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What’s Next:
Steering brands 

through COVID-19
POWERED BY
ANN HIGGINS
Managing Director, EMEA

Ogilvy Consulting
DAYOÁN DAUMONT
Partner, EMEA

Ogilvy Consulting
LUCY MCCABE
Managing Partner, Asia

Ogilvy Consulting
CHRIS REITERMANN
Chief Executive, Asia & Greater China

Ogilvy
MARK DEWINGS
Partner, EMEA

Ogilvy Consulting
Welcome
ANN HIGGINS
Managing Director, EMEA

Ogilvy Consulting
DAYOÁN DAUMONT
Partner, EMEA

Ogilvy Consulting
LUCY MCCABE
Managing Partner, Asia

Ogilvy Consulting
CHRIS REITERMANN
Chief Executive, Asia & Greater China

Ogilvy
SUSAN MACHTIGER
Executive Partner, U.S.

Brand & Marketing Strategy

Ogilvy Consulting
Welcome
Ask
questions
using the
chat feature
HOW TO STEER BRANDS
THROUGH A CRISIS
Making brands matter in turbulent times
Agenda
A view from Europe
& the US 

What brands can do now
A view from Asia 

Planning for now and 

for recovery
6
Key Themes:
WHAT ARE WE HEARING FROM BRANDS?
7
Pencils down and
survival mode”
“
Moving ahead with
business plans and
new launches”
Confused about how
to engage in a way
that won’t backfire”
Adapting to the
new reality”
Cancelling our HQ projects
so local markets can focus on
commercial issues”
“
“ Should we put all
our research and
plans on hold?” “
“
“
How do we innovate to
find solutions in line with
the new reality?”
“
How to move from
a physical to a
virtual event or
product launch”
“
Brands fall into one of three categories:
SURVIVAL, SUSTAIN OR SURGE
8
Managing demand-
side pressures.
Shift to new channels
and business models to
meet demand.
Rapidly recalibrating
marketing priorities.
SURVIVAL
Adjusting to the new
market conditions.
Continuing/revising
existing plans.
Tentative with
marketing investment.
Very short term
focused.
Characterised by fear
and confusion.
Need for a strong
business case for any
marketing.
SUSTAIN SURGESURVIVAL
Common needs:
REGARDLESS OF MODE, THERE ARE COMMONALITIES
9
Looking for
thought
leadership
Want to
develop an
action plan
Trying to set
the right tone
Concerned
about appearing
exploitative
Balancing
stakeholder
concerns
Uncertain
where to focus
in the funnel
Shifting to
online, across
the business
Aware of 

‘An After’
… but when?
Inacrisisthereisalways
theseedofopportunity
The Chinese word for crisis carries two elements,
danger and opportunity.
No matter the difficulty of the circumstances, no
matter how dangerous the situation,
at the heart of each crisis lies a tremendous opportunity.
危 机
Wēi Jī
10
11
162,000,000
Results (Feb 12)
on Google for COVID-19
CHINESE LANGUAGE SEARCHES FOR “CORONAVIRUS”
Results (March 25)
7,130,000,000
12
SARS,
a notable precedent
During the nine-month
outbreak, more than
8,000 cases of SARS
were confirmed and 774
people died — 648 of
them in Mainland China
and Hong Kong. Initially
the Chinese institutions
were playing catch-up,
but over time they came
to terms with the challenge.
The Chinese government has
an unparalleled ability to
marshal resources, and
Chinese culture prizes
stoicism and the ability to
work through hardships.
SARS was the tipping
point for the internet as a
mass medium in China as
people looked to mobile
phones and the web for
information and updates
about the outbreak.
Shares in Sina, Sohu, and
Net Ease soared. Investor
interest in Chinese
technology took off. It also
triggered the digital home
entertainment market as
millions of people,
confined to homes or
dormitories, looked for
distraction.
It is seen as the point that
led to Alibaba taking off as
those millions, afraid to go
outside, began to
shop online. Recovery was
also rapid and most Asian
economies bounced back.
Shares in Cathay Pacific
Airways tumbled 30 per
cent from December 2002
to April 2003 only to nearly
double in the next year as
populations proved keen to
not only return to normal,
but make up for lost time.
13
Much
is different
this time
CHINA IS THE BELLWETHER OF
GLOBAL GROWTH
14
Much
is different
this time
CHINA, AND THE WORLD, 

ARE FULLY DIGITALLY-
CONNECTED
15
5 Lessons
Despite the
differences,
5 timeless &
timely lessons
from the past
are relevant
today:
‘BLACK SWAN’
EVENTS CAN
BREAK A BRAND
– OR MAKE IT
‘Black Swan’ events like
SARS, the 2008 GFC
or COVID-19 are
moments-of-truth for
brands (and marketers) - of
their purpose, values,
commitments; but equally
of their agility, creativity
and spirit.
We don’t yet know
when, but when it
happens, it will
happen fast,
releasing pent-up
demand.
Marked by lasting
shifts, both attitudinal
and behavioural,
creating new needs,
new priorities – and
new competitive
opportunities.
Marketers who manage
to turn crisis into
opportunity are those
who consider and
address impacts
across the short,
mid and long term.
Fortune favours the
prepared, agile and
decisive – true in
good times, even
more so in testing
ones.
THERE
WILL BE
AN AFTER
BUT IT WILL BE
A DIFFERENT
PLACE
THE KEY IS
MANAGING ALL
TIME HORIZONS
BE
PREPARED
1 2 3 4 5
16
How to make your brand matter
across all time horizons
In times ofcrisis evenmore than in
‘normal’ times, a keychallenge is to
reconcile the distinctdynamics and
requirements ofdifferent time
horizons - winning in the now,while
preparing forthe medium-term, and
transforming forlonger-term growth in
changing times.
Ogilvy’sOS helps marketersmanage
their brand as a holisticand agile
system– where every action, every
experience, builds the brand and
business in interconnected ways.
In times ofcrisis, the OS helps
marketersprioritise actions to take in
the heat ofthe outbreak, while looking
ahead to ensure their brands
areprimed to takeadvantage ofthe
recoveryand ‘new normal’ beyond.
MATTER
LONG TERM
(New Normal)
MATTER
MEDIUM TERM
(Recovery phase)
MATTER
RIGHT NOW
(Acute
outbreak phase)
How do we get on the front foot in a
changed landscape?
* transform & be fit-for-purpose
How do we make up for lost ground?
* leverage shifts & drive momentum
and competitive edge
How should we respond in
unfolding situation?
* be agile & optimise
→
→
→
17
Brandactions
SUSTAIN
SHORT-TERM
SALES
• Re-allocate spend
behind most topically-
relevant segments and
SKUs.
• Optimise channel mix
for shifts in media
consumption.
• Rise above self-serving
and transactional - tailor
messaging and offers in
real-time, to respond to
shifting topical needs
and emotions.
• Sustain broad reach to
facilitate new users
exposure and trial.
ENGAGE ALL
AUDIENCES AND
STAKEHOLDERS
• Beyond customers

/consumers comms,
carry out stakeholder
mapping to consider the
needs and concerns of all
stakeholders, internal
external, individual +
institutional.
• Leverage social
channels for open &
real-time response and
communication.
• Identify opportunities to
create ‘shared value’
programs, mobilising and
connecting all parties for
common benefit.
ACTIVATE
YOUR
PURPOSE
• Do more, say less.
• Activate brand purpose
to support hygiene and
virus containment efforts,
and keep life (and
livelihoods) going - add
‘brand- aligned’ value to
people, the community,
and broader nation.
• Not every brand needs
to turn ‘caregiver’:
support across all needs
and emotional need-
states, in line with brand
benefit and persona.
SPEND SMARTER
/ MORE FOR LESS
• Make every $ count:
leverage data analytics for
full funnel optimization & fix
weak links.
• Optimise drive-to- web,
drive-to-commerce; make
online visibility +
transaction easier.
• Review channel mix to
secure reach vs shifts in
media consumption. Put
bets on surging channels.
• Identify opportunities
and expand database.
ACTIVATE PURPOSE & OPTIMISE FUNNEL MIXto matter right now:
DURING THE
ACUTE PHASE
OF OUTBREAK
18
Be where
people are now.
Support what
they’re doing now.
People’s attitudes and
behaviours are changing
during COVID-19. As a
brand this is a moment to
recognise, connect,
engage and support
these new changes.
Adjusting channel mix,
content and potential
partnerships will help
secure efficient reach
as well as relevance.
Source: https://us.kantar.com/business/ brands/
2020/survey-measures-coronavirus-
outbreak’s-impact-on-china’s-consumption/
Responding, adding
value and being agile
in the NOW, especially
in lower-familiarity areas
where people will most
value support and be
open to new brands and
will support
relevancy in the LATER.
Brand actions
to matter right now:
ADJUST CHANNELS
AND CONTENT MIX
FOR SHIFTS.
PUT BETS
ON SURGING
CHANNELS AND
NEW ACTIVITIES
0% 20% 40% 60% 80%
Long video
Short video
Sleep
TV Mobile/online games
Online chat with friends/relatives
Online education
Cooking/baking at home
Offline learning/reading
Online entertainment
Working out at home
Parenting
Supervising kids’ study
Working from home
Live video/livestream
Leisure at home
Nurture skin
Pettime
Linear
19
Alibaba announced 20
measures to help businesses
and merchants in China, which
included:
• Reducing operational cost on
Alibaba platforms.
• Providing financial support by
waiving or lowering interest
rates.
• Subsidising delivery
personnel and ensuring
higher logistics efficiency.
• Providing flexible job
opportunities to ensure
income.
• More tools for
enterprises to accelerate
their digitisation.
• Remote working
management for
enterprises.
Real-estate group
Wanda implemented a
waiver of one month’s
rent and property
fees for Wanda Plaza
nationwide, sharing the
burden of reduced
footfall with its tenants.
Brandactions
to matter right now:
SUPPORT
PARTNERS AND
ASSOCIATES
TO MANAGE
THROUGH
CONSTRAINTS
20
Brandactions
to matter right now:
SUPPORT
PARTNERS AND
ASSOCIATES
TO MANAGE
THROUGH
CONSTRAINTS
Bytedance offered all
enterprises and
organisations in China
access to its Feishu
remote collaboration
platform free of charge.
Deliveroo announced
a 15-20% discount in
commission fees to
restaurants to support
them as the number of
dine-in customers fall,
and a delayed
commission payment.
Alibaba’s grocery-store
network Hema Fresh hired
offline restaurant staff to
create a “shared employee”
model. 2,700 employees
from 40 companies
affected obtained a job
in Hema Fresh.
21
Brandactions
NetEase Youdao
provides Free Online
Lecture Service for
primary and middle
school students who
can’t go to school.
Under Armour realised
remaining healthy
in difficult times is
important. They shared
exercise tips on their
official account
to matter right now:
BUILD MEANINGFUL
UTILITY & CONTENT
TO HELP PEOPLE TIDE
OVER CRISIS TIME
Supporting the full breadth of human needs,
both functional and emotional –
for distraction, for fitness, for boredom
relief, stress relief, for learning, connection
and everything else.
22
Brandactions
IKEA leveraged its brand
promise of ‘bringing joy
into the home’, DIY
philosophy and creative
cheeky persona, to bring
light relief to all those
forced to spend
Valentine’s day
quarantined at home,
or even worse, in
isolation.
KFC introduced special
safety measures for in-
store dining, take-out
and delivery services
to help keep their
customers and staff
safe. And to show their
appreciation of staff
who remained in their
posts in critically hit
areas, personal stories
were shared on social
platforms. This grew to
be a national mission to
support society’s return
to stability.
KFC also supported
the frontline medical
caregivers by offering
them free meals.
to matter right now:
ADD CHEER
AND POSITIVITY
TO PEOPLE’S
LIVES AS THEY
STRUGGLE WITH
UNCERTAIN TIMES
23
Brandactions
to matter right now:
TAKE A STAND
AND RE-FUNNEL
YOUR EFFORTS
Coca-Cola stopped all spending
in the Philippines to focus on
supporting recovery efforts.
24
Brandactionsto
mattermedium term:
IN THE RECOVERY PHASE MAKE UP FOR LOST GROUND BY
PRIMING MOMENTUM & LEVERAGING SHIFTS
FUEL BRAND
SALIENCY
• Sustain spend and
earned exposure /
talkability to keep
brands salient in
anticipation of the
rebound.
• IPA data shows
brands that sustain
exposure throughout
a crisis, can increase
share 3x during
downturns, but also
rebound faster and
stronger in recovery.
PRIME FOR
MOMENTUM
UPON REBOUND
• Identify categories and
segments that will most
benefit from pent-up
demand and economic
stimulus.
• Identify priority parts of
portfolio with greatest
potential.
• Work with your media
agency to re-allocate
budgets and secure quality
ad stock.
• Leverage CRM and social
platforms to activate
existing users, and turn
new followers into
trialists.
INNOVATEAND
RESHAPE YOUR
PORTFOLIO
• Leverage data and
insights to identify the
most significant and
lasting shifts.
• Accelerate claims
innovation, product
innovation, CX
innovation.
• Consider how to
leverage and strengthen
Health & Wellness
connections, across
categories.
SHIFTS
TOWARDSDIGITAL
CHANNELS
AND BEHAVIOURS
• Review Customer
Engagement & Content plans.
• Address new needs and
priorities in Digital content /
Digitalservices/ Utility /
Commerce.
• Leverage martech and
automation to enable more
personalised and contextual
creation and distribution of
content in real-time.
DURING THE
POST-OUTBREAK
RECOVERY
25
Brandactions
BRAND
TRANSFORMATION
• Re-evaluate brand
positioning,
proposition and
portfolio priorities
for accelerated
growth in new
landscape /
segments.
• Identify
opportunities for
first-mover edge
serving future
needs by creating
or modifying a
product / service /
experience.
TRANSFORM TO LEAD IN A CHANGED LANDSCAPE
SUSTAINABLE
TRANSFORMATION
• Turn crisis-time
Corporate
Responsibility into
ongoing purposeful
brand engagement -
across full value chain,
and across all
stakeholders.
• Innovate to create
shared value and drive
impact across locally-
and category-
relevant SDGs.
CE & CX
TRANSFORMATION
• Re-evaluate Customer
Experience for greater
personalised value
and responsiveness.
• Accelerate employee
experience
transformation for
greater personalised
engagement,
productivity and
flexibility.
• Leverage data and
Martech to enable
personalisation-at-
scale.
CRISIS &
REPUTATION
TRANSFORMATION
• Implement crisis
preparedness plans,
incl. risk-assessment
audit, crisis response
plan and training,
reputation repair
plans.
• Update stakeholder
and influencer
ecosystem – focus
on top 100
stakeholders.
• Revisit Public Affairs
strategy and
activation plans.
to matter long term:
DURING THE
NEWNORMAL
PHASE
DIGITAL
TRANSFORMATION
• Revisit and prioritise
digital transformation
goals, strategy and
roadmap
• Accelerate shift to
mobile- and e-com-
first business models.
• Identify opportunities
to accelerate digital
innovation, leveraging
emerging technologies
for competitive (and
data) edge.
26
Summary
While there is uncertainty about how and when the virus will be contained,
one certainty is, the crisis will pass, and there will be an After.
When that After emerges,
the landscape will have
shifted, new growth
opportunities will come into
view, and winners and
losers will transpire.
Much has been written
about how ‘black swan’
events are a test of every
brand’s purpose, values and
commitments, however they
are also a moment-
of-truth for their agility,
creativity and resolve.
IPA analysis shows
businesses that continue
making their brand matter
during times of crisis are
rewarded with a greater
opportunity to grow trial
and shares through the
downturn. They are also
proven to rebound faster
when good times return,
capturing more than their
fair share of the stimulus-
induced bounce.
it is now time to take a more
proactive stance. In actions;
in communications; and in
transformation, in both brand,
product and services
offerings, comms and
commerce channels, and CX.
Marketers who manage to
turn crisis into opportunity
are those who consider and
address impacts across all
time horizons. They
will secure the now, and
make up for lost ground as
the recovery kicks in, and
get on the front foot to turn
shifts into long-term growth
opportunities.
By staying agile and
competitively-minded, these
brands can turn bold and
creative moves through the
crisis into disproportionate
share gains.
By building on them decisively
once better times return, they
can turn them into sustained
growth and competitive edge.As we progress through
the outbreak and beyond
the initial reactive phase,
A view from Europe and US,
WHAT BRANDS CAN DO NOW
28
Consumers are
concerned with
macro-issues
But also
fundamental
human needs
In the last 48 hrs, there have been 30m
emotion-related posts but also 13m brand-
related posts about COVID-19
29
Brands are still part of the conversation:
30
Brands play a significant role in the conversation:
Isolated and anxious, many consumers are
reliant on brands to step up (and many have)
Numberofbrand-relatedcoronavirusposts
0
45000
90000
135000
180000
March 12th
Brand-related coronavirus posts
almost doubled the week after March 12
compared to the week before.
Most brands are landing in neutral territory
31
25 50 75 100
10.7%
Positive 

sentiment
67.6%
Neutral

sentiment
21.7%
Negative

sentiment
Global brand sentiment:
Few brands are clear winners:
Key Themes:
Brands have license
to play across the
gamut of consumer
needs states, where
there’s an intersection
of their purpose and
an issue they can step
up to credibly
32
Esteem 

Respect, self-esteem, status, recognition, strength, freedom
Self-actualization 

Desire to become the most that one can be
Love & Belonging
Friendship, intimacy, family, sense of connection
Safety Needs
Personal security, employment, resources, health, property
Physiological needs
Air, water, food, shelter, sleep, clothing, reproduction
KFC has partnered with nonprofit
Blessings in a Backpack to help
provide weekend meals to kids who
might otherwise go hungry.
F1 to produce 20,000 ventilators to
support NHS.
Sushi Soba offers a second order for
free for customers to give food to
a neighbour or person in need. 
Kraft-Heinz announced that it was
donating $12 million in support of
communities impacted by the
COVID-19 outbreak.
LVMH converts perfume facilities
to hand sanitiser production and
orders 40 Million masks from China
for France.
Physiological needs
Unilever announces a commitment to provide free soap,
sanitiser, bleach and food to the value of €100M to
consumers and communities around the world.
33
34
Physical needs:
Safety needs
Ford aims to reassure with sensitive
COVID-19 campaign.
Nike releases new campaign to
promote social distancing (after it
announced the closure of stores).
U-Haul has announced 30 days of
free self-storage to all college
students who have been impacted by
schedule changes.
Freshly and Nestlé partner to
donate $500,000 to Meals on
Wheels America.
Microsoft has worked with the CDC
to create a chatbot aimed at helping
to answer people’s questions about
the virus.
Zara makes protective face masks
and scrubs to fight COVID-19 in
Spain.
Netflix pledges USD 100M relief
fund for out-of-work creatives, in
support of freelance creatives.
34
Love and Belonging
Comcast, Charter, Verizon, Google,
T-Mobile and Sprint have pledged to
keep Americans internet-
connected for the next 60 days,
even if people cannot afford to pay.
NBC Universal releases new
films about to the hit the cinemas
directly to streaming platforms
Amazon and iTunes.
Headspace, which recently
partnered with Hyatt on a wellness
offering, has unlocked a new
“Weathering the storm” collection in
its app that includes support around
meditation and sleep.
Chipotle is hosting virtual lunch
parties with celebrities and giving
away free burritos.
TimeOut becomes TimeIn, helping to bring
fun activities for individuals and families to
do at home through editorial content.
35
Esteem
Footwear company AllBirds is offering
free pairs of shoes to all NHS workers on
the front line.
Pret extended its support for hard-
pressed NHS workers. Many cafes,
McDonalds, Greggs etc. followed.
Bodyshop UK dropping off care
packages to local hospitals for NHS
workers who work tirelessly.
&Pizza’s CEO Michael Lastoria notified
employees last week that the company is
offering free, unlimited pizzas to them and
their immediate families, as well as to
hospital workers.
36
Lyft is donating tens of
thousands of rides to those with
essential transportation needs.
Audible is offering free streams
on a select number of children's
stories across six languages to
keep kids "dreaming, learning, and
just being kids,”.
Self-Actualisation
Zoom signs up K-12 schools to free
accounts of the videoconferencing
software. Zoom has emerged as
one of the leading tools to keep
businesses up and running and
students learning.
Under Armour is helping fitness
fans remain active while in
confinement, by launching a 30-day
‘Healthy at Home’ challenge.
37
Adobe is giving higher education and K-12 institutional
customers of their Creative Cloud apps the ability to request
temporary “at-home” access for their students and educators.
38
People trust 

business more 

than government ….
And are looking to
business to solve the
world’s problems
39
An entire period of 

corporate responsibility
This is a decisive moment
that will define who you
are as a brand and
company for the next
decade… For your
employees, customers,
communities, partners
#wewillrememberthesebrands
40
FROM
Purpose in words
TO
Purpose in action
What matters now
41
FROM
Purpose in words
Self interest
TO
Purpose in action
Act like a leader
What matters now
42
FROM
Purpose in words
Self interest
Brand strategy
TO
Purpose in action
Act like a leader
Brand as shared agenda
What matters now
43
FROM
Purpose in words
Self interest
Brand strategy
Competitors
TO
Purpose in action
Act like a leader
Brand as shared agenda
Partnerships
What matters now
44
FROM
Purpose in words
Self interest
Brand strategy
Competitors
Traditional products
TO
Purpose in action
Act like a leader
Brand as shared agenda
Partnerships
Relevant products and services
What matters now
45
FROM
Purpose in words
Self interest
Brand strategy
Competitors
Traditional products
Use power for profit
TO
Purpose in action
Act like a leader
Brand as shared agenda
Partnerships
Relevant products and services
Use power for impact
What matters now
46
FROM
Purpose in words
Self interest
Brand strategy
Competitors
Traditional products
Use power for profit
Customers
TO
Purpose in action
Act like a leader
Brand as shared agenda
Partnerships
Relevant products and services
Use power for impact
Inclusion
What matters now
47
Our collective
call for action
Your Brand Purpose x Needs 

of People and Communities.
Be agile.
Be engaged, don’t stand by
for recovery.
Taking action now will set
you up and create new
opportunities for the future.
Do the right thing.
QUESTIONS?



Get this deck at:

Slideshare.net/SocialOgilvy

Facebook.com/OgilvyConsulting

EMEA



Ann Higgins
Managing Director, EMEA

Ogilvy Consulting





Ann.Higgins@ogilvy.com
ASIA



Lucy McCabe
Managing Partner, Asia

Ogilvy Consulting





Lucy.McCabe@ogilvy.com
U.S.



Susan Machtiger
Executive Partner, U.S.

Brand & Marketing Strategy

Ogilvy Consulting



Susan.Machtiger@ogilvy.com
ocontentseries@ogilvy.com

Thank You

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What's Next: Steering Brands through COVID-19

  • 1. What’s Next: Steering brands 
 through COVID-19 POWERED BY
  • 2. ANN HIGGINS Managing Director, EMEA
 Ogilvy Consulting DAYOÁN DAUMONT Partner, EMEA
 Ogilvy Consulting LUCY MCCABE Managing Partner, Asia
 Ogilvy Consulting CHRIS REITERMANN Chief Executive, Asia & Greater China
 Ogilvy MARK DEWINGS Partner, EMEA
 Ogilvy Consulting Welcome
  • 3. ANN HIGGINS Managing Director, EMEA
 Ogilvy Consulting DAYOÁN DAUMONT Partner, EMEA
 Ogilvy Consulting LUCY MCCABE Managing Partner, Asia
 Ogilvy Consulting CHRIS REITERMANN Chief Executive, Asia & Greater China
 Ogilvy SUSAN MACHTIGER Executive Partner, U.S.
 Brand & Marketing Strategy
 Ogilvy Consulting Welcome
  • 5. HOW TO STEER BRANDS THROUGH A CRISIS Making brands matter in turbulent times
  • 6. Agenda A view from Europe & the US 
 What brands can do now A view from Asia 
 Planning for now and 
 for recovery 6
  • 7. Key Themes: WHAT ARE WE HEARING FROM BRANDS? 7 Pencils down and survival mode” “ Moving ahead with business plans and new launches” Confused about how to engage in a way that won’t backfire” Adapting to the new reality” Cancelling our HQ projects so local markets can focus on commercial issues” “ “ Should we put all our research and plans on hold?” “ “ “ How do we innovate to find solutions in line with the new reality?” “ How to move from a physical to a virtual event or product launch” “
  • 8. Brands fall into one of three categories: SURVIVAL, SUSTAIN OR SURGE 8 Managing demand- side pressures. Shift to new channels and business models to meet demand. Rapidly recalibrating marketing priorities. SURVIVAL Adjusting to the new market conditions. Continuing/revising existing plans. Tentative with marketing investment. Very short term focused. Characterised by fear and confusion. Need for a strong business case for any marketing. SUSTAIN SURGESURVIVAL
  • 9. Common needs: REGARDLESS OF MODE, THERE ARE COMMONALITIES 9 Looking for thought leadership Want to develop an action plan Trying to set the right tone Concerned about appearing exploitative Balancing stakeholder concerns Uncertain where to focus in the funnel Shifting to online, across the business Aware of 
 ‘An After’ … but when?
  • 10. Inacrisisthereisalways theseedofopportunity The Chinese word for crisis carries two elements, danger and opportunity. No matter the difficulty of the circumstances, no matter how dangerous the situation, at the heart of each crisis lies a tremendous opportunity. 危 机 Wēi Jī 10
  • 11. 11 162,000,000 Results (Feb 12) on Google for COVID-19 CHINESE LANGUAGE SEARCHES FOR “CORONAVIRUS” Results (March 25) 7,130,000,000
  • 12. 12 SARS, a notable precedent During the nine-month outbreak, more than 8,000 cases of SARS were confirmed and 774 people died — 648 of them in Mainland China and Hong Kong. Initially the Chinese institutions were playing catch-up, but over time they came to terms with the challenge. The Chinese government has an unparalleled ability to marshal resources, and Chinese culture prizes stoicism and the ability to work through hardships. SARS was the tipping point for the internet as a mass medium in China as people looked to mobile phones and the web for information and updates about the outbreak. Shares in Sina, Sohu, and Net Ease soared. Investor interest in Chinese technology took off. It also triggered the digital home entertainment market as millions of people, confined to homes or dormitories, looked for distraction. It is seen as the point that led to Alibaba taking off as those millions, afraid to go outside, began to shop online. Recovery was also rapid and most Asian economies bounced back. Shares in Cathay Pacific Airways tumbled 30 per cent from December 2002 to April 2003 only to nearly double in the next year as populations proved keen to not only return to normal, but make up for lost time.
  • 13. 13 Much is different this time CHINA IS THE BELLWETHER OF GLOBAL GROWTH
  • 14. 14 Much is different this time CHINA, AND THE WORLD, 
 ARE FULLY DIGITALLY- CONNECTED
  • 15. 15 5 Lessons Despite the differences, 5 timeless & timely lessons from the past are relevant today: ‘BLACK SWAN’ EVENTS CAN BREAK A BRAND – OR MAKE IT ‘Black Swan’ events like SARS, the 2008 GFC or COVID-19 are moments-of-truth for brands (and marketers) - of their purpose, values, commitments; but equally of their agility, creativity and spirit. We don’t yet know when, but when it happens, it will happen fast, releasing pent-up demand. Marked by lasting shifts, both attitudinal and behavioural, creating new needs, new priorities – and new competitive opportunities. Marketers who manage to turn crisis into opportunity are those who consider and address impacts across the short, mid and long term. Fortune favours the prepared, agile and decisive – true in good times, even more so in testing ones. THERE WILL BE AN AFTER BUT IT WILL BE A DIFFERENT PLACE THE KEY IS MANAGING ALL TIME HORIZONS BE PREPARED 1 2 3 4 5
  • 16. 16 How to make your brand matter across all time horizons In times ofcrisis evenmore than in ‘normal’ times, a keychallenge is to reconcile the distinctdynamics and requirements ofdifferent time horizons - winning in the now,while preparing forthe medium-term, and transforming forlonger-term growth in changing times. Ogilvy’sOS helps marketersmanage their brand as a holisticand agile system– where every action, every experience, builds the brand and business in interconnected ways. In times ofcrisis, the OS helps marketersprioritise actions to take in the heat ofthe outbreak, while looking ahead to ensure their brands areprimed to takeadvantage ofthe recoveryand ‘new normal’ beyond. MATTER LONG TERM (New Normal) MATTER MEDIUM TERM (Recovery phase) MATTER RIGHT NOW (Acute outbreak phase) How do we get on the front foot in a changed landscape? * transform & be fit-for-purpose How do we make up for lost ground? * leverage shifts & drive momentum and competitive edge How should we respond in unfolding situation? * be agile & optimise → → →
  • 17. 17 Brandactions SUSTAIN SHORT-TERM SALES • Re-allocate spend behind most topically- relevant segments and SKUs. • Optimise channel mix for shifts in media consumption. • Rise above self-serving and transactional - tailor messaging and offers in real-time, to respond to shifting topical needs and emotions. • Sustain broad reach to facilitate new users exposure and trial. ENGAGE ALL AUDIENCES AND STAKEHOLDERS • Beyond customers
 /consumers comms, carry out stakeholder mapping to consider the needs and concerns of all stakeholders, internal external, individual + institutional. • Leverage social channels for open & real-time response and communication. • Identify opportunities to create ‘shared value’ programs, mobilising and connecting all parties for common benefit. ACTIVATE YOUR PURPOSE • Do more, say less. • Activate brand purpose to support hygiene and virus containment efforts, and keep life (and livelihoods) going - add ‘brand- aligned’ value to people, the community, and broader nation. • Not every brand needs to turn ‘caregiver’: support across all needs and emotional need- states, in line with brand benefit and persona. SPEND SMARTER / MORE FOR LESS • Make every $ count: leverage data analytics for full funnel optimization & fix weak links. • Optimise drive-to- web, drive-to-commerce; make online visibility + transaction easier. • Review channel mix to secure reach vs shifts in media consumption. Put bets on surging channels. • Identify opportunities and expand database. ACTIVATE PURPOSE & OPTIMISE FUNNEL MIXto matter right now: DURING THE ACUTE PHASE OF OUTBREAK
  • 18. 18 Be where people are now. Support what they’re doing now. People’s attitudes and behaviours are changing during COVID-19. As a brand this is a moment to recognise, connect, engage and support these new changes. Adjusting channel mix, content and potential partnerships will help secure efficient reach as well as relevance. Source: https://us.kantar.com/business/ brands/ 2020/survey-measures-coronavirus- outbreak’s-impact-on-china’s-consumption/ Responding, adding value and being agile in the NOW, especially in lower-familiarity areas where people will most value support and be open to new brands and will support relevancy in the LATER. Brand actions to matter right now: ADJUST CHANNELS AND CONTENT MIX FOR SHIFTS. PUT BETS ON SURGING CHANNELS AND NEW ACTIVITIES 0% 20% 40% 60% 80% Long video Short video Sleep TV Mobile/online games Online chat with friends/relatives Online education Cooking/baking at home Offline learning/reading Online entertainment Working out at home Parenting Supervising kids’ study Working from home Live video/livestream Leisure at home Nurture skin Pettime Linear
  • 19. 19 Alibaba announced 20 measures to help businesses and merchants in China, which included: • Reducing operational cost on Alibaba platforms. • Providing financial support by waiving or lowering interest rates. • Subsidising delivery personnel and ensuring higher logistics efficiency. • Providing flexible job opportunities to ensure income. • More tools for enterprises to accelerate their digitisation. • Remote working management for enterprises. Real-estate group Wanda implemented a waiver of one month’s rent and property fees for Wanda Plaza nationwide, sharing the burden of reduced footfall with its tenants. Brandactions to matter right now: SUPPORT PARTNERS AND ASSOCIATES TO MANAGE THROUGH CONSTRAINTS
  • 20. 20 Brandactions to matter right now: SUPPORT PARTNERS AND ASSOCIATES TO MANAGE THROUGH CONSTRAINTS Bytedance offered all enterprises and organisations in China access to its Feishu remote collaboration platform free of charge. Deliveroo announced a 15-20% discount in commission fees to restaurants to support them as the number of dine-in customers fall, and a delayed commission payment. Alibaba’s grocery-store network Hema Fresh hired offline restaurant staff to create a “shared employee” model. 2,700 employees from 40 companies affected obtained a job in Hema Fresh.
  • 21. 21 Brandactions NetEase Youdao provides Free Online Lecture Service for primary and middle school students who can’t go to school. Under Armour realised remaining healthy in difficult times is important. They shared exercise tips on their official account to matter right now: BUILD MEANINGFUL UTILITY & CONTENT TO HELP PEOPLE TIDE OVER CRISIS TIME Supporting the full breadth of human needs, both functional and emotional – for distraction, for fitness, for boredom relief, stress relief, for learning, connection and everything else.
  • 22. 22 Brandactions IKEA leveraged its brand promise of ‘bringing joy into the home’, DIY philosophy and creative cheeky persona, to bring light relief to all those forced to spend Valentine’s day quarantined at home, or even worse, in isolation. KFC introduced special safety measures for in- store dining, take-out and delivery services to help keep their customers and staff safe. And to show their appreciation of staff who remained in their posts in critically hit areas, personal stories were shared on social platforms. This grew to be a national mission to support society’s return to stability. KFC also supported the frontline medical caregivers by offering them free meals. to matter right now: ADD CHEER AND POSITIVITY TO PEOPLE’S LIVES AS THEY STRUGGLE WITH UNCERTAIN TIMES
  • 23. 23 Brandactions to matter right now: TAKE A STAND AND RE-FUNNEL YOUR EFFORTS Coca-Cola stopped all spending in the Philippines to focus on supporting recovery efforts.
  • 24. 24 Brandactionsto mattermedium term: IN THE RECOVERY PHASE MAKE UP FOR LOST GROUND BY PRIMING MOMENTUM & LEVERAGING SHIFTS FUEL BRAND SALIENCY • Sustain spend and earned exposure / talkability to keep brands salient in anticipation of the rebound. • IPA data shows brands that sustain exposure throughout a crisis, can increase share 3x during downturns, but also rebound faster and stronger in recovery. PRIME FOR MOMENTUM UPON REBOUND • Identify categories and segments that will most benefit from pent-up demand and economic stimulus. • Identify priority parts of portfolio with greatest potential. • Work with your media agency to re-allocate budgets and secure quality ad stock. • Leverage CRM and social platforms to activate existing users, and turn new followers into trialists. INNOVATEAND RESHAPE YOUR PORTFOLIO • Leverage data and insights to identify the most significant and lasting shifts. • Accelerate claims innovation, product innovation, CX innovation. • Consider how to leverage and strengthen Health & Wellness connections, across categories. SHIFTS TOWARDSDIGITAL CHANNELS AND BEHAVIOURS • Review Customer Engagement & Content plans. • Address new needs and priorities in Digital content / Digitalservices/ Utility / Commerce. • Leverage martech and automation to enable more personalised and contextual creation and distribution of content in real-time. DURING THE POST-OUTBREAK RECOVERY
  • 25. 25 Brandactions BRAND TRANSFORMATION • Re-evaluate brand positioning, proposition and portfolio priorities for accelerated growth in new landscape / segments. • Identify opportunities for first-mover edge serving future needs by creating or modifying a product / service / experience. TRANSFORM TO LEAD IN A CHANGED LANDSCAPE SUSTAINABLE TRANSFORMATION • Turn crisis-time Corporate Responsibility into ongoing purposeful brand engagement - across full value chain, and across all stakeholders. • Innovate to create shared value and drive impact across locally- and category- relevant SDGs. CE & CX TRANSFORMATION • Re-evaluate Customer Experience for greater personalised value and responsiveness. • Accelerate employee experience transformation for greater personalised engagement, productivity and flexibility. • Leverage data and Martech to enable personalisation-at- scale. CRISIS & REPUTATION TRANSFORMATION • Implement crisis preparedness plans, incl. risk-assessment audit, crisis response plan and training, reputation repair plans. • Update stakeholder and influencer ecosystem – focus on top 100 stakeholders. • Revisit Public Affairs strategy and activation plans. to matter long term: DURING THE NEWNORMAL PHASE DIGITAL TRANSFORMATION • Revisit and prioritise digital transformation goals, strategy and roadmap • Accelerate shift to mobile- and e-com- first business models. • Identify opportunities to accelerate digital innovation, leveraging emerging technologies for competitive (and data) edge.
  • 26. 26 Summary While there is uncertainty about how and when the virus will be contained, one certainty is, the crisis will pass, and there will be an After. When that After emerges, the landscape will have shifted, new growth opportunities will come into view, and winners and losers will transpire. Much has been written about how ‘black swan’ events are a test of every brand’s purpose, values and commitments, however they are also a moment- of-truth for their agility, creativity and resolve. IPA analysis shows businesses that continue making their brand matter during times of crisis are rewarded with a greater opportunity to grow trial and shares through the downturn. They are also proven to rebound faster when good times return, capturing more than their fair share of the stimulus- induced bounce. it is now time to take a more proactive stance. In actions; in communications; and in transformation, in both brand, product and services offerings, comms and commerce channels, and CX. Marketers who manage to turn crisis into opportunity are those who consider and address impacts across all time horizons. They will secure the now, and make up for lost ground as the recovery kicks in, and get on the front foot to turn shifts into long-term growth opportunities. By staying agile and competitively-minded, these brands can turn bold and creative moves through the crisis into disproportionate share gains. By building on them decisively once better times return, they can turn them into sustained growth and competitive edge.As we progress through the outbreak and beyond the initial reactive phase,
  • 27. A view from Europe and US, WHAT BRANDS CAN DO NOW
  • 28. 28 Consumers are concerned with macro-issues But also fundamental human needs
  • 29. In the last 48 hrs, there have been 30m emotion-related posts but also 13m brand- related posts about COVID-19 29 Brands are still part of the conversation:
  • 30. 30 Brands play a significant role in the conversation: Isolated and anxious, many consumers are reliant on brands to step up (and many have) Numberofbrand-relatedcoronavirusposts 0 45000 90000 135000 180000 March 12th Brand-related coronavirus posts almost doubled the week after March 12 compared to the week before.
  • 31. Most brands are landing in neutral territory 31 25 50 75 100 10.7% Positive 
 sentiment 67.6% Neutral
 sentiment 21.7% Negative
 sentiment Global brand sentiment: Few brands are clear winners:
  • 32. Key Themes: Brands have license to play across the gamut of consumer needs states, where there’s an intersection of their purpose and an issue they can step up to credibly 32 Esteem 
 Respect, self-esteem, status, recognition, strength, freedom Self-actualization 
 Desire to become the most that one can be Love & Belonging Friendship, intimacy, family, sense of connection Safety Needs Personal security, employment, resources, health, property Physiological needs Air, water, food, shelter, sleep, clothing, reproduction
  • 33. KFC has partnered with nonprofit Blessings in a Backpack to help provide weekend meals to kids who might otherwise go hungry. F1 to produce 20,000 ventilators to support NHS. Sushi Soba offers a second order for free for customers to give food to a neighbour or person in need.  Kraft-Heinz announced that it was donating $12 million in support of communities impacted by the COVID-19 outbreak. LVMH converts perfume facilities to hand sanitiser production and orders 40 Million masks from China for France. Physiological needs Unilever announces a commitment to provide free soap, sanitiser, bleach and food to the value of €100M to consumers and communities around the world. 33
  • 34. 34 Physical needs: Safety needs Ford aims to reassure with sensitive COVID-19 campaign. Nike releases new campaign to promote social distancing (after it announced the closure of stores). U-Haul has announced 30 days of free self-storage to all college students who have been impacted by schedule changes. Freshly and Nestlé partner to donate $500,000 to Meals on Wheels America. Microsoft has worked with the CDC to create a chatbot aimed at helping to answer people’s questions about the virus. Zara makes protective face masks and scrubs to fight COVID-19 in Spain. Netflix pledges USD 100M relief fund for out-of-work creatives, in support of freelance creatives. 34
  • 35. Love and Belonging Comcast, Charter, Verizon, Google, T-Mobile and Sprint have pledged to keep Americans internet- connected for the next 60 days, even if people cannot afford to pay. NBC Universal releases new films about to the hit the cinemas directly to streaming platforms Amazon and iTunes. Headspace, which recently partnered with Hyatt on a wellness offering, has unlocked a new “Weathering the storm” collection in its app that includes support around meditation and sleep. Chipotle is hosting virtual lunch parties with celebrities and giving away free burritos. TimeOut becomes TimeIn, helping to bring fun activities for individuals and families to do at home through editorial content. 35
  • 36. Esteem Footwear company AllBirds is offering free pairs of shoes to all NHS workers on the front line. Pret extended its support for hard- pressed NHS workers. Many cafes, McDonalds, Greggs etc. followed. Bodyshop UK dropping off care packages to local hospitals for NHS workers who work tirelessly. &Pizza’s CEO Michael Lastoria notified employees last week that the company is offering free, unlimited pizzas to them and their immediate families, as well as to hospital workers. 36 Lyft is donating tens of thousands of rides to those with essential transportation needs.
  • 37. Audible is offering free streams on a select number of children's stories across six languages to keep kids "dreaming, learning, and just being kids,”. Self-Actualisation Zoom signs up K-12 schools to free accounts of the videoconferencing software. Zoom has emerged as one of the leading tools to keep businesses up and running and students learning. Under Armour is helping fitness fans remain active while in confinement, by launching a 30-day ‘Healthy at Home’ challenge. 37 Adobe is giving higher education and K-12 institutional customers of their Creative Cloud apps the ability to request temporary “at-home” access for their students and educators.
  • 38. 38 People trust 
 business more 
 than government …. And are looking to business to solve the world’s problems
  • 39. 39 An entire period of 
 corporate responsibility This is a decisive moment that will define who you are as a brand and company for the next decade… For your employees, customers, communities, partners #wewillrememberthesebrands
  • 40. 40 FROM Purpose in words TO Purpose in action What matters now
  • 41. 41 FROM Purpose in words Self interest TO Purpose in action Act like a leader What matters now
  • 42. 42 FROM Purpose in words Self interest Brand strategy TO Purpose in action Act like a leader Brand as shared agenda What matters now
  • 43. 43 FROM Purpose in words Self interest Brand strategy Competitors TO Purpose in action Act like a leader Brand as shared agenda Partnerships What matters now
  • 44. 44 FROM Purpose in words Self interest Brand strategy Competitors Traditional products TO Purpose in action Act like a leader Brand as shared agenda Partnerships Relevant products and services What matters now
  • 45. 45 FROM Purpose in words Self interest Brand strategy Competitors Traditional products Use power for profit TO Purpose in action Act like a leader Brand as shared agenda Partnerships Relevant products and services Use power for impact What matters now
  • 46. 46 FROM Purpose in words Self interest Brand strategy Competitors Traditional products Use power for profit Customers TO Purpose in action Act like a leader Brand as shared agenda Partnerships Relevant products and services Use power for impact Inclusion What matters now
  • 47. 47 Our collective call for action Your Brand Purpose x Needs 
 of People and Communities. Be agile. Be engaged, don’t stand by for recovery. Taking action now will set you up and create new opportunities for the future. Do the right thing.
  • 48. QUESTIONS?
 
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  • 49. EMEA
 
 Ann Higgins Managing Director, EMEA
 Ogilvy Consulting
 
 
 Ann.Higgins@ogilvy.com ASIA
 
 Lucy McCabe Managing Partner, Asia
 Ogilvy Consulting
 
 
 Lucy.McCabe@ogilvy.com U.S.
 
 Susan Machtiger Executive Partner, U.S.
 Brand & Marketing Strategy
 Ogilvy Consulting
 
 Susan.Machtiger@ogilvy.com ocontentseries@ogilvy.com