Quote of the Day

Lara Krug

Vice President Marketing US, Stella Artois, Anheuser-Busch

A big part of our business is in bars and restaurants. I like to say that’s where our soul is - it’s where our consumers’ memories are made, birthdays are celebrated, girls nights are happening. When the pandemic hit, people started to get quite crafty making food at home, so we wanted to give consumers something interesting to do while also helping and giving immediate support to bars and restaurants in need. We encouraged consumers to go buy gift cards for their local bars and restaurants. It was all about getting cash in hand and right to the bars and restaurants as fast as possible to keep them open.

A big part of our business is in bars and restaurants. I like to say that’s where our soul is - it’s where our consumers’ memories are made, birthdays are celebrated, girls nights are happening. When the pandemic hit, people started to get quite crafty making food at home, so we wanted to give consumers something interesting to do while also helping and giving immediate support to bars and restaurants in need. We encouraged consumers to go buy gift cards for their local bars and restaurants. It was all about getting cash in hand and right to the bars and restaurants as fast as possible to keep them open.

Sofia Colucci

Global Vice President - Miller Family of Brands, Molson Coors

Our motto is ‘fast, messy, awesome,’ which takes the word ‘pivot’ and really embraces it. It’s a muscle we built prior to the pandemic, and we were so grateful to have that mindset going into this year. Change is constant, but at the same time, there are things you can plan for. As a marketing team, we’re trying to balance both agility and planning. How do you optimize, and change course, and operate fast, messy, and awesome? We’re focused on planning long term, but having that agility for when things don’t go our way.

Our motto is ‘fast, messy, awesome,’ which takes the word ‘pivot’ and really embraces it. It’s a muscle we built prior to the pandemic, and we were so grateful to have that mindset going into this year. Change is constant, but at the same time, there are things you can plan for. As a marketing team, we’re trying to balance both agility and planning. How do you optimize, and change course, and operate fast, messy, and awesome? We’re focused on planning long term, but having that agility for when things don’t go our way.

Erik Collins

Director, Digital Brand Engagement, Del Taco Restaurants

I think there's a lot of hope in continuing the innovation and continuing to educate and inform guests on how to use different channels to engage with brands. I really do think that the brands that have been flexible, that have easy e-commerce options, those that are safe and trusted, those are going to win. And if we continue to implement processes like that and educate our guests on those processes as a marketer that is how you’re going to succeed in 2021.

I think there's a lot of hope in continuing the innovation and continuing to educate and inform guests on how to use different channels to engage with brands. I really do think that the brands that have been flexible, that have easy e-commerce options, those that are safe and trusted, those are going to win. And if we continue to implement processes like that and educate our guests on those processes as a marketer that is how you’re going to succeed in 2021.

Alyssa Raine

Group Vice President, Customer Marketing Platforms, Walgreens

With loyalty programs, it is just building that experience with your customer and honestly keeping them in your universe as much as you can by being as relevant as you possibly can to them. There were the loyalty programs of the past that were all about points and discounts and felt very transactional. I think all of that is really going to change and it is going to become much more about experiences and delighting, engaging your customer across platforms whether that be in digital or in store.

With loyalty programs, it is just building that experience with your customer and honestly keeping them in your universe as much as you can by being as relevant as you possibly can to them. There were the loyalty programs of the past that were all about points and discounts and felt very transactional. I think all of that is really going to change and it is going to become much more about experiences and delighting, engaging your customer across platforms whether that be in digital or in store.

Linda Bethea

Head of Marketing, Danone

Different cultural moments are taking precedent now and a lot of that has to do with how people consume media and the shift there. People aren’t all watching a television premiere at the same time; people are streaming and binging on their own terms. It’s now about creating new moments and jumping on impromptu cultural moments. You have to have the flexibility to jump on a moment that you didn’t plan for earlier in the year.

Different cultural moments are taking precedent now and a lot of that has to do with how people consume media and the shift there. People aren’t all watching a television premiere at the same time; people are streaming and binging on their own terms. It’s now about creating new moments and jumping on impromptu cultural moments. You have to have the flexibility to jump on a moment that you didn’t plan for earlier in the year.

Shiz Suzuki

Head of Sponsorships and Experiential Marketing, AT&T

There are new cultural moments that have emerged that we wouldn’t have tried before COVID-19. Some of the most exciting things to emerge from the year are based in technology. An acceleration of technology comes as no surprise, from both an arena standpoint or a brand perspective. In the future of the new normal, some of that will stay and integrate. There will be great learning to come from this.

There are new cultural moments that have emerged that we wouldn’t have tried before COVID-19. Some of the most exciting things to emerge from the year are based in technology. An acceleration of technology comes as no surprise, from both an arena standpoint or a brand perspective. In the future of the new normal, some of that will stay and integrate. There will be great learning to come from this.

Dan Fleetwood

Vice President, Global Sponsorships, SAP

We leaned onto the storytelling aspects and technology showcases to extract value from the partnerships even though full games weren’t being played. We were even able to help in terms of working with the NBA and WTA in trying to keep their players and staff safe and making sure that people were checking in properly. We focused on their mental health, which is so important given the state of the world.

We leaned onto the storytelling aspects and technology showcases to extract value from the partnerships even though full games weren’t being played. We were even able to help in terms of working with the NBA and WTA in trying to keep their players and staff safe and making sure that people were checking in properly. We focused on their mental health, which is so important given the state of the world.

Lindsay Ulrey

Vice President, Global Sports Experiences and Partnerships, American Express

This year was all about empathy, communication, and agility. AMEX has a huge focus on fan access and engagement, so the decisions around postponing or canceling an event, to have fans or not - those were critical pieces to how we would show up. We had to make sure our policies were clear and our customer service, social channels and call centers were prepared for the massive influx of questions from our customers. We had to set the groundwork in terms of customer service, which our brand is synonymous with, before we did anything from a marketing standpoint.

This year was all about empathy, communication, and agility. AMEX has a huge focus on fan access and engagement, so the decisions around postponing or canceling an event, to have fans or not - those were critical pieces to how we would show up. We had to make sure our policies were clear and our customer service, social channels and call centers were prepared for the massive influx of questions from our customers. We had to set the groundwork in terms of customer service, which our brand is synonymous with, before we did anything from a marketing standpoint.

Justin Toman

Head of Sports Marketing & Partnerships, PepsiCo

We had a lot of hard conversations upfront rather than on the back end. We realized everything was up in the air and had to build the clauses, provisions and protections so we wouldn’t have to scramble at the last minute. Whether it was plans for fans not in the stands or a game is missed, we thought through how we would address each of these changing conditions. And now that things are all being affected, it’s been easier for us to adjust with our contracts.

We had a lot of hard conversations upfront rather than on the back end. We realized everything was up in the air and had to build the clauses, provisions and protections so we wouldn’t have to scramble at the last minute. Whether it was plans for fans not in the stands or a game is missed, we thought through how we would address each of these changing conditions. And now that things are all being affected, it’s been easier for us to adjust with our contracts.

Katie Haniffy

Head of Media, Beverages, PepsiCo

When it comes to our approach to sports, we really try to focus our efforts. If we’re investing in specific sports, athletes, talent, we want to synergize, not go the other way. Let them own it - we want to be smart, and make sure we’re investing in the sports that are strategic for us and strategic for our consumers and the broader sports fan base.

When it comes to our approach to sports, we really try to focus our efforts. If we’re investing in specific sports, athletes, talent, we want to synergize, not go the other way. Let them own it - we want to be smart, and make sure we’re investing in the sports that are strategic for us and strategic for our consumers and the broader sports fan base.

Marissa Solis

Sr. Vice President, Core Brands, Partnerships, and Media, Frito-Lay

Our content strategy went from activation in live events and stadiums, to really becoming digital. We started pivoting to a much more personal and creative approach. We leveraged the relationships we have with the leagues and players to showcase to fans what the players were like and to get more personal. A big example in the NFL season was partnering with the Players’ Tribune. We started going inside their homes and showcasing how they engage with a brand like Tostitos. We were cooking with the players, making nachos, having fun, and really bringing them to life.

Our content strategy went from activation in live events and stadiums, to really becoming digital. We started pivoting to a much more personal and creative approach. We leveraged the relationships we have with the leagues and players to showcase to fans what the players were like and to get more personal. A big example in the NFL season was partnering with the Players’ Tribune. We started going inside their homes and showcasing how they engage with a brand like Tostitos. We were cooking with the players, making nachos, having fun, and really bringing them to life.

Nick Kelly

VP, Partnerships, Beer Culture & Community, Anheuser-Busch InBev

There’s so much opportunity to have a brand-led type of event like this. These types of events are typically led by vendors, partners or leagues that are trying to showcase all of the things they’re doing with their partners. The opportunity arose to flip the script. Brand Innovators Sports Marketing Upfronts is about what we want to see as brands, and what is it that we want our partners to know. With the unique circumstances we’re in today, these conversations are so important to really communicate with our partners what we’re looking for, and what we need in this new terrain.

There’s so much opportunity to have a brand-led type of event like this. These types of events are typically led by vendors, partners or leagues that are trying to showcase all of the things they’re doing with their partners. The opportunity arose to flip the script. Brand Innovators Sports Marketing Upfronts is about what we want to see as brands, and what is it that we want our partners to know. With the unique circumstances we’re in today, these conversations are so important to really communicate with our partners what we’re looking for, and what we need in this new terrain.

Arnaud Collin

Global Head of Marketing, StubHub

With virtual events, you can watch your favorite artist with your friends at home and you can have a front row experience. You can buy a more expensive package and get to ask questions after the show or before the show. You can also create that exclusive experience by maybe voting for the next act or the next song. So I see this happening especially for maybe the up and coming artists. The top artists have the way that they do things, but the up and coming artists,it is much harder for them to do a tour. It is harder for them to fill venues, it is harder for them to have fans all over the US and they may not have critical mass, so these virtual events can be huge for them.

With virtual events, you can watch your favorite artist with your friends at home and you can have a front row experience. You can buy a more expensive package and get to ask questions after the show or before the show. You can also create that exclusive experience by maybe voting for the next act or the next song. So I see this happening especially for maybe the up and coming artists. The top artists have the way that they do things, but the up and coming artists,it is much harder for them to do a tour. It is harder for them to fill venues, it is harder for them to have fans all over the US and they may not have critical mass, so these virtual events can be huge for them.

Tania Nemaric

VP Marketing, 1-800-FLOWERS

With everybody at home, we just saw a natural interest in our brand. For Mother’s Day, everybody looks to go out to brunch with Mom and we were all forced to stay home and not see Mom, so customers turned to us to help celebrate the millions of Moms across the country and have that virtual connection with Mom. Our mission is to deliver smiles at the end of the day, and we’re glad we’re still able to do that.

With everybody at home, we just saw a natural interest in our brand. For Mother’s Day, everybody looks to go out to brunch with Mom and we were all forced to stay home and not see Mom, so customers turned to us to help celebrate the millions of Moms across the country and have that virtual connection with Mom. Our mission is to deliver smiles at the end of the day, and we’re glad we’re still able to do that.

Ivonne Kinser

Head of Digital Marketing, Avocados From Mexico

There is not a more valuable currency right now than data. That asset is giving you the power to serve your consumer and also your partners. We partner on the food service side and we partner on the retail side as well. Building this value for consumers is so incredibly valuable. The agility that companies need to have to survive and even to thrive in today’s world is very close to the data conversation because you need to move fast and to move fast, you need to make decisions super fast. You cannot wait a month until some results come to decide what you are going to do.

There is not a more valuable currency right now than data. That asset is giving you the power to serve your consumer and also your partners. We partner on the food service side and we partner on the retail side as well. Building this value for consumers is so incredibly valuable. The agility that companies need to have to survive and even to thrive in today’s world is very close to the data conversation because you need to move fast and to move fast, you need to make decisions super fast. You cannot wait a month until some results come to decide what you are going to do.

Christine White

Director, Social and Content Marketing, Ulta Beauty

Transparency, inclusivity, and diversity is core to Ulta’s mission, so when we moved into that time of civil unrest and social injustice, it made a lot of sense to really make sure that our mission was clear to our guests and consumers. We really needed to understand fundamentally the role our brand plays in that narrative and the specific positions that our consumers expect from us. A lot of that was represented through the work we’ve been doing with our influencer network and the Ulta Beauty collective in celebrating our black creators, uplifting and celebrating the black brands we have, and also acknowledging the work we have in front of us in terms of where we need to go and how we need to continue those partnerships.

Transparency, inclusivity, and diversity is core to Ulta’s mission, so when we moved into that time of civil unrest and social injustice, it made a lot of sense to really make sure that our mission was clear to our guests and consumers. We really needed to understand fundamentally the role our brand plays in that narrative and the specific positions that our consumers expect from us. A lot of that was represented through the work we’ve been doing with our influencer network and the Ulta Beauty collective in celebrating our black creators, uplifting and celebrating the black brands we have, and also acknowledging the work we have in front of us in terms of where we need to go and how we need to continue those partnerships.

Matthew Fantazier

Head of Marketing, US Baby Brands, Johnson & Johnson

The key is to focus on the influence, and not the influencer. You need to identify who and what you are trying to influence, and let that lead you. Brands have gotten that wrong by focusing on the number of likes or followers instead of thinking who you’re trying to reach and how. Should I be working with a mom, or a doctor, or a celebrity? At the broad level, we’re trying to incorporate the influencer part of our plans as just part of our plans. The idea is for it to be one holistic plan and one holistic community.

The key is to focus on the influence, and not the influencer. You need to identify who and what you are trying to influence, and let that lead you. Brands have gotten that wrong by focusing on the number of likes or followers instead of thinking who you’re trying to reach and how. Should I be working with a mom, or a doctor, or a celebrity? At the broad level, we’re trying to incorporate the influencer part of our plans as just part of our plans. The idea is for it to be one holistic plan and one holistic community.

Amy Bixler

Global Brand Design Leader, Gensler

Companies have been so focused on communicating their brand value and their value proposition to their consumers that there has been some neglect on the employee side. Even if you segment workers and employees beyond the segment of generations but by where they’re actually at in their career and the options they're considering, the brand of the employer becomes really important. Relating to shared values, it's really an opportunity for companies to stand for something and really talk about what those values are - not to make everyone carbon copies of one another but to be on the same page on how we make decisions.

Companies have been so focused on communicating their brand value and their value proposition to their consumers that there has been some neglect on the employee side. Even if you segment workers and employees beyond the segment of generations but by where they’re actually at in their career and the options they're considering, the brand of the employer becomes really important. Relating to shared values, it's really an opportunity for companies to stand for something and really talk about what those values are - not to make everyone carbon copies of one another but to be on the same page on how we make decisions.

Jennifer Kolstad

Global Design Director, Ford Motor Company

In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

Jamie Hodari

CEO, Industrious

Almost every company is shifting towards giving employees the choice of where to work and when. People aren’t going to come to the office five days a week anymore and there's going to be less and less willingness from employees to sit in the same chair for ten hours a day. The core themes here are more employee empowerment and a more distributed way of working. Instead of having a one-size-fits-all workplace, you’ll see more diversity in spaces and the ability for employees to move throughout.

Almost every company is shifting towards giving employees the choice of where to work and when. People aren’t going to come to the office five days a week anymore and there's going to be less and less willingness from employees to sit in the same chair for ten hours a day. The core themes here are more employee empowerment and a more distributed way of working. Instead of having a one-size-fits-all workplace, you’ll see more diversity in spaces and the ability for employees to move throughout.

Linda Bethea

Head of Marketing, Danone

When we talk about Danone’s mission, which is one planet, one health, all of our brands are committed to delivering that vision, but of course in a way that is authentic to that individual brand and its brand purpose. We know that today more and more consumers care about brand purpose. They want to buy brands and believe in brands that share their values. We are living in this value-driven world, so it is more important than ever that we are building brands that have a purpose in the world.

When we talk about Danone’s mission, which is one planet, one health, all of our brands are committed to delivering that vision, but of course in a way that is authentic to that individual brand and its brand purpose. We know that today more and more consumers care about brand purpose. They want to buy brands and believe in brands that share their values. We are living in this value-driven world, so it is more important than ever that we are building brands that have a purpose in the world.

Erin Levzow

Vice President of Marketing Technology, Del Taco Restaurants

My advice for other females in marketing is to ask a lot of questions, but don’t question yourself. In the time it might take you to raise your hand, the man next to you is already raising his hand, so you need to go for it. If you’re not exactly sure how to do something but you want to do it, say yes, and figure it out afterwards. It’s the passion that matters. Jump at the chance, find the right mentors and keep pushing forward.

My advice for other females in marketing is to ask a lot of questions, but don’t question yourself. In the time it might take you to raise your hand, the man next to you is already raising his hand, so you need to go for it. If you’re not exactly sure how to do something but you want to do it, say yes, and figure it out afterwards. It’s the passion that matters. Jump at the chance, find the right mentors and keep pushing forward.

Bruno Cardinali

Chief Marketing Officer, North America, Popeyes Louisiana Kitchen

Right now, it’s all about the speed to market. Things happen in real time at the restaurant level, so we're basically getting feedback at the restaurant level and we don’t have the option to wait 2-3 days to react. We need to react on the spot - pull promotions out of the store or introduce something new to the store, or ship merchandise because a product is not selling as well as we would like it to be selling. There is a big shift in that need for flexibility, agility and speed to market.

Right now, it’s all about the speed to market. Things happen in real time at the restaurant level, so we're basically getting feedback at the restaurant level and we don’t have the option to wait 2-3 days to react. We need to react on the spot - pull promotions out of the store or introduce something new to the store, or ship merchandise because a product is not selling as well as we would like it to be selling. There is a big shift in that need for flexibility, agility and speed to market.

Todd Kaplan

VP Marketing, Pepsi, PepsiCo

During quarantine I think it was clear that this is a nation that was starving for sports. People were watching NBA players play Xbox, so by the time when fall came around and football season was approaching, there was a lot of anticipation built up for really wanting to see that all. While there's still a lot of uncertainty, there is one thing that was certain: people are going to be watching from home. Everyone was talking about the stadiums, but guess what, over 90% of football fans watch from their homes anyhow.

During quarantine I think it was clear that this is a nation that was starving for sports. People were watching NBA players play Xbox, so by the time when fall came around and football season was approaching, there was a lot of anticipation built up for really wanting to see that all. While there's still a lot of uncertainty, there is one thing that was certain: people are going to be watching from home. Everyone was talking about the stadiums, but guess what, over 90% of football fans watch from their homes anyhow.

Yasmin Grant

Director of Multicultural Marketing, PepsiCo

I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

Mita Mallick

Head of Diversity and Cross-Cultural Marketing, Unilever

As we look at the end to end ecosystem, it’s about workforce, it’s about products and services, it’s about supplier diversity. How do your brands and products and services show up in the marketplace? And more importantly, how can your Chief Diversity Officer not have a say in that? What really matters at the end of the day is the values that your brand stands for, and how you live that truth. You can say you stand for values, but in the moments that it’s critical, will you stand up for those values?

As we look at the end to end ecosystem, it’s about workforce, it’s about products and services, it’s about supplier diversity. How do your brands and products and services show up in the marketplace? And more importantly, how can your Chief Diversity Officer not have a say in that? What really matters at the end of the day is the values that your brand stands for, and how you live that truth. You can say you stand for values, but in the moments that it’s critical, will you stand up for those values?

Alia Kemet

Vice President, Creative & Digital Communications, McCormick & Company

I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

Matthew Coleman

Marketing Director, State Farm

We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

Brian Voynick

CRM Campaigns Manager, BMW of North America

First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

Alexis Kerr

Head of Multicultural Marketing | Multicultural Strategy, Content and Execution, Cadillac

It’s so easy to just cast multicultural faces in your advertising. That has to be just the beginning. When you’re impacting communities and lives through your advertising, that’s when you make a difference. When you start to employ people behind the camera that reflect that diversity on screen, that’s when brands really make a short-term and a long-term difference and that’s what we’re working to do at Cadillac.

It’s so easy to just cast multicultural faces in your advertising. That has to be just the beginning. When you’re impacting communities and lives through your advertising, that’s when you make a difference. When you start to employ people behind the camera that reflect that diversity on screen, that’s when brands really make a short-term and a long-term difference and that’s what we’re working to do at Cadillac.

Elle McCarthy

Head of Brand, Electronic Arts (EA)

EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

Surbhi Martin

VP Marketing, Danone

I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

Steve Greig

Vice President, Global Marketing, Visa

It is impossible to predict. You just can’t predict what is going to happen. One can try, but you probably are not going to get it right, and that’s been the lesson of the last year. Right now, we plan, but we have a whole raft of different scenarios underpinning our major initiatives and investments that allow us to hopefully be agile and pivot and shift in the moment. In absence of a crystal ball, that is the best solution.

It is impossible to predict. You just can’t predict what is going to happen. One can try, but you probably are not going to get it right, and that’s been the lesson of the last year. Right now, we plan, but we have a whole raft of different scenarios underpinning our major initiatives and investments that allow us to hopefully be agile and pivot and shift in the moment. In absence of a crystal ball, that is the best solution.

Alyssa Raine

Group Vice President, Customer Marketing Platforms, Walgreens

Our app is incredibly important because it is the Walgreens in your pocket, the Walgreens in your hand. So how can we give you access to health and wellness through the app? In partnership with Microsoft, we provide access to taking the COVID-19 survey to see if you should go and get a COVID-19 test, and then if so, we share where you can go get that test. The other is Find Care. We had it before COVID-19 but it has scaled massively. You can find providers on the app. Rather than calling a doctor’s appointment and going into an office, within minutes, you can be talking to a doctor or somebody that can help you.

Our app is incredibly important because it is the Walgreens in your pocket, the Walgreens in your hand. So how can we give you access to health and wellness through the app? In partnership with Microsoft, we provide access to taking the COVID-19 survey to see if you should go and get a COVID-19 test, and then if so, we share where you can go get that test. The other is Find Care. We had it before COVID-19 but it has scaled massively. You can find providers on the app. Rather than calling a doctor’s appointment and going into an office, within minutes, you can be talking to a doctor or somebody that can help you.

Fernando Machado

Global Chief Marketing Officer, RBI

Our vision is to have the most loved brands in the restaurant industry, and ultimately, to be the most loved brands out of any industry. If that is your big dream, you need to be doing things that make your brands relevant for the long run. In order to do that, you need to be doing good for the world. Coming here has been a journey in terms of creating the right projects and unlocking the right resources to evolve the brand and the company. I’m a firm believer that the future is already here. You need to look at what's happening on the edges and try, and learn. You're going to lose if you just lean back and wait to see what's going to happen. We need to write the future, and that requires some creativity and experimentation.

Our vision is to have the most loved brands in the restaurant industry, and ultimately, to be the most loved brands out of any industry. If that is your big dream, you need to be doing things that make your brands relevant for the long run. In order to do that, you need to be doing good for the world. Coming here has been a journey in terms of creating the right projects and unlocking the right resources to evolve the brand and the company. I’m a firm believer that the future is already here. You need to look at what's happening on the edges and try, and learn. You're going to lose if you just lean back and wait to see what's going to happen. We need to write the future, and that requires some creativity and experimentation.

Shana Barry

Head of Music & Entertainment, AB InBev

Anheuser Busch is here to bring people together; that is the spirit of our company. What better way to bring people together than with live music and beer, so we find it very powerful to have people tune in, even virtually, at such a time. Because while we can’t have that physical connectedness, we are still able to watch together and text and chat and all of that, so there is a sense of familiarity but of course, nothing beats a live show and sharing a beer.

Anheuser Busch is here to bring people together; that is the spirit of our company. What better way to bring people together than with live music and beer, so we find it very powerful to have people tune in, even virtually, at such a time. Because while we can’t have that physical connectedness, we are still able to watch together and text and chat and all of that, so there is a sense of familiarity but of course, nothing beats a live show and sharing a beer.

Brandy Sanders

VP, Global Entertainment Partnerships and Experience, American Express

We started to redefine what this new world of entertainment might be for us. Once we realized that this world we were living in wasn’t temporary, it started to position us in a place to reimagine or dream up what could be a new world of entertainment. We know live events matter to our customers so we had to start getting creative and dipping our toe in these new ventures. Now, we’re in a place where experiences are redefined. It’s not about recreating the magic of the live moment because there is no way to create that energy and once in a lifetime moment. So instead, we focused on the things that people love at live events and how they could enhance an at home experience.

We started to redefine what this new world of entertainment might be for us. Once we realized that this world we were living in wasn’t temporary, it started to position us in a place to reimagine or dream up what could be a new world of entertainment. We know live events matter to our customers so we had to start getting creative and dipping our toe in these new ventures. Now, we’re in a place where experiences are redefined. It’s not about recreating the magic of the live moment because there is no way to create that energy and once in a lifetime moment. So instead, we focused on the things that people love at live events and how they could enhance an at home experience.

Anastasia Soare

Founder, Anastasia Beverly Hills

My clients were my walking advertisements. I wanted every single woman to feel beautiful and to have beautiful eyebrows. They were the initial influencers. To me, every single person is an influencer. If you talk about my products, watch my videos, purchase our products, you are an influencer. I get so much joy sharing my knowledge and products with my clients. To give people the tools and products to feel beautiful and confident and powerful is an amazing thing. The most important thing to me from the beginning was to create the best quality products and to have a product for everyone.

My clients were my walking advertisements. I wanted every single woman to feel beautiful and to have beautiful eyebrows. They were the initial influencers. To me, every single person is an influencer. If you talk about my products, watch my videos, purchase our products, you are an influencer. I get so much joy sharing my knowledge and products with my clients. To give people the tools and products to feel beautiful and confident and powerful is an amazing thing. The most important thing to me from the beginning was to create the best quality products and to have a product for everyone.

James Gregson

Head of Social Content Studio, LEGO

To be able to innovate and be wildly creative, you need processes in place to support that. The ultimate goal for our team is to create less ads and instead create great content because that content can become the ads. I’m a big believer that if it smells like an ad and looks like an ad, it will be consumed like an ad. Whereas, if it’s great content because it’s highly engaging and serves the audience, the results are going to be far greater. Especially when you think of Gen Z, this audience does not like traditional advertising and the traditional media efforts are less relevant to them.

To be able to innovate and be wildly creative, you need processes in place to support that. The ultimate goal for our team is to create less ads and instead create great content because that content can become the ads. I’m a big believer that if it smells like an ad and looks like an ad, it will be consumed like an ad. Whereas, if it’s great content because it’s highly engaging and serves the audience, the results are going to be far greater. Especially when you think of Gen Z, this audience does not like traditional advertising and the traditional media efforts are less relevant to them.

Randy Jackson

TV Personality, Musician, Manager

I love eyewear, because I need to wear glasses. I love watches, so I have a line of watches. I have a line of guitars, because I play the guitar. I have Unified Health Labs, because I need to take vitamins to keep my body right and in tip-top shape. It’s so important to invest in things that are authentic to you. I would see people team up with designers and make things but they wouldn't wear it. What’s the point of making and designing products that you’re not even rocking? Can influencers really be authentic in what they’re doing if their only prerogative is to sell something? It really all comes down to authenticity. Make it real!

I love eyewear, because I need to wear glasses. I love watches, so I have a line of watches. I have a line of guitars, because I play the guitar. I have Unified Health Labs, because I need to take vitamins to keep my body right and in tip-top shape. It’s so important to invest in things that are authentic to you. I would see people team up with designers and make things but they wouldn't wear it. What’s the point of making and designing products that you’re not even rocking? Can influencers really be authentic in what they’re doing if their only prerogative is to sell something? It really all comes down to authenticity. Make it real!

Angela Courtin

Global Head of Brand Marketing, YouTube

Gen Z is probably one of the most authentic and transparent generations and I think they require that from brands. They are probably the one generation that looks to brands in terms of their brand voice and how they want them to speak up on the issues they care about. Gen Z inspires brands to think about how their brand can positively impact the consumer's life. I think COVID was probably a great example for all of us to think about the ways we show up to support. Think about the things that were taken away from their generation or were reimagined during the last six months that many of us would take for granted in terms of rites of passage.

Gen Z is probably one of the most authentic and transparent generations and I think they require that from brands. They are probably the one generation that looks to brands in terms of their brand voice and how they want them to speak up on the issues they care about. Gen Z inspires brands to think about how their brand can positively impact the consumer's life. I think COVID was probably a great example for all of us to think about the ways we show up to support. Think about the things that were taken away from their generation or were reimagined during the last six months that many of us would take for granted in terms of rites of passage.

Kathleen Braine

Senior Director of Brand Marketing, BABE Wine, Anheuser-Busch InBev

It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

Amanda Goetz

VP Marketing, The Knot Worldwide

Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Carly Zipp

Global Head of B2B Marketing, TikTok

Don't make ads, make TikToks is our rallying cry to the industry. Don’t make things that are intrusive or are going to get in the way of an entertainment experience. Make a TikTok that is part of our community and that is part of our platform. When we think about advertising and marketing, we all know the ads that enhance your experience as a consumer and your daily life the ones that get in the way, and the ones that you don't remember in a good way. We invite brands and marketers to really think about TikTok as an entertainment platform that they should harness the energy of to make cool organic content that is really going to be welcomed by the community and to really play off of the trends. It's that easy.

Don't make ads, make TikToks is our rallying cry to the industry. Don’t make things that are intrusive or are going to get in the way of an entertainment experience. Make a TikTok that is part of our community and that is part of our platform. When we think about advertising and marketing, we all know the ads that enhance your experience as a consumer and your daily life the ones that get in the way, and the ones that you don't remember in a good way. We invite brands and marketers to really think about TikTok as an entertainment platform that they should harness the energy of to make cool organic content that is really going to be welcomed by the community and to really play off of the trends. It's that easy.

Ishita Ahmed

Director of Loyalty, CRM, and Personalization, Taco Bell

I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

Erin Chin

Head of Brand Communications & Consumer Engagement - Mountain Dew, PepsiCo

For the Mountain Dew brand, we really think of our consumers as fans. Our fans are our lifeblood. I have a team completely dedicated to fan engagement. Together, we lead a lot of the fandom work that is focused on four pillars. How do we engage with our fans to make them feel heard? How do we reward our fans to make them feel valued? How do we unite our fans to make them feel like they belong to this community of fans which we call Dew Nation? How do we partner with our fans and empower them to drive decisions that are happening on the brand side. The reason why the fandom is so important is because we have really fervent fans. It’s such a gift to have that type of fandom, so we really cherish it.

For the Mountain Dew brand, we really think of our consumers as fans. Our fans are our lifeblood. I have a team completely dedicated to fan engagement. Together, we lead a lot of the fandom work that is focused on four pillars. How do we engage with our fans to make them feel heard? How do we reward our fans to make them feel valued? How do we unite our fans to make them feel like they belong to this community of fans which we call Dew Nation? How do we partner with our fans and empower them to drive decisions that are happening on the brand side. The reason why the fandom is so important is because we have really fervent fans. It’s such a gift to have that type of fandom, so we really cherish it.

Megan Garafola

Director, Social Marketing, Marriott International

Loyalty is at the core of everything we do at Marriott, and is the heart of the Marriott Bonvoy program. When you think about the different tiers in our loyalty program, our Ambassador Elite members are staying with us over 100 times a year, sometimes laying their head on a Marriott bed more times than their own. When we think about how we interact with our members, we want to be as loyal to them, as they are to us. Hospitality is at the center of that entire relationship. That relationship starts with what is happening at our hotels, and making sure our members feel special and cared for when they are there, whether that’s suite upgrades, or surprising members with champagne for a special occasion.

Loyalty is at the core of everything we do at Marriott, and is the heart of the Marriott Bonvoy program. When you think about the different tiers in our loyalty program, our Ambassador Elite members are staying with us over 100 times a year, sometimes laying their head on a Marriott bed more times than their own. When we think about how we interact with our members, we want to be as loyal to them, as they are to us. Hospitality is at the center of that entire relationship. That relationship starts with what is happening at our hotels, and making sure our members feel special and cared for when they are there, whether that’s suite upgrades, or surprising members with champagne for a special occasion.

Quinn Kilbury

Head of Partnerships and Consumer Experience, Heineken USA

As a brand, it's so important that you’re in the right places and the right cultural hotspots. If your product or brand isn't there - then you can't be a part of the culture. It’s just not possible. When a consumer goes out to the coolest bar in town, they better be able to find your product because if they can’t, you’re in a mindset loss. You want to be a part of those special moments and if you can’t find the beer there, you’re not going to be a part of it. We put a lot of energy in just making sure our brands are at the right bars and restaurants. We want to make sure that when people are having a good time, they’re drinking our brand.

As a brand, it's so important that you’re in the right places and the right cultural hotspots. If your product or brand isn't there - then you can't be a part of the culture. It’s just not possible. When a consumer goes out to the coolest bar in town, they better be able to find your product because if they can’t, you’re in a mindset loss. You want to be a part of those special moments and if you can’t find the beer there, you’re not going to be a part of it. We put a lot of energy in just making sure our brands are at the right bars and restaurants. We want to make sure that when people are having a good time, they’re drinking our brand.

Ursula Ringham

Head of Global Influencer Marketing, SAP

When you’re collaborating with influencers, they are the voice for your brand. At the end of the day, audiences want to relate to brands as people. Some influencers don’t want to be as authentic because they also have a brand to protect. But you really need that authenticity. When you’re more authentic, you’re more believable. When you’re more believable, that creates trust. Trust is a commodity that we all need. When your audience trusts you, they’re going to continue on that journey with you, and buy into your product.

When you’re collaborating with influencers, they are the voice for your brand. At the end of the day, audiences want to relate to brands as people. Some influencers don’t want to be as authentic because they also have a brand to protect. But you really need that authenticity. When you’re more authentic, you’re more believable. When you’re more believable, that creates trust. Trust is a commodity that we all need. When your audience trusts you, they’re going to continue on that journey with you, and buy into your product.

Gilbertson Cuffy

Brand Marketing Director, PepsiCo

I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

Scott Donaton

Head of Creative, Hulu

There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

Adam Pierno

Associate Vice President, Marketing Strategy, Arizona State University

If you’re using purpose as a tactic to help with PR and positive social media buzz, there is nothing wrong with that. However, if it is not authentic to how people understand the brand, don’t do it. Do the research first to confirm how people view your brand and if the purpose doesn’t fit, it is wrong for you. How do you take what people already know and love about your brand and identify what purpose you can serve in a meaningful way that your consumers will understand, appreciate and join you in serving? If all those things are true, you will have a much better recipe for success.

If you’re using purpose as a tactic to help with PR and positive social media buzz, there is nothing wrong with that. However, if it is not authentic to how people understand the brand, don’t do it. Do the research first to confirm how people view your brand and if the purpose doesn’t fit, it is wrong for you. How do you take what people already know and love about your brand and identify what purpose you can serve in a meaningful way that your consumers will understand, appreciate and join you in serving? If all those things are true, you will have a much better recipe for success.

Elizabeth Schultz

Vice President, Guest Experience, Strategy & Innovation, Hyatt Hotels

As everyone knows, WFH stands for ‘Work From Home’, but it’s taken on a whole new meaning for us at Hyatt. WFH can now stand for ‘Work from Hyatt’. We’ve discovered an entire new type of traveler amidst this pandemic, and we’re really focused on how we can best serve those travelers who are working remotely. A resort isn’t typically used for working remotely, but we’re adjusting to be open to these new consumer trends. We’re learning and always trying to be as agile as possible.

As everyone knows, WFH stands for ‘Work From Home’, but it’s taken on a whole new meaning for us at Hyatt. WFH can now stand for ‘Work from Hyatt’. We’ve discovered an entire new type of traveler amidst this pandemic, and we’re really focused on how we can best serve those travelers who are working remotely. A resort isn’t typically used for working remotely, but we’re adjusting to be open to these new consumer trends. We’re learning and always trying to be as agile as possible.

Luc Bondar

President - MileagePlus, Vice President - Marketing & Loyalty, United Airlines

We’re working to continually innovate along that travel journey and find ways to not just deliver cleanliness and safety, but make the process easier for the customer. We know, with confidence, that the demand for travel has not gone away. There is so much pent-up demand. I'm excited for the future of travel and I’m excited for the innovation that will come from this. I hate that it takes something like this to drive a lot of these advancements but we have a responsibility as marketers and leaders to look for the silver lining and find opportunities to make it better for our brands, business and our customers.

We’re working to continually innovate along that travel journey and find ways to not just deliver cleanliness and safety, but make the process easier for the customer. We know, with confidence, that the demand for travel has not gone away. There is so much pent-up demand. I'm excited for the future of travel and I’m excited for the innovation that will come from this. I hate that it takes something like this to drive a lot of these advancements but we have a responsibility as marketers and leaders to look for the silver lining and find opportunities to make it better for our brands, business and our customers.

Greg Fisher

Chief Marketing Officer, Affirm

Every CMO I'm talking to today is looking at investment and saying, how can you tighten your belt, and if not, how are you providing more immediate return. The biggest thing I keep hearing is that brand marketing is at risk. The important piece here is we still need to do storytelling and land the benefits of why we should matter. We’re leaning more into influencers because every consumer is looking forward in a different way but has been impacted in a significant way. It’s so important to be thinking about how you're connecting with people on an individual level with context on where they are at.

Every CMO I'm talking to today is looking at investment and saying, how can you tighten your belt, and if not, how are you providing more immediate return. The biggest thing I keep hearing is that brand marketing is at risk. The important piece here is we still need to do storytelling and land the benefits of why we should matter. We’re leaning more into influencers because every consumer is looking forward in a different way but has been impacted in a significant way. It’s so important to be thinking about how you're connecting with people on an individual level with context on where they are at.

Shenan Reed

SVP, Head of Media, L'Oreal

You’re seeing a meteoric rise of influencers, and I attribute some of that to the fact we haven’t been able to go shopping with friends. We often say that friends and family are the biggest influencers on a purchase. If I can’t go shopping with my best friend in California, where is that influence coming from? It’s likely going to come from those content producers that are entertaining, engaging and really building a relationship with you. I think influencers carry a strong sense of authenticity to their followers. They’re really careful about who they partner with. They feel their personal brand is on the line. And it’s as much a compliment to be chosen by them as it is for you to have a partnership with them.

You’re seeing a meteoric rise of influencers, and I attribute some of that to the fact we haven’t been able to go shopping with friends. We often say that friends and family are the biggest influencers on a purchase. If I can’t go shopping with my best friend in California, where is that influence coming from? It’s likely going to come from those content producers that are entertaining, engaging and really building a relationship with you. I think influencers carry a strong sense of authenticity to their followers. They’re really careful about who they partner with. They feel their personal brand is on the line. And it’s as much a compliment to be chosen by them as it is for you to have a partnership with them.

Doug Palladini

Global Brand President, Vans

Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Heather Hinkel

Senior Director, Brand Strategy, Minnesota Twins

My first seven months at the Twins, I was focusing not so much on the sport but concentrating on the brand itself. The biggest learning curve for me is there's two different entities: there’s the brand and then there’s the sport. When it comes to the actual sport of baseball, there's nothing I can really change. I'm not on the field or on the coaching staff so I spent a lot of time learning the brand - learning how the organization works and where the opportunities were. The world is changing so fast in terms of entertainment and even though we are a sports team, we’re an entertainment brand as well. If we start to think of ourselves as an entertainment brand over a sports team, our runway is extremely strong.

My first seven months at the Twins, I was focusing not so much on the sport but concentrating on the brand itself. The biggest learning curve for me is there's two different entities: there’s the brand and then there’s the sport. When it comes to the actual sport of baseball, there's nothing I can really change. I'm not on the field or on the coaching staff so I spent a lot of time learning the brand - learning how the organization works and where the opportunities were. The world is changing so fast in terms of entertainment and even though we are a sports team, we’re an entertainment brand as well. If we start to think of ourselves as an entertainment brand over a sports team, our runway is extremely strong.

Caroline Morgan

VP, Digital Strategy, LA Dodgers

The circumstances that have arisen out of COVID have really exasperated and shed light on areas of improvement we previously didn’t spend time on. Timelines have been accelerated in a way they otherwise wouldn't have. Our leadership and ownership collectively knows and feels that we need to start thinking as strategically as possible about reaching consumers where they are in this ever changing media landscape. Baseball is a legacy product - in order to really continue to offer the best version of baseball we need to be more adaptive and more innovative in ways that we offer our core product to younger consumers that consume media in different ways.

The circumstances that have arisen out of COVID have really exasperated and shed light on areas of improvement we previously didn’t spend time on. Timelines have been accelerated in a way they otherwise wouldn't have. Our leadership and ownership collectively knows and feels that we need to start thinking as strategically as possible about reaching consumers where they are in this ever changing media landscape. Baseball is a legacy product - in order to really continue to offer the best version of baseball we need to be more adaptive and more innovative in ways that we offer our core product to younger consumers that consume media in different ways.

Jami Crist

Director, Sports Marketing: Run + Train, Under Armour

Trust yourself because you are the expert in the room. As women, we often second guess ourselves - asking why we’re at the table. You need to trust that you’re at the right place at the right time, and you need to inherently believe that. With the pandemic, women are handling so much more than ever before; it’s really admirable and inspiring. Now, more importantly than ever, women need to lean on their female supporters and mentors to help each other navigate these unbelievable times.

Trust yourself because you are the expert in the room. As women, we often second guess ourselves - asking why we’re at the table. You need to trust that you’re at the right place at the right time, and you need to inherently believe that. With the pandemic, women are handling so much more than ever before; it’s really admirable and inspiring. Now, more importantly than ever, women need to lean on their female supporters and mentors to help each other navigate these unbelievable times.

Mary Kate Shea

Senior Director Sports Marketing and Sponsorship, John Hancock

For women in sports, I think internally, it’s really about surrounding yourself with allies: people that understand your passions, your unique quirks, your strengths and your weaknesses. I firmly believe that intelligence is always going to win. Become an expert in your field and do thorough research. Find your niche. It’s okay if everyday you wake up and you’re excited to work. It’s really special to hone in on what you’re passionate about. The goal is to really become your own advocate.

For women in sports, I think internally, it’s really about surrounding yourself with allies: people that understand your passions, your unique quirks, your strengths and your weaknesses. I firmly believe that intelligence is always going to win. Become an expert in your field and do thorough research. Find your niche. It’s okay if everyday you wake up and you’re excited to work. It’s really special to hone in on what you’re passionate about. The goal is to really become your own advocate.

Ashley Booker

Mountain Dew Brand Lead: NBA Partnership, Music and Cultural Engagement Strategies, PepsiCo

When it comes to the NBA, not everyone is an all-consuming, avid sports fan, but there are still so many people that love the game, and love what the NBA brings from a cultural standpoint.. You have people that love the competition, the celebrities, the showmanship. The NBA is a perfect example of a platform that lives well beyond the sports - it’s the music, the talent, the fan experience and so much more.

When it comes to the NBA, not everyone is an all-consuming, avid sports fan, but there are still so many people that love the game, and love what the NBA brings from a cultural standpoint.. You have people that love the competition, the celebrities, the showmanship. The NBA is a perfect example of a platform that lives well beyond the sports - it’s the music, the talent, the fan experience and so much more.

Julie Bowerman

Chief Global Digital Consumer and Customer Experience Officer, The Kellogg Company

As a supply chain organization, we need to know how to execute with scale and speed in the ecommerce space. We put a lot of investment in our ecommerce capabilities pre-Covid which set us up for the current ecosystem. Our business already had significant growth in online buying, and with COVID, it’s accelerated even more. It all comes down to convenience, but also context. There was so much on-the-go behavior pre-COVID, and now everything is centered around staying home, which is why ecommerce has taken off. This shift will force better integration in the purchase funnel.

As a supply chain organization, we need to know how to execute with scale and speed in the ecommerce space. We put a lot of investment in our ecommerce capabilities pre-Covid which set us up for the current ecosystem. Our business already had significant growth in online buying, and with COVID, it’s accelerated even more. It all comes down to convenience, but also context. There was so much on-the-go behavior pre-COVID, and now everything is centered around staying home, which is why ecommerce has taken off. This shift will force better integration in the purchase funnel.

Jo Ann Herold

Chief Marketing Officer, Honey Baked Ham

There’s no denying that our retail stores are super critical to our brand. Our retail stores are a sensory experience - through sight and smell, and our associates with a lot of care. We are now using those retail stores for curbside pick-up and delivery options. Our retail stores will always play an important part of our brand. We also acknowledge that eCommerce is a crucial part of the mix. Our focus right now is finding the most seamless intersection of ecommerce and retail.

There’s no denying that our retail stores are super critical to our brand. Our retail stores are a sensory experience - through sight and smell, and our associates with a lot of care. We are now using those retail stores for curbside pick-up and delivery options. Our retail stores will always play an important part of our brand. We also acknowledge that eCommerce is a crucial part of the mix. Our focus right now is finding the most seamless intersection of ecommerce and retail.

Camilo Andrade

Global Vice President Nike Football, Nike

Having a strong idea and having clarity about what your mission is as a company is crucial. There’s a distinction between mission and purpose. Our mission is our statement. You need to use that mission to drive your purpose. Purpose is something that can transcend into useful and meaningful impact on society. One of the greatest things at Nike, is that our mission naturally started dictating what impact we immediately had on the world. Sports itself can bring joy and unite so many people. That’s why our mission has been such a force for so many years. Your mission needs to come alive every single day, from every single dimension of your brand.

Having a strong idea and having clarity about what your mission is as a company is crucial. There’s a distinction between mission and purpose. Our mission is our statement. You need to use that mission to drive your purpose. Purpose is something that can transcend into useful and meaningful impact on society. One of the greatest things at Nike, is that our mission naturally started dictating what impact we immediately had on the world. Sports itself can bring joy and unite so many people. That’s why our mission has been such a force for so many years. Your mission needs to come alive every single day, from every single dimension of your brand.

Kyle Lazarus

Director, Equity, Digital, and Culture Marketing Communications, PepsiCo

My core mission is to connect the Pepsi brand into the lives of consumers based on the things they love the most and really understanding what the brand emotionally means to people. People are engaging in culture online now so it's hard to connect with consumers if digital isn’t at the center of your strategy. We’re a very social product but now everyone has such limited social lives. People are putting more stock into online social experiences more than ever before because it’s the only way to truly connect with the world, right now.

My core mission is to connect the Pepsi brand into the lives of consumers based on the things they love the most and really understanding what the brand emotionally means to people. People are engaging in culture online now so it's hard to connect with consumers if digital isn’t at the center of your strategy. We’re a very social product but now everyone has such limited social lives. People are putting more stock into online social experiences more than ever before because it’s the only way to truly connect with the world, right now.

Ryan Eckel

Brand President, Tracksmith

It’s important for us to communicate that there’s still a lot of opportunity to connect with sports, and especially running. We’re producing a lot of content, we’re hosting Zoom calls with the fitness community, and we’re of course, exploring virtual racing. We are looking at ways to keep running, engaging and interesting in this new normal. Every couple of months, you realize you’re in this for a longer haul than anticipated. We're now focused on planning for how the winter will look. Our mission is to make people fall in love with running, even in these uncertain times.

It’s important for us to communicate that there’s still a lot of opportunity to connect with sports, and especially running. We’re producing a lot of content, we’re hosting Zoom calls with the fitness community, and we’re of course, exploring virtual racing. We are looking at ways to keep running, engaging and interesting in this new normal. Every couple of months, you realize you’re in this for a longer haul than anticipated. We're now focused on planning for how the winter will look. Our mission is to make people fall in love with running, even in these uncertain times.

Jud Hannigan

CEO, Allied Esports

The gaming world is always changing and always evolving. The most popular games are evolving on a consistent basis. When you compare that to traditional sports, it’s completely different. With traditional sports, there is a level of purity; they just don’t change. With esports, novelty is guaranteed - the amount of growth potential in esports is unlimited because of that.

The gaming world is always changing and always evolving. The most popular games are evolving on a consistent basis. When you compare that to traditional sports, it’s completely different. With traditional sports, there is a level of purity; they just don’t change. With esports, novelty is guaranteed - the amount of growth potential in esports is unlimited because of that.

Michael Temple

VP, National Marketing, Century 21 Real Estate

“As a brand, we’ve delved into the idea of what we stand for as a brand. Our mission is to defy mediocrity and deliver extraordinary experiences and we’ve really made strategic business decisions to support this and level up. We want to make sure we are partnering with media that celebrates our branded story to attract those relentless agents and the consumers that will find value in their services. We want to constantly elevate the idea of what a real estate agent can be.”

“As a brand, we’ve delved into the idea of what we stand for as a brand. Our mission is to defy mediocrity and deliver extraordinary experiences and we’ve really made strategic business decisions to support this and level up. We want to make sure we are partnering with media that celebrates our branded story to attract those relentless agents and the consumers that will find value in their services. We want to constantly elevate the idea of what a real estate agent can be.”

Barbara Goose

Chief Marketing Officer, John Hancock

There is no sugar coating that this year has been hard for everyone. Leaders need to understand people have different complexities at home that challenge their work/life balance. In terms of skills that I look for in my leaders and my team, of course, you need to have a level of resilience and agility, and be willing to take risks. Beyond that, it’s really important to have the right attitude. The people who come in with a great attitude in times of uncertainty and adversity really rise up.

There is no sugar coating that this year has been hard for everyone. Leaders need to understand people have different complexities at home that challenge their work/life balance. In terms of skills that I look for in my leaders and my team, of course, you need to have a level of resilience and agility, and be willing to take risks. Beyond that, it’s really important to have the right attitude. The people who come in with a great attitude in times of uncertainty and adversity really rise up.

Scott Hudler

Chief Marketing Officer, Torchy's Tacos

We are pretty unique. We focus on the experience, food quality and design. Every single restaurant design is completely unique and different. If you’ve seen one Torchy’s, you’ve seen one Torchy’s. We didn’t feel like our brand fit into any existing industry so we created our own category and positioning called Craft Casual. It’s the speed and convenience from fast-casual dining restaurants. It’s the creativity and authenticity from food trucks. And it’s the craft-nature and care of the ingredients and food we create.

We are pretty unique. We focus on the experience, food quality and design. Every single restaurant design is completely unique and different. If you’ve seen one Torchy’s, you’ve seen one Torchy’s. We didn’t feel like our brand fit into any existing industry so we created our own category and positioning called Craft Casual. It’s the speed and convenience from fast-casual dining restaurants. It’s the creativity and authenticity from food trucks. And it’s the craft-nature and care of the ingredients and food we create.

Jill Cress

VP, Consumer Marketing, PayPal

During the pandemic, we saw this huge shift towards generosity on the Venmo platform. People were using the peer-to-peer platform really to take care of each other, and using emojis to express the emotions behind their payments. We saw a significant uptake in the use of the medical mask and nurse emojis. People were using Venmo to take care of those who needed it most. At the peak of the Black Lives Matter protests, we saw over 800,000 Venmo payments made in support of the movement, and that’s incredibly powerful.

During the pandemic, we saw this huge shift towards generosity on the Venmo platform. People were using the peer-to-peer platform really to take care of each other, and using emojis to express the emotions behind their payments. We saw a significant uptake in the use of the medical mask and nurse emojis. People were using Venmo to take care of those who needed it most. At the peak of the Black Lives Matter protests, we saw over 800,000 Venmo payments made in support of the movement, and that’s incredibly powerful.

Kanan Banerjee

Head of Global Marketing EVP - Health, Nutrition & Wellness, Nutrilite

I believe empowerment comes from within. No one knows your own true worth better than you. Once you find that, you need to surround yourself with people who can champion you and help you achieve your goals and build your roadmap to get there. But it has to start with you setting your goals and finding your voice. You need to make sure your passion and goals are well-defined and share that with the people around you.

I believe empowerment comes from within. No one knows your own true worth better than you. Once you find that, you need to surround yourself with people who can champion you and help you achieve your goals and build your roadmap to get there. But it has to start with you setting your goals and finding your voice. You need to make sure your passion and goals are well-defined and share that with the people around you.

Benji Baer

Global Chief Marketing Officer, CBRE

If there’s one silver lining from COVID, it’s that ‘aha’ moment about having flexibility in the workplace, and seeing that play out across every single industry. The fact that there is a level of flexibility where efficiency and creativity are achievable - that’s now universally understood. That’s a huge win for women trying to balance growing their career, and starting a family. Flexibility and adaptability are two traits that are so important.

If there’s one silver lining from COVID, it’s that ‘aha’ moment about having flexibility in the workplace, and seeing that play out across every single industry. The fact that there is a level of flexibility where efficiency and creativity are achievable - that’s now universally understood. That’s a huge win for women trying to balance growing their career, and starting a family. Flexibility and adaptability are two traits that are so important.

Chris Pruneda

Chief Marketing Officer, Koia

Consumers fall in love with products based on how it makes them feel, and the full experience. The fact that we can deliver a delicious smoothie that is plant based and low sugar with a higher nutritional value is huge. We were able to meet the consumer need but with a better option. That’s the key: finding a product that consumers can’t help but fall in love with.

Consumers fall in love with products based on how it makes them feel, and the full experience. The fact that we can deliver a delicious smoothie that is plant based and low sugar with a higher nutritional value is huge. We were able to meet the consumer need but with a better option. That’s the key: finding a product that consumers can’t help but fall in love with.

Emily Culp

CEO, Cover FX Skincare

It’s very hard to teach people how to come up with creative solutions with ambiguous data for input. One of the best things to come out of COVID, is that you will never have perfect data. It’s not humanly possible. It’s about using that data that you have and creating two or three viable solutions, testing them, and refining them. The key is really about embracing smart risks. You need to have the conviction to move forward and find the solution. Not acting is significantly worse than making the wrong choice in my mind.

It’s very hard to teach people how to come up with creative solutions with ambiguous data for input. One of the best things to come out of COVID, is that you will never have perfect data. It’s not humanly possible. It’s about using that data that you have and creating two or three viable solutions, testing them, and refining them. The key is really about embracing smart risks. You need to have the conviction to move forward and find the solution. Not acting is significantly worse than making the wrong choice in my mind.

John Sheldon

Chief Marketing Officer, SmileDirectClub

With COVID, the agility of our business to adjust overnight was really crucial - flipping from being overwhelmingly in our shops, to solely relying on our at home impression kits was a huge transition. Our primary entry point was put on an indefinite pause with really no notice. We are noticing that, with sheltering at home, people are really prioritizing working on themselves. On the bright side, you can emerge from this COVID period with a brand new smile. Between Zoom and virtual gatherings, people are seeing smiles more than ever, so frankly, it’s been an exciting time for our business.

With COVID, the agility of our business to adjust overnight was really crucial - flipping from being overwhelmingly in our shops, to solely relying on our at home impression kits was a huge transition. Our primary entry point was put on an indefinite pause with really no notice. We are noticing that, with sheltering at home, people are really prioritizing working on themselves. On the bright side, you can emerge from this COVID period with a brand new smile. Between Zoom and virtual gatherings, people are seeing smiles more than ever, so frankly, it’s been an exciting time for our business.

Kristen Elliot

VP Marketing, Eddie Bauer

It’s been so important to our company to take a stand in the face of this groundswell of the largest civil rights movement our generation has seen and hopefully encourage other brands to join us to really make an impact. It’s the power of the collective that is going to make the difference. With the effects of COVID, there is a lot more humanity in our corporate culture, seeing everyone in their home living their lives. There is a connectivity that has empowered these hard conversations to happen and allowed us to take action quicker.

It’s been so important to our company to take a stand in the face of this groundswell of the largest civil rights movement our generation has seen and hopefully encourage other brands to join us to really make an impact. It’s the power of the collective that is going to make the difference. With the effects of COVID, there is a lot more humanity in our corporate culture, seeing everyone in their home living their lives. There is a connectivity that has empowered these hard conversations to happen and allowed us to take action quicker.

Martin Morse

VP of Marketing & Business Development, BulletProof

With what’s happening in our country and how corporations are showing up, I’m not upset with ignorance because it is an opportunity to grow. It’s all about showing up in a genuine way. It doesn’t take a company that much effort to show up but it does take a lot of effort to show up, meaningfully. People want to feel like they are being stood up for and validated and that’s how you really build a legacy brand, when you want to create a legacy journey for your consumers.

With what’s happening in our country and how corporations are showing up, I’m not upset with ignorance because it is an opportunity to grow. It’s all about showing up in a genuine way. It doesn’t take a company that much effort to show up but it does take a lot of effort to show up, meaningfully. People want to feel like they are being stood up for and validated and that’s how you really build a legacy brand, when you want to create a legacy journey for your consumers.

Barbara Liss

Vice President, Marketing, Merrick Pet Care

Small businesses across America are the hardest hit. We wanted to make sure we are taking care of those communities. As we have seen the market turn back on, we hope to give back to those smaller stores. That is where there is a lot of loyalty. Rather than the bigger stores, people really trust their local stores. They want to support locals and are going back there first. We are doing what we can to support those small businesses.

Small businesses across America are the hardest hit. We wanted to make sure we are taking care of those communities. As we have seen the market turn back on, we hope to give back to those smaller stores. That is where there is a lot of loyalty. Rather than the bigger stores, people really trust their local stores. They want to support locals and are going back there first. We are doing what we can to support those small businesses.

Yvette Davis

Associate Director, Brand Marketing, Sam's Club

Our secret weapon is our ability to tap into our member base. Being a membership organization, we are able to get that direct, instantaneous feedback from our community. We always want to deliver the best experience for our members. We are constantly surveying our members and asking what we can do to elevate that experience for them. When it comes to digital transformation, all of our decisions are inspired by our members.

Our secret weapon is our ability to tap into our member base. Being a membership organization, we are able to get that direct, instantaneous feedback from our community. We always want to deliver the best experience for our members. We are constantly surveying our members and asking what we can do to elevate that experience for them. When it comes to digital transformation, all of our decisions are inspired by our members.

Justin Parnell

Sr. Director, Brand - Oreo, Mondelēz International

People have been turning to snacks as a way of comfort because these brands that you grew up with, like Oreo, are very nostalgic and bring back memories of childhood that provide a sense of safety and security. Our brand purpose is all around inspiring moments of playfulness in the world because we believe that’s really what brings people together. We’ve been so inspired by the ways people have used technology to connect and keep that playful spirit alive while home. Our messaging has focused on reminding people to keep that positive, optimistic spirit alive. It’s what the world needs right now - to remember what unites us together.

People have been turning to snacks as a way of comfort because these brands that you grew up with, like Oreo, are very nostalgic and bring back memories of childhood that provide a sense of safety and security. Our brand purpose is all around inspiring moments of playfulness in the world because we believe that’s really what brings people together. We’ve been so inspired by the ways people have used technology to connect and keep that playful spirit alive while home. Our messaging has focused on reminding people to keep that positive, optimistic spirit alive. It’s what the world needs right now - to remember what unites us together.

Natalia Seth

Creative Influencer

The barrier to entry to make good content on TikTok is really low because all you need is your phone. I was hesitant to work on video for years because I was nervous about being perfect. With TikTok, it’s all about the rawness - the human error, making mistakes, and embracing the imperfection. TikTok is all about really showing your personality.

The barrier to entry to make good content on TikTok is really low because all you need is your phone. I was hesitant to work on video for years because I was nervous about being perfect. With TikTok, it’s all about the rawness - the human error, making mistakes, and embracing the imperfection. TikTok is all about really showing your personality.

DevanOnDeck

Creator + Content Strategist

I’m a marketer by trade. It’s all about focusing on TikTok as the number one platform. It’s a little bit of science and a little bit of art. There are practical elements but at the end of the day you have to immerse yourself into the community and culture. If you start from a place of authenticity, it will help guide which trends you participate in. TikTok has a very keen sense of how to find your tribe, and how your tribe finds you. If you make sure everything comes from a real place, you’ll always find people who share your diverse views and are able to resonate with your personal experiences. There are millions of people who can find value in what you have to say, no matter how big or small.

I’m a marketer by trade. It’s all about focusing on TikTok as the number one platform. It’s a little bit of science and a little bit of art. There are practical elements but at the end of the day you have to immerse yourself into the community and culture. If you start from a place of authenticity, it will help guide which trends you participate in. TikTok has a very keen sense of how to find your tribe, and how your tribe finds you. If you make sure everything comes from a real place, you’ll always find people who share your diverse views and are able to resonate with your personal experiences. There are millions of people who can find value in what you have to say, no matter how big or small.

Katie Puris

Head of Global Business Marketing, TikTok

TikTok is an authentic, fluid environment. The community loves engaging with creators and brands. For brands to show up well, you need to be representative of how the community likes to experience that content. What we tell marketers is: ‘don't make ads, make TikToks.’ It’s about lowering the barriers for entry; brands need to become a part of the community and have fun along the way. Learning TikTok for brands is not a complicated process. It’s all about rich and immersive storytelling. It’s a great platform to tell big and creative stories, grow your brand and get incredible results.

TikTok is an authentic, fluid environment. The community loves engaging with creators and brands. For brands to show up well, you need to be representative of how the community likes to experience that content. What we tell marketers is: ‘don't make ads, make TikToks.’ It’s about lowering the barriers for entry; brands need to become a part of the community and have fun along the way. Learning TikTok for brands is not a complicated process. It’s all about rich and immersive storytelling. It’s a great platform to tell big and creative stories, grow your brand and get incredible results.

Melissa Hughes

Global Marketing Director, L'Oreal

When it comes to planning for 2021, it’s about keeping your finger on the pulse of what's right and having the ability to pivot. When we think about building out marketing plans, what do you build off of? 2019, or 2020 given what’s happened? We’re keeping our plans really agile in a sense of: ‘Okay, my strategy was rooted in events and events are gone, so how am I repurposing?’ How do you plan for events if we don’t know when events will return? You need to embrace this time, learn from it, and be able to pivot. Having an A, B, C and D plan is key.

When it comes to planning for 2021, it’s about keeping your finger on the pulse of what's right and having the ability to pivot. When we think about building out marketing plans, what do you build off of? 2019, or 2020 given what’s happened? We’re keeping our plans really agile in a sense of: ‘Okay, my strategy was rooted in events and events are gone, so how am I repurposing?’ How do you plan for events if we don’t know when events will return? You need to embrace this time, learn from it, and be able to pivot. Having an A, B, C and D plan is key.

Kamal Bhandal

VP, Global Brand, and Consumer Marketing, Align Technology

Many of the trends that were already in motion prior to the pandemic have been accelerated overnight. Consumers we’re already shifting into a demanding digitized world. That’s become table stakes. There are many levels of interactions, productivity and commerce that can happen in a digitized world. Having a frictionless experience has taken on a whole new meaning. Frictionless today now means not just frictionless ever step of the way in the customer journey, but now there’s a safety component. As you go out into the world, what are the safety components as you interact with any business. I don’t think we’ll go back on this - once you go digital, you’ll never go back.

Many of the trends that were already in motion prior to the pandemic have been accelerated overnight. Consumers we’re already shifting into a demanding digitized world. That’s become table stakes. There are many levels of interactions, productivity and commerce that can happen in a digitized world. Having a frictionless experience has taken on a whole new meaning. Frictionless today now means not just frictionless ever step of the way in the customer journey, but now there’s a safety component. As you go out into the world, what are the safety components as you interact with any business. I don’t think we’ll go back on this - once you go digital, you’ll never go back.

Natalie Bowman

Managing Director, Marketing and Advertising, Alaska Airlines

During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

Gabriela McCoy

Director, Strategic Insights and Analytics, Bacardi

I like to say, it’s not the new normal, it’s now the normal. Thinking about the new now, the biggest change for us is how people are purchasing our brand. Spirits was one of the last products to join eCommerce, and Covid forced us to speed this up. What we were seeing in one week we are now seeing in one day. What we had planned to do in two years we are now doing in two weeks. Covid is pushing us. Within a week, we created a platform for bartenders to make money and share our brand. Our brand is built at the bar. Every day at 5pm we had a bartender make a new drink. Every dollar that went on this platform went straight to the bartender. To think the agility that it took to do this in a week of shutdown was amazing.

I like to say, it’s not the new normal, it’s now the normal. Thinking about the new now, the biggest change for us is how people are purchasing our brand. Spirits was one of the last products to join eCommerce, and Covid forced us to speed this up. What we were seeing in one week we are now seeing in one day. What we had planned to do in two years we are now doing in two weeks. Covid is pushing us. Within a week, we created a platform for bartenders to make money and share our brand. Our brand is built at the bar. Every day at 5pm we had a bartender make a new drink. Every dollar that went on this platform went straight to the bartender. To think the agility that it took to do this in a week of shutdown was amazing.

Liz Matthews

SVP of Global Brand, Consumer and Small Business Creative & Experiential, Dell Technologies

The importance of authenticity and how we show up as a brand is critical. We would not be here without the people in our company. We’ve focused on telling our story internally just as much as we are externally. This time period has brought about an incredible human transformation in our company. We’ve developed a much kinder, gentler, more compassionate and listening culture. If you show up for your team members and show that you care, it translates externally. It was about resetting our purpose and restating what we stood for. People want to hear messages of hope and optimism. We’re conscious of hitting that at the right time.

The importance of authenticity and how we show up as a brand is critical. We would not be here without the people in our company. We’ve focused on telling our story internally just as much as we are externally. This time period has brought about an incredible human transformation in our company. We’ve developed a much kinder, gentler, more compassionate and listening culture. If you show up for your team members and show that you care, it translates externally. It was about resetting our purpose and restating what we stood for. People want to hear messages of hope and optimism. We’re conscious of hitting that at the right time.

Liz Geraghty

Chief Marketing Officer, International, The Wendy's Company

Humans are not diverse - people are people. Systems and organizations are diverse (or not.) Progress in workplace gender equality is a two way street. It’s about women standing up and speaking up, but it’s also about passionate allies that are helping empower women in their organization. Those two things together create an ecosystem where women can thrive.

Humans are not diverse - people are people. Systems and organizations are diverse (or not.) Progress in workplace gender equality is a two way street. It’s about women standing up and speaking up, but it’s also about passionate allies that are helping empower women in their organization. Those two things together create an ecosystem where women can thrive.

Doug Zarkin

Chief Marketing Officer, Pearle Vision

I think it’s a good idea for any marketer to get into the transactional side of your brand because a brand’s strategy is only as good as its ability to be flawlessly executed. In order to lead, you have to first listen. If you want to understand how well your business is doing, talk to somebody who's on the frontlines. They will give you an unbiased, unfettered perspective that may help you dovetail back to strategy. I happen to like businesses where I am not the end consumer because then it forces me to really listen. Brands I have worked on in the female category force you to do something that most men don’t do, which is shut up and listen.

I think it’s a good idea for any marketer to get into the transactional side of your brand because a brand’s strategy is only as good as its ability to be flawlessly executed. In order to lead, you have to first listen. If you want to understand how well your business is doing, talk to somebody who's on the frontlines. They will give you an unbiased, unfettered perspective that may help you dovetail back to strategy. I happen to like businesses where I am not the end consumer because then it forces me to really listen. Brands I have worked on in the female category force you to do something that most men don’t do, which is shut up and listen.

Anna Bager

President & CEO, OAAA

COVID has been driving many changing behaviors which makes flexibility and immediacy more important than it's ever been. With our industry, out-of-home is much more of a data-rich and nimble medium than people realize. It’s an exciting space to be in right now to help.

COVID has been driving many changing behaviors which makes flexibility and immediacy more important than it's ever been. With our industry, out-of-home is much more of a data-rich and nimble medium than people realize. It’s an exciting space to be in right now to help.

Zipporah Allen

VP, Digital Experiences, Taco Bell

There is a difference between ideation and innovation. Innovation is the work it takes to get from an idea to the actual execution of making that a reality and the problem solving needed to get there. You have to be creative in how you actually execute. Our brand is so strong in our innovation capabilities but to sustain in the long-term, we will need to complement this with our digital presence.

There is a difference between ideation and innovation. Innovation is the work it takes to get from an idea to the actual execution of making that a reality and the problem solving needed to get there. You have to be creative in how you actually execute. Our brand is so strong in our innovation capabilities but to sustain in the long-term, we will need to complement this with our digital presence.

Megan Ryan

Vice President, Marketing - Denver Nuggets, Kroenke Sports & Entertainment

Sports marketing isn’t different from what anyone else does in marketing but we focus on fan affinity, that unspeakable bond that you can’t fully explain or understand. We pull at the emotional heartstrings of that team, when you’re at the game, wearing our gear and you’re high fiving the stranger next to you. I have a team that is over 50 years old that has a rich legacy that needs to be told - we’re focusing on how to show that publicly.

Sports marketing isn’t different from what anyone else does in marketing but we focus on fan affinity, that unspeakable bond that you can’t fully explain or understand. We pull at the emotional heartstrings of that team, when you’re at the game, wearing our gear and you’re high fiving the stranger next to you. I have a team that is over 50 years old that has a rich legacy that needs to be told - we’re focusing on how to show that publicly.

Ted Chi

VP, Marketing Strategy – Digital Distribution, NBCUniversal

Because this landscape changes so quickly, I think it’s so important to constantly learn and talk to as many people as I can, internally and externally. As marketing leaders, we can all do more to listen which will help us grow but also just connect more with people and understand where they’re coming from. It goes beyond our work lives to focus on listening to what your employees, partners and team members are going through, especially now.

Because this landscape changes so quickly, I think it’s so important to constantly learn and talk to as many people as I can, internally and externally. As marketing leaders, we can all do more to listen which will help us grow but also just connect more with people and understand where they’re coming from. It goes beyond our work lives to focus on listening to what your employees, partners and team members are going through, especially now.

Michelle Matthews-Alexander

Head of Multicultural Marketing, General Motors

In our company, there's a lot of collaboration, not due to COVID or the unrest in the country, but that's just how we work. From an automotive perspective, we have a specific multicultural contract. We look at our data daily and look at what the consumer movement is reflecting in culture. It’s on us to make sure our plans are moving based on the changes we see outside. How can we create change within the community? Where have our brands already been and where can they go? This is not the start of our efforts - rather, it’s about having an open mindset to shift based on our consumers needs and expectations. We’re always aiming to create marketing initiatives that make a difference.

In our company, there's a lot of collaboration, not due to COVID or the unrest in the country, but that's just how we work. From an automotive perspective, we have a specific multicultural contract. We look at our data daily and look at what the consumer movement is reflecting in culture. It’s on us to make sure our plans are moving based on the changes we see outside. How can we create change within the community? Where have our brands already been and where can they go? This is not the start of our efforts - rather, it’s about having an open mindset to shift based on our consumers needs and expectations. We’re always aiming to create marketing initiatives that make a difference.

Alexis Kerr

Head of Multicultural Marketing, Cadillac

We are way past the place of 'let's just do something.’ Our consumers are expecting action from us, and we needed to start from a place of authenticity. It’s not about reacting. Brands need to holistically think: have we done this work in the past, and how are we moving forward to continue the work? If you haven’t started, it’s time to put a stake in the ground and get to it. The moment the light dims and moves onto another issue - whether it's more or less compelling - is the moment it fades away. As professionals in this field, we cannot afford silence. It doesn’t matter if there's one or two people in the room, that’s how you start a revolution.

We are way past the place of 'let's just do something.’ Our consumers are expecting action from us, and we needed to start from a place of authenticity. It’s not about reacting. Brands need to holistically think: have we done this work in the past, and how are we moving forward to continue the work? If you haven’t started, it’s time to put a stake in the ground and get to it. The moment the light dims and moves onto another issue - whether it's more or less compelling - is the moment it fades away. As professionals in this field, we cannot afford silence. It doesn’t matter if there's one or two people in the room, that’s how you start a revolution.

John Koller

VP, Marketing, Twitch

Twitch has been an exceptionally crazy place over the last few months. Our remit has always been about bringing communities of like-minded people together. Right now so many people feel displaced or lonely so Twitch is a natural home for people. It operates virtually and over a wide range of interests. Twitch was already on fire and now it’s really taken off.

Twitch has been an exceptionally crazy place over the last few months. Our remit has always been about bringing communities of like-minded people together. Right now so many people feel displaced or lonely so Twitch is a natural home for people. It operates virtually and over a wide range of interests. Twitch was already on fire and now it’s really taken off.

Monica Rustgi

VP Marketing, Budweiser

This is not a time to advertise. This is a time to provide utility, entertainment and value. People want a little sense of joy. It has to be people-centric and not me-centric. It’s really the ethos of how Budweiser did marketing before but now it’s uber-heightened. I sincerely hope this transforms the way we all think of marketing going forward.

This is not a time to advertise. This is a time to provide utility, entertainment and value. People want a little sense of joy. It has to be people-centric and not me-centric. It’s really the ethos of how Budweiser did marketing before but now it’s uber-heightened. I sincerely hope this transforms the way we all think of marketing going forward.

Quote of the Day

Previous Quote's of the Day

COVID has been driving many changing behaviors which makes flexibility and immediacy more important than it's ever been. With our industry, out-of-home is much more of a data-rich and nimble medium than people realize. It’s an exciting space to be in right now to help.

Previous Quote's of the Week

COVID has been driving many changing behaviors which makes flexibility and immediacy more important than it's ever been. With our industry, out-of-home is much more of a data-rich and nimble medium than people realize. It’s an exciting space to be in right now to help.

Previous Quote's of the Week

COVID has been driving many changing behaviors which makes flexibility and immediacy more important than it's ever been. With our industry, out-of-home is much more of a data-rich and nimble medium than people realize. It’s an exciting space to be in right now to help.

Previous Quote's of the Week