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How to sustain and grow amidst the COVID-19 storm

As the COVID-19 is reshaping our industry and lives as we speak, we felt it was important to connect with leaders representing different sectors of Marketing Communications, around the world to get a sense of how they’re dealing with their businesses, employees, operations to keep the business going, while keeping the morale high.

Responses have been pouring in from different parts of the world so we decided to launch a digital campaign to fulfill our mission and serve as the Global Compass of the MARCOM industry. We feel the industry needs some positive inputs and energy more than ever, as many of the businesses would need to readjust their corporate agendas in the immediate term.

Please reach out to us with more suggestions on what are the most pressing issues you need advice on from other leaders.

Srinivasan Swamy, Chairman and World President, IAA Global

“This is for the first time, in known human history that a pandemic as virulent has hit possibly every country of the world. But this too shall pass. We should use this period to plan an aggressive marketing strategy to build volumes quickly once the countries open up. This is akin to the first mover advantage, to capture a high market share. How ready will you be to take advantage of the opportunity?”

Maher Nasser, Director, Outreach Division Department of Global Communications & Commissioner-General of the UN at Expo 2020, United Nations
"The COVID-19 crisis has exposed weaknesses in health systems, social protections and public services. It has also exacerbated inequalities that exist in our societies and underscored the need for everyone to come together in solidarity. As the world slowly starts to open and we resume our lives, we need a marketing industry that is based on sustainability. The world cannot afford a quick return to business as usual. Leaders in general and business leaders in particular need to rethink a new way forward, a path that builds more inclusive and sustainable economies and societies that are more resilient in the face of pandemics, climate change and other global challenges. A path based on the 2030 Agenda and Sustainable Development Goals. Recovery is an opportunity to rebuild better"

Antonio Lucio, CMO of Facebook

“The most important thing we can do as an industry in challenging times like these is to be resilient and have faith in the purpose, abilities and capabilities of the teams around us”

Leadership advice from Antonio Lucio:

• First and foremost, we must take care of our own. The health and wellness of our fellow colleagues and employees is vital to ensuring we can not only weather this storm, but also emerge in a position of strength to move forward. For example, following the advice of authoritative resources, offering flexible leave and work from home policies, showing care and proactively providing useful resources are just a few things we all can be doing.
• At times like this it’s very important to be able to get critical messages out to people and this is something that social networks can do very effectively. This is why our top priorities as a company are to be focused on making sure everyone has accurate information, supporting global health experts and stopping misinformation and harmful content.
• Brands that stand the test of time understand the importance of integrity, purpose and playing a meaningful role in people’s lives, especially in a time of crisis. With this in mind, we all should remain focused on the ways we can be useful and empathetic to the people we serve.

Tracey Barber, Global CMO, Havas Creative Group

“Without question, there will be clients putting projects on hold and I suspect we will all have to adapt to a new “shape” of industry for a while. But, for others, there will be commitments they want to make to their customers and communities, that we can deliver. Now, more than ever, it is vital that we act as that valued ‘brains trust’; to offer sound strategic and creative counsel”

Leadership advice from Tracey Barber

• The fundamental truths still ring true - culture and talent are the two most important components which differentiate agencies. After all, aren't each of us just buildings full of people? Chemistry is created by a team – how they interact, how much they like and support each other, how passionate they are about a client’s business. I am obsessed about creating winning teams and a ‘gang’ who work together.
• I believe we can offer actually more personal interaction now. We can be a lot more open and transparent when we are on one-to-one Zoom calls! Let’s give ourselves the chance as an industry to push for that greater openness – we’ll all be the better for it in the long term.
  
• Over communicate and be visible. Distance working can quickly become disorienting, your teams will want to see you and feel regular emotional reassurance and get practical direction. Collaboration is even more important than ever – quicker feedback, smarter responses, real time changes, engaging creative more directly. We need to be agile and smart. We need more partnership than proposal when we’re facing the challenges we are today.
  
• Keep a routine and keep everybody busy. The military know this well – whatever is happening their teams are always active: working, doing, thinking, learning, socialising and innovating. A good leader keeps the team on the move (even if virtually) Get on and keep doing the basics brilliantly. Just because our normal routine has been sent awry it doesn’t mean that we ignore craft and attention to detail .Agencies need to ensure they have the best people together and that they give a damn about the client. 
  
• Being at work isn’t all about work. Working in an office is about more than sitting in meetings: it’s chatting, socialising, pub-quizzes, Pilates, laughing and making friends. Don’t forget to find ways to do some of this remotely – technology makes it easier than ever.
  

Punit Goenka, President, IAA India and MD & CEO, Zee Entertainment Enterprises Ltd,

“One of the critical aspects needed to survive through these challenging times is to maintain a constant focus on the positive aspects of our Industry. Our Industry is blessed with the finest Human Talent and Creative Potential. Instead of anticipating the negative impact, the industry should focus on enriching these precious assets. If the Human Talent is kept safe and nurtured, any business is bound to grow. As an industry, we should use this time effectively in preparing our talent for tomorrow. Courtesy to the tech / digital era, there is no dearth of online learning modules which one can pursue. A positive mindset, hunger to learn more and patience, is all that is needed to sail through these challenging times”

Joel Nettey, SVP IAA Global

“People! If there was ever a wake-up call that "people" are brands’ most valuable assets, this is it! Whether its consumers, employees or communities, “our people” will ultimately be the ones who get brands out of this quagmire when it’s all over. “Handle with care!”

Dave Byrne, Director of Strategic Trade Relations, TikTok

“Everyone has been impacted by COVID-19. Our industry can play an important role in providing people moments of levity and hope for the future. Think of ways you and your brand can do this. Whether it be supporting local community programs, or providing mentorship & training for tomorrow's talent; above all it is critical to keep investing in people.”

Joshua Spanier, Vice President, Global Marketing, Google

“Constantly evaluate and prioritize how your brand--and owned media channels--can be most helpful, always through the lens of what is contextual and relevant to consumers in this moment of need”

Walter Zinggl (President, IAA Austria - CEO IP Österreich)

“Right now brands have the opportunity to position themselves outside of pure product benefit and to bring the "brand values" into real life in this crisis - even when the messages are not “high-sophisticated in production value” but instead based on information and available production tools. What the communications industry, despite the pandemic, can do better than any other industry is to communicate, build, maintain and develop relationships with large target groups and also develop them in crisis situations”

Fredrik Borestrom, President, IAA United Kingdom and Head of Agency, International, LinkedIn

“In these uncertain and troubling times, it's important that companies and brands lead from the front by focusing on their culture, values and purpose. Doing what is right by your people, customers and partners is critical and is what will help you today and tomorrow”

Leadership advice from Fredrik Borestrom:

• Focus on your team's health, mental and physical, and well-being, it's the primary priority any company should have at this moment
• Make yourself available on whatever platform you team and customers want to engage with you on; phone, video, IM. Knowing you're there with and for them is critical
• Fewer things done better; what is critical for you to help and support your customers and deliver value to them. Everything else can wait
• Don't focus on what you can sell, instead imagine walking in your customers' shoes, what is it that they need to run their business and try to provide solutions for that

Dagmara Szulce, Managing Director, IAA Global

"Welcome to Business as Unusual. Like a bolt of lightning, the coronavirus has catalyzed profound rethinking about how we approach everything from corporate strategy, models of collaboration and capitalism’s profit-at-all-cost ethos. We already knew the forces of digital transformation were shifting the operational ground beneath us. During today’s crisis however, we feel how technology saves lives. COVID-19 has forced marketers to internalize how brands must harness the power of technology to make every day better for consumers. But the MARCOM industry is still at the high-tech starting line. Accelerate your engines. Fasten your seat belts, It’s going to be a bumpy ride. Business and life will never be the same…"

Tim Alexander, CMO, Deutsche Bank

“Marketing is a marathon not a sprint. Why is this nowadays more true than ever? Because in today’s market place fragmented customers’ needs and expectations are confronted with a plethora of messages, products and information. This overflow is aimed to fulfill the customers’ demand for individual or even personalized offers by excessive variations of basically the same. To overcome this and cut through the clutter, customer centricity is the new paradigm. It does build its offering for customers together with customers. To listen and understand comes first, to develop and sell second. This human centered approach needs a more fluid corporate organization. It has no internal silos and is open for direct collaboration with customers. And of course this approach takes more time. More time to listen and to co-create. And more time to communicate, to invest into relationships and to build up trust. This requires a long breath. But where this or patience is lacking, failure becomes inevitable“

Leadership Advice from Tim Alexander:

It’s About Humans, Stupid! Marketing is human centered. Only if the needs of customers are exactly known, compelling individual solutions can be played out to the customer. To achieve this, it is crucial to create a workplace that nurtures and attracts talent. Humans need humans.

Without How no What. Step back from the ubiquitous run for the next killer product, feature or marketing stunt. Take a breath. Focus on the way you work first. Realize: the fundamental innovation must be in the way we work. If we do not master this, you will not succeed at all.

Ones & Zeros as well as some Black & White. The “A” in VUCA stands for ambiguity and not for obscurity. So we need to be precise and clear in everything we do. That is fact-based marketing. Because an ambiguous world does not call for an ambiguous mind. We need to use all available information and data to be able to come up with clear marketing strategies and sound budget decisions. At the end it is yes or no and not maybe. Because data, information and efficiency are the meta-topics of marketing.

No Time to Syndicate Spontaneity: Time is of the essence since customers demand real-time interaction. This has made the boundaries between marketing, especially content marketing, and corporate communication, especially media relations, somewhat blurry. In many organizations, people try to face the new normal of social media and multi-channel communications with the established but outdated attempt to manage all senders and messaging. Because it is public. A brave uphill battle for a lost cause. What we need is empowerment of people. Otherwise companies will lose the battle for the hearts and minds of the digital consumer as well as for their employees.

John Chacko, President, IAA Malaysia - Adjunct Professor, Universiti Teknologi MARA

“Your brand is your anchor and must be wired to making lives better and the world a better place. Stay true to this promise”

Leadership Advice from John Chacko:

• Reassess and reframe your brands reason for being towards good...better lives and planet
• Remember: What is good is good for business. 
• People trust and are loyal to brands that stay true to their purpose, and more so in uncertain times.
• Remember: Branding is the strategy and Digital is the platform to bring your strategy to life. Don't get that mixed up in the rush for reach. Tech for good is great when it is laser focussed on the brand promise.

Lucas Boudet, Director General, European Advertising Standard Alliance

“Act and adapt to shifting priorities. Don’t wait for full clarity to take action because the situation will remain uncertain and don’t be overcautious; the lack of investment will backfire on your business”

Leadership Advice from Lucas Boudet: 

• Short term, don’t let the current crisis disrupt your operations but, long term, don’t underestimate how disruptive it will be for your business.
• Be innovative: embrace new technologies and working methods.
• Be mindful: it’s people who drive your business: consumers and teams; make sure you address their worries and concerns.
• Be responsible: respect strict ethical standards; don’t let the improper exploitation of the current situation undermine your long term prospects.
• Be bold: a countercyclical approach may well be your saviour.

Ravid Kuperberg, Partner & Trainer, Mindscapes

“Consider how to help your clients overcome their sense of helplessness. You have at your disposal one of the most awesome superpowers, if not the most awesome superpower to do so: creativity”

Leadership Advice from Ravid Kuperberg:

• Fight the slight yet engrained hope that you might, perhaps, possibly, maybe, eventually, find a way to make it through without the need to change. It can paralyze your thoughts, actions and reaction. George Clooney right now must feel as if he is back on the set of the movie “Up in the Air”.

• Emotions drive thoughts and actions these days, more than logic. Everyone is feeling helpless and vulnerable. Therefore, providing a channel for people to act, to fight for a cause, to help with a problem, even if on a limited basis, even if only symbolically, might prove to be a valued offering. Creating an active role for people to perform in the name of a worthy outcome can help drive a notion of significance and resilience. While also catering to the “Creativity of the Crowd” and people's desire for attention + recognition even during normal times. For example: fighting to increase awareness of climate change: https://vimeo.com/89514761

  Or when addressing increasing levels of heart attacks: https://youtu.be/1XVs2JCxnuo

  Or on a more recent and relevant note: https://bit.ly/2JiHIHf

• I know this might sound a bit cliché… but still… a meaningful way to unleash your creativity is by using it to stop examining problems at face value. “Every great and deep difficulty bears in itself its own solution. It forces us to change our thinking in order to find it” - stated Nobel prize winner Niels Bohr. Try to find creative solutions within a problem and not around the problem. Consider all possible aspects and implications of a problem: physical, emotional, mental. Deconstruct problems to find the most pertinent unmet need or barrier. And then find a way to adapt and adopt a new way of operating.

  This applies to what you can do for your clients and the challenges they face, as well as what you can do for yourself and your business. Today and during the aftermath of all this. Here is what Hyundai did in the US following the 2008 recession: https://bit.ly/2wEeKyO. If you haven’t already, feel free to look up Alibaba’s and JD.com’s rise to fame following the SARS outbreak in China during 2003.

• Frequently when attempting to be innovative, our intuitive instinct is to initiate our thinking by trying to create something completely new. By trying to add something which can help. Particularly these days, a more fertile path would be to consider what can be done with… what already exists. When examining a product or product line or service or department or POS or digital platform or whatever – remember to break it down as best you can into resources and assets. And then consider how to assign an existing resource with a new creative task, thereby stimulating re-purposing opportunities. Hopefully leading to optimization as well as new business and new storytelling opportunities. Breaking down a system into resources and addressing each resource separately also helps override a mental block called “Functional Fixedness”, in which our mind automatically associates a known part in a system with its traditional function. Thereby limiting how we imagine it can be used.

  This principle too applies to what you can do for your clients and their products, services and engagement platforms. As well as what you can do for yourself and the resources within your business. People are stuck at home shopping online when you are trying to sell scent? Here is a creative solution: https://www.ogilvy.com/work/scent-by-glade/

  I imagine many of you already saw videos illustrating this creative idea:https://bit.ly/3bvw4oN

• Another amazing thing you can do with your creative thinking asset is using it to detect invisible connections. Between… variables. Specifically, detecting ways to create new dynamic connections between variables relevant to a brand offering (price, discount, number of payments, availability, design, etc.) and variables relevant to a specific aspect in the consumer’s life these days.

  During this challenging period, when smart pricing is key and promotions are imminent, the Dynamic Connection thinking pattern can help inspire differentiated, relatable, promotion ideas. A simplistic example, just for the sake of illustration, would be to connect the number of payments offered to consumers with the number of days spent in quarantine. Here is a nice example of a dynamic connection by a Dutch bicycle manufacturer tackling pollution: https://bit.ly/2UCmRUC

• While searching for answers and solutions for yourself and for your clients, consider how you or your clients can become part of the bigger picture solution. Throughout the coronavirus craziness and during the recovery phase. Even if it’s not a large-scale audacious contribution. Smart smaller scale ideas can prove to be extremely valuable and impactful too, as solutions and as stories which will be part of your brand legacy long after the crisis limelight fades. Decathlon made this important contribution to an amazing initiative by Isinnova Italy: https://www.isinnova.it/easy-covid19-eng/?fb-edit=1

• Make people laugh. Especially now. Maybe, dare I say, even help them laugh a bit about the harsh reality they face these days. Use your creativity to do so in a sensitive and responsible way. Not really sure how it will impact your business. But you will be appreciated for it. And appreciate doing it. You know what they say – laughter is the best medicine.

Carol Schuster, President, IAA North America - Technology & Business Information, Lafayette 148

"In uncertain times, it’s natural to focus on the task at hand. Yet, the opportunity to transform is right in front of us. How we use this moment to create fundamental changes to our business model will be what lasts"

Leadership Advice from Carol Schuster

• Overcommunicate – During crisis there is no such thing as under-communicating. Speak to your team regularly and daily. Especially with remote working, creating a routine for communication helps keep the team together.
  
• Be realistic – In difficult times, be honest and do not sugar coat. Your teams want to know the truth but do it with empathy.  Be the rock they need and the heart they yearn.
• Innovate –  While in times of crisis business continuity is the first obvious course of action, use this time to transform your business. Many times crisis makes things happen faster, take this opportunity to create the business model for the future.
• Consult your network – Networks of experts are important in good times and even more so in bad. Cultivate them always and leverage them to think critically about your business. Ideas can come from anywhere, look outward as you solve your own internal problems.
•  Take care – In times of crisis, it’s easy to work 24/7 which can lead to burnout. Taking care of yourself becomes even more important so that you are in a position to take care of your team and your Company.

Dr. Ludi Koekemoer, CEO, AAA School of Advertising, South Africa

“Occupy a differentiated space in the minds of the customers. Become part of their lives and successfully bring the customer experience to life.”

Leadership Advice from Dr. Ludi Koekemoer:

Businesses in South Africa are under severe strain due to the lock down and lack of sales. Few people realize the pressures that businesses are experiencing and short term liquidity is killing them. Management and staff fear a loss of future income. Customer needs are changing fast. Businesses who will be successful after COVID-19 will have strong, visionary leaders who are prepared to adapt, to think creatively, introduce innovative ways to survive and grow and retain a positive mindset. We will experience a new customer, with new expectations, needs and problems.

Fabián Maison, Advertising Bachelor Director, Fundación UADE, Argentina

“Even in the worst scenarios it is possible to grow. What is required are two things, which are really only one: creativity and courage”

Sasan Saeidi, Area Director, IAA Middle East & Global Partner - Nestle, Wunderman Thompson/WPP

"As a communication professional, let me get specific and simply outline that today its ACTvertising time and not ADvertising. All of us in the field of marketing and communication have an obligation to push our brands and clients to do more-good, act through their values, and be at the service of our communities.This community service is the job of all of us and our clients; and we must act as a caring corporate citizen. As brand leaders, opinion leaders, business leaders, we can make a difference and do our part to ease the suffering in the most selfless manner possible"

Elle Huang, President, IAA Taipei Chapter & CEO, Intelle Martech Consulting Co. Ltd.

"A better way to keep going! Through new technology and strategic integration, our mindset and courage can always work with clients’ needs and challenges. We are looking forward to a new era!"

Hani Ghorayeb, President, IAA UAE & COO Arabian Media Services

"As a community brand, our main ambition and purpose has always been to serve the industry. And today we are remaining diligent and true to this value by continuing to support the business community during these times. Today our industry needs to remain connected more than ever before. This Global pandemic has affected all of us in some shape or form; and we can only overcome the challenges if we work together"

Scott Brown, Head of TV and Audio Products, Nielsen

“Keep your momentum and keep executing your marketing plan - be sensitive but stay on. Creativity helps create the fabric of a thriving culture. And we're going to need creativity more than ever to get through this together”

Leadership Advice from Scott Brown:

• Under quarantine, most of us are getting extra time with our families. Cherish that. But, part of the work and our jobs will be staying close to our other family - our teams. Make sure to spend time caring for both families.

• (Over)communicate. Provide your teams and stakeholders with frequent and consistent updates on the business. I send our CEO and executive team an update on our business every day and it has been good for identifying issues early, clearing hurdles, and ensuring we make quick decisions to help our customers. 

• Rest. It's easy to let your days bleed into nights. You can't be an effective leader without a proper night's sleep.

Beatrice Cox-Riesenfelder, IAA General Secretary & MD/ CFO ORF Enterprise

“Public broadcasters and any leading media companies have a special responsibility, especially in troubled times. Not only shall they transport relevant political information but also targeted messages by institutions, corporations – and, of course, advertisers. We see ad revenues declining each week of shutdown, in every country. And newspapers, broadcasters and journalists being without income, like many others. If brands stop communicating in times of crisis they will not be heard of in the aftermath. Do not stop communicating with your customers -  do not stop advertising in tough times. Otherwise, your favorite communication vehicles may not be available in the future”

Heather Leembruggen, IAA Global Vice President & Chairman Emeritus, IAA Australia.

“Our people are our business. Building staff morale, confidence, team spirit and job security are critical to maintain one's business engine ticking in today’s crisis and will inspire generating ideas for future growth”

Leadership from Heather Leembruggen:

• Make staff feel comfortable about working from home as being vital to keep your business running and growing so that they see it as a sign of job security. If you have to stand staff down, re-assure those still employed that you are depending on them to keep the engine running, so they feel job-secure. Plus it will build company loyalty.
  2) Make staff feel that each of their contributions in terms of work performance is an important part of your company’s performance, business outcomes and successes.

• Provide office equipment and work tools where necessary to help them work out of office effectively and efficiently.

• Provide training sessions and advice online and by tele-conference right through each project to ensure all are working towards the same positive outcome. Invite their ideas, This also builds team spirit and output.

Keep in constant communication with staff with reassuring messages both on-line and by actual phone calls to ensure you are caring for their health welfare as well as their mental health. Build their confidence and loyalty in the company.
Above all communicate, communicate, communicate: to build morale and inspire them to keep them thinking and working towards achieving personal and professional business goals.

Hervé de Clerck, Founder, AdForum & Dream Leader, ACT Responsible

“Now that we have experienced governments ‘mind-ipulation’, politician ‘alternative facts’, ‘fair and balanced’ news,  video fabricated proofs, social media trolls, paid influencers, brand purpose washing, neighbour expertise, there is one tool that should be added to our future winning strategies: TRUST”

5 Marketing Lessons from COVID-19 pandemic: 

• Knowledge is power. Start with Facts, the foundation of trust.

• Uncertainty leads to chaos. Transparency is the essence of confidence

• Emotion is powerful. If they believe you, they will share and help.

• We are not alone. Building common ground brings more benefits than polarization

• Globalization can be a threat. Glocalization is an asset.

David Sable, Senior Advisor at WPP

“Trust will be the most valuable currency to trade in when the crisis abates. Trust inside of companies...between teams and divisions, trust between companies and their clients and trust for vendors and service providers. Are you trusted, trustworthy and inspiring of trust...I’d ask myself that all day”

Silvana Imperiali, Deputy Managing Director, DACH GAMNED!

“Now it’s the time for out-of-the-box thinking; the time to step back and work on mid- and long-term strategies and visions. Agile approaches and agile structures will be the key to succeed”

Sebastian Bayer (CEO VMLY&R Vienna)

“The COVID-19 crisis is changing the world like nothing before in our century. But what is happening now is just the beginning. With the end of this global quarantine, the world will not return to its old normal. Worldviews and values are currently changing massively. We will have to adapt very quickly. The upcoming months and years need to be seen as a huge opportunity for brand leaders to reflect and make their brands more relevant and esteemed than ever before. Take the chance – you won’t regret it.”

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