On October 29, 2024, Argyle united with our other Believeco:Partners brands to become ChangeMakers - a reputation, social impact and marketing firm rooted in the communications specialties that have driven client success since 1979. Come on in!
International communications veteran Jorge Ortega joins ChangeMakers USA as Executive Vice President, Client Success
WASHINGTON, D.C. (April 10, 2025) — ChangeMakers, a leading North American communications and marketing firm focused on reputation and social impact, has appointed Jorge Ortega as Executive Vice President, Client Success and a member of the firm’s U.S. leadership team.
A former senior leader at two multinational agencies, Ortega brings decades of experience advising public and private sector clients on CEO communications, leadership development, brand strategy, and crisis response. He will report to Robert Gemmill, President of ChangeMakers, USA.
“Jorge is a major addition to the ChangeMakers team,” Gemmill said. “The trust he has earned from C-suite executives is evident by his deep relationships and broad experience across sectors. His leadership will be key as we grow our U.S. business and deliver the results our partners expect.”
Ortega joins ChangeMakers from CRA | Admired Leadership, where he served as Managing Director. He previously led Edelman’s southwest region and held senior roles at Burson. His career spans reputation strategy, brand communications, and high-stakes crisis response.
“Jorge’s appointment reflects our commitment to building a leadership team with both insight and impact,” said Mario Simon, CEO of ChangeMakers. “His integrity and experience align with our mission to navigate complexity for our clients.”
“I’m eager to bring my experience advising global clients to help ChangeMakers grow and deliver meaningful results,” Ortega said.
About ChangeMakers
For more than 40 years, ChangeMakers has helped organizations solve complex communications challenges by blending strategy, creativity, and insight. With more than 400 professionals across 10 locations in North America, we partner with clients to build stronger brands, navigate change, and drive meaningful impact. From corporate reputation and brand storytelling to social purpose and executive advisory, ChangeMakers brings together diverse expertise to help clients lead with confidence and clarity.
Health
The world of healthcare is constantly changing.
Novel molecules, innovative mechanisms of action, new indications, loss of exclusivity, drug shortages, reimbursement challenges, evolving models of care… and the list goes on.
At ChangeMakers Health, we help clients navigate today’s complexities and anticipate tomorrow’s challenges — all in service of improving care and creating better lives for patients.
We partner with pharmaceutical companies, healthcare organizations and patient advocacy groups. Together, we help patients access potentially life-saving and life-changing medications and treatments. We educate patients and the public about chronic conditions and treatment options. We work to strengthen our healthcare system — ensuring people receive accurate, empowering information to support informed care with our dedicated healthcare providers.
Reputation management in healthcare is built on strong relationships. Relationships which can only be developed through years of hard work and responsibility. We have decades worth of experience to draw upon and have established strong ties with the who’s who of health media.
Key PR & reputation management services
Advocacy and stakeholder engagement
Crisis and issues management
Data intelligence, monitoring and newsjacking
Executive positioning and thought leadership
Influencer/content creator partnerships
Media relations
Health
Marketing & advertising
Pharmaceutical marketing in Canada is complex. We know how to navigate strict regulations and how to work within the guidelines to create breakthrough work — and we’ve got PAAB and Ad Standards wins to prove it.
Key marketing & advertising services
Ad boards
Brand Strategy
Creative concepting, design and production
Digital marketing: websites, SEO/SEM, display, AR/VR, social media, CRM
DTC and HCP marketing campaign development
Medical writing
Collaborations
Endorsements
There are a small number of projects in my career that I remember as the most memorable (for the right reasons). And Locked Out is one I have added to my collection. And the Changemakers team was a partner for that journey. Glad to know it’s also a source of pride for you too!
Paul Kilbertus
Crohn’s and Colitis Canada Senior Manager, Communications and Public Relations
Leadership team
Meaningful change is not possible without collaboration because trust is foundational to great work. Our goal is to become an extension of your team, building a strong and lasting relationship
You can’t change your field without engaging your field
The field of public engagement continues to evolve—especially in the context of complex, high stakes decision making.
For more than 25 years, the IAP2 Spectrum of Public Participation (the Spectrum) has served as the cornerstone framework for how public participation is understood, practiced, and evaluated across sectors and geographies.
ChangeMakers has been proud to support IAP2 Canada in contributing to the global evolution of the IAP2 Spectrum by designing and hosting engagement to bring Canada’s voices, values, and practices to the table in shaping the next version of this foundational tool.
Why We Engaged
You can’t change your field without engaging your field.
As engagement professionals, we are no strangers to navigating change, but we also know that change can be challenging. Engaging practitioners meaningfully on the Spectrum required opening space for reflection, conversation, and collective insight within our field.
As a strategic partner to IAP2 Canada, ChangeMakers led the development of a national Thought Exchange survey, interviewed interest holders, and convened practitioners at the IAP2 North American Conference in Ottawa to gather insights, test language, and surface tensions about the Spectrum.
We asked: How should the Spectrum serve our field and the public for the next 25 years? What is working well? Where is it holding us back? Does everyone see themselves reflected in the spectrum process?
What We Learned, and What It Means
Our engagement surfaced a wide range of perspectives on the Spectrum – some saw it as a vital tool for managing expectations and engaging effectively, while others found it limiting or felt it no longer reflects the realities of their communities. Bringing divergent viewpoints together was essential to ensuring that any changes explored reflect a breadth of needs and experiences.
This process deepened our understanding of what is at stake. The Spectrum is more than a visual in an engagement plan—it’s a signal to the public about how their voices will be treated, and a tool for institutions to build legitimacy in their decision-making processes. That power demands accountability, adaptability, and clarity.
What’s Next?
When IAP2 International publishes the updated Spectrum, ChangeMakers will be among the first to renew and refine our internal approaches to align with this evolution in the practice of engagement to meet the public’s expectations, and we will help our clients do the same.
Our call to action is: Be bold in your field. Engage with your peers to explore the possibilities of change. Be excited to innovate and push your practice while being open to hearing others’ experiences and perspectives — because that is where deep insights, great ideas, and shared solutions emerge.We’re proud to be part of a growing, global community of public engagement practitioners and to be playing a key role in advancing this important work.
Are you reflecting on your organization’s approach to engagement and how it can be most impactful in creating or navigating change? Or are you stumped by a particularly complex project? Reach out, we’d love to chat.
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About the Authors
Sarah Chau Bradley / Director, Engagement, Strategic Communications
Sarah is a communications and engagement professional with expertise in tailored consultation for diverse urban communities. She brings ten years of experience from the private, public, not-for-profit, and philanthropy sectors and strives to create spaces for engagement that are welcoming, inclusive, and culturally relevant.
Rhianne Fiolka / Manager, Engagement and Communications
Rhianne Fiolka is a Manager of Engagement and Communications at ChangeMakers, specializing in urban planning, equity, and accessibility-related projects. Rhianne is passionate about Equity, Diversity, and Inclusion (EDI), facilitating authentic conversations, and promoting social justice.
Chrystiane Mallaley / SVP, Engagement
Chrystiane is a long-standing IAP2 member and leads ChangeMakers’ Indigenous, Public, and Interest Holder Engagement Services. She partners with Indigenous and non-Indigenous governments, businesses, not-for-profit organizations and communities to strengthen relationships and create meaningful engagement on complex projects and policy challenges.
ChangeMakers secures a major win in eye health advocacy with the Alberta Association of Optometrists
ChangeMakers is proud to announce a major win in health advocacy, securing a strategic partnership with the Alberta Association of Optometrists (AAO) to champion the importance of eye health for all ages.
Through a province-wide campaign, ChangeMakers will help spotlight the critical role of regular eye exams in early detection and prevention, from infancy through to senior years. This collaboration will not only strengthen awareness of eye health but will also mark the beginning of an exciting new client relationship.
“Our partnership with ChangeMakers reflects the agency’s understanding of our mission and its ability to bring it to life through compelling storytelling and strategic communications,” said Brian Wik, CEO at Alberta Association of Optometrists. “We look forward to working together to amplify our advocacy efforts and improve access to essential eye care services.”
As a leader in purpose-driven communications, ChangeMakers will support AAO with a multi-faceted strategy, including strategy, creative and content development, earned media, influencer strategy, digital marketing, and media buying.
“Our work with AAO reinforces ChangeMakers’ commitment to advancing meaningful causes through impactful marketing and reputation management,” said Alyssa Huggins, President of Marketing, at ChangeMakers. “We’re honored to support the Alberta Association of Optometrists in raising awareness of its vital initiatives that protect vision and improve lives across Canada and beyond.”
About ChangeMakers
ChangeMakers is a 400+ person independent reputation management, social impact and marketing firm with offices throughout North America. ChangeMakers combines deep business specialization with human-centered strategies, working alongside our clients to strengthen their reputation and succeed in a disruptive world.
About the Alberta Association of Optometrists
The Alberta Association of Optometrists is Alberta’s leading optometric professional organization, representing more than 900 Doctors of Optometry in over 120 communities across the province. AAO members are highly trained regulated health professionals providing primary eye health and vision care to Albertans. For more information, please visit optometrists.ab.ca.
Lessons learned from our “Gang Life Is No Life” campaign
Reaching youth in Canada with relevance and impact can be challenging. That task becomes even tougher when the target in question is marginalized Indigenous youth.
It was this objective, engaging marginalized at-risk youth, that was put before ChangeMakers when theManitoba Association of Chiefs of Police asked us to develop a marketing campaign that would encourage at-risk youth in Manitoba to avoid gang membership or leave a gang entirely.
Audience research is often a critical starting point for informing campaign nuances. In this case, it became the bedrock of our marketing plan. ChangeMakers sought to immerse ourselves within this target demographic’s experiences to fully understand what, where, and how to convey our sensitive message.
That meant surveying a broad spectrum of individuals and groups. We spoke to gang prevention officers with the Winnipeg Police Service as well as staff members at The Link, a Winnipeg-based agency that works with marginalized youth and families daily.
Most importantly, we held intense interview sessions with reformed gang members. These streetwise interview participants gave honest and unfiltered answers as to how we might effectively connect with marginalized youth, as well as insights on what we might seek to avoid.
Through this stakeholder research, ChangeMakers’ Social Impact Consulting team arrived at the important understanding that striking the right tone would become a crucial element in our campaign communications. The difficulty in not coming across to youth as “lame” or “corny” can be a hurdle with youth marketing at the best of times. This nuance is magnified further when communicating an issue as fraught and intense as gang membership.
ChangeMakers’ media team examined content and media platforms that were popular among our target demographic and our creative team built the campaign messaging tailored to those digital venues. Additionally, we knew that our ads had to capture our audience’s attention within the first three seconds or else they would be missed.
Based on the insights gathered, we created three short videos that illustrated the vast difference between the myth and the reality of gang life. We employed a video game look and feel that was both relatable and shareable. A text number at the end of each video encouraged viewers to send a message to The Link which was monitored 24/7, offering a lifeline to those seeking help with either leaving gangs or resisting their solicitations.
Our choice of media platforms (TikTok and Snapchat) was perhaps the most important decision in our campaign planning. The campaign’s full-screen mobile video placements, which ran across these platforms, were central to engaging our niche audiences in an immediate and relatable way.
While tone and media were crucial elements in informing our content, subtle information about gang culture was also vital in helping us establish credibility. These insights included scenarios and recruitment tactics that gangs use, as well as the differences between male and female recruitment tactics.
In building the story, we knew our messaging needed to connect and build trust with marginalized youth. By further developing our understanding of their sentiment towards colonial institutions, including policing, we avoided branding our campaign messaging with overt police or law enforcement insignia. Instead, we partnered with The Link, which had already established trust and relevance with this audience. And finally, leaning on the important insights gathered, our messaging was careful to stress that we were in no way advocating “snitching” on existing gang organizations.
Results:
This campaign successfully generated a significant increase in responses from vulnerable youth.
Over the past three years, on average, assistance has been provided to between 20 to 30 youth annually. Following our “Gang Life Is No Life” media campaign, that number jumped to more than 150 referrals (a 600% increase) and conversations between The Link and youth in Manitoba continue each month.
Some Key Lessons Learned:
Youth audiences require authentic messaging. It must feel real.
Young people tire of familiar messaging quickly, so youth campaigns should avoid repetition or shorten their in-market periods
Messages need to resonate quickly and early within digital media
Campaigns involving marginalized youth are more effective when they examine and demonstrate accommodation for sentiment and cultural perceptions
Ongoing analytics are critical to demonstrating campaign efficacy and value with stakeholders
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About the Authors
Hilary Friesen / VP, Social Impact Consulting
Hilary is an established expert in fostering behavioural change for organizations large and small. Over more than 17 years, she has led social marketing programs in injury prevention and return to work and has overseen multi-faceted social impact communications programs for diverse public sector clients at ChangeMakers.
Varinder Brar / Director, Social Impact Consulting
Varinder is a Director with 15 years of experience in social impact marketing and communications. He lives in Winnipeg and when he’s not working you can find him coaching basketball at Sisler High School.
Save the Children renews its commitment with ChangeMakers as AOR
ChangeMakers has been named the Agency of Record for Save the Children in Canada, building on the numerous successful campaigns the agency has executed on behalf of the charity since 2023.
“Our continued trust in ChangeMakers reflects the agency’s deep understanding of our mission and ability to bring it to life through compelling storytelling and communications,” said Jessica Bryant, Head of Communications, Media and Public Relations at Save the Children. “We look forward to continuing to work with ChangeMakers to amplify the work we are doing around the world and here in Canada to improve the lives of children.”
With ChangeMakers’ proven track record in purpose-driven and non-profit campaigns, the agency will be providing support in influencer programs, media relations, celebrity ambassador programs, DEI communications, issues management, crisis communications, and digital campaigns.
“Our work with Save the Children underscores ChangeMakers’ commitment to advancing meaningful causes through our reputation management services,” said Caroline De Silva, Senior Vice President, Consumer at ChangeMakers. “We’re honoured to continue supporting Save the Children to elevate its profile in Canada and raise awareness of its critical programs that benefit children around the world.”
About ChangeMakers
ChangeMakers is a 400+ person independent reputation management, social impact and marketing firm with offices throughout North America. ChangeMakers combines deep business specialization with human-centered strategies, working alongside our clients to strengthen their reputation and succeed in a disruptive world.
About Save the Children
Save the Children believes every child deserves a future. In Canada and around the world, we give children a healthy start in life, the opportunity to learn and protection from harm. We do whatever it takes for children – every day and in times of crisis – transforming their lives and the future we share.
Built on a history of peaceful trade, defense and diplomacy, Canada and the United States have shared one of the world’s most interdependent economic relationships since the early 20th century.
A storied united front, the two countries boast the world’s longest undefended border and exchange nearly two billion dollars in goods and services daily.
In recent weeks, these longstanding bilateral ties have been tested. Unprecedented trade turbulence from the Oval Office, with the threat of tariffs (and temporary reprieves) on Canada and Mexico, have set off a chain of panic across North America.
While it may feel impossible to plan as an organization amidst evolving timelines, we’ve developed communications and crisis-preparedness strategies, rooted in real-time data, to prepare for what could lie ahead in this climate of economic unrest.
Here’s what you need to know about the reputational industry shifts, consumer reactions, and key strategies to prepare for what could lay ahead.
Cross-Border Reputation: The Power of Perception
As expected, both countries experienced a notable dip reputationally following the announcement of tariffs.
While Reputation Score allows brands, businesses, and executives to track their health and navigate reputation, we used this tool to understand how the threats of tariffs have impacted cross-border reputation from a geotargeted perspective.
Digital conversations, particularly within pro-Trump communities, have fueled anti-Canada sentiment, while anti-tariff discussions have largely focused on Trump himself rather than offering support for Canada. This demonstrates how trade disputes quickly become emotionally charged, influencing how businesses and brands are perceived.
Industry Impact: Key Sectors in Focus
Despite a brief recovery during the 30-day reprieve, several industries have been hit reputationally as a result of the tariffs discourse. In examining the sector-specific impact, actionable strategies can be implemented by businesses within these spaces to mitigate for further risk.
With heightened consumer anxiety, organizations must be proactive in developing communications and operational strategies that shape their narratives and prepare for potential backlash in an unpredictable policy environment.
Consumer, Lifestyle & Tourism
The initial tariff threat, coupled with uncertainty about its duration, has fuelled a surge in “buy local” rhetoric in Canada. Prime Minister Trudeau’s call for domestic vacations spurred a 150% increase in searches related to Canadian vacations. Similarly, Google search data shows a significant spike in “Made in Canada” queries leading up to the tariffs.
While Canadian consumers may express loyalty to domestic brands, North America’s deeply integrated supply chain makes complete economic independence unrealistic. Businesses should expect continued emotional rhetoric but prepare for practical consumer behavior that blends patriotism with necessity.
Actionable Strategies:
Establish a clear brand narrative to navigate consumer sentiment.
Scenario plan for potential tariff-related price shifts.
Monitor online discourse and adapt marketing strategies accordingly.
Agriculture
Canada and the U.S. have long relied on each other for agricultural trade, but tariffs have sparked discussions about reducing dependence on American imports. February saw a 575% increase in social media mentions of buying Canadian agricultural goods, signalling a shift in public sentiment.
Political rhetoric around Canada’s supply-managed sectors is also naturally intensifying. Businesses should explore new trade partnerships if possible, while strengthening domestic production.
Actionable Strategies:
Diversify supply chains when possible, to mitigate reliance on U.S. markets.
Amplify real-world stories about tariff impacts to foster industry advocacy.
Stay attuned to political developments that could shape future trade policies.
Energy
Canada’s oil and gas sector, responsible for over 60% of U.S. energy imports, faces a 10% tariff as of February 27, threatening price stability and supply chain reliability. For Canadian oil producers, this would represent a nearly US$7-billion hit to their profit. Negative sentiment around Canadian energy exports has spiked, with unfavourable opinions outpacing positive ones by a ratio of 5.5:1.
As tariffs exacerbate uncertainty, the sector may see renewed calls for energy diversification, increased domestic investment, and stronger regulatory support for green energy initiatives.
Actionable Strategies:
Explore alternative energy markets and partnerships, when possible.
Identify champions who can advocate for industry stability.
Align with public sentiment by investing in energy efficiency and sustainability.
Tech & AI
Hard tech goods moving across the border would be directly impacted by prospective tariffs, while AI and digital services remain vulnerable to broader geopolitical tensions. The AI arms race is becoming a critical point of cooperation, with both nations keen on outpacing China’s advancements.
Given the sector’s rapid evolution, businesses must approach AI policy with strategic foresight, ensuring alignment between corporate values and technological adoption.
Actionable Strategies:
Develop a robust AI policy that integrates security and compliance.
Stay ahead of government regulations that may impact AI and cloud services.
Monitor geopolitical trends to anticipate shifts in the digital economy.
Automotive & Transportation
No industry is more vulnerable than North America’s auto sector, where just-in-time supply chains depend on frequent cross-border movement of parts. While tariffs threaten efficiency, public discourse remains surprisingly muted—only 10% of trade-related conversations focus on the auto industry, suggesting that consumers are more concerned with direct consumer goods price increases.
Actionable Strategies:
Strengthen advocacy efforts to highlight the sector’s economic impact.
Develop contingency plans for potential supply chain disruptions.
Align internal teams across legal, government relations, and communications.
Preparing for What’s Next
As the trade pendulum continues to swing and timing remains uncertain, here’s how to stay ahead:
Anticipate long-term changes: The tariff debate is fluid, but consumer sentiment and economic behavior will have lasting effects. Expect stakeholders to be driven by the emotion of the situation and communicate accordingly.
Stay agile: The ability to pivot quickly in response to new developments will be crucial for business survival.
Engage in digital advocacy: The online environment is ripe for brands to take a stance and rally support in a strategic, measured way. Create opportunities for your leaders & advocates to champion industry-wide causes.
Amidst this volatile time, organizations must be proactive, adaptable, and ready to engage with the evolving trade landscape. Through strategic communications, supply chain diversification, and targeted advocacy, now is the time to take decisive action.
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About the Authors
Kenny Cameron / Senior Account Manager, Data Intelligence
With over five years of experience in public relations and data analytics, Kenny is an expert in reputation risk management and data-driven communications. Leading ChangeMaker’s Data Intelligence team in Canada, Kenny takes a client-focused approach to social listening and analysis that culminates in actionable takeaways to tackle complex communication challenges.
With a passion for relationship-building and storytelling, Rachel is a trusted communicator, supporting clients through effective reputation management, crisis preparedness and brand strategy. Joining ChangeMakers with roots in the social-change space, Rachel thoughtfully advises and trains partners from a cross-border perspective on the evolving communications, as well as media landscapes in both countries.
The lost art of strategy: How to effectively communicate corporate values
The days of products being purchased exclusively for their utility are over. Modern consumers look beyond goods and services to the brands and companies behind them, seeking to understand their values. Communicating values has rightly become a major part of branding – as the rainbow flags, LGTBQ content and community engagement during pride month by major brands can attest. But while there is great value in values, there is great reputational danger in being perceived as inauthentic. If you position yourself as an ally in June, you had better be an ally in February – or risk the consequences.
The spring and summer of 2023 found two large companies in hot water around well-intentioned public actions related to Pride Month. ChangeMakers’ reputation experts examined these cases and the data behind them to determine how these initiatives could have been executed differently to ensure less reputational risk.
Bud Light & Dylan Mulvaney
In April 2023 Bud Light launched an influencer campaign partnership with Dylan Mulvaney, a transgender TikTok star. A limited amount of beer cans with Dylan’s image were distributed and though the campaign was limited in scope, designed to speak to Dylan’s social following, it was picked up by national media, and a massive controversy ensued.
Bud Light’s sales plummeted more than 25%, and it was knocked from its thrown as the best selling beer in US. The backlash to the partnership was harsh, and many conservatives pledged to boycott. But this was only half of the brand’s problems. Bud Light’s CEO issued only vague statements in response, neither wholly apologizing nor concretely standing by the partnership. This led to a second round of backlash, this time from liberals angry that Bud Light seemed to cave to pressure. Dylan herself put it best: “For a company to hire a trans person and then not publicly stand by them is worse than not hiring a trans person at all because it gives your customers and others permissions to be as transphobic and hateful as they want.”
Bud Light managed to offend social conservatives and then failed to support Mulvaney individually, as well as the broader transgender community leading the Human Rights Campaign (HRC) to revoke Bud Light’s “Best Places to Work” distinction.
The impact to the brand was devastating because the gulf between values and strategy was laid bare.
Target and Tuck Friendly Bathing Suits
That year, retail giant Target added new merchandise for Pride month, including tuck-friendly bathing suits for transgender women. A public backlash ensued and the retailer quickly removed the product. In response to the flurry of criticism, Target’s CEO Brian Cornell defended the merchandise, saying selling them was “the right thing for society.” But many noticed that the product was still removed from most stores, again sparking and additional round of backlash and criticism as supporters questioned whether the company’s commitment was truly authentic. If it was the right thing for society, why were they removed? If removal meant that Target was wrong, why did the do it in the first place?
Target lost more than $10B in market capitalization in the span of 10 days, with shares of stock plummeting to their lowest levels in more than three years.
Two Big Misses
Together, Target and Bud Light lost an estimated $28B in market capitalization during Pride month 2023 alone. Though the stock and reputation did eventually rebound, the sales and reputational losses were felt deeply at the company. It’s clear that neither Bud Light nor Target had a sophisticated communications strategy in place when planning for these progressive and inclusive initiatives, as well as campaigns. Their ham-fisted approaches left them unprepared for a crisis they should have seen coming in our politically and socially divisive society. And worst of all, it alienated shareholders and stakeholders alike.
So, does that mean companies should abandon their efforts to promote and live their values entirely, and never fight for social change? No. It’s still vitally important for companies to have, and deliver on, their values. What is important though, is that it remains authentic.
Two Upheld Promises.
Two companies in particular – on competing ends of the political spectrum – execute on their promises seamlessly, leaving consumers with full authority to buy what they are selling. Or not.
Chick-fil-A, widely known for its conservative and Christian values, has consistently and proudly expressed its beliefs throughout its brand identity. Their purpose is clear for all to see: “To glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come into contact with Chick-fil-A.” Despite facing controversy and boycotts through the years – primarily around which charitable organizations the company gives to— Chick-fil-A has remained steadfast in its position while growing exponentially. Owning their values and staying true to company beliefs have been crucial to continued success, even if it means facing challenges from opposing viewpoints along the way.
Similarly, in 2022 the beloved Ben & Jerry’s brand announced that their ice cream would no longer be sold in occupied Palestinian territories, citing concerns about violations of human rights and international law which went against their stated values and commitments to social justice. This decision sparked both support and criticism including concerns for economic impacts to Palestinians, double standards for not stopping sales elsewhere, and belief that it was too politically motivated. A legal battle ultimately changed the companies stance, but Ben & Jerry’s ultimately stayed true to their values and remained clear and consistent on their stance, maintaining their strong and loyal customer base.
Value Authenticity.
Chick-fil-A and Ben & Jerry’s have an inherent advantage — the positions they take are nothing new to their consumers. It’s who they’ve always been. Many liberals eat at Chick-fil-A and conservatives buy Ben & Jerry’s despite disagreeing with certain aspects of their political views. Why? Because it’s not a surprise. In many cases, it’s also not “in your face” as the central focus of national marketing campaigns. It’s truly authentic. And if these organizations are questioned, they respond quickly with statements and actions that lean into their corporate values. Consumers respect companies who are true to themselves and do not appear to be cashing in on a particular social or political movement.
Bud Light, on the other hand, has generally strayed from seemingly political issues because they were “above” the noise, as a “beer for everyone.” Target is similar in its appeal to families who want reliable clothes and products at a reasonable price point. But instead of playing into their strengths, both brands “jumped the shark” with firm positions that forced their customers to take a side on one of the most divisive issues in society today. To make matters worse, their subsequent backtracks jeopardized the support of the very audience they were trying to reach and respect.
Our team at ChangeMakers counsels corporate clients who want to express their values in a way that supports their business goals, whether that means expanding market share, increasing employee engagement, building customer loyalty, or advancing shareholder interests. The reality is, no matter what a national or global survey says is “best practice,” every company is different.
There is not one-size-fits all approach. That’s why we typically adhere to the following core principles when advising our clients:
Know your corporate values. It seems simple, but executives in marketing departments and executives in finance don’t always share the same priorities. This is especially true considering the left-leaning groupthink that is prevalent in marketing. What are the values that bond your C-Suite, employees, and customers together? Is it truly authentic or is it forced? If it’s diversity and inclusivity — that’s terrific. But the resulting tactics to express that must resonate with all stakeholders in a way that strengthens market share and advances the company’s core goals.
Look in a mirror first. Diversity, equity and inclusivity work starts inside your organization. A corporation and its employees can be genuine allies without the public fanfare. Often more effectively than a business that hangs a rainbow flag June 1 and takes it down June 30. Will your actions be viewed as performative by your employees, their families and those you are saying you stand by?
Know your customers. Again, this may seem simple, but the backlash in the Bud Light and Target example was predictable. ChangeMakers proprietary Data Intelligence software does just that: analyzes customer, industry and other data that helps form a successful marketing and communications strategy that still achieves corporate goals (in the case for Target and Bud Light, supporting the transgender community). Here are two examples:
Online audiences were resonating with content that suggested Bud Light is for “manly” men. A TikTok with over 25K likes from May 2022 that continues to circulate today shares two friends singing a song about their preference for Bud Light over seltzers. To the tune of Ice Ice Baby by Vanilla Ice they sing: Don’t be a pansy…. Sh*t ain’t manly…Bud Light, Baby. These lyrics coupled with the high-level engagement shows a broad audience of users expecting Bud Light to be enjoyed by someone who is “manly”. The high engagement should have been a red flag for Bud Light—in their current landscape and based on their audience’s current mindset—a transgender female at the forefront of an online campaign would come as a surprise to these users.
Red states were driving Bud Light related activity. Demographics of those discussing Bud Light before the Mulvaney partnership show Texas City/Texas as the leading region, accounting for more than 10% of activity the 12 months prior. During this time, Texas lawmakers passed bills banning puberty blockers and hormone therapy for transgender kids, restricted college sports teams trans athletes can join, and expanded the definition of sexual conduct in a way that could include drag performances. Users from Florida, a state passing similar types of legislation, accounted for the fourth largest share of Bud Light mentions, approximately 7%.
Combined, these two conservative-leaning states drove almost a fifth of the worldwide Bud Light activity in the past year. This should have been another consideration—are they comfortable sparking criticism from a notable portion of their online supporters by partnering at this time, and in this way, with Mulvaney?
Doing nothing is an option. Contrary to many marketing and communications professionals who tend to always recommend action to justify a high retainer, sometimes doing nothing – or doing it with a lighter touch – is the most strategic option. Warren Buffett’s famous quote applies here: “Rule number one is to never lose money. Rule number two is never forget rule number one.” While this is easier said than done in investing, it’s also easily applicable in communications. Always examine the downside before becoming too enchanted with the potential upside. Reputation now accounts for roughly 70% of corporate value. Nothing is more important than protecting it.
ChangeMakers works diligently to understand our clients’ corporate goals and then help achieve those objectives through the most sophisticated data, strategy and tactical execution possible. But above all, we help foster authenticity as the best way to protect reputations and grow your brand and market.
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About the author
The ChangeMakers Data Intelligence Team /
Our in-house Data Intelligence team helps build stronger and more resilient organizations through programs that identify, measure, and manage drivers of reputation. This team offers a rare blend of data and analytics, proprietary technology, and a deep bench of experience, to help our clients navigate the unique complexity facing organizations today.
Let’s get REAL is a series where ChangeMakers provides quick and actionable insights for protecting your reputation in a rapidly-evolving risk landscape.
We’ll begin by evaluating a reputational RISK for businesses, exemplified through a news EVENT. Then we will provide an ANALYSIS of the reputational impact, citing findings from ChangeMakers Data Intelligence team and close with LESSONS (together, R.E.A.L.) that leaders and organizations should consider.
The pandemic caused a boom in at-home services – from streaming to food delivery to exercise equipment. Peloton, the machine and the company, may be the best exemplification of this phenomenon. It’s meteoric rise and fall has captivated our team which continually looks to it as a case study in self-inflicted wounds and reputational harm.
RISK
It should go without saying that consumer and public safety must be the top priority for companies, especially when safety is threatened. When the unimaginable happens, companies need to react and do so quickly, expressing genuine sympathy and regret, and putting safety above all else.
Companies who fail to apologize, who refuse to own it and fix it as an integral part of their strategies risk losing trust, reputation and in the end, market share.
Let’s look at how Peloton’s failure to do just that has impacted their ability to fully recover years after the recall of their treadmill.
Event
After a pandemic boom when many of us hopped online to order exercise equipment, including a few of our team members, reports were emerging of injuries related to the Peloton treadmill. This culminated in March 2021, with the tragic death of a young child.
On April 17, the Consumer Protection Safety Commission (CPSC), issued a safety warning and advised consumers to stop using the treadmill, sharing a disturbing video of a child being trapped under the belt. Peloton’s reaction was swift and aggressive, calling the warning ‘inaccurate and misleading’. There was no humility, self-reflection or nuance.
So, unsurprisingly, the outrage and the pressure continued. Finally, on May 5, Peloton announced the recall of 125,000 treadmills along with an apology from CEO John Foley, admitting not only the risk of the product, but also their “mistake in our initial response to the Consumer Protection Safety Commission’s request that we recall the Tread+”.
In the span of a few weeks, Peloton’s decisions completely altered the course of their brand’s reputation for years. From March to May, the volume of media coverage increased. Following their recall announcement, they saw an average of 1.3k daily mainstream hits, 85% higher than the 700 daily hit average they had in the first three months of the year. Needless to say, the coverage was overwhelmingly negative.
In the 18 months after the initial recall notice, mainstream and social media continued to trend high, souring the digital environment for this cult-like brand. Conversation has been consistently negative, and the brand has struggled to get back to their values and ethos of combining health+ wellness with community.
The impact has had a huge financial impact, with Peloton shares plummeting and never recovering.
Lessons
Own it up front and put safety first. Peloton came out swinging, but ultimately looked extremely defensive. They then had to do a public about-face with an apology from the CEO and a recall – and let almost two months elapse in between. By failing to address some of the key concerns of consumers and aspects of the recall in the earliest days, the company prolonged its problems and caused potentially irreparable reputational damage.
Don’t lash out at the regulators. Peloton came out looking heartless in response to the death of a child and the CPSC’s warnings. They were subsequently fined $19 Million for failing to report the hazard, reinforcing the impression that the CPSC was the body taking care of consumers and Peloton was the bad guy.
Stay true to your brand values. The response was a complete contradiction against Peloton’s brand – community focused and wellness-oriented. The contrast between the company’s values and how the recall was handled compounded reputational damage.
Turning the tide gets harder over time. Peloton is now faced with a digital environment, largely driven by direct consumers, that has been mostly negative for a prolonged period of time. Even years later, righting that ship to reactive brand champions and advocates is still difficult.
The pile-on-factor can hurt your brand. Peloton was not ready for the next wave of negative events, putting itself in a deficit position for the other incidents it faced including the data breach and SITC, both of which would have been manageable issues if it were not for their response to the treadmill recall.
Stay Humble Peloton was on such a meteoric rise due to their market-leading product that they fell into the trap of thinking they were the only game in town. Peloton faced these issues as newer, cheaper competitors were coming online, giving consumers choice yet they were still acting like they were the only option for interactive, live streamed fitness programs. Just as we’re seeing Netflix struggle with the same attitude, brands who feel impervious to losing equity will soon come face-to-face with the hard truth.
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Author
Kim Blanchette in partnership with the ChangeMakers Data Intelligence Team /
Kim Blanchette brings more than 30 years in reputation management, crisis communications and public relations expertise to the ChangeMakers team as EVP of Class Action Advisory and Communications with Castlemain. Kim also works with our senior team as part of the ChangeMakers Training Academy. An accredited and chartered communications professional and a member of the CPRS College of Fellows, Kim is passionate about ethical public relations and working with organizations to engage, communicate, and lead with confidence.
A Q&A on tech comms with David Troya-Alvarez
We sat down with David Troya-Alvarez, a Director and Tech Specialist on our Corporate & Public Affairs team, to discuss the evolution of the technology industry and the communicator’s role in telling tech companies’ stories.
Q: What first piqued your interest in technology communications?
I was drawn to this side of PR due to the dynamic nature of the work, especially during a time of rapid growth in the tech industry. Since rooting my career in this area eight years ago, I’ve been lucky enough to witness Canada become a global tech leader with significant growth potential for major brands. I’ve helped global tech brands invest in our market by launching new offices and supported several brands in finding opportunities to create a Canada-first approach when launching products. There are strong opportunities to help tech brands shine and it’s been incredibly rewarding to be a part of how the tech ecosystem has evolved.
What became very apparent early on was how many industries technology comms touches. From highlighting how tech products can help a local small business grow to executing large consumer events, all while navigating the impact technology has on society, it’s safe to say that no two days have been alike in this work.
Q: What do you enjoy most about this work?
My favourite part about technology communications is working with brands that drive real-world impact and having a part in the transformative change championed by these companies.
I’ve had the privilege to travel across Canada to hear directly from people how tech products have changed their lives, grown their businesses and allowed them to find their communities. It’s exciting to see how our team has a role in driving the awareness—and often the usage— of these apps, products and services that support millions of Canadians every day.
Q: How has our approach to technology communications evolved over the years?
The firm’s technology practice has significantly grown since I joined the team almost a decade ago! In our early days, practice groups were small (but mighty), and we supported proactive campaigns to highlight brand impact across the country.
As we’ve evolved as an organization, so too has the nature of the work and how we support clients. Our teams are significantly more involved in our clients’ day-to-day activities as an extension of their team and we’ve become industry experts in navigating the regulatory spaces in which our clients and partners operate.
With the changing media landscape, we’ve also had to adapt and expand how we tell stories. Early on, my focus was on securing traditional media coverage for clients (who doesn’t love to see their partner organization featured on the front page of The Globe and Mail?) However, with the growth of online platforms, a rise in the pay-to-play model with consumer media, and the increasing prominence of content creators, audiences are consuming news much differently than in the past. We’re constantly pivoting to new approaches for engagement as we realize how important it is to reach audiences where they spend their time.
Our base of tech clients has also grown. From the world’s largest social media companies, to global streaming apps and fintech clients, our team has a wide breath of experience in global technology across several industries – and each has its own unique challenges and opportunities to create impact.
Q: What is one thing that you wish people knew about this type of communications work?
Communicating about (and within the context of) technological developments requires a deep understanding of audiences and stakeholders. We operate primarily in Canada, which is not a singular market; it’s a collection of different regions, languages, and cultural backgrounds, each with its own distinct characteristics. Often, a message coming from a global company may not land in the same way for a Canadian audience. As communicators, we need to take care to provide local context for our storytelling to make sure that our clients’ news is relevant and lands appropriately with key targets.
This approach can also be applied to the tech space in which our clients operate. For example, while the tech scene in Toronto might focus heavily on fintech and AI advancements, Vancouver has a growing clean tech sector, and Montreal is renowned for its contributions to gaming and artificial intelligence research. Each of these regions has distinct priorities and interests, which means that a one-size-fits-all message may not effectively engage all Canadian audiences.
Q: Organizations are increasingly describing themselves as “tech companies.” In your view, what qualities make up a tech company?
An organization that is focused on building technology—as both a product and a driver of innovation. Whether it’s through software, hardware, or manufacturing, a tech company helps push the boundaries of what’s possible. A key component of that is creating an environment that embraces change, values creativity, and supports ongoing research and development.
Q: What would you say are the biggest risks and opportunities for companies in the tech space?
A major concern in Canada is the rapidly evolving regulatory environment, which can vary by province and often lags in understanding technological advancements. Navigating these regulations, especially related to artificial intelligence, data privacy, safety and cybersecurity, poses challenges that could affect operations and their ability to do business in Canada. These challenges can impact tech companies of all sizes, and it’s important as their PR partners to communicate and engage with the right stakeholders, media, consumers and local regulatory bodies to build trust and demonstrate a commitment to transparency.
However, Canada also presents remarkable opportunities for tech companies. We have a strong talent pool that attracts global tech hubs interested in expanding their market reach. Canada also has a strong emphasis on research, particularly within the AI community, and there is significant investment from foreign tech companies to help drive substantial growth for innovation. With our local expertise, we can help highlight a brand’s role in driving innovation and growth, while further building on the company’s reputation as a tech leader helping drive the Canadian economy.
Q: What are you hoping to accomplish with your tech communications work?
I hope to continue building on the rapidly growing roster of tech brands that we have the privilege of collaborating with, while expanding into new high-growth areas. I want to see our company further emerge as the go-to agency for technology brands to build their presence in Canada, and with our experience, I know we can help them get there.
Want to learn more about our technology communications work? Let’s connect!
David Troya-Alvarez / Director, Corp & Public Affair PR & Advisory
David specializes in technology communications at Argyle, leading profile-building and issues management for some of Canada’s largest technology brands to help tech companies promote understanding and adoption of their products and services – in ways that demonstrate ethics and social responsibility. David has been a key leader in building our tech practice over his past eight years at ChangeMakers.
Land acknowledgement, truth and reconciliation action plan
ChangeMakers offices and team members are located across North America within the traditional, Treaty, and unceded territories of First Nations, Inuit, and Métis Peoples.
Our team is currently engaged in the development of a Truth and Reconciliation Action Plan for our company. The Truth and Reconciliation Commission of Canada called upon the corporate sector in Canada to “adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources” (Call to Action 92).
Our Action Plan is an important measure we are taking as a company and we look forward to updating with more information about this plan and the actions that reflect our commitments as a team.
