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Research Shows These 5 COVID-19 Changes Really Can Help Brands Grow Market Share

brands

Research Shows These 5 COVID-19 Changes Really Can Help Brands Grow Market Share

“We’re all in this together.”  “We’ll get through this and emerge stronger.”

By now, the entire nation is familiar with these COVID-19 era mantras that brands are repeating on the airwaves, social media and in stores. But have consumers had enough of COVID-19 communications? And are these messages really helping brands — not just in the moment, but also with the future in mind?

Because emotions drive consumer behavior, we need to look at how consumers are reacting emotionally to each message to answer these questions. From several major studies with thousands of consumers my firm has conducted, we’ve seen that the brands that connect with consumers emotionally and in particular have a positive impact on how a person feels about themself, are the ones that are most likely to be purchased in general. We’ve also seen that during this period when people’s work and personal lives have been upended and worry, stress, frustration and anxiety are running high, companies that make consumers feel better are the ones that will gain market share and be recommended during and after the COVID-19 pandemic.

Product offerings are one way to make people feel better. Brands are certainly stepping up to the plate by providing products and services that help people feel better by fulfilling a need for indulgence, self-care and control.

Just as importantly, though, is what brands are saying and doing.  Messages of togetherness and reassurance—such as in State Farm’s Ad announcing, “For now, we’re all living a new normal…we’re here to make this new normal feel just a little more normal,”—are indeed helping. So are the actions that back these messages up, such as offering 0% financing, delivery and generous return policies.

Some actions and messages are more effective at making people feel good than others. They’re the ones that will help move the needle as far as retaining and growing market share. In a study of 1,000 consumers, my team and I uncovered the following 5 things brands are saying and doing that increase the chances of purchases and customer loyalty now and in the future by making people feel good:

Saying we will get through this and emerge stronger

A full 70% of those we polled said that since the start of the COVID-19 crisis, they have developed a more positive opinion of brands that remind them “we will get through this and emerge stronger.” Two-thirds (66%) say they will definitely purchase the product when this crisis is over, and 45% say that hearing this makes them feel very good about themselves. Of course, there are different ways to convey this message. Guinness ads acknowledged that St. Patrick’s Day was going to feel a bit different this year, adding, “we’ve learned that over the years, we’re pretty tough when we stick together” and “we’ll march again.” This Coca-Cola ad reminds us that for every loss, there is a gain, that for all the scaremongering there is also care mongering, and for every virus, there is a vaccine–implying humans are ultimately positive and resourceful.

Offering exclusive hours for at-risk groups

It makes good, practical sense that numerous retailers such as Whole Foods, Target, Walmart, Publix and Stop & Shop are offering special hours to those who are most at-risk of contracting the virus such as the elderly because these groups are less likely to leave their homes to make purchases.  But these actions and the messaging behind them are also helping from a short- and long-term marketing perspective.  Four-fifths (80%) of the people we polled said they have developed a more positive opinion of brands that offer exclusive hours for at-risk groups since the COVID-19 crisis began.  Almost three-quarters (73%) say they will definitely purchase from these providers when this crisis is over.

Reminding consumers that we’re all in this together

This is another phrase we are hearing from brands over and over again. In just one example, Hershey’s recent ad Heartwarming at Home begins by saying that we’re in this together and that these experiences give people a chance to come together in meaningful ways. It ends with pictures of people connecting through windows, several feet away, and with family members at home, sending a clear message: you’re not alone.  And it’s working.  Of the people we surveyed, 73% said that since the start of the COVID-19 crisis, they have developed a more positive opinion of brands that remind them “we are all in this together, while 67% say they will definitely purchase the product when this crisis is over. Hearing this makes 42% feel very good about themselves.

Sharing reliable updates about the COVID-19 situation

Apple has released a new screening tool that allows people to determine if they potentially have the virus and if they should seek medical care. They created a new COVID-19 website and app with the CDC to help them understand how to manage the virus, and a Contact Tracing App with Google to help curb the virus’ spread. Quest Diagnostics’s website provides information about COVID-19, and consumers can sign up for email alerts for news and testing information. Although it’s helpful in the moment, being a resource for consumers is also likely to pay off over time: 81% of the respondents said they’ve developed a more positive opinion of brands that share reliable updates about the COVID-19 situation, 49% say that purchasing from such brands makes them feel very good about themselves, and 60% say they will definitely purchase from these brands when this crisis is over.

Reminding consumers to take care of themselves

Surprisingly simple messages such as Uber thanking people for staying home and not using their service, and Sesame Street explaining that “taking care of yourself is also taking care of others” during a campaign that features Elmo and three friends washing their hands to upbeat music are proving extremely effective for brands. A full 77% of those polled said they’ve developed a more positive opinion of brands that remind consumers to take care of themselves, and 57% say they will definitely purchase from these brands when this crisis is over.

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Anne E. Beall, PhD is the CEO and Founder of Beall Research, Inc, a marketing-research consulting firm that uses research to create solutions for Fortune 500 companies. Author of Strategic Market Research: A Guide to Conducting Research that Drives Businesses (3rd Edition) and 7 other books on reading body language, gender dynamics, human-animal relations, and fairy tales, Anne previously worked for the Boston Consulting Group (BCG). She received her MS, MPhil, and PhD from Yale University. A lover storytelling and walking, Anne lives in Chicago.

B20

B20 Saudi Arabia – Positively Changing Integrity & Compliance Behaviors Across the Global Business Community

As countries around the globe push to reopen in the face of the COVID-19 pandemic, the business community is struggling with a temptation to relax compliance standards as a means to remaining agile and navigate a pressing shortage of goods and services. And yet these times necessitate an even greater commitment to integrity, one of the priorities the global private sector has set for itself.

The B20 Saudi Arabia, the voice of the global business community to the G20, recognizes the challenge posed by the COVID-19 health and economic crisis to both businesses and governments and has committed to addressing the issue of corruption by recognizing Integrity & Compliance as one of its key priority areas.

We already know the global economy loses US$3.6 trillion to impropriety yearly, a price we cannot afford in these times. We have also seen corruption is a key barrier to achieving the UN Sustainable Development Goals (SDGs), such as the elimination of poverty and hunger, improving education, quality of life, and the infrastructure of each state. The B20 Integrity & Compliance Taskforce’s work, therefore, aims to advance the global anti-corruption agenda, touching upon key relevant topics such as responsible business conduct, consumer protection, the fight against corruption, and other efforts at the foundation of a healthy business environment.

Recently I had the opportunity to interview Mathad Al-ajami, Vice President and General Counsel at Saudi Telecommunication Company (STC) and Chair of the B20 Saudi Arabia Integrity & Compliance Taskforce. As a prominent attorney and business leader, Mr. Al-ajmi has been influential to the Pearl Initiative, a global coalition of business leaders from the Gulf Region aimed at fostering a corporate culture of accountability and transparency, to ensure FCPA and UK Foreign Bribery Compliance are upheld within Saudi Arabia, throughout the Middle East, and across the globe.

During my interview with Mr. Al-ajmi, he reinforced that integrity is not merely anti-bribery, but rather something much broader. He believes that to create an open, transparent and legitimate world economy, the members of the global marketplace must be in alignment with the terms and conditions of participating in that economy, both for developing and developed countries. The goal of the B20 Integrity & Compliance Taskforce is to ensure a robust Compliance and Controls program that is repeatable, successful globally across languages, and able to be implemented proactively.

Mr. Al-ajmi also spoke about how developing economies and micro, small and medium-sized enterprises (MSMEs) will bear the brunt of business loss from the pandemic, making it doubly important they are able to access monetary government support through legitimate channels. The most vulnerable populations, most often coming from developing markets, are those who are disproportionately impacted by corruption – corruption costs developing countries US$1.26 trillion every year and represents a major obstacle to investment, further negatively impacting economic growth and job prospects for these markets in the long term.

MSMEs, Mr. Al-ajmi noted, play a pivotal role in jump-starting the economy in that they account for more than half of most countries’ GDP and are responsible for almost seven in every 10 jobs. Often operating in difficult economic environments, MSMEs are highly vulnerable to corruption, although they may be less likely than large companies to be involved in large-scale influence-peddling scandals, which is why they are one of the B20’s cross-cutting focuses. Simultaneously, MSMEs typically lack the resources, knowledge, and experience to implement effective anti-corruption measures and conduct their business in compliance with international standards and the applicable legal rules, making their engagement a cornerstone of the B20’s integrity & compliance work.

The B20 will release its policy recommendations to the G20 in July in the form of policy papers to be drafted by each taskforce, including Integrity & Compliance. While the recommendations and priorities in those papers are not yet published, Mr. Al-ajmi outlined a number of key themes in our discussion that he and his task force feel are an integral part of supporting transparency in the global business community:

-Leveraging new technologies in managing the risk of corruption and fraud – this includes computer-based training and certifications in all languages using “real world” case studies that are language and market-specific.

-Leveraging Artificial Intelligence programs to monitor large amounts of data for specific corruption and integrity violations.

-Ensuring heightened integrity and transparency in public procurement through open bidding processes from multiple vendors, with specific certification criteria to ensure compliance with key laws internationally such as the Foreign Corrupt Practices Act in the U.S. or the UK’s Bribery Act of 2010.

-Collectively pursuing and legislating the implementation of responsible business on a global basis in each country, leveraging the frameworks provided by FCPA and the UK’s Bribery Act.

-Supporting code-of-conduct compliance programs to monitor capital spending as emerging market infrastructure projects continue.

-Continuing to align government officials with private industrial programs through compliant lobbying programs and monitoring.

-Protecting and encouraging whistleblowers but protecting businesses by ensuring disgruntled workers cannot destroy shareholder value through false claims.

-Strengthening corporate governance centrally and in global subsidiaries, such as through yearly certifications for all employees to understand governance regulations.

-Widely and publicly prosecuting bribery to set examples.

As Mr. Al-Ajmi reinforced to me, none of these efforts will succeed if we are not operating in a transparent, integrity-driven business environment. Ultimately, this is what the B20 hopes to accomplish through the work of this critical taskforce, ensuring integrity is part of the global business community and society writ large. I am confident the B20 and specifically its Integrity & Compliance Taskforce will have a positive influence on the G20 Summit and look forward to the release of the policy recommendations in July.

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If you have any questions or would like help in the area of Compliance and Controls please do not hesitate to contact me at frank@ationadvisory.com or visit his website at www.ationadvisory.com

Frank and his team at Ation Advisory Group have successfully remediated clients from FCPA and British Anti-Bribery investigations. His team has implemented over 45 global FCPA Certification Programs and Compliance and Controls improvement projects which prevented violations and Improved Goodwill and overall value for domestic or international organizations seeking to sell, partner with a JV, or obtain contracts or new business with government officials and private enterprise.

Frank Orlowski is an accomplished Senior Finance Executive and Board Member with more than 25 years of success in the pharmaceutical, medical devices, contract manufacturing, and healthcare industries. Leveraging extensive experience leading manufacturing, operational, and financial strategies across 35 countries.  Frank has also implemented over 30 FCPA Compliance/ Controls Remediation and Certification Programs across 25 countries.

company

How Will Your Company Emerge from COVID?

We all learned growing up (hopefully) that our deeds define who we are. Times of crises especially reveal what kind of character people, and companies, have. The coronavirus pandemic is no exception. It’s forcing companies to evolve rapidly regardless of size, industry, or location. As we fear job loss and lament the dislocation from our work, we have to stay focused on improving our workplace cultures, processes, and environments, all of which define our organizations.

The Coronavirus Pause

Over time, leadership that’s bogged down by deadlines and daily quotas can forget the evergreen management principles needed to drive long-term success. The coronavirus offers companies a chance to reset their workflow, reexamine their offerings, let go of dead-end initiatives, and embrace emerging opportunities. The pandemic gives each of us an opportunity to remake ourselves—to disrupt the disruption.

Evaluate Yourself and Your Ideal

First, you must find ways to take stock of your brand impact. If you don’t appear to others as you intend, odds are you’re not the company you want to be. Evaluate who you are and why, then decide who you want to be and assess the action needed to get there.

-Find out who you are in the marketplace. Solicit opinions on your organization and its impact from trusted colleagues, friends, prospects, clients, and even honest competitors.

-Go through your workflow, your processes, your team, your client list, your vendors, your strategic partners—everything that you are currently doing that defines your company. Share and review it with members of all departments. Look at your current mission, revisit your original purpose, and find the direction to match that goal. Define what you need to change.

Next, assess, reassess, and harness all of your information and resources. This may help you find new business lines, action items, or process improvements.

-Amass all your institutional knowledge. Bring your leadership and staff together to codify everything you do. Capturing all the tacit and implicit knowledge of your people will reveal new paths to take and lessen the chance of missed opportunities.

-Have your leadership team focus on the near misses of the past and build a “recent lessons learned” catalog to facilitate self-examination. This will also show you how and where you need to mentor your team, build new working relationships, and improve collaboration.

Third, examine your leadership team through a new lens and rebuild—leaving your dysfunction behind.

I have heard countless times from colleagues (and experienced myself) how destructive it can be to be wholly removed from decision-making, and to have one’s hands tied when trying new things, or even just seeking counsel from outside your department due to trivial power dynamics.

-Share ideas and solicit them. Let people from all levels of your organization contribute freely and synergistically. You will be amazed at how much more engaged all your people are when they know they can contribute in a meaningful way.

-Treat your people well. Mental and emotional health are the wellspring of longevity, loyalty, and creativity. You simply get much better performance out of happy people.

-Break the taboos. Have people from different teams explain their roles to each other. Encourage them to talk to each other about the different functions in your business.

Becoming Who You Want To Be

An example of such a reboot is a small rideshare startup for kids and families. The company—RideAlong—was started by parents in New Jersey who were initially just seeking a safe way to get their kids to and from school.

RideAlong’s CEO Norbert Sygdziak was stunned by how much pent-up demand he discovered: “We started in September 2019 and had double-digit growth and double-digit profits. What started out as a local community need quickly snowballed into real demand across the country. It was incredibly fulfilling. But then came COVID.”

Schools shut down. The business went away entirely. RideAlong’s leadership was at a loss like everyone else. But then it clicked. Sygdziak and members of his Board and leadership team all galvanized around one question: “There are so many people in tougher situations. What can we do to help those people in this time?”

Sygdziak started by taking care of his people and asking his team to pull together. He made sure to take care of his drivers first as they were completely out of work. He paid them to keep the team intact and demonstrate his appreciation of what they were going through. The executives waived and postponed taking paychecks. He gathered volunteer teams of drivers and staff to partner with hospitals, food pantries, restaurants and non-profits to deliver food and supplies to seniors and families in need, provide meals to overtaxed healthcare workers, help children get to hospitals for much-needed regular medical treatments, and coordinate school deliveries for students.

It is not an uncommon pivot at this time, but it is a great example of the power of reexamination. These non-profit relationships and good deeds are leading to for-pay partnerships in ways they never dreamed. Pulling together the entire team, asking “why do we exist?” and “what should we do?” allowed them to reimagine everything.

Importantly, it crystallized what Sygdziak and his team wanted the company to be. They were not just a kids’ transportation company, but rather a mechanism for building community. Sygdziak is moved when he thinks about it: “We were forced to think more deeply about our purpose. By spending our resources on helping those less fortunate, by providing connection, and hopefully alleviating some difficulty, we found inspiration and grew tighter as a team. Now we understand exactly who we want to be.”

Who Will You Become?

Whatever you do with this time, if you have it, embrace it.

Despite the damage done, the coronavirus has inspired companies to pivot to philanthropy. Maybe you have the opportunity to prepare for change and pursue what the ferocious day-to-day never quite allowed. Reach out and expand relationships and geographies. Refine and redirect your team. Fully explore the ideas and solve the problems that always seemed too big to take on.

Rewrite your story and be better.

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Jennifer S. Bankston is the President of Bankston Marketing Solutions and has over twenty years of experience spearheading strategic initiatives for law firms and other industries including technology, financial services, life sciences, and healthcare. Jennifer is also rooted in technology, having developed various applications and products within the organizations she has worked. She can be reached at bankstonmarketingsolutions.com

How Businesses can Adapt and Prosper in a Post-Pandemic Economy

As the economy restarts after the forced shutdown caused by COVID-19, businesses face a litany of unknowns. How quickly will shoppers return to their buying routines? Will temporary measures – working remotely, eating at home more, using delivery services – become permanent for large numbers of Americans?

“Many businesses won’t be able to return to their old way of doing things, but in some cases that might be just as well,” says Bill Higgs, an authority on corporate culture and the ForbesBooks author of the Culture Code Champions: 7 Steps to Scale & Succeed in Your Business (www.culturecodechampions.com).

Often, those old ways probably weren’t working, says Higgs, a founder and former CEO of Mustang Engineering who recently launched the Culture Code Champions podcast.

“Many companies have problems within their corporate culture that keep them from prospering the way they should,” he says. “They hire whoever is available instead of seeking out the best talent. They communicate poorly. They have silos within the company that create a lot of rework and foster competition instead of cooperation.”

Now is a chance to do better, Higgs says, and he recommends a few thing business leaders should do as they work to bring their companies out of the economic downturn:

Be a visible presence. Higgs says he has known instances where, during a downturn, leadership goes into hiding. “They would just disappear,” he says. “They didn’t want to face the music with their people. But as businesses struggle to recover from our current crisis, owners and CEOs need to get out and talk to their people. I call it ‘management by wandering around.’ They need to engage their team and discuss how everyone can pull together to get through this.”

Understand this could be an opportune time to hire. The unemployment rate spiked upward as the economy went into freefall, but that means there’s an opportunity for businesses that want to build a strong team, Higgs says. “During just about any downturn, the people who lose their jobs include top-notch performers,” he says. “Be on the lookout for that talent. Snap them up if you can. But even if you can’t hire right away, it’s important to be aware that those top performers are out there so  you can go after them when the time is right.”

Don’t get comfortable. One problem businesses encounter when good times return is that they revert to bad habits, Higgs says. They aren’t as diligent about eliminating waste. They keep poor-performing employees long past the point where they should have parted ways. “Companies by necessity run lean in the lean times,” he says. “But they also need to run lean in the good times, so they will be in better shape the next time the economy goes bust. Staying lean in the good times is a game changer.”

“One more mistake businesses make in good times is that when they get really busy, they stop selling, or at least aren’t as motivated to sell,” Higgs says. “I always say you should sell while the shop is full. That way when your salespeople are in a client’s office, they don’t come off as desperately begging for work. Instead, they are talking about all the fun stuff and good stuff you’re doing at your company. That makes a big difference in how you are perceived.”

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Bill Higgs (www.culturecodechampions.com), an authority on corporate culture, is the ForbesBooks author of Culture Code Champions: 7 Steps to Scale & Succeed in Your Business. The website and book provide methods to self-implement a culture that will improve a company’s bottom line. Higgs recently launched the Culture Code Champions podcast, where he has interviewed such notable subjects as former CIA director David Petraeus and NASA’s woman pioneer Sandra Coleman. Culture Code Champions is listed as a New & Noteworthy podcast on iTunes.

Higgs is also the co-founder and former CEO of Mustang Engineering Inc. In 20 years, they grew the company from their initial $15,000 investment and three people to a billion-dollar company with 6,500 people worldwide. Second, third and fourth-generation leaders took the company to $2 billion in 2014. Higgs is a distinguished 1974 graduate (top 5 percent academically) of the United States Military Academy at West Point and runner up for a Rhodes scholarship. He is an Airborne Ranger and former commander of a combat engineer company.