g., Aunt Jemima, Uncle Ben), but as the example of AI-powered facial recognition shows, there’s still more, often less conspicuous marketing that needs to change in order to offer people of color the respect they deserve. Framed positively, many opportunities remain for racially-aware organizations to redeem the field in pursuit of more “Mindful Marketing.”

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Listen and Act, for Marketing and Racial Reconciliation

6/13/2020

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by Will Young IV, business administration major, marketing minor,
and member of the men's basketball team at Messiah College

As a Christian, to consider marketing’s role in racial reconciliation means understanding reconciliation from a biblical perspective. Four times in his letters to the early Church, the apostle Paul used the Greek word katallage, which means to exchange one thing for another. That definition of reconciliation reminds me of my first marketing class in which we discussed the discipline being about “mutually valuable exchange,” powered by two important activities: listening and doing.

Business transactions often culminate with the exchange of need-satisfying products, but they begin with more basic exchanges of time, questions, answers, and ideas. Driving the process is one critical activity—listening: offering one’s ears along with a genuine desire to understand.

Just as listening sustains good marketing, listening is the first step toward racial reconciliation.

Thich Nhat Hanh, a Vietnamese peace activist once said, “In order to reconcile, you have to possess the art of deep listening.” Following the tragic murder of George Floyd, the world, specifically the black community, was outraged. The reason was not necessarily that we were shocked it had happened because, quite frankly, there has been a plethora of deaths of unarmed black men and women throughout the years, many a result of police brutality. The uproar, protests and rioting were infused with so much force and rage because for years we had been trying to call attention not just to police brutality but to other racial injustices, but we were never really heard. Very few would listen.

The nation’s collective failure to listen to the voices of those crying out about racism has allowed many senseless events, like the killing of Floyd, to happen time and time again. Martin Luther King Jr. predicted what happens when injustice meets apathy when he said, “A riot is the language of the unheard.” While I in no way support rioting or looting, it is important to note that such actions typically don’t happen when people feel like they’re being heard—when others are listening.

No competent marketers ignore the needs of their consumers. No country should ignore the needs of its citizens, particularly those crying out about racial injustices. Both fail to create mutual value. Businesses have a unique opportunity to hear the voices of the black community and others crying out for change by having open and honest conversations with their employees, customers, and other stakeholders. Large and small companies are in prime positions to break down the racial barriers they once avoided by genuinely listening.

As important as listening is to marketing and racial reconciliation, it only gets you in the room. Action is what allows you to stay there.

People say, “be the change you want to see,” but actually being the change involves effort and often uncomfortableness. If marketers want to play a role in racial reconciliation, they need to move beyond words and model what racial reconciliation looks like.

Ben & Jerry’s is a good example of such action. The company’s website displays a staff composed of many different races, from African-American, to White, to Asian, to American Indian. The firm shows the world that despite our nation’s racial and political divisions, people of all races, cultures, and ethnicities can work together to achieve a common goal. Ben & Jerry’s is not just speaking about the change that should occur. It is clear the company is intentional in hiring so it can be the change.

The firm also has introduced an ice cream flavor called “Pecan Resist,” centered on exchanging narratives of exclusiveness for inclusivity, equality, and justice for people of color. In many ways, this product represents the gold standard of what marketing should do to be the change.

Businesses wondering about the role they can play in racial reconciliation should recognize that people have largely done their part. Movements like Black Lives Matter have expressed anger and voiced concerns, upholding their role of the exchange. They’re now looking for something in return for their voice, which, again, first means others who will listen. Businesses should lead by example in lending an ear, but not stopping there.

After listening, organizations and individuals must go a step beyond and act on what they’ve learned, which is strengthened by understanding the history of racism, having uncomfortable workplace conversations, and donating to movements that advocate for racial equality and shared justice. Simply stated: They must do something. Don’t leave the exchange relationship one-sided; make it mutually-beneficial, thereby encouraging racial reconciliation and creating priceless value for generations to come.

No two companies are the same. Likewise, every business that chooses to listen and act will play a different yet important role on the road to racial reconciliation. All such actions, however, must uphold common values: fairness, honesty, and respect. Whatever their specific role, companies that facilitate mutually beneficial exchange leading to racial reconciliation create a life-giving legacy of “Mindful Marketing.”

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Can Marketing Make a Difference?

6/13/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

When considering our world’s challenges, people tend to see marketing as part of the problem, not the solution. Such perceptions surface in Gallup’s annual poll about the honesty and ethics of various occupations: Respondents consistently rank marketing roles like advertising practitioner, insurance agent, and car salesperson near the bottom of the list. So, who would ever claim that marketing can combat prejudice and even encourage racial reconciliation?

One of those marketing optimists is me. More than a decade ago, I wrote a paper about marketing and reconciliation in which I made a rather simple observation: People who buy and sell from each other tend to stay on good terms and build healthy bonds. In contrast, fractured relationships often lack any meaningful exchange: verbal, material, or other.

Marketing often brings together people from different backgrounds, whose paths wouldn’t otherwise cross, for shared economic gain as well as other mutual benefit. For instance, a white family enjoys food from a restaurant owned by an Indian couple; a black salesperson appreciates her Asian client, and vice versa; a Hispanic CEO values contributions from hundreds of employees representing an array of race and ethnicity.

Business, in general, and marketing, specifically, are catalysts for countless positive interracial interactions and relationships. As people’s lives interlace with individuals who are different than them, while partnering for a common purpose, they often come to respect and appreciate their differences.

There’s also the notion that racial equality is closely tied to economic opportunity. When people can work in well-paying jobs or even start their own companies, aspirations and optimism replace desperation and despair. Marketing helps provide such hope-inspiring possibilities.

While I truly believe all I’ve just shared, I need to remind myself and disclaim that these words come from someone who, because of his own background, has not experienced significant racial prejudice and who will never truly understand the struggles that the black community and other people of color have endured for centuries.

One thing I can do is share this platform of Mindful Marketing with some who have experienced racial injustice firsthand, who wake up each morning to its effects, and who, also importantly, see business and marketing as a way forward—not necessarily as “the” answer, but as part of it.

I recently reached out to a few black friends, asking if they would be willing to share their perspectives on the roles that business and marketing may play in racial reconciliation. I received four enthusiastic and thoughtful responses from: a current student, a former student, a college classmate, and a research partner. My intent is to share each person’s reflection in its entirety over the next several blog posts.

It's a small gesture that I feel led to make for several reasons:

I care about these friends and their families.
I want to understand the current situation from the perspectives of those most affected.
Our opinions impact what others believe and do.

In an age of social media, the third bullet point may seem glaringly obvious; however, it takes me back fourteen years to my doctoral dissertation in which I applied Ajzen’s (1991) Theory of Planned Behavior (TPB) to accounting clients’ referral intentions. Key to the TPB, which hundreds of studies have validated, is that our intent to do anything is impacted by societal (subjective) norms, or what we perceive others believe is good or bad.

So, even if I’m not promoting racism, my silence might lead others to believe that I think it’s okay, which is not okay. I want to use my voice to help establish the social norm that racism is wrong and that respecting others, regardless of their skin color, is right. My friends who have kindly accepted the offer to share this platform want to do the same.

In my Marketing Principles classes, students learn that people can market three types of “products”: physical goods, intangible services, and ideas. Now is the time for all of us to leverage our own social influence to market reconciliation—one of the most important applications of “ Mindful Marketing .”

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Coopting Commencement

5/3/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

People are missing out on many favorite activities because of the pandemic, but not being able to eat in a restaurant or go to the movies are small sacrifices compared to the major life events some have been forced to forgo: weddings, honeymoons, graduations. Some caring companies have stepped in to ease the pain, but could their efforts actually be causing more harm?

As one who’s taught in higher education for two decades, I certainly appreciate the significance of college commencement. I’ve had a front row seat to thousands of students’ struggles and success over their four-year college careers, as well as to their graduation days, which are meaningful tributes marking the culmination of a lifetime of formal education.

When students’ academic journeys conclude, there’s tremendous relief and joy! The about-to-be graduates are excited, and their proud parents and grandparents are often even more animated—sometimes embarrassingly so. Families and friends want to be together to witness their loved one walk across the stage and to celebrate their momentous accomplishment.

Tragically, those celebrations will not happen on most college campuses this spring, as the coronavirus has pulled the plug on virtually all large group gatherings for the foreseeable future. While many formerly in-person experiences have been moved online, some with very little distortion, it seems impossible to replicate electronically the sights, sounds, and feelings of an on-campus commencement ceremony.

However, one ‘institution’ is making a great effort to ensure that this spring everyone’s graduation (high school, college, or other) is memorable. It’s not an organization you’d likely guess, but it is one with which you’re probably familiar: Anheuser-Busch. The King of Beers will play the role of principal and president at a very unique commencement event.

Natural Light, one of Anheuser-Busch’s many beer brands, will host “a virtual college commencement ceremony on Facebook Live to celebrate graduates around the world.” The ceremony will take place at 7:00 pm Eastern Time on Thursday, May 14, on Natural Light’s Facebook Page.

Graduating seniors who sign up in advance will have their names read on a “branded commencement microsite” by celebrities Shep Rose and Arianny Celeste. The event’s speakers will include, among others, Dallas Mavericks owner Mark Cuban and ESPN sports commentator Stephen A. Smith.

It’s great to see companies giving to those who tragedy has impacted physically, emotionally, and socially. Anheuser-Busch has a history of such corporate social responsibility; for instance, it has “donated nearly 83 million cans of emergency drinking water to disaster relief since 1988.”

Given the personalities employed, “Natty’s Worldwide Commencement” is likely to be an expensive event for its sponsor, even though done entirely online. It looks like the company wants to lift the spirits of soon-to-be grads, but are there other reasons Anheuser-Busch is willing to go to such effort and expense to offer an education-related event for free?

The rather obvious answer is that the firm wants to ‘teach’ young people to drink more Natural Light. A recent article in Marketing Dive suggests the same motive:

“Natural Light is attempting to make up for [coronavirus-related] losses while drumming up brand awareness among its core college-aged consumers. By providing this experience to young consumers during a difficult time, the brand could build good will and position itself in a positive light to help it nurture a loyal following of beer drinkers in the future.”

The fact that Anheuser-Busch’s motives for the commencement ceremony are not solely altruistic isn’t necessarily a problem. I, for one, am a firm believer that individuals and organizations can and often do successfully maintain more than one motive at a time, i.e., they can realize multiple goals simultaneously. Whether it’s a marriage relationship or a customer relationship, people often receive benefits from others, even as they give them.

There’s also not necessarily anything wrong with a beer company building pandemic-era brand equity by tapping positive consumer sentiment. Miller High Life, for instance, is running a contest to help couples get married at home. Thanks to the Miller Brewing Company, three engaged couples will win a “Wedding at Your Doorstep,” which includes beer, a photographer, an officiant, and $10,000 for honeymoon expenses. The company even promises to cover cancelled wedding costs.

So, what could be problematic with Anheuser-Busch’s product positioning? The issue is the target market. The company seems to be specifically targeting college students and is likely appealing to those even younger with its Natural Light line, which contains teen-friendly flavors like Strawberry Lemonade Beer and Strawberry Kiwi [hard] Seltzer.

Natty’s Worldwide Commencement is one piece of evidence that supports the college-targeting claim, but there’s more, such as an Anheuser-Busch promotion offering free beer to anyone turning 21, and a YouTube-based campaign to find a summer intern. Based on such evidence, Marketing Dive has deduced: “Natural Light in recent years has narrowed its marketing focus to reach college students.”

What’s more, aspirational purchase behavior often leads to target market creep: People who technically are not part of a target market buy its products because they want to be like those who are the ‘in’ group. For teens, this behavior often translates into wanting a more mature appearance and purchasing items aimed at those older than them.

What’s the connection to Natural Light’s Worldwide Commencement? It has to do with demographics. The National Center for Education Statistics projected that about 19.9 million students attended degree-granting postsecondary institutions in the fall of 2019. Of them, approximately 4.27 million (21.45%) were 19 years old or younger.

Another 4.47 million were either 20 or 21 years old. A conservative estimate is that 25% of those students, or 1.1 million, will not turn 21 by the end of May, which means nearly 27% of college students in the 2019-2020 academic year are 20 years old or younger (4.27 + 1.1 = 5.37 million / 19.9 million = 26.98%). In addition, almost all high school seniors are just 17 or 18 years old.

Anheuser-Busch’s target market for Natural Light is troubling in two ways. First, other than some rare exceptions, the legal drinking age in the United States is 21. For older college students, that’s not an issue, but for 27% of them and virtually all high school students, alcohol consumption is illegal.

Second, although many people do drink responsibly, there are potentially serious risks associated alcohol abuse, to which teens are especially susceptible. Here are some of the ‘sobering’ statistics from the Centers for Disease Control and Prevention:

Alcohol is the most commonly used and abused drug among youth in the United States.
On average, underage drinkers consume more drinks per drinking occasion than adult drinkers.
Those aged 12 to 20 years drink 11% of all alcohol consumed in the United States and more than 90% of the time are involved in binge drinking.
After drinking, 6% of youth drove and 17% rode with a driver who had been drinking.
Outcomes of underage drinking include changes in brain development, poor academic performance, social and legal problems, imprudent sexual practices, physical and sexual assault, and higher instances of suicide and homicide.
Every year, more the 4,300 underage youth die from excessive drinking.

Those who read my blog regularly might remember another time I took issue with marketers associating alcohol and academia. In January of 2017, I wrote a piece, “Alcohol Ads and College Athletics Don't Mix,” that questioned the NCAA’s designation of Dos Equis as “The Official Beer Sponsor of the College Football Playoff.”

It’s not that I thought another beer brand would be a better sponsor. I argued that having any alcohol company as an official sponsor of college athletics was “a paradoxical distinction that further propagates the false compatibility of beer and books, drunkenness and diligence, wasted-ness and wellness.”

In some ways, I believe Anheuser-Busch’s decision to sponsor a college commencement ceremony is even worse. First, its positioning as an event for ‘all graduates’ means it may reach an even younger demographic, which definitely doesn’t need any additional enticement to drink.

Second, while a graduation is a celebration, it should be a dignified one. Yes, people of age can choose to drink beer during a football game or soccer match, but they shouldn’t be drinking during a high school graduation or college commencement. Yet, that’s exactly what Natural Light encouraged in a Facebook post on April 9:

“Graduation ceremony cancelled? Sucks, but we got your back. We’re throwing a worldwide commencement ceremony for the class of 2020 . . . Plus, you get to drink beer.”

Another significant part of commencement is the stole that drapes over certain graduates’ shoulders, conveying special honors or individual achievement. As shown in a Facebook post on April 24, Anheuser-Busch has diminished that symbol of “prestigious recognition” by silk-screening Natural Light logos on a custom-made stole that it “might” send to those who like or share the post. Perhaps it's a stole for those who 'minored in binge drinking' and 'majored in partying.'

Finally, important but sometimes overlooked roles in a commencement ceremony are the people who read the names of the graduates. Where I work, those individuals are the deans of our various schools. As a graduate, it’s an honor to have your name read by an accomplished scholar or respected teacher. It’s another thing to have it ready by someone who’s resume includes “UFC ring girl” and “Playboy model.”

As a college professor and a marketer, I appreciate the need for partnerships between corporations and higher education. In fact, without the former’s support, most colleges and universities either could not exist or could not begin to serve students in the ways that they do. Tuition revenue typically cannot cover all operating costs or fund large capital projects like academic buildings, dormitories, and sports complexes.

Higher education needs business, and business needs higher education, for instance, to help prepare the next generation of employees. Everyone needs companies that respect the educational process and the people who participate in it, especially its young and most malleable consumers. Unfortunately, Anheuser-Busch’s global graduation ceremony is a thinly-veiled promotional-grab that offers no genuine respect for either.

Over the last month-and-a-half, I’ve been meeting via video conference twice a week with the students in our capstone marketing class, all of whom are seniors. Each time I see their faces on a computer screen, I feel for their loss—unable to enjoy campus life for their final semester. However, I’m sure each of these marketing majors, who have learned what it means to market for mutual benefit, can see past Natural Light’s benevolence façade and recognize the long-term risk its pop-culture ceremony holds for their peers.

It's nice that a star-studded event may temporarily lift the spirits of some of those most regrettably impacted by COVID-19. However, disregard for educational decorum and the well-being of those most vulnerable to alcohol’s harmful effects, earns Anheuser-Busch a degree in “Single-Minded Marketing.”

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The Business of Forgiveness?

4/18/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

“To err is human, to forgive is divine.” Alexander Pope’s adage applies to every person who has overlooked another’s offense or asked for forgiveness of their own, yet organizations often seem immune to any such ‘mercy mandate.’ At a time when many people are showing others unusual grace, should companies also be forgiving others?

The COVID-19-induced economic slowdown has derailed demand in most industries, leaving some businesses on the brink of insolvency. The U.S. Federal Reserve has promised $2.3 trillion in programs aimed at undergirding small and medium businesses; still, organizations of all sizes face immediate pressures to meet payroll, remit rent, and settle obligations with suppliers.

Many firms find themselves beholden to creditors like never before. While simply dismissing others’ debt may sound nice, such kindness cuts against the very grain of capitalism: Companies can’t remain competitive and profitable by giving away their goods and services. It may sound callous, but isn’t it just good business to forgo forgiveness?

Among the many hats I wore while a partner in our family’s promotional products company, was that of debt collector. At times, I would pick up the phone and call customers who had invoices that were 60, 90, or more days overdue. It wasn’t a job I enjoyed, but if enough of that revenue remained outstanding, it would take a significant bite out of our small business’s bottom-line. Although I worked to keep the conversations amicable, I wasn’t calling to offer forgiveness.

Fast forward a couple of decades—As I watched the April 9, 2020 installment of CNBC’s Squawk on the Street, the show’s often insightful and easily excitable Jim Cramer became uncharacteristically subdued while considering the pandemic’s unprecedented economic impact. In order to battle through the shared struggle, he recommended that businesses offer each other financial “forbearance.”

How surreal to hear the former hedge fund manager of Mad Money fame, who aims to help ordinary people understand the stock market and invest profitably, offer business advice that appeared tantamount to fiscal heresy. Had the Mad Money host gone mad? Or, has a time come when companies should be extending financial forgiveness?

To answer these questions, it’s important to differentiate forgiveness from forbearance. These definitions of the two verb infinitives seem especially relevant:

Forgive: to cancel an indebtedness or liability of
Forbear: to be patient or self-controlled

So, my earlier conflation of the two terms was somewhat misleading. While any forgiveness naturally includes forbearance, forbearance does not necessarily involve forgiveness. For example, a landlord can choose to forgive a month’s overdue rent, i.e., never collect it; or, he/she can forbear, i.e., give the tenant more time to pay.

In the Squawk on the Street segment, Cramer did aptly apply forbearance, suggesting that firms should be patient with their debtors. At the same time, he didn't preclude forgiveness, i.e., if a company can afford to reduce or cancel a specific debt, even better.

Such recommendations prompt two more important questions: Who exactly should forbear or forgive and why? The following story may offer answers.

The owner of a small grocery store was many months overdue on a $1,000 invoice from a large produce supplier. Unable to pay, the store owner begged his creditor for more time: “Please be patient and I’ll pay the bill.” The produce company owner felt sorry for his customer, so he told him, “It’s okay; we’ll cancel this invoice. You don’t owe us anything.”

The same day, a regular customer, who was recently out of work, came into the grocery store and asked the owner. “I’ve been shopping here for years and just lost my job. Could I get $10 worth of food to feed my family tonight? I can pay you tomorrow when my unemployment check comes.”

The store owner berated the customer: “Get out of here! I’m not running a charity!” When the produce supplier heard about the incident he was enraged. He phoned the grocery store owner: “I cancelled all of your debt. Why couldn’t you show some grace to one of your customers?”

Some may recognize this story, which is a modern paraphrase of the biblical parable from Matthew 18:21-35. Whether two thousand years ago or now, the moral is the same: We all should show grace to others because others show grace to us.

Over the past month, that point has been ‘brought home’ for me literally, as the pandemic has moved virtually all of higher education online. My house is somewhat unique in that in one upstairs room there’s me, sometimes asking my students for patience as I adapt to teaching college courses online. Meanwhile, down the hallway our son is taking classes from a different college, and his instructors are dealing with similar challenges.

As a college professor and the parent of a college student, I’m both a supplier and a consumer of higher education services. If I’m going to ask my ‘customers’ for forbearance, the least I can do is extend similar forbearance to our family’s ‘educational service provider.’

Life’s winding paths often lead to unexpected outcomes. Earlier I mentioned the collection phone calls I made decades ago for our family business. I can no longer remember any of the overdue accounts I called, except one: A company I had never seen that was located about 80 miles to the south that sold/rented lawn and excavating equipment.

I recall this account because it took what seemed like forever until I finally got to talk with the owner and kindly implore him to pay several long-past-due invoices. Significant interest charges had accrued, but I told him, “Just pay the original amounts, we’ll forgive the interest,” and he did.

I also remember this account because after we sold our family business and I entered higher education, our family happened to move within a few miles of where that business is still located. Now, I’m occasionally one of its customers.

As flawed people who work for imperfect organizations, we all need to extend and receive forbearance at times, especially during a crisis. That doesn’t mean enabling those who take advantage of kindness, nor does it preclude going a step above and beyond to forgive an obligation entirely. A healthy balance of forbearance and forgiveness is good for business and makes for “Mindful Marketing.”

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Pivoting in a Pandemic

4/4/2020

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by David Hagenbuch, founder of Mindful Marketing & author of Honorable Influence

“When life gives you lemons, make lemonade.” Evaporating demand due to COVID-19 has caused many industries to sour, yet some innovative organizations continue to score in unexpected sweet spots. Thanks to creative thinking and agile adjustments of their marketing plans, certain companies have rapidly repositioned themselves for productivity uninfected by the virus.

Serious fans of basketball are familiar with an offense skill, not often employed in the current era of three-point shooting: the pivot foot. In order to move with the ball, a player must, of course, dribble. Once he stops and holds the ball, he can’t dribble again; however, he can still move provided that one ‘pivot’ foot remains planted on the floor.

Few basketball players use their pivot foot to its full potential, but those who do can adeptly avoid defenders’ grasps by turning their bodies 180 degrees, or even in full circles. Doing so, they can make what may have looked like a lost possession into an amazing pass or a spectacular shot.

The coronavirus has caused many organizations to ‘pick up their dribble,’ stopping them in their tracks. Some companies, however, have realized that both feet don’t need to be bolted to the floor. They can still pick up one foot and pivot, finding profitable new opportunities, sometimes in a direction opposite the one they were facing.

A few firms that have made very ‘hard pivots’ are those that have decided to manufacture products they never made before, including ones crucial for lessening the pandemic’s impact:

3M, Ford, and GE are partnering to produce respirators desperately needed by those suffering from the harshest effects of COVID-19. The companies are “repurposing existing parts and hundreds of workers in a wartime-like battle against the outbreak.”
Leveraging its 3D printing capabilities, Ford is also expecting to produce 100,000 face shields per week, which frontline healthcare workers need to protect themselves from the dangerous droplets that coughing and sneezing patients propel.
Many companies have started manufacturing for the first time the smaller, lighter face masks that people increasing wear to avoid spreading the virus if sick, or to avoid contracting it if healthy. Some of the mask producers include Carhartt, Eclipse International, and Gap. Even high-end fashion brands like Burberry, Dior, and Giorgio Armani have promised some of their production capacity.
With Purell and its competitors unable to meet demand, several companies we wouldn’t expect also are now bottling hand sanitizer, including distilleries of Anheuser-Busch and Pernod Ricard, the maker of Absolut Vodka. According to FoodDive, “Drinking alcohol and rubbing alcohol are not identical substances, but they can be used as substitutes for each other.”

The preceding pivots are in the spirit of President Trump’s invocation of the Defense Production Act, which allows a commander-in-chief to divert civilian manufacturing capacity and resources to the production of goods that promote national defense.

Meanwhile, other organizations have seen market disruption in their own industries and moved decisively to capitalize on the resulting opportunities. Those pivots have often involved emphasizing specific goods and services that complement the ways many of us have been forced to adapt our daily lives, for instance:

Groupon is promoting cooking at home items like cookbooks, meal starter kits, and cookware.
Giant Food Stores is highlighting “contactless ways to shop.”
Best Buy is running sales on technology that helps people stay connected digitally.
Bed Bath and Beyond is promoting trash cans with voice- and motion-controlled lids.
Warner Bros. is speeding up the release of movies to streaming services.

All of the above are prudent pivots; however, one of the most significant ones I’ve seen comes from an organization you may not know, unless you have a child between the ages of two and eight who likes soccer.

“Driven by the belief that a positive experience with sports can make a lasting impact on a child’s life,” Soccer Shots teaches soccer skills and life skills in affirmational ways to the youngest of athletes. Since opening its first franchises in 1997 in Charlotte, NC and Harrisburg, PA, the company has grown to nearly a half million enrollments in 37 states and Canada.

As one might expect, Soccer Shots’ business model is based on face-to-face interactions between coaches and kids in physical spaces. So, how does an in-person organization respond when social distancing directives don’t just spread the field, they end the game? The player pivots.

The company has swiftly created “Soccer Shots on the Go,” a virtual sports education program that allows young people to learn soccer skills with Soccer Shot coaches, in the safety of their homes. Soccer Shots Franchising (SSF) describes the program:

Soccer Shots On The Go uses our expert-approved curriculum to help families get moving and have some fun…at home! Each week, you’ll receive an age-appropriate video packed with soccer skills, character development and creative ways to stay active. Soccer Shots On The Go also includes activities and resources for the entire family delivered directly to your email.

The notion that learning soccer ‘online’ can’t be quite the same as learning it on the field is not lost on Steve King, executive director of the company’s Harrisburg-York, PA region. He readily acknowledges the difference and puts in perspective:

“Certainly there are some different or missing components compared to being in-person, including the child-coach interaction for which we are so well- known, but the quality of the video sessions is terrific, and our longtime experience with child development and curriculum-based programming is seen in both how the videos are produced and how the child is engaged with the coach who is on-screen.”

Helping others survive the devastating health and economic impacts of coronavirus comes first, then individuals and organizations should think how they can thrive amid the challenges. In the face of unprecedented disruption, Soccer Shots co-founder Jason Webb cheers his team for making just that kind of “impressive pivot,” skillfully creating “a quality, professional-produced program alternative” for all those Soccer Shots serves.

Sometimes anguish is unavoidable, but pivoting in the face of pain is “Mindful Marketing.”

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Corporate Social Responsibility Everyone Should See

Does Using “Shuffle” Mean You’re Already ‘Stuffed Full’?

Too Attached to an App?

Should People Be Mascots?

How Marketing Still Needs Racial Redemption

Listen and Act, for Marketing and Racial Reconciliation

Can Marketing Make a Difference?

Coopting Commencement

The Business of Forgiveness?

Pivoting in a Pandemic

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