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For Building Brand Trust, Here’s Where Today’s Marketers Should Focus

Trust is in peril. This is something that most marketers are keenly aware of. According to the Edelman Trust Barometer 2021, trust in all four major institutions (Government, Media, NGOs, Business) declined between May 2020 and January 2021. Edelman describes the situation as “an epidemic of misinformation and widespread mistrust of societal institutions and leaders around the world.”

Business is the only one of those four institutions that remains trusted overall. As such, brands and their marketers have a critical opportunity to build upon this confidence, with potentially long-lasting impacts.

Here’s how you can capitalize and take advantage of this moment.

Brand Trust: A Strategic Imperative

Trust is not a straightforward metric that shows up in your Google Analytics sheet. It isn’t measured or tracked as clearly as, say, brand awareness or customer retention. But that doesn’t mean trust is not a key contributor to those and virtually all other aspects of your strategy.

Author Rachel Botsman, who wrote the book "Who Can You Trust?," says that “real trust is a confident relationship with the unknown.” This framing makes the concept feel more tangible from a B2B sales and marketing standpoint; if you’re asking customers to buy a new product or service, particularly in the midst of uncertain market conditions, it is vital to build up confidence that your company is the right partner for venturing into the unknown.

Setting objectives and achievable goals around brand trust requires moving from general to specific: What are we asking people to trust our brand with, and to trust our brand to do?

When it comes to establishing trust with your customers, there are two dimensions worth focusing on:

Capability Trust: Derives from perceptions of a brand’s competence and reliability, whether it has the knowledge and resources to do what it says it will do — and whether it consistently comes through when needed.
Character Trust: Derives from people’s perceptions of a brand’s empathy and integrity, whether they feel that the brand understands and cares about them, and whether the brand’s interests and intentions align with their own.

Successful marketing departments consistently strive to solidify both facets of brand trust. Here’s how you can make positive strides in each category

Building Capability Trust for Your B2B Brand

If you’re scaling a mountain, you’ll probably want a sherpa with a proven track record who shows demonstrable skills when it comes to helping climbers safely reach the summit. The same dynamics are at play when companies are making pivotal decisions around purchasing solutions.

In large part, perceptions of capability trust are driven by authentic signals from your customers and community: user reviews, word-of-mouth, advocacy, and so on. But marketers can take active steps to support these perceptions.

The most powerful tool at your disposal for this purpose? Thought leadership content. Two facts crystallize just why this is a crucial opportunity for marketers:

Thought leadership boosts brand credibility

Research conducted by Edelman and LinkedIn found that 68% of B2B decision-makers say high-quality thought leadership increases their perception of an organization’s capability, and the same percentage say it increases their trust in the organization. (As we’ve laid out, the two go hand in hand.) Fifty-nine percent say thought leadership content is the most trustworthy way to assess business capability.

High-quality thought leadership in short supply

While executive and decision makers yearn for legitimately impactful thought leadership, they’re having a hard time finding it. Only 15% of respondents in the survey rated the quality of thought leadership they consume as “very good” or “excellent.”

How can marketers escape the sea of undifferentiated mediocrity? The Flywheel of B2B Thought Leadership, developed by our friends at Edelman, offers a guiding blueprint. The Flywheel consists of six elements:

White Space
Relevance
Vision
Trust
Brevity
Attribution

Ultimately, capability trust is cultivated through consistency. Keep showing up for your customers, delivering dependable thought leadership, and adhering to a clear message. Brands should invest in consistency and take a long-term view.

Learn more about putting these tenets into practice with the 5 Principles of Growth in B2B.

Building Character Trust in Your B2B Brand

Put simply, character trust is about living your values as a brand, and showing customers you stand for more than just making money. Do so by zeroing in on two essential qualities:

Empathy: Take the necessary steps to understand your customers and their situations. Stay on top of fast-changing needs and priorities. Make listening as much a part of your strategy as broadcasting.
Integrity: We define integrity as how well a brand’s statements about character are substantiated through consistent behavior. In other words, it’s about walking the walk.

Whereas capability trust is largely enhanced by highlighting your business, character trust is best supported by highlighting the human beings behind the brand. They are, after all, the character of your company.

A few standout opportunities:

Take a stand on issues that matter to your audience and your employees. Demonstrate your alignment with them on things they care about. Staying silently in the name of risk aversion is, ironically, an increasingly risky play. As CMO Sangram Vajre recently told us, “If you don't stand for something, people are going to construe and recognize that you stand against something.”

Enlist your employees as advocates and subject matter experts. Not only does this contribute to capability trust by showing customers your organization is staffed by people who know what they’re talking about, it contributes to character trust by attaching faces to your company’s expertise and culture.

Mobilize your executives as thought leaders. We’ve discussed the value of thought leadership generally for building capability trust, but executive thought leadership specifically is a powerful conduit for character trust. The Edelman Trust Barometer found that 86% of respondents expect CEOs to speak out publicly on important societal issues, and 68% believe CEOs have a responsibility to step in when the government comes up short on these issues. Learn about the three cornerstones of executive thought leadership.

Engage in a Trusted Environment

Whether you’re focused on capability trust or character trust, or both, the surrounding context matters. You’ll want to engage customers in settings where their mindset and intentions align with what you’re trying to accomplish. In this respect, LinkedIn can be an immensely valuable place to invest.

In 2020, Business Insider and eMarketer’s Digital Trust Report ranked LinkedIn as the most trusted social media platform for a fourth consecutive year.

By putting the above strategies into action and meeting your customers (or future customers) where they’re at, on a platform where they are ready to do business, you’ll be on the path to securing powerful brand trust that leads to sustained business success.

Ready to chart your course? Learn more about fortifying your brand reputation by exploring our course in LinkedIn Marketing Labs: Using LinkedIn for Brand Awareness.

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Case Study: How a content creation company set out to become ‘the BuzzFeed of TikTok’

To create content that viewers want to see and — maybe more importantly — engage with is the secret every brand wants to know.

Jacob Pace, CEO of Flighthouse, a digital content studio and marketing agency, has tapped into creating content for the digital age — a maneuver that has helped popularize the videos on his company’s TikTok page.

“[TikTok] is definitely great testing grounds,” Pace said at Digiday U’s event on May 12 that explored how brands found enough success in experimental channels to make it part of their permanent strategies.

Flighthouse’s Mission: create popular content on TikTok

How did it happen?

Pace’s experience working at an ad agency kept him in the know of what was happening on Musical.ly, a lip-sync video service that later merged with TikTok. He then acquired a company that caught his eye, called Flighthouse. Within a year, the company grew to about 15 million followers on TikTok, at which time it began rolling out original content.

Now, the company has grown to more than 27 million followers on TikTok as it specializes in what Pace calls “short-form game shows” featuring stunts where guests finish the lyrics of a song or guess what the other person is dancing to, based on popular TikTok dances.

“It’s one of those apps where there’s something for everyone,” Pace said.

Findings

“A lot of it was experimentation,” Pace said, adding that the company tried out “four or five different formats” before landing on the style of video the company now realizes is successful among its fans — a minimum of two people in front of a colored backdrop playing short games.

Short-form comedy skits and scripted shows were left on the cutting room floor, Pace said. “Like with anyone, it’s a process of creativity and experimentation,” he added.

Pace called TikTok “good testing grounds” for experiments because it’s “low pressure” enough (because not all content will necessarily be pushed to every follower) which makes it “less intimidating” than a competitor like, say, YouTube, Pace said.

“As brands start to find success on the platform, it’s a good opportunity to recognize that little bit of success and potentially ramp it up if anything particular works,” Pace said.

Pace watches how views perform across content on TikTok, as well as engagement on the videos themselves. But brands should keep in mind what exact KPIs they would like to see out of a campaign.

“With marketers and TikTok, before saying ‘oh I’m too old for TikTok’ just spend some time on the app,” Pace said. “It’s not that hard of a platform to navigate.”

Advice

Put a (flexible) plan in place. All while spending time on the app, experimenting with it — and caring enough to follow up when there are successes and failures, Pace said.

Flighthouse managed to grow its TikTok following by more than 10 million after it established a strategy to “become the BuzzFeed of TikTok.”

“Anybody could have thought of that idea,” Pace quipped. The company maintained mostly an organic growth strategy, but Pace said he could see paid being an opportunity, especially when it comes to the DTC space — particularly to track conversions.

“You want to be careful with paid,” Pace said, adding that he recognized it had its role, especially in A/B testing. “I’ve seen brands go by the wayside, get flamed on the internet because they use too much paid.”

Marketing departments should also think thoughtfully about their teams. A marketer that is “rocking solo” and looking to learn how to use TikTok or YouTube, Pace suggests you “put yourself out there, make an effort.” Conversely, a marketer who is running a team and does have access to additional resources, “pluck someone out of college.” “There are so many ambitious kids out there that are down to help,” Pace said.

Where do you go from here?

Experiment as much as you can. “There’s no secret sauce when it comes to TikTok, literally,” Pace said. “Anything can potentially work.”

Keep in mind a diversified strategy — especially as competing platforms roll out similar features as one another. “Be on multiple platforms,” Pace said.

That being said, Flighthouse is “still bullish on TikTok.” “It’s one of the best platforms for what it does,” Pace said. “In general, we’re looking to create more content, better content, diversify the platforms we’re on. The goals are multi-pronged.”

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Media Buying Briefing: Mindshare’s Amanda Richman believes agencies ‘need to move faster than consumers’

Moving within WPP’s GroupM from CEO of Wavemaker U.S. to CEO of Mindshare North America just last month, Amanda Richman is playing on a larger stage. With clients including Unilever, General Mills, Volvo and Kimberly-Clark, Richman is squarely focused on new ways to deliver results — from better use of data to diversifying personnel and investment — to grow clients’ businesses, all falling under a new tagline and ethos, “Precisely Human.”

Digiday caught up with Richman in what is her first interview since starting the new CEO gig to discuss a range of topics, from where she sees new growth opportunities to moving faster in test-and-learn environments.

The following conversation has been edited for clarity and space.

How are Wavemaker and Mindshare similar and different?

At both Wavemaker and Mindshare, ultimately it’s all about the team, a team that’s committed to driving transformation through different lenses, and doing so in partnership with our clients. At Wavemaker, that transformation was taking two agencies [MEC and Maxus], and from that creating a culture, defining the new capabilities for the future and then delivering on that by year three for current clients, as well as winning business.

Mindshare is at a different point in both scale and connectedness across a number of businesses, which creates some complexity but also so much opportunity when we think of the transformation of our organization. We want to better connect the U.S. and Canada. We want to drive the transformation around our capabilities and the work that we’ve done, in the space we call “Precisely Human.” It marries both rational and emotional data to help drive our clients’ business growth.

Where specifically are you focusing?

Clearly, commerce is front and center for every client’s business and for new opportunities in the DTC client space. We are shifting from not only having deep retail media expertise, which we have in our Shop-Plus team (something we’ve built since 2015, so it’s got maturity and scale) but also more deeply integrating that into our strategies in how we’re taking on full-funnel approaches for our clients.

Is there a mission to share learnings across GroupM?

It’s less about centralization — that’s not the goal here. It’s more about deeper collaboration and each agency having a distinction in our brand and capabilities. It’s also an opportunity to collaborate more deeply on the biggest challenges of the industry. We see that come to life with Mindshare’s commitment to intentional media and to being very proactive when it comes to diversity, equity and inclusion. Even developing products like our Black PMP, and PMPs rolling across a number of communities.

That’s something that other clients can benefit from across the GroupM portfolio. We’re looking to not only increase our percentage of investment against minority businesses, but also think about diverse voices in communities and how we can accelerate that across clients. It’s a requirement for our clients to grow their business, to lean into broader audiences and be more relevant to specific communities. That requires a different approach to media — one powered more by data and insights, as well as a different approach to messaging that understands context and culture. Because our clients’ businesses won’t grow without it.

How will data inform what you do for clients?

The shift that’s been happening in our environment has put a spotlight on the need for clients to own their first-party data. That’s our position: the client should own that first-party data [as well as] the relationships they have with data and technology partnerships. Our role is to enhance that data, scale the data further and ensure that the insights can be gleaned from those experiences and reapplied to more empathetic, relevant “precisely human” marketing.

There’s a shift in thinking, not only at Mindshare but across the industry as well, of more of a hypothesis-led mindset. How do we continue to put a hypothesis out there, then quickly test it, learn, reapply, and then move onto the next opportunity? We see that mindset as part of a performance culture as well, where we don’t talk about performance as just about biddable media and optimizing there, but thinking about a test-and-learn mindset where we’re always innovating, always bringing those learnings into the next opportunity. And doing that with more agility and speed than in the past.

What keeps you up at night?

My biggest worry is we will not take advantage of this moment to drive change further and faster. Whether that’s change related to diversity and taking the impact we can make in media to impact society. Or whether it’s at the client level of not changing fast enough not only into new channels but new ways to connect with consumers with a long-term view versus a short-term sales lens. Or as an agency not changing fast enough to build more consultative capabilities that our clients need for their best future. We need to move faster than consumers.

Color by numbers

MMA Global, an industry organization that helps marketers solve their digital challenges, last week released its latest Multi-Touch Attribution (MTA) study, looking at its impact on media spend and ROI. The verdict? Many of the 267 respondents say they continue to face data-related challenges to further adoption. Standout stats include:

81 percent of marketing organizations currently use MTA or plan to do so in the future. But less than half (46 percent) of marketers believe MTA is still the future of attribution, while 21 percent of respondents say MTA is unrealistic given the realities of advertising
More than a third of companies (36 percent) that are in the process of implementing MTA have unsuccessfully attempted to do so previously
54 percent of MTA users still don’t have a clear sense of ROI
43 percent of MTA users say they don’t use MTA to assess their total media spend because of the lack of individual level data available for traditional media;
Among non-MTA users, a lack of evidence regarding MTA’s value jumped from 20 percent to 29 percent as a key reason they don’t use it.

Takeoff & landing

Dentsu lost two executives last week: Jared Belsky, CEO of digital-first agency 360i, is leaving after 13 years at the company, but didn’t indicate his next job. And Coleen Kuehn, executive vp of the travel, media and entertainment practice at Merkle, has moved to Horizon Media, where she will be executive vp, chief business solutions officer.
Two agency holding companies landed big deals last week: IPG rolled up all of healthcare company Cigna’s business, with Initiative, Kinesso and Acxiom picking up media and data-related duties. And Omnicom consolidated all of electronics maker Philips’ business, with OMD handling media.
At its annual conference last week, the Out-of-Home Advertising Association of America (OAAA) released its first guide to buying digital OOH video, which includes info on different ad formats, audience segmentation, location-enhancing content, measurement and attribution data, along with case studies from McDonald’s and Turner Sports.

Direct quote

“For many advertisers that are big linear spenders, this year this upfront year is going to look different and that we really need to embrace different video channels and different means because consumers’ behaviors are changing … We’re seeing new partners emerge. We’re seeing reach in different places and spaces, and it’s becoming far more competitive. It’s also becoming more competitive for where you can reach your consumers within ad-supported environments.”

— Beth Weeks, vp and group director, media at Digitas, discussing with Beet.TV the shift by consumers toward CTV/streaming, and the need for advertisers to shift accordingly.

Speed reading

Digiday senior editor of research and features Max Willens reports on the rise of contextual advertising in the rapidly expanding CTV and OTT space.
In his Future of TV briefing, Digiday senior media editor Tim Peterson details how the IAB is working to add more flexibility for buyers of digital advertising, video in particular, in future marketplaces.
And in his Media Briefing, Peterson details how many media companies’ DE&I efforts on behalf of BIPOC are perceived by some as relatively empty gestures.

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Tuesday, June 1, 2021

The Roll-up #196: Hemp wick vs butane lighter

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The Roll-up #195: Time came for us and Mississippi

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‘Build a model’: With a new initiative Pronghorn, two Black spirits execs aim to make the industry more inclusive and diverse

Dia Simms and Erin Harris are looking to change up the mix of the spirits industry.

The pair, both spirit industry veterans, are aiming to foster more Black brand founders as well as bringing in more Black employees at every level throughout the industry. Simms and Harris plan to do so via a new initiative called Pronghorn, which is dedicated to “cultivating the next generation of diverse founders, executive leaders and entrepreneurs,” as part of a 10-year partnership with alcohol beverage giant Diageo.

According Pronghorn research, while Black Americans represent 12% of alcohol consumers across categories, they make up just 7.8% of the sector’s labor force and 2% of executives in the industry. In working with Diageo, Simms and Harris aim to change that by bringing in and promoting Black talent as well as finding and encouraging Black brand founders with capital investment, said Simms, co-founder of Pronghorn and CEO of Lobos 1707, an independent tequila and mezcal spirits brand.

“When we look at the last 21 years we can’t find one meaningful exit [i.e. nothing over $20 million] of a Black-owned spirits brand to a major supplier,” said Harris, who spent nearly 15 years of her career working alongside Sean “Diddy” Combs, brand ambassador and partner of Diageo-owned Ciroc via Combs Enterprises. “We plan to change that.”

So far, Pronghorn has already identified 100 Black-owned brands to potentially work with and help grow; Pronghorn did not name any specific brands already identified. The initiative, which is named for the North American mammal of the same name known its speed over long distances, is hoping to find as well as encourage more Black owned-and-operated brands.

“We know spirits and we know the Black community so we can start there,” said Simms. “Our more audacious ambition is to build a model that can be templated to other audiences, constituencies, industries.”

The focus of Pronghorn will be on entrepreneurship and job creation over the next decade as it takes time and long-term commitment to truly make change within an industry, said Simms and Harris. As for advertising, “we will 100% be engaged in impacting the narrative in terms of the appropriate amount of ad dollars directed” to Black-owned brands, noted Simms, who declined to discuss specific advertising dollar amounts.

“Diversity is good for business,” said Harris, co-founder of Pronghorn and chief marketing officer of Lobos 1707. “Brands need to understand that you need to really look and feel like the people you serve. How can we ensure as a brand that we are showing up for the community in the right way? It doesn’t matter if it’s spirits, beverages, consumer goods, etc. we really want to engage with the consumer and speak their language across the ecosystem.”

Focusing on a business case makes sense to Derek Walker, founder of Brown and Browner, who added that the success of a brand like Uncle Nearest should have other companies looking to work with Black founders. “It makes good business sense to do it,” said Walker. “We have got to start connecting the power of being more inclusive and more diverse to profits. They’re making a business argument for it.”

While Harris and Simms would like to create a model to diversify an industry that can in the future be used beyond spirits, “there’s so much room and such a huge gap in great, quality brands coming to the marketplace owned by Black founders and run by Black executives that our main focus will be on that,” said Harris.

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Office alternatives: Remote workers flock to cafes, bars and hotels rather than co-working spaces

Hybrid working needn’t be as two-dimensional as working from either the office or home. With pandemic restrictions loosened, many people are turning to hotels, cafes and bars as an alternative to co-working spaces and offices — giving a much-needed boost to the hospitality sector.

These so-called “third spaces” are growing in popularity for people who crave some kind of buzz and atmosphere while they work, but aren’t yet ready for office, or even co-working environments.

Researchers from the Business School at City University of London, and Goldsmiths, University of London, visited 36 different venues in London, including coffee houses, pubs, hotel bars, churches, museums, libraries and train stations to conduct in-depth interviews with customers who regularly work from such spaces.

Workers experienced better productivity and greater motivation than home working, with third spaces offering the health and well-being benefits of socializing and mitigate isolation the interviews revealed. They also felt a sense of belonging that can’t always be achieved from home working, the researchers observed.

A rise in demand for working from third spaces is on the cards and companies rolling out their hybrid work set-ups should be prepared to embrace this, as should hospitality businesses, according to lead researcher Dr Laetitia Mimoun.

“It might take time for companies to get used to this, but they can ignore it and hope that people stay at home, or they can embrace it, and even encourage employees who live in the same area to work in the same coffee shop to create that team dimension,” she said.

For Ellen Cole, who runs her own social media, PR and marketing consultancy from York in the U.K., working from cafes, libraries and hotels helps reduce loneliness. “Simply having someone to talk to and hearing background noise has really helped me with work,” she said.

The research also resonates with Jeff Melnyk, founding partner at growth strategists Within People, who launched the business eight years ago with a “no office” principle. His globally distributed team has regularly worked from restaurants, coffee shops and bars.

San Francisco-based Melnyk is also working on a new book and likes to write from a busy, noisy environment like a hotel bar. He even once had a meeting with two agency founders from the viewing platform at the top of London’s Tate Modern gallery.

That had more impact than booking a meeting room at a co-working space, he said, which he thinks are essentially just offices anyway. “Not everyone has an optimum space at home to work — with distractions, family to care for, or just the wrong energy. Our environment plays a critical role in getting us into flow. There are certain creative tasks that I just can’t do from home,” he added.

Likewise, Sarah Hawley, CEO and founder of remote jobs website Growmotely, has worked remotely since 2014, and likes to work outside of the house two days a week, often from her favourite cafe in Austin, Texas. She predicts a rise in hybrid spaces: cafes built out more like co-working spaces, and hotels with integrated work spaces.

“Different people thrive in different working environments, and also feel energized by changing their scenery. Some of us, on some days, need a quiet, focused space, like home. A cafe can provide a hybrid environment where one gets to absorb the energy of the people bustling around, without needing to engage one-on-one,” said Hawley.

Naturally, it’s not for everyone. David Robinson, managing director at Scottish digital agency Red Evolution, said he and his remote team members favour co-working spaces over cafes, pubs and the like, believing them to be noisy, distracting and ultimately, not set up for work.

“Cafe owners are running businesses, not a creche for workers — it’s rude to take space and power and assume a flat white every two hours justifies it,” he said.

“If you need the bathroom, let’s hope your MacBook is still there when you get back. And if you need to Zoom, I’m sure the client doesn’t mind the clank of cups and loud chatter in the background.”

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Google promises not to build itself privacy sandbox ‘backdoors,’ but advertisers are skeptical

Google promised on Thursday it won’t carve out separate rules for itself as it forces data privacy restrictions on others navigating the impending death of third-party cookies in the company’s Chrome browser.

Google’s ads vp and gm Jerry Dischler pointed to the firm’s open-source Privacy Sandbox development effort during a virtual marketing event held on Thursday. The ad targeting and measurement methods — which include an automated targeting technique that has raised privacy concerns and even prompted an antitrust investigation by the U.K.’s Competition and Markets Authority — has also sparked speculation among ad tech companies and other industry players that worry Google will not use the techniques it is forcing others in the industry to use, which limit data use, targeting and measurement capabilities.

“We’ll be using these [Privacy Sandbox] APIs for our own ads and measurement products just like everyone else, and we will not build any backdoors for ourselves,” said Dischler.

However, Google’s promise doesn’t address the elephant in the room: The company may not be opening a proverbial backdoor for itself, but it still owns the house. After third-party cookies stop working in its Chrome browser, Google has said it will allow itself to glean and use individual-level data from its owned-and-operated properties. But it has not said whether or not Chrome is considered an owned-and-operated property.

“The issue is not so much defining it as a backdoor,” said Amanda Martin, vp of enterprise partnerships at digital agency Goodway Group. “It’s defining what they consider owned-and-operated and their first-party data, and what [advertisers] consider owned-and operated and their first-party data,” she added. “Google’s ecosystem gets really gray because of all the pieces they own.”

Besides, Google could change its mind down the road, said digital ad consultant Ty Martin, founder of digital ad firm Ad Bacon. “Google is under continual pressure to drive better and better results, and those improvements have to come from somewhere. At some point in the future, in order to drive that growth that’s required, they may have to revisit areas of opportunity that up until now have been considered off-limits.”

Dischler, during the event, also reaffirmed Google’s stance against identity tech used for tracking individual people for ad targeting and measurement. “Third-party cookies and other proposed identifiers that some in the industry are advocating for do not meet the rising expectations consumers have when it comes to privacy. They will not stand up to rapidly evolving regulatory restrictions; they simply cannot be relied on in the long term,” he said.

The post Google promises not to build itself privacy sandbox ‘backdoors,’ but advertisers are skeptical appeared first on Digiday.

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