Quote of the Day

August 26, 2020
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.

Luc Bondar
President - MileagePlus, Vice President - Marketing & Loyalty, United Airlines
watch session video
August 26, 2020
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.

Elizabeth Schultz
Vice President, Guest Experience, Strategy & Innovation, Hyatt Hotels
watch session video
August 24, 2020
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.

Adam Pierno
Associate Vice President, Marketing Strategy, Arizona State University
watch session video
August 20, 2020
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.

Ashley Booker
Mountain Dew Brand Lead: NBA Partnership, Music and Cultural Engagement Strategies, PepsiCo
watch session video
August 20, 2020
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.

Mary Kate Shea
Senior Director Sports Marketing and Sponsorship, John Hancock
watch session video
August 20, 2020
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.

Jami Crist
Director, Sports Marketing: Run + Train, Under Armour
watch session video
August 20, 2020
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.

Caroline Morgan
VP, Digital Strategy, LA Dodgers
watch session video
August 20, 2020
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.

Heather Hinkel
Senior Director, Brand Strategy, Minnesota Twins
watch session video
August 13, 2020
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.

Jo Ann Herold
Chief Marketing Officer, Honey Baked Ham
watch session video
August 13, 2020
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.

Julie Bowerman
Chief Global Digital Consumer and Customer Experience Officer, The Kellogg Company
watch session video

Previous Quote's of the Day

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.

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.

Shenan Reed
SVP, Head of Media, L'Oreal
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
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
Chris Hollander
Chief Marketing Officer, Panera Bread
Elizabeth Rutledge
Chief Marketing Officer, American Express
This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

Kimberly Evans Paige
EVP, Chief Marketing Officer, BET Networks & Live Events, ViacomCBS
What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

Esi Eggleston Bracey
EVP & COO NA Beauty and Personal Care, Unilever
I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

Previous Quote's of the Week

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.

Ishita Ahmed
Director of Loyalty, CRM, and Personalization, Taco Bell
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.

Gilbertson Cuffy
Brand Marketing Director, PepsiCo
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.

Scott Donaton
Head of Creative, Hulu
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.

Shenan Reed
SVP, Head of Media, L'Oreal
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.

Doug Palladini
Global Brand President, Vans
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.

Heather Hinkel
Senior Director, Brand Strategy, Minnesota Twins
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.

Natalie Bowman
Managing Director, Marketing and Advertising, Alaska Airlines
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.

Gabriela McCoy
Director, Strategic Insights and Analytics, Bacardi
In challenging times, the most important thing for a company to do is go back to your mission and let that lead your North star. We want to make sure that everyone has access to good eating. We think good eating brings out the best in all of us, and it’s more than just the food you eat: It’s how you eat it, where you eat it, what you know about the food and where it comes from. In Panera’s case, we say ‘Leave feeling better than you came in,’ and that implies a dining-in experience. Now, if we want to make good eating available for all, it’s about making it available safely and stress free. We’re doubling down on what that means in a pandemic, and a lot of our actions have stemmed directly from that belief.

In challenging times, the most important thing for a company to do is go back to your mission and let that lead your North star. We want to make sure that everyone has access to good eating. We think good eating brings out the best in all of us, and it’s more than just the food you eat: It’s how you eat it, where you eat it, what you know about the food and where it comes from. In Panera’s case, we say ‘Leave feeling better than you came in,’ and that implies a dining-in experience. Now, if we want to make good eating available for all, it’s about making it available safely and stress free. We’re doubling down on what that means in a pandemic, and a lot of our actions have stemmed directly from that belief.

Chris Hollander
Chief Marketing Officer, Panera Bread
This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

Elizabeth Rutledge
Chief Marketing Officer, American Express
What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

Kimberly Evans Paige
EVP, Chief Marketing Officer, BET Networks & Live Events, ViacomCBS
I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

Esi Eggleston Bracey
EVP & COO NA Beauty and Personal Care, Unilever

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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.

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.

Shenan Reed
SVP, Head of Media, L'Oreal
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
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
Chris Hollander
Chief Marketing Officer, Panera Bread
Elizabeth Rutledge
Chief Marketing Officer, American Express
This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

This crisis certainly has reminded me how important shared experiences are and I truly believe they’re going to come back. Right now we have to reimagine them. We have to figure out where our customers are and what their needs are, whether it’s thinking about virtual conferences or live experiences that follow social distancing principles. We’re actually executing and testing on those ideas as we speak. Whether it's live streaming theater productions, holding virtual office hours or events for our business customers who need so much help, we've had to think differently. I think you'll see some of these shifts continuing even as the shelter in place restrictions are being lifted across the globe. You have to adapt, and that's what we're doing.

Kimberly Evans Paige
EVP, Chief Marketing Officer, BET Networks & Live Events, ViacomCBS
What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

What we’re seeing now is other networks generating black content or content geared towards African Americans, but they can’t do just that. They too have to show up differently. We like to say ‘You can’t have our rhythm without our blues.’. When things happen we know we have to stand up. We often feel like if BET doesn’t stand up, who will? Even when the pandemic first broke out, none of it was a surprise to us. Literally in a weekend, we knew the severity and impact it was gonna have on our community. It wasn’t like ‘Let’s go report on it.’ It was, ‘Let’s go do something’. And that is BET - it has such an understanding and connection to the community. It never pauses to stand back. It says, ‘We’ve now gotta be at the frontline and help change outcomes.

Esi Eggleston Bracey
EVP & COO NA Beauty and Personal Care, Unilever
I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

I vividly remember early on in my career attending a diversity training session where a woman explained to me, ‘When you go into an environment that’s not diverse, you adapt to survive.’ And I had this ‘Aha!’moment like, ‘Oh my God, that’s exactly what I’m doing.’ It was out of that I decided to do something different. If I’m a champion of diversity, I have to put my money where my mouth is, even if it’s uncomfortable.’ I took the perm out of my hair, I started talking about my manicures and being a person of color who was young and female. And from that I was able to make an impact and get more promotions and have a personal experience where I learned that it really does matter when you bring your whole self to the workplace.

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