For many companies, the fourth quarter is both a sprint and a launchpad. You’re closing out revenue goals, but you’re also laying the groundwork for the year ahead. The brands that finish strong and start fast aren’t lucky — they’re intentional. They know their customers, they have a clear positioning strategy, and they operationalize that strategy across every part of the business. There are currently a lot of economic factors that need to be considered – from consumer uncertainty to tariffs. If you want your brand to stand out in 2026, here’s your Q4 readiness checklist, built on the principles we use at Brandigo: deep customer insight, data-conscious positioning, and smart use of tools — including AI — to make your marketing more effective and scalable. 1. Revisit Your Customer Research Why it matters: Markets shift quickly. According to Salesforce’s State of the Connected Customer report, 71% of consumers expect companies to deliver personalized interactions, and 76% get frustrated when this doesn’t happen. Action : Review customer and prospect data from the last 12 months. Conduct a quick pulse survey or a set of short customer interviews to understand evolving needs, priorities, and challenges. Look for gaps between what you think your customers want and what they’re actually telling you. 2. Audit Your Brand Positioning Why it matters: Even the most powerful creative loses steam if it’s not anchored in a clear, differentiated brand position. McKinsey research shows companies with strong, consistent brand positioning achieve up to 20% higher profitability than competitors. Action: Review your current positioning statement and messaging pillars. Ask: Are we still saying something truly unique? Is it backed by proof points customers care about? Test your positioning with a sample of your target audience before rolling into new campaigns. 3. Align the Organization Around the Brand Why it matters: A brand strategy that only lives in the marketing department won’t move the needle. Operationalizing your brand means integrating it into sales conversations, customer service interactions, hiring practices, and product development. Action : Host a Q4 “brand alignment” session with leaders from every department. Provide a simple one-page “brand playbook” that outlines tone of voice, value propositions, and core messaging. Encourage each department to share how they’ll bring the brand to life in their own work. 4. Review and Refresh Content for Q4 Campaigns Why it matters: The end of the year is noisy. To stand out, you need content that’s relevant, timely, and connected to your brand story. HubSpot reports that companies publishing 16+ blog posts per month generate about 3.5 times more traffic than those publishing 0–4. Action: Map your content to both year-end offers and early-year positioning. Refresh high-performing evergreen content with updated data, visuals, or CTAs. Plan for post-holiday engagement — not just pre-holiday promotions. 5. Embrace AI to Accelerate Marketing Workflows Why it matters: AI isn’t replacing brand strategy — it’s amplifying it. According to PwC, 86% of CEOs say AI is a “mainstay” in their offices, with the biggest gains coming from productivity and personalization. Action : Identify 1–2 AI tools that can help you speed up specific workflows, like content drafting, image creation, or data analysis. Set clear rules for how AI will support — not replace — your team’s strategic and creative decision-making. Train your team to use AI ethically, ensuring your brand’s authenticity is never compromised. 6. Set Measurable Goals for the New Year Why it matters: The best time to plan Q1 is before Q4 ends. Brands that start January with clarity waste less time “warming up” and more time gaining market share. Action : Define key brand metrics for Q1: awareness, consideration, engagement, and conversion. Align these with broader business goals, ensuring they’re measurable and trackable from day one. Set up dashboards or reporting tools so progress is transparent across the organization. In Short… Your Q4 is more than just the final quarter of the year — it’s your brand’s launchpad into the next. By combining deep customer insight, differentiated positioning, internal alignment, and the smart use of tools (including AI), you can finish strong, start stronger, and keep your brand ahead of the curve.

According to the June 2025 Consumer Economic Pulse study from Angus Reid , Americans are starting to see glimmers of hope in the economic landscape. Positive sentiment about the U.S. economy has reached its second-highest level since early 2023, and fewer people now expect the situation to worsen in the next six months. That’s the good news. But dig a little deeper, and a more complex story unfolds. While economic outlook is trending upward, consumer behavior reveals lingering caution, financial stress, and a pullback on spending. Half of Americans have switched brands to save money this year. Three-quarters have cut back on dining, entertainment, and other non-essential spending. Nearly one in three is accumulating more personal debt. And 41% have scaled back or cancelled summer travel plans due to economic concerns. This presents both a challenge and an opportunity for marketers. In this liminal moment—where hope is rising but hardship remains—brands must evolve how they speak, sell, and serve. Value Is Non-Negotiable In today’s marketplace, value doesn’t just mean low prices. It means helping consumers feel smart, secure, and seen. The fact that more than half of consumers are switching brands to save money signals that brand loyalty is fragile. People aren’t abandoning brands out of disinterest—they’re doing it out of necessity. This creates an opening for smart challengers and private labels to win on value, transparency, and quality. But it also gives established brands a chance to double down on relevance. Marketers should resist the temptation to race to the bottom on price. Instead, consider how to enhance perceived value—through bundling, loyalty rewards, subscription offers, or stronger emotional positioning. People are willing to invest in brands that align with their values, solve real problems, and offer tangible, repeatable benefits. Empathy Is the New Differentiator Brands that acknowledge the consumer’s reality—without exploiting it—will earn trust. With 77% of Americans cutting discretionary spending and 49% saying their debt is growing or stagnant, there’s a prevailing sense of financial fatigue. Tone-deaf or overly aspirational messaging risks alienating your audience. Instead, brand communications should reflect humility, optimism, and empathy. Think: practical luxury, not excess. Thoughtful convenience, not indulgence. Hopeful messaging grounded in the now—not the fantasy of pre-2020 normalcy. Brands that humanize the experience—by showing they understand and are here to help—can become beacons in uncertain times. Strategic Adjustments to Brand Positioning In light of this shifting sentiment, here are four strategic pivots marketers should consider: Reassess Category Role: Is your product a necessity, an affordable indulgence, or a delayed purchase? Adjust the way you frame your offering accordingly. Shift Messaging from Aspiration to Empowerment : Replace glossy perfection with realistic outcomes. Focus on how your brand helps people solve a problem, save time, or make smarter decisions. Lean into Purpose—but Make It Practical: Consumers still care about sustainability, inclusivity, and social impact—but they’re also watching their wallets. Connect your brand purpose to tangible, everyday outcomes. Elevate Financial Fluency: In categories like financial services, consumer goods, and health & wellness, brands that help consumers make confident financial choices will gain favor. Educational content, budget calculators, or simplified comparison tools can differentiate your offering. A Note on Travel and Experience Spending Interestingly, while travel budgets are being adjusted, 41% of Americans still plan to take a vacation this summer. Domestic destinations are thriving, and international travel is slowly rebounding. For hospitality, entertainment, and CPG brands, this signals an opportunity to tap into the consumer’s desire for escapism—just with a tighter grip on spending. Brands in these sectors should emphasize ease, affordability, and memory-making. Offer flexible packages, small indulgences, or community-focused experiences. Even small upgrades—like “staycation bundles” or “budget-friendly luxury”—can go a long way. As We Always Say: Top Into The Functional & The Emotional In uncertain times, consumers are not seeking perfection. They are seeking dependability. Brands that offer security—emotional, functional, or financial—will win. Now is the time to audit every consumer touchpoint and ask: Are we building trust? Are we helping our customers feel in control? Are we making life easier or harder? Because if we’ve learned anything from the latest Consumer Economic Pulse, it’s this: people are ready to believe again. But they need brands to meet them halfway—with clarity, compassion, and value they can count on.

Corporate support for Pride Month is shrinking, and it’s exposing deeper issues. 39% of companies reduced Pride engagements in 2025, compared to 9% in 2024. Pride organizations face massive funding gaps: NYC Pride lost $750,000, San Francisco Pride is down $200,000, and Twin Cities Pride lost $50,000 after losing major sponsors like Target, Comcast, and Anheuser-Busch. 61% of companies blame political pressure, with federal contractors scaling back diversity, equity, and inclusion efforts to avoid government backlash. Younger consumers, especially Gen Z, demand year-round commitment and are quick to call out performative gestures. Brands are now navigating a tough balance between avoiding backlash and maintaining trust. The key takeaway? Companies that show genuine, consistent support will retain credibility, while those retreating risk losing both customers and employees. The Problem: Fewer Brands Participating in Pride Month The financial repercussions of reduced corporate participation in Pride Month are becoming increasingly apparent. Across the country, Pride organizations are grappling with funding shortfalls as brands scale back their support under mounting political and social pressures. Numbers Behind the Decline A recent Gravity Research survey revealed a sharp decline in corporate engagement with Pride events. From 2023 to 2024, Pride participation dropped by 60%, and nearly 40% of companies plan to reduce their involvement even further by 2025 - a dramatic increase from just 9% the year prior [ 2 ][ 7 ]. This retreat is hitting Pride organizations hard. Cities are reporting severe budget deficits: Salt Lake City Pride is short $400,000, which accounts for half its funding; Washington, D.C. Pride is down $260,000; Kansas City Pride is experiencing a $200,000 shortfall; St. Louis Pride is missing $150,000; and Houston Pride is $100,000 in the red [ 2 ]. Once-committed corporate sponsors are pulling back. Companies like Amtrak, Boeing, Citi, Goldman Sachs, Lowe's, Mastercard, Meta, Target, Visa, and Walmart have all reduced or eliminated their Pride sponsorships and donations for 2025 [ 2 ]. Even in Toronto, Google and Home Depot canceled their Pride support just weeks before scheduled events [ 5 ]. The ripple effects extend beyond large festivals to individual creators who depend on Pride-related collaborations. For example, lesbian influencers Ashley and Malori Anthony saw their Instagram sponsorship earnings drop from $14,000 in 2023 to just $1,500 in 2025, with only a single deal from Big Fig [ 7 ]. Similarly, queer influencer Alysse Dalessandro went from three Pride partnerships in 2024 to just one in 2025, earning the same $1,500 [ 7 ]. Trans creator Christopher Rhodes experienced an even steeper decline, securing 20 partnerships in 2023, 10 in 2024, and only one so far in 2025, none of which were Pride-specific [ 7 ]. "Normally this time of year, our company and others are always working on Pride campaigns. Last year there was almost nothing. This year is the same. I think it's going to be a ghost town when it comes to Pride promotions at the start of June." These numbers highlight how political and social dynamics are reshaping corporate behavior. How Political and Social Pressures Affect Corporate Decisions The current political climate has created a wave of corporate anxiety, particularly surrounding Diversity, Equity, and Inclusion (DEI) initiatives. Reports show that 61% of companies attribute their reduced Pride engagement to pressure from the administration, while 39% cite fears of conservative backlash [ 2 ]. This concern is especially acute for federal contractors who worry that openly supporting LGBTQ+ causes could jeopardize their government contracts. "We were already seeing kind of a downward trend. Now, I think that has been accelerated because of the current administration's crackdown on DEI, its broader movement against LGBTQ rights and its seeming willingness to go after companies that might be opposed to some of its policies." The fear of backlash is pervasive: 65% of executives surveyed said they are bracing for criticism related to their Pride campaigns [ 3 ]. This cautious approach marks a stark contrast to the period of bold corporate activism seen between 2016 and 2022. Many companies are still haunted by the financial fallout Target endured after backlash over its LGBTQ-themed merchandise in 2023 and Bud Light’s sales slump following its collaboration with transgender influencer Dylan Mulvaney. Some companies are scaling back their Pride involvement in subtle but significant ways. For instance, 37% of respondents plan to reduce sponsorships for external Pride events like festivals [ 7 ]. Retailers such as Target have shifted from prominently featuring Pride merchandise in all locations to offering smaller collections in select stores with less visible placement. In 2024, Kohl’s launched a Pride capsule collection and donated $100,000 to The Trevor Project, but in 2025, it opted to remain silent on Pride Month. Macy’s continues to support Pride events but has also scaled back on publicizing its efforts. The corporate mindset has shifted dramatically. What was once seen as a valuable marketing opportunity is now viewed as a potential risk. This is particularly striking given that nearly one in ten U.S. adults identifies as LGBTQ+, and almost a quarter of Generation Z identifies as part of the LGBTQ+ community [ 3 ]. With $1.4 trillion in annual purchasing power, the LGBTQ+ community represents a significant economic force. Yet, many companies are willing to risk alienating this customer base in an effort to avoid political controversy. What This Reveals: Measuring Brand Commitment to Diversity, Equity, and Inclusion The recent scaling back of corporate Pride Month initiatives has highlighted a critical truth: how companies react under pressure reveals their true priorities. This shift exposes which brands see diversity, equity, and inclusion (DEI) as an essential part of their identity - and which treat it as a fleeting marketing opportunity. Real Support vs. Marketing Tactics True support for diversity, equity, and inclusion isn’t about seasonal campaigns or trendy gestures. It’s about ongoing, meaningful action. "It separates brands that invest with intention from those that merely chase optics." - Tristan Pineiro, Grindr's Senior Vice President of Brand Marketing and Communications Brands that are truly committed to equity initiatives go beyond surface-level efforts. They maintain year-round partnerships with LGBTQ+ creators, vendors, and agencies, regardless of the time of year or political climate. Internally, they adopt policies that protect and support diverse employees, ensuring their workplace reflects the values they promote externally. On the other hand, some companies reduce public displays of diversity, equity, and inclusion while quietly continuing internal efforts. This approach suggests a calculated, strategic view of DEI, treating it as an asset rather than a core principle. Even more discreet are "silent partnerships", where companies provide financial support to DEI initiatives without public acknowledgment [ 4 ][ 8 ]. While these efforts may have merit, they highlight a divide between principled action and risk-averse strategy. These differences in approach set the stage for real-world examples that reveal how consistent diversity, equity, and inclusion efforts can build credibility and trust. Case Studies: Brands That Stayed Consistent vs. Those That Pulled Back The contrast between brands that uphold their diversity, equity, and inclusion commitments and those that retreat under pressure is stark. Take Costco, for example. In January 2025, the company’s shareholders overwhelmingly rejected a proposal claiming diversity, equity, and inclusion programs were illegal, with 98% voting to support the initiatives [ 9 ]. This decisive outcome shows how a genuine commitment to diversity, equity, and inclusion can foster strong stakeholder backing. On the flip side, 57% of federal contractors have indicated plans to scale back external efforts due to political risks [ 3 ]. This retreat suggests that, for some organizations, diversity, equity, and inclusion support is more about optics than a deeply held value. "Authentic support for the LGBTQ+ community begins with action, not optics. In today's climate, especially for trans individuals, allyship is not a seasonal gesture but a year-round responsibility." - Stacy Lentz, CEO of The Stonewall Inn Gives Back Initiative The takeaway here is clear: brands that remain steadfast in their diversity, equity, and inclusion commitments, even when it’s challenging, are more likely to earn lasting trust. Those that pull back under pressure risk exposing their efforts as superficial, prioritizing appearance over meaningful action. Consumer Response: Growing Skepticism and Backlash As companies pull back their public support for LGBTQ+ initiatives, they've sparked a wave of criticism, particularly from LGBTQ+ consumers and allies. This shift has not gone unnoticed; people are paying closer attention to how brands behave, especially when it comes to honoring their commitments. For younger generations, this heightened awareness has translated into a demand for long-term, authentic support rather than fleeting gestures. Recent data highlights this growing scrutiny. Many consumers now see these retreats as performative allyship - actions that lack genuine support. Social media amplifies this disappointment, spreading it far and wide. For example, NYC Pride faced a $750,000 funding gap after major sponsors like Garnier, Mastercard, and Target withdrew their public support. Other sponsors, including PepsiCo, Nissan, and Citi, opted not to return at all this year [ 3 ][ 4 ]. Target, in particular, faced backlash after scaling back its DEI programs in 2025, which led to the end of its partnership with Twin Cities Pride [ 1 ][ 3 ]. How Gen Z and Millennials Demand Year-Round Commitment Younger generations, especially Gen Z and millennials, are transforming how corporate authenticity is judged. With 21% of Gen Z and over 10% of millennials identifying as LGBTQ+ [ 11 ], these groups represent a substantial and influential segment of the consumer base. They expect more than surface-level support - they want to see brands take meaningful, year-round action. These consumers are skilled at spotting shallow "rainbow marketing", which refers to token gestures like slapping a rainbow on a product without backing it up with real community support [ 12 ]. They demand more: consistent representation, leadership diversity, and genuine partnerships with LGBTQ+ organizations. "Too often, we see brands say they support a marginalized group [without] doing the work within its four walls to build diverse and inclusive teams. Authentic support starts with making sure the LGBTQ+ community is represented on the teams of marketers who are building your brand. They should be there all year round, not just during Pride." - Jeff Levick, Chief Executive of Marketing Consultancy We Are Rosie [ 11 ] This generation’s expectations go beyond marketing campaigns. They want to see LGBTQ+ individuals in leadership roles and evidence of sustained financial and policy support. With nearly one-third of Gen Z identifying within the LGBTQ+ spectrum [ 13 ], brands that fail to meet these standards face swift backlash, often amplified through social media. "Leaning into moments like Pride needs to be really thoughtful and really aligned with an understanding of what that brand's values are and what they stand for. Because if they are not representing an authentic, true commitment, in the way in which they choose to support the LGBTQ+ community all year, as well as within Pride Month, you are going to be hit with pressure from the community saying, 'I don't care you put a rainbow on, don't try to act like you're supportive when you're not.'" - Phil Schraeder, CEO of GumGum [ 13 ] Financial Cost of Insincere Rainbow Marketing The stakes are high. The LGBTQ+ community wields $3.9 trillion in global purchasing power [ 11 ][ 12 ], making their loyalty a critical factor for businesses. Research reveals that 77% of LGBTQ+ consumers actively avoid brands with insensitive advertising [ 12 ]. When brands fail to meet expectations, boycotts often follow, directly impacting revenue. Bud Light’s 2023 partnership with transgender influencer Dylan Mulvaney is a cautionary tale. The collaboration led to anti-trans backlash and widespread boycotts, causing a significant drop in sales [ 1 ][ 8 ]. This incident highlights how superficial gestures can result in lasting financial and reputational damage. The costs of inauthenticity don’t end with immediate sales losses. Brands engaging in shallow support risk long-term harm to their reputations, which can take years to repair. As marketing professor Tyler Milfeld from Villanova University put it: "When brands retreat, they lose on all fronts. They alienate both supporters and critics." - Tyler Milfeld, Marketing Professor at Villanova University [ 6 ] Recognizing these risks, 65% of businesses are now preparing strategies to navigate potential backlash tied to Pride Month campaigns [ 1 ]. But consumers aren’t looking for crisis management - they want brands to demonstrate genuine, year-round dedication to the values they claim to uphold. For companies, the message is clear: investing in sustained diversity, equity, and inclusion efforts throughout the year is not only the right thing to do but also a smarter financial decision. The growing demand for authenticity is reshaping the way brands approach their role in supporting the LGBTQ+ community, making it essential to align their practices with their promises. Solutions: How to Build Genuine Diversity, Equity, and Inclusion Brand Practices With consumer skepticism on the rise, brands need to rethink how they approach Diversity, Equity, and Inclusion (DEI). It’s about moving beyond surface-level gestures and creating meaningful, year-round programs supported by measurable actions and consistent internal practices. Year-Round Programs That Extend Beyond Pride Month Diversity, equity, and inclusion isn’t something to spotlight during specific months like Pride Month - it requires ongoing commitment. Companies with diverse executive teams are 36% more likely to outperform their peers in profitability, making diversity, equity, and inclusion an investment that’s both ethically responsible and financially smart [ 17 ]. To make diversity, equity, and inclusion a year-round priority, businesses need to weave diversity into every part of their operations. This starts with updating HR policies to include gender-neutral language, offering paid family leave, and creating flexible job descriptions that appeal to a broader range of candidates [ 14 ]. Building partnerships with colleges and universities that serve underrepresented communities can also help establish a steady pipeline of diverse talent [ 14 ]. Employee Resource Groups (ERGs) are another key element. These groups not only build a sense of community but also provide essential feedback on company policies. Empowering ERGs to lead initiatives, organize events, and influence decisions ensures their voices are heard throughout the year [ 14 ]. Training and education must also be ongoing. This means offering regular sessions on unconscious bias, cultural awareness, and inclusive leadership. Companies should integrate diversity, equity, and inclusion-focused questions into their interview processes and provide managers with specific training on fostering inclusivity [ 14 ]. Community involvement is equally important. Brands can collaborate with local leaders, host workshops on inclusion, and participate in events that emphasize diversity, equity, and inclusion throughout the year. This kind of consistent engagement demonstrates a genuine commitment, rather than opportunistic marketing [ 14 ]. But how do you ensure these efforts are making a difference? The answer lies in data. Using Data to Track and Improve Brand Commitment Data transforms diversity, equity, and inclusion from well-meaning initiatives into actionable progress. Companies that effectively track DEI metrics can pinpoint gaps, evaluate the impact of their programs, and drive meaningful change [ 20 ][ 23 ]. Without this data, it’s impossible to fully understand the effectiveness of these efforts [ 19 ]. "When done right, DEI metrics are a powerful way to track progress, measure impact, and prioritize initiatives. Instead of only focusing on the numbers, look at the story that the data tells in relation to where you are spending DEI efforts." - Marna van der Merwe, Subject Matter Expert at AIHR [ 18 ] The process starts with setting clear goals and identifying metrics that align with the company’s values. These should include both quantitative data - like hiring trends, promotion rates, and attrition statistics - and qualitative insights, such as employee satisfaction surveys and assessments of belonging [ 21 ][ 23 ]. Together, these provide a complete picture of diversity, equity, and inclusion progress. Regular audits of employee data are essential to understanding the current landscape. These audits should analyze demographic information, pay equity, and promotion patterns to uncover hidden biases [ 23 ]. Broader metrics, such as engagement scores and exit interview feedback, can also reveal how diversity, equity, and inclusion initiatives impact workplace culture. Predictive analytics can even help tackle potential diversity, equity, and inclusion challenges before they escalate. For instance, the British Transport Police used diversity recruiting software to eliminate bias and doubled the number of successful female and minority applicants [ 22 ]. Transparency in reporting is another critical component. Companies like Microsoft, Deloitte, and Google share annual diversity, equity, and inclusion reports detailing workforce composition, progress, and investments in diversity initiatives. This openness builds trust with both employees and external stakeholders [ 25 ]. Of course, these efforts need to be more than data-driven - they must align with the company’s culture and public messaging. Aligning Company Culture with Public Messaging A gap between internal diversity, equity, and inclusion practices and external messaging can undermine trust. With 75% of American adults believing companies haven’t followed through on DEI promises made during the pandemic, alignment is more crucial than ever [ 15 ]. Leadership plays a vital role here. Executives must consistently model inclusive behaviors, from using inclusive language to ensuring diverse representation at all levels of the organization [ 24 ]. "If a business says something is important, align yourself to that goal and make your work relevant to it. Doing so helps people understand your work as critical to what the business is focusing on. Since businesses are always looking at the numbers, aligning yourself to what the business wants means thinking about the data." - Karen Wilkins-Mickey, VP, Diversity, Equity, and Inclusion, Seattle Seahawks [ 15 ] Policy alignment is just as important. Regularly reviewing company procedures ensures they reflect diversity, equity, and inclusion principles in action, not just in theory [ 24 ]. Internal communication should foster inclusion by amplifying diverse voices, sharing stories, and making diversity, equity, and inclusion messaging accessible across all departments. Training on unconscious bias and inclusive behaviors helps embed these values into daily routines. Authentic storytelling is the final piece of the puzzle. Public messaging should reflect the company’s actual culture and ongoing efforts, rather than creating a separate narrative. "The story must be told that we're doing this work. Otherwise, we're just doing it in a vacuum." - Charles Sumpter, Senior Director of DEI, World Wildlife Fund [ 15 ] True authenticity also means avoiding tokenism. Representation must go beyond marketing materials to include leadership roles and decision-making positions. Building diverse talent pipelines and creating advancement opportunities for underrepresented groups requires a long-term commitment [ 16 ]. Establishing genuine diversity, equity, and inclusion practices isn’t just about good intentions - it’s about systemic change, consistent measurement, and aligning values with actions. Brands that embrace this approach can build trust, drive innovation, and create a more inclusive future. Conclusion: Building Long-Term Brand Trust Through Consistent DEI Commitment This year's retreat from Pride campaigns highlights an important truth: Diversity, Equity, and Inclusion (DEI) isn't a seasonal trend. When brands treat it as such, they expose themselves as opportunistic rather than genuinely inclusive. The numbers tell the story. Companies with diverse executive teams are 27% more likely to achieve strong financial performance, while those lagging in diversity are 66% less likely to succeed [ 28 ]. These aren't just feel-good initiatives - they're directly tied to business outcomes. "DEI isn't a PR play - it's a performance driver. When it's sidelined into workshops and pledges, it feels tokenistic. When it shapes who gets hired, promoted, and heard, it builds cultures where talent thrives. Inclusion isn't charity - it's strategy", says an expert [ 10 ]. The workforce is paying attention. A staggering 78% of employees want to work for companies that prioritize diversity and inclusion, with 58% rating it as 'very important' [ 29 ]. For job seekers, 67% consider workplace diversity a key factor when choosing where to work [ 26 ]. Brands that fail to integrate DEI into their core values will struggle to attract and retain top talent. Adobe's approach in 2020 offers a powerful example of meaningful diversity, equity, and inclusion action. Following conversations with Black employees after George Floyd's murder, CEO Shantanu Narayen and Chief People Officer Gloria Chen wove DEI into every aspect of the company - hiring, growth, advocacy, and community initiatives. The results? A Glassdoor score of 4.5 out of 5 and a Just Capital score of 114, far exceeding the industry average of 47 [ 27 ]. "Diversity helps us to question our assumptions and open our minds. When you are continuously open to new ideas, you are more adept at change. It becomes like a well-developed muscle", explains Gloria Chen [ 27 ]. For diversity, equity, and inclusion to make an impact, it must be embedded into every layer of a company - from hiring practices and leadership decisions to product design and daily operations. This alignment not only ensures authenticity between internal culture and external messaging but also sparks innovation. Research shows that diverse teams are five times more likely to innovate and experience a 20% boost in creativity [ 27 ][ 26 ]. The takeaway is clear: Brands that treat diversity, equity, and inclusion as a fundamental business strategy will not only build trust and attract top talent but also drive better performance. On the flip side, companies that reduce diversity, equity, and inclusion to a fleeting marketing tactic risk fading into irrelevance in a marketplace that values authenticity and long-term commitment. Investing in diversity, equity, and inclusion isn't just about social impact - it's about creating a sustainable competitive edge in an increasingly diverse world.

In a return to a story that Brandigo first covered in 2014, Market Basket, a New England grocery chain with a history of family disputes, is facing another leadership crisis in 2025. Well-loved CEO Arthur T. Demoulas has been suspended by the board, leading to divided customer opinions and employee unrest. Here's a quick breakdown of the current turmoil: What happened? Arthur T. was accused of resisting oversight and planning a work stoppage. The board claims he acted without accountability, while Arthur T.'s team calls it a hostile takeover. Impact on customers: A survey shows 55% of shoppers plan to boycott the store during the crisis , echoing the 2014 protests that nearly collapsed the company. Employee morale: Internal reviews reveal slipping satisfaction, with only 51% of employees optimistic about the company's future. Bigger issues: Governance problems, succession disputes, and poor crisis communication are fueling instability. Market Basket must act fast to rebuild trust, stabilize operations, and address long-standing governance challenges to avoid repeating its history of turmoil. Data Behind the Brand Problems Customer Opinion and Shopping Pattern Changes The numbers paint a clear picture of Market Basket's current struggles. A Boston.com survey with around 400 participants revealed that 55% of respondents have no plans to shop at Market Basket as long as Arthur T. Demoulas remains on leave [ 2 ]. Social media reactions are just as divided, with customers passionately aligning themselves on either side of the debate. This turmoil comes at a particularly challenging time. With many shoppers keeping a closer eye on their budgets, any disruption at a low-cost retailer like Market Basket could have serious consequences. Customers are especially wary of changes that might affect the store's reputation for low prices, making it harder to maintain loyalty during such a volatile period [ 2 ]. The echoes of Market Basket's 2014 crisis are hard to ignore, with some customers already calling for boycotts, showing just how deep the divide runs. This external tension mirrors internal struggles, as employee feedback also highlights a growing sense of instability. Employee Satisfaction and Turnover Data While customer sentiment reflects growing distrust, internal data reveals management issues that can't be overlooked. Glassdoor ratings for Market Basket stand at 3.6 out of 5 from 1,373 reviews, though this score has dropped by 1% over the past year [ 3 ]. These numbers suggest that employee satisfaction is slipping, adding another layer to the company's challenges. Employee loyalty shows mixed results. 59% of employees say they would recommend Market Basket to a friend, but only 51% have a positive outlook on the company's future [ 3 ]. This uncertainty underscores the impact of the ongoing leadership crisis on morale. Pay and benefits are recurring pain points. Employees rate compensation and benefits at 3.1 out of 5, with many citing low wages and poor management as common complaints. On the flip side, positive feedback often highlights flexible hours and the camaraderie among coworkers [ 3 ]. Interestingly, conflicting data paints a more positive picture. Another Glassdoor report gives Market Basket a higher rating of 3.8 out of 5, with 79% of employees recommending the company to a friend and 93% approving of the CEO [ 6 ]. These discrepancies suggest that employee sentiment is highly reactive and may shift based on recent developments, such as the current leadership uncertainty. Leadership plays a critical role in employee satisfaction. According to broader workplace trends, 75% of employees who voluntarily leave their jobs do so because of issues with their boss, while 79% cite a lack of appreciation as a key reason for quitting [ 4 ]. For Market Basket, the leadership crisis could pose a serious threat to retaining its workforce. The company's philosophy emphasizes teamwork, encapsulated in their belief that: "We are all equal and by working together and only together do we succeed" [ 5 ] However, this principle is being tested as employees face the uncertainty surrounding the suspension of their CEO. How well the company navigates this period will likely determine whether it can maintain its team-oriented culture. What Caused the Crisis Management and Leadership Problems The turmoil at Market Basket largely stems from deep-rooted issues in corporate governance. At the center of the storm is Arthur T. Demoulas, whose leadership style has long been criticized for lacking oversight and accountability - a concern the board has raised repeatedly over the years. Board Chairman Jay Hachigian didn’t mince words when addressing the situation: "Mr. Demoulas has acted for years as if he owns the entire company and can make every decision, big and small, without discussion or accountability to anyone. He has essentially hijacked this company for himself, and when the board put its foot down, he started to make plans to boycott and harm the company. It's simple: he wants it his way or no way. And that's not the way a CEO and minority owner like Arthur can be allowed to continue to conduct himself." [ 7 ] The ownership structure of Market Basket paints a clear picture of imbalance. Arthur T. Demoulas holds only 28% of the company, while his three sisters collectively control a dominant 60% share [ 7 ]. Despite being a minority owner, Arthur T. often bypassed the board, making unilateral decisions that fueled internal tensions. One of the key flashpoints was his resistance to succession planning. He pushed to appoint his children to leadership roles without consulting the board and failed to submit a company budget for over five years [ 7 ][ 8 ][ 10 ]. The situation reached a boiling point when the board accused him of orchestrating a potential work stoppage after it demanded greater access to key employees [ 10 ]. These governance failures not only strained internal relationships but also set the stage for a communication breakdown during the crisis. Poor Crisis Communication The leadership struggles were compounded by Market Basket's inability to manage the crisis effectively through communication. When the crisis unfolded, Arthur T. Demoulas’s spokesperson, Justine Griffin, escalated tensions by labeling the board’s actions as a “hostile takeover” and dismissing their reasoning as a "farcical cover" [ 9 ]. On the other side, the board framed its actions as necessary for ensuring proper corporate governance. However, Market Basket's lack of a strong digital presence and a proactive communication strategy left the company ill-equipped to control the narrative. This vacuum allowed negative perceptions to spread unchecked. Board member Steven J. Collins attempted to redirect the focus with a statement emphasizing the company’s broader role: "Market Basket stores are community anchors. The board must act in the company's best interest to preserve our future." [ 11 ] Despite these efforts, the company’s messaging failed to address the concerns of employees and customers, who were already disheartened by another public clash within the Demoulas family. The absence of a well-thought-out crisis communication plan, coupled with ineffective internal communication, only deepened the uncertainty and eroded trust among stakeholders. Recovery Plan for Market Basket Market Basket needs to act swiftly to rebuild trust and restore its reputation. The key to recovery lies in addressing three critical areas: repairing relationships with employees and customers, restructuring its management practices, and adopting data-driven strategies to prevent future crises. These steps can help reconnect the company with its stakeholders and set the stage for a stronger future. Fixing Relationships with Employees and Customers Rebuilding trust starts with acknowledging past mistakes. Market Basket must address the internal conflicts that have impacted its workforce. This means fostering open communication, providing regular training, and offering performance-based incentives to re-engage employees and rebuild morale [ 13 ][ 14 ]. At the same time, a well-designed customer loyalty program can help win back shoppers. Focus on offering simple, tangible perks that deliver real value [ 12 ][ 13 ]. Statistics show that loyalty programs resonate strongly with consumers. Over 60% of U.S. shoppers are willing to pay for memberships that include exclusive perks and better experiences. This appeal spans generations, with 71% of Gen X, 70% of Millennials, 63% of Baby Boomers, and 62% of Gen Z expressing interest [12]. Additionally, customers who redeem rewards can generate 15–25% more revenue annually, and loyal customers are 88% more likely to make repeat purchases [ 12 ]. Jeffrey Casullo, Senior Manager at Monitor Deloitte, highlights the importance of simplicity in loyalty programs: "simplicity and ease" are more important than "personalization" for loyalty users [ 12 ]. By focusing on easy-to-understand rewards, maintaining clean and inviting stores, and improving the overall shopping experience [ 13 ], Market Basket can rebuild customer confidence and encourage long-term loyalty. Updating Management Structure Market Basket must address its governance challenges to create a stable foundation for the future. This includes clarifying leadership roles, implementing independent oversight, and establishing a formal succession plan. Leadership training, transparent decision-making criteria, and neutral conflict resolution processes are essential to separate family disputes from business operations [ 15 ]. Regular communication forums with clear agendas and documented outcomes can further improve governance. These forums ensure that leadership remains aligned on priorities and that both board and customer concerns are addressed effectively. Using Data to Prevent Future Problems Data analytics can play a key role in identifying and addressing potential issues before they grow into larger problems. Market Basket can use differential market basket analysis to review customer purchase patterns, optimize store layouts, and refine marketing strategies [ 19 ][16]. Predictive analytics and association rule mining can help the company spot emerging trends, improve cross-selling opportunities, and design effective promotions. Integrating AI tools can also provide real-time insights into customer sentiment [ 16 ][ 17 ][ 18 ][ 19 ]. Joe Bogner from INSIGHT2PROFIT explains the value of market basket analysis: "Market basket analysis mines historical patterns in customer behavior to better inform your business in how to best nurture the health and wealth of your customers" [ 17 ]. This approach is particularly impactful, as even a modest 5% boost in customer retention can result in a profit increase of 25–95% [ 17 ]. By leveraging data effectively, Market Basket can make informed decisions that benefit both customers and the business. What We Learned and Next Steps The recurring governance crises at Market Basket highlight the importance of clear succession planning, strong stakeholder alignment, and independent oversight. These takeaways provide a framework for fostering long-term brand strength, as explored below. Main Lessons from Market Basket's Problems Market Basket's challenges offer several key insights. Family businesses must prioritize structured succession planning to avoid leadership disputes. For example, Arthur T. Demoulas's insistence on unilaterally appointing his children as successors underscored the risks of resisting formal transitions [ 8 ]. Effective stakeholder alignment can become a strategic advantage. During the 2014 crisis, Market Basket's sales plummeted by over 90% due to employee protests and customer boycotts [ 1 ]. Yet, by 2022, the company had rebounded to become the top-performing retailer in the U.S., with unmatched customer retention [ 1 ]. This recovery was fueled by employees' sense of ownership and commitment to the brand's success. MIT Sloan Adjunct Associate Professor of Operations Management Zeynep Ton encapsulated this principle: "People are not a cost, people can be a strategic asset" [ 20 ]. Governance structures must separate family interests from business operations. The current crisis exposed critical governance failures, underscoring the need for independent oversight, clear decision-making processes, and impartial conflict resolution mechanisms. Additionally, robust crisis communication is vital. When internal disputes become public, the resulting uncertainty can destabilize an organization. Store manager Jamie Cunneen reflected this sentiment, saying: "Mr. Demoulas, ATD, is the heart and soul of Market Basket. Everything that this place is built upon, it's him" [ 8 ]. Building Long-Term Brand Strength Customer loyalty and employee satisfaction data emphasize the urgency of turning these lessons into actionable strategies. To ensure lasting success, Market Basket must focus on institutionalizing reforms. Distributed leadership and formal governance are essential to shifting from reliance on individual personalities to sustainable systems. As MIT Sloan Seley Distinguished Professor of Management Deborah Ancona notes: "Distributed leadership works. Loyalty breeds loyalty. You need leaders at the top, at the middle, and at the bottom" [ 20 ]. Empowering the community through an inclusive organizational culture further enhances resilience. Market Basket's approach of valuing both employees and customers has been instrumental, as demonstrated by its 2012 operating margin of 7.2%, which outperformed Walmart's 5.9% [ 21 ]. Finally, building long-term relationships requires consistent dedication to all stakeholders. Market Basket's ability to maintain customer loyalty during crises proves that enduring brand strength relies on robust systems rather than individual leadership. For Market Basket and similar companies, the way forward lies in transforming personal loyalty into institutional resilience. By establishing solid governance structures and fostering a collective organizational culture, businesses can better navigate challenges and secure long-term success.

Why Client–Consultancy Synergy is Critical to a Successful Brand Research Project

Tesla's recent struggles show how controversies can damage a brand. CEO Elon Musk's recent controvercial decisions have alienated a significant portion of Tesla's eco-conscious customer base. The fallout has been severe: Stock Decline: Tesla's stock dropped 36% in Q1 2025, erasing $460B in market cap. Sales Impact: Vehicle deliveries fell 13% year-over-year in Q1 2025, with market share in Europe and Germany plummeting. Customer Trust: Favorability among Democrats dropped 23% from January to July 2024, while Tesla's brand consideration score halved since 2021. This highlights a key lesson: brands risk fallout when taking sides on divisive issues, and this is particularly true in politics. It highlights how important it for brands to remain focused on their core mission, establish authenticity, and earn trust from the market. You may be asking yourself, well hold on, how is this any different that what other brands like Ben and Jerry’s have done over the years. The key difference is that even though they may express views that some may find divisive, these views didn’t counter their core brand essence, in fact it enhanced it. Conflicts Hurting Brand Performance Brand Value Losses Tesla experienced a hit to its brand value following statements from its CEO that many perceived to be divisive or off-brand. Survey results showed that 45% of respondents viewed the impact as "negative," while 40% described it as "extremely negative" [2] . Customer Trust Breakdown Tesla's favorability ratings have sharply declined, particularly across political affiliations:

B2B marketing is a high-stakes game, data is everywhere—but insight is rare. One of the most powerful yet underutilized sources of marketing intelligence is a clear view of your brand’s health. Not vanity metrics, but a deep, diagnostic look at how your brand is perceived at every stage of the buyer’s journey. With perceived being the key word here. This kind of insight doesn’t come from your CRM or website analytics. It comes from targeted audience research that maps how each buyer persona perceives your brand at every key touchpoint in the funnel: awareness, familiarity, consideration, usage, and loyalty. When done right, it’s like getting an X-ray of your entire marketing engine—and your competitors’ too. Think how useful this is for a marketing and revenue team. Defining Brand Health: Perceptions Across the Funnel Brand health isn’t a single number. It’s the sum of how well your brand is performing in the minds of your target audiences—at every step of the funnel: Awareness – Do your ideal customers even know your brand exists? Familiarity – Can they describe what you do and how you’re different? Consideration – Would they include you in their shortlist when making a purchase decision? Usage – Are they choosing you and experiencing the value you promise? Loyalty – Do they stay, recommend, and grow with your brand? When you understand how each of your target personas perceives your brand at these stages, you can pinpoint the exact points where your marketing is working—or where it’s leaking leads and losing revenue. Why You Can’t Rely on Internal Data Alone Here’s the reality: most internal dashboards can only tell you what people do. But they can’t tell you what people think. And what they think determines whether or not they’ll engage with you in the first place. The only way to measure brand health accurately is through targeted audience research—surveys and qualitative insights gathered from your actual buying personas (or those of your competitors). This research reveals how each group perceives you at every stage of the funnel, uncovering blind spots and opportunities that performance data alone can’t provide. The Strategic Power of a Brand Health X-Ray When you can see brand health perceptions by funnel stage and by persona, you unlock powerful advantages for both marketing and revenue teams: Focused Strategy If awareness is high but familiarity is low, you know your messaging isn’t landing. If consideration is weak, you may need to clarify your value proposition or address trust barriers. This enables marketing to focus efforts where the funnel is breaking down—no guesswork. Smarter Budget Allocation Instead of spreading your budget evenly or betting on assumptions, brand health insights show you exactly where to invest to get the highest return. No more overspending at the top of the funnel when the real issue is mid-funnel conversion. Competitive Benchmarking When you include competitor data in your brand health assessment, you can see how buyers perceive your rivals at each stage of the funnel. Are they winning on awareness but losing on loyalty? Are you the most considered, but not the most chosen? This is the kind of clarity that drives smart positioning. The Business Case: Stats That Matter Companies that monitor brand health regularly are 60% more likely to exceed revenue goals. Consistent brand presentation can increase revenue by up to 20%. Brands with strong funnel-wide perception outperform competitors by up to 3X in customer retention and advocacy. To get started, B2B marketers should: Identify Key Personas – Who are your target buyers? Define them clearly. Map the Funnel Stages – Customize the funnel stages to match your sales cycle. Launch Targeted Research – Use surveys, interviews, or brand assessment tools to gather perception data. Analyze and Benchmark – Compare across personas and against competitors. Act on Insights – Use findings to adjust messaging, content, media spend, and sales enablement. Marketing teams are under more pressure than ever to prove impact. By measuring brand health through the lens of funnel-stage perceptions across key personas, you equip your team with the clarity to act with precision—and avoid wasting time and budget on the wrong problems. It’s not just about knowing how your brand is doing. It’s about knowing why—and what to do next. Want help setting up a brand health assessment for your organization? DM me and let's talk about how to build your own X-ray view of your brand and your competitors.

10 Brand Strategy Metrics CMOs Should Track

AI is a Valuable Tool.  But It Shouldn't Be Your Head of Brand Strategy.