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The Corporate Conundrum on How to Handle Culture Issues

我们是否目睹了品牌中立的最终围绕?很可能。在美国,在乔治·弗洛伊德的死亡和国会大厦的1月6日起初,气候在彻底改变。公司可能希望抵抗这些政治摩尔斯坦 - 但他们越来越难以避免。

对品牌的政治贡献的风险

Political contributions have become tantamount to a supply chain albatross. If companies underwrite certain political leaders and causes — even modestly — they now own the consequences. Consumers, shareholders, stakeholders and other constituents now gauge corporate brands, at least in part, by their political affiliations. These days, your brand consists of much more than just the products and services that you sell.

在2020年春天,当联邦政府在回应Covid-19大流行时,我观察到“危机憎恶真空”,并预测私人实体将进入违约行为,他们从制药公司到专业的体育运动联盟。

For more than a century, power rotated between Wall Street and the nation’s capital. When the federal government failed to act, corporations filled the void. And when the government stepped in, corporations reverted to their Coolidge-in roots: the business of business.

What Is the Proper Role of a Corporation?

几十年来,美国争论了政府适当规模和作用的优点。但如今,辩论越来越多地涉及私营部门的适当作用。That is what generates the heat now.

米尔顿弗里德曼争论两代人“公司的唯一责任是股东。“如果他的信念是真的,它就不再是 - 当消费者巨大比例要求他们的品牌采取立场时不再是时代。

在美国,公司对佐治亚州的新选民的初步商业反应限制正在讲述 - 关于新的“规则”的复杂性的警告故事。佐治亚州最大的一些公司在达到了议院楼层之前称重票据,但随后留下了妈妈,因为它更接近颁布。某些格鲁吉亚人认为他们的相对沉默作为共谋。突然,公司被视为支持voter suppression, including criminalizing the act of giving water to voters standing in line.

It is no longer sufficient to say that you’re in business just to maximize profits — there has to be other rationale.

风暴开始愤怒:从秩序短的顺序,大联盟棒球,这些日子不知道其开拓社会宣传,表示将采取2021 MLB All-Star Game走了from Atlanta. MLB was signaling to officials in such states as Arizona, Florida and Texas — not to mention Washington, D.C. — that North Carolina’s 2016 experience of hemorrhaging $3.6 billion in business revenue because its legislature passed an anti-LGBT law was no aberration.

So how does a company survive the crosscurrents of today’s turbulent political waters? Here are some指导方针。

  1. 感知胜过现实。格鲁吉亚法律很复杂;在某些方面,它延长了投票时间和访问,在其他方面,它明确地针对传统的民主堡垒。如果您的公司将在高度争议的问题上重量,请确保您的团队是跨学科的。如果只是您的公共事务或法律高管正在考虑它,他们将在您的品牌和通信专业人员将错过法律问题时,他们会错过感知问题。筒仓不再是做出决定的有效方法。
  2. 业务不仅仅是利润。It is no longer sufficient to say that you’re in business just to maximize profits — there has to be other rationale. Michelin sells safety, not tires. Starbucks sells a lifestyle. Apple sells creativity. Nike sells the inner athlete. Each company knows precisely why it is in business, which allows them to approach theology and be more than just a brand. When you read something in the Bible that you don’t believe, you don’t lose faith. You just carve out that one story, that parable. The same is true for brands that are disciplined enough to have an umbilical connection with their customers. Know thyself and to your customers be true.
  3. 跟踪您的商业生活等文化趋势取决于它 - 因为它确实如此。Too many businesses approach big data like an accountant, instead, analyze it as if you worked at the CIA. A couple of coincidences may portend a trend. Have people who understand business, politics and the cycles of history track the news, including, of course, social activity. Lots of screaming can often be ignored, while sometimes a single high-authority blogger or lawsuit can mean change is afoot.
  4. There is no Las Vegas — nothing “stays here.”What happens in Georgia can happen in Texas. What happens to a competitor can happen to you. Plan for it, and view what happens to others as your laboratory. Activists look for companies domiciled in battleground states. If you are headquartered there, there is no excuse to be surprised.
  5. 不要担心抵制抵制。The reason the 1965-1970 grape boycott led byCesar Chavez捕获了国家的注意力,改变了购买习惯是因为战略的罕见。今天,几乎每小时都有一个国家抵制,其中一个最近,当然是反对主要联赛棒球。呼吁抵制是点击措施;行动他们既有巨大的组织和公众愿意被慷慨的慷慨慷慨解,而不是新的采购习惯的不便。在过去的几年里,抵制和抵制抵制的威胁更加渐进的原因似乎比权利的更有效。在拥抱Colin Kaepernick时,耐克在抵制抵制后做得很好。这不是偶然的。他们计划它。

是的,美国被分开 - 但也许不像许多人相信。民意调查表明,许多美国人支持当前行政当局正在涉及基础设施,Covid疫苗接种,环境管理和其他问题等问题的方向。188bet滚球投注您的使命是仔细查找您的利基,了解您的品牌,您的受众和您的社区。无论你做什么,不要指望顺利帆船。我们生活在一个挥发性的时代,显示很少镇定的迹象。

Richard Levick

Chairman and CEO of LEVICK @richardlevick.

Richard Levick is chairman and CEO of LEVICK, a global advisory firm providing a full range of strategic communications consulting services to companies and nations involved in critical high-stakes issues. He can be reached at:rlevick@levick.com

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