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See what’s Inspiring us in January 2014

PEOPLE’S INSIGHTS MONTHLY BRIEFS
I am delighted to introduce the first issue of the People’s Insights
monthly briefs, which pulls together inspiring initiatives and emerging
trends shared by our global team of 120+ strategic planners, researchers
and insights experts.
2013 was an exciting year for People’s Insights. We published the ten-
part annual report Now & Next: Future of Engagement (also available as
a Kindle eBook), crossed one million views across our global social
properties and launched the People’s Insights iPad app ‘Now&Next.’
In 2014, we continue to focus on projects that are pushing the
boundaries of engagement with clients, consumers, employees and
other stakeholders. We look forward to sharing these with you as
monthly briefs, and showcasing our latest thinking as quarterly
magazines.
Feel free to write to me at pascal.beucler@mslgroup.com to share your
feedback on this report, or to start a conversation on how we can help
you win in the area of engagement.
Pascal Beucler
SVP and Chief Strategy Officer, MSLGROUP
Fo¹Ewo¹¹
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We are delighted to share the new People’s Insights monthly reports. In
our first issue, we feature 11 initiatives and emerging trends.
These initiatives and trends indicate a renewed interest in where our
their stuff comes from – from our food to every product we purchase
online – and a strong, often vocal, appreciation for brands, organizations
and public figures that show empathy and authenticity. In addition,
brands are learning to be quicker in their response and are gaining tools
and products that help them become more prepared and proactive in
dealing with citizen activism.
! Chipotle. Fast food company Chipotle promises ‘naturally sourced’
food and aggressively promotes its Food With Integrity mission to
distinguish itself from other fast food companies.
! Aftermath of the Bangladesh factory collapse. The Bangladesh
factory collapse in April 2013 catalysed a movement to hold fashion
brands responsible for their suppliers and sub-suppliers. The
media’s consistent campaign against the fashion industry may lead
to mainstream popularity of Fair Trade Clothing and more
transparency about where our clothes are created.
Chipotle’s iPad game The Scarecrow
changes the way we think about food.
|1TrId1Ct|o1
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! Amazon Fulfilment Centres. Undercover exposés about the poor
working conditions at Amazon Fulfilment Centres in the US, UK and
Germany have led to a growing unease amongst Amazon customers.
2014 may be the year in which people choose better labour practices
over low prices.
! Tweets from the deep. UK’s National Federation of Fishermen’s
Organization is overcoming the fishing industry’s negative reputation
by telling its story from the perspective of the small boat fisherman.
NFFO’s campaign Tweets from the Deep focused on a day in the life
of a fisherman and intrigued the media and public into listening to
their point of view.
! Why don’t you come over? Romania’s leading newspaper Gandul
reacted to discrimination from the UK government with a positive
and humorous campaign, “We may not like Britain, but you will love
Romania.” Gandul invited Romanians to create their own posters,
share their couches and post jobs to welcome the Brits and the
campaign received widespread international coverage
! Netflix. Video streaming brand Netflix relied on innovation to
overcome its tarnished reputation. After irking users with a pricing
change in 2011, the company rebuilt its reputation with its successful
foray into original programing, with hits like the House of Cards.
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Pope Francis won over many hearts with
his acts of compassion.
! People’s Pope. Pope Francis won over many hearts –Catholic and
beyond – with his actions since becoming Pope. Photos of him
kissing and praying for a severely disfigured man and washing a
Muslim woman’s feet have given credibility to his call for mercy and
compassion.
! Volunteers do not seek recognition. Following a bomb blast in
Beirut, Offre Joie launched “Volunteers do not seek recognition” to
draw public attention away from the political blame game and re-
direct it to restoration efforts carried out by anonymous volunteers.
! Gap #MakeLove. After ads from its #MakeLove campaign were
defaced with racist comments, Gap took swift action on Twitter to
replace the ads and stand behind its #MakeLove positioning. It’s
swift response led to positive press and a boost in followers.
! Change.org. 50 million people in 196 countries are using
Change.org, the world’s largest petition platform, to pressure
organizations, governments and companies to change. A new
feature, Decision Maker accounts, now allows business
representatives and elected leaders to respond directly to petitioners
with a public post and email, and to engage in two-way dialogue.
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Women activists are petitioning brands to
be more women and family friendly.
! Allianz Reputation Protect. Insurer Allianz’s Reputation Protect
product provides organizations with up to €10 million of coverage to
fund a professional response to reputation crises. As part of the
policy, organizations will have to undergo an annual risk assessment
and will be advised to implement preventive measures, thus forcing
them to identify and address potential weaknesses.
We hope you enjoy reading this issue. Do share your feedback and tips
for future issues @PeoplesLab on Twitter.
Nidhi Makhija
Senior Manager – Insights, MSLGROUP
Annie Sunny
Account Executive, India, MSLGROUP
 
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Change.org’s new Decision Maker
account gives leaders a chance to talk
back to petitioners.
click to share:
• Chipotle Food with Integrity
• Amazon Fulfilment Centers
• Aftermath: Bangladesh Factory Collapse
• Gandul's Why don't you come over?
• NFFO’s Tweets from the Deep
• People’s Pope
• Offre Joie – Volunteers Do Not Seek Recognition
• Gap #MakeLove
• Netflix
• Change.org
• Allianz Reputation Protect  
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."IpIt'E 'llD w'íH |1Te-r'Tï
Chipotle Mexican Grill is a US-
based chain of fast food
restaurants, famous for its ‘Food
With Integrity’ positioning. The
company has been sourcing
‘naturally raised’ food since 2001
and this mission features
prominently in its stores and
advertisements.
While there are no government
standards for ‘naturally raised’
food, Chipotle defines it as food
raised without antibiotics or
hormones, raised outdoors, and
sourced locally while in season.
Chipotle requires suppliers to sign
an affidavit and conducts audits to
ensure its high standards are met.
#Food with integrity
#Where our food comes
from
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Video: Back to the Start
Chipotle’s message made headlines in 2011, when the brand released
the animated film Back to the Start (8 million views), which shows how
farmers moved from good ‘natural farming’ to ‘bad industrial farming’ –
and why some are moving back. In 2013, the brand released another
animated film The Scarecrow (11 million views) and accompanying iOS
game, which are set in an exaggerated over-industrialized world in which
‘natural’ food is a rarity. Both films shocked audiences not used to
seeing such messages from fast food chains. Chipotle’s message was
clear and direct: Chipotle is not part of the problem. Chipotle is
different from other fast food chains.
Back to the Start, Chipotle’s first ever TV ad, contributed to a 23.4%
increase in sales and a jump in market share from 14.1% to 16.7% in the
US in 2011 (via AdAge). The film was awarded the first branded content
grand prix at Cannes Lions 2012.
However, Chipotle was – and is – still subject to the negative halo effect
of the fast food industry. Critics like the Better Business Bureau
challenged Chipotle’s claims (and found they were true), and several
social conversations show that some people are still unwilling to trust
the fast food industry.
Over the years, Chipotle has launched several initiatives to back up
its claims of sustainability and integrity.
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cultivatefoundation.org/issues
Chipotle joined the Fair Food Program in 2012 amidst pressure from
human rights NGOs following its sponsorship of the largely anti-fast
food documentary Food Inc. In 2011, Chipotle created the Chipotle
Cultivate Foundation non-profit "dedicated to creating a sustainable,
healthful and equitable food future." The company has organized several
fund-raisers and donated funds to the foundation and related causes.
CEO Steve Ellis has also brought visibility to Chipotle’s mission as a
judge for NBC's America's Next Great Restaurant.
Journey ahead
While Chipotle is making large strides in ethical food sourcing,
sustainable building of stores and sustainable packaging, a major
reputational issue that plagues the fast food industry is employee
wages. Chipotle pays minimum wages but touts its structure for growth
– 98% of managers at the chain’s stores were hired from within. It helps
that Chipotle doesn’t follow a franchise model and owns all its stores.
But the halo effect may affect it negatively on this issue too, and the
company may have to address employee wages with the same zeal as it
does food sourcing. Not an easy feat with its premium food prices
already higher than market, a weak economy and competitors like Taco
Bell offering competing products (which happen to be cheaper and
contain less calories). Not to mention the fact that while people intend
to buy green, they don’t always do so.
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In the documentary Panorama: TheTruth Behind The Click, BBC investigated working
conditions at a UK based Amazon warehouse.
In the months leading to Christmas
2013, news sites across the US and
Europe posted undercover
exposés of working conditions at
Amazon warehouses, likening
these to ‘slave camps.’ These
reports have sparked a growing
unease amongst online shoppers
who don’t expect the new-age
company to employ old-age
practices.
The Huffington Post sums up
some of the negative coverage
plaguing Amazon:
“In recent years, there have been
media reports of warehouse
workers fainting from heat
exhaustion, with air-conditioning
installed only many months later.
Some U.S. employees are suing,
claiming that they have not been
#Old-age labour practices
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indeed.com
paid for work or that Amazon employs tactics to avoid paying
unemployment benefits. German colleagues went on strike over
Christmas.”
Amazon Fulfilment Center employee reviews on Indeed.com note that
the company pays well and rate their experience highly. But they
complain that the 10 hour work shifts are physically exhausting, walking
on concrete all day takes a toll on their body, the performance targets
are too high, the breaks are too short (and don’t include the time it takes
to walk to the employee stations) and the queues to pass through
security are too long.
Other worker stories note that the conditions are typical of working in a
warehouse and that the seasonal jobs are popular among audiences like
college students and RV-driving ‘workampers.’ The temp jobs are
physically demanding, but pay well, offer many incentives, allow plenty
of voluntary and mandatory overtime hours (at over time pays), and
provide a ‘great workout.’
Just like the employee reviews and media exposés, people’s reactions to
these stories are diverse. Most denounce the exploitation of labour to
maintain high efficiency and low costs, and are beginning to boycott the
online retailer. Some however, note that physical intensity of the job
can’t be helped and that the perks sound reasonable.
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pcmag.com
Gawker’s Hamilton Nolan points out one reason Amazon is making the
news:
“With Amazon's business model on the rise, it is important to seek out an
inside view of life as an Amazon worker. These curious retail-warehouse
hybrid jobs are becoming a staple of many middle American communities.”
A communications problem?
Amazon’s response to these claims seems predictable – the company
denied BBC’s claims that the warehouse jobs lead to increased mental
illness, and insist that employee safety is a top priority. But what most
news sites don’t highlight – and what Amazon doesn’t promote
adequately – is that Amazon UK recently “increased pay levels for all
associates and moved to a four-day week shift schedule that provides
associates with three days off per week.”
One possible reason is the public’s increasing misgivings towards
technology companies.
Backlash against Silicon Valley
People have a fair number of reasons to extend their deep mistrust of
corporates to include technology companies. Claims that people’s data
is being sold to advertisers, or worse handed over to the NSA, have hurt
brands like Facebook, Google and even Apple. Silicon Valley’s impact
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theverge.com
on San Francisco has been another sore spot – the influx of tech
millionaires has driven up real estate rates, pushed out former
inhabitants and sparked a culture clash. As the backlash continues to
grow, tech companies are now the target of online outrage, online
petitions, calls for boycotts and even protests.
In 2014, we’re eager to see if and how Amazon responds to growing
pressure and negative buzz.
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I\Ng'a"e\H '\CtIrï cIl'a|S|
huffingtonpost.com
In the 1990s, Nike became
synonymous with sweatshops and
labour exploitation. The brand
spent a decade coming to terms
with this perception and another
decade on addressing the issue.
In April 2013, the fashion industry
faced similar accusations after the
collapse of the Rana factory in
Bangladesh killed a thousand
workers and injured two thousand.
Activists and the media revealed
that a number of major American
and European brands were
manufactured in the Rana factory
and demanded that the entire
industry be held accountable for
the state of the factories they work
with.
#Social activism
#Corporate accountability
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gapdeathtraps.com
Political leaders and figures, including Pope Francis, have criticized the
environment Bangladeshi textile workers are made to work in and the
extreme low wages they are paid.
In a very short amount of time, activists, unions and NGOs mobilized
people to protest and petition the brands involved to sign The Accord
on Fire and Building Safety in Bangladesh – a five year legally binding
agreement to fund and uphold minimum safety standards in the
Bangladesh textile industry. 90,000 people signed the petition and less
than a month after the collapse, 42 brands signed the agreement.
Today, over 100 brands have signed the accord. In addition to the accord,
activists are also now demanding that brands involved in the Rana
factory collapse contribute to a $40 million compensation fund to be
paid to the families of the victims.  
Clamour for accountability
Activists and the media are now targeting brands that have refused to
sign the accord and to contribute to the compensation fund.
Seventeen American brands including refused to sign the accord,
choosing instead to create the Alliance for Bangladesh Worker Safety – a
five-year plan that calls for ‘shared responsibility’ between the brands,
the Bangladesh government and factory owners in funding the safety
measures.
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top: NY Times story on Mango
bottom: Nike interactive map
Activists and unions have criticized this approach and have mobilized
people to petition the brands to uphold their responsibility to workers
and families of victims and ‘End their Deathtraps.’ The media have
focused the debate around the issue of accountability.
Another brand to face the brunt of negative coverage is Mango. Mango
refused to contribute to the compensation fund, alleging that they had
only place an order for samples and had not yet entered a formal
relationship with the factory. On December 31, 2013, Mango’s refusal to
compensate victims’ families was featured on the front page of the New
York Times print edition.
Clothing Trends
With the increase of textile industry calamities, two trends are emerging: 
Fair Trade Clothing. Smaller clothing retailers, like Fair Indigo, are
beginning to use Fair Trade Clothing as a differentiator. Fair Trade Clothing is
also part of a wider Slow Fashion Movement, which calls for sustainable
production of clothing, with respect to natural resources and wages.
Know Your Factory. Small clothing retailers, like Everlane, have begun to
document the stories of the factories where their clothes come from. Nike
offers a comprehensive interactive map of its factories following its crisis in
the1990s. In May 2013, NPR launched and successfully crowdfunded a
project to document the creation of its Planet Money T-shirts from the source
of the cotton to the creation of the t-shirts in factories in Bangladesh and
Columbia.
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click to share:
w"Y ¹o1’T ïo1 cIm: o\e¹?
theguardian.com/uk/gallery
In January 2013, a year before EU
labour border restrictions expired,
The Guardian reported that the
British government was
considering an anti-nation
branding campaign to dissuade
Romanian and Bulgarians from
migrating over. The news raised
ridicule and speculation of what
such a campaign would look like.
The Guardian invited readers to
submit posters around this theme.
Frustrated by the state of their
economy and the affairs of the
government, several readers did.  
Europeans and, in particular,
Romanians weren’t amused by the
news or the crowdsourced posters.
Leading Romanian newspaper
Gandul retaliated with a positive,
#Country branding
#Guerrilla activism
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top: Video: Why Don’t You Come Over?
bottom: whydontyoucomeover.gandul.info
humorous Why Don’t You Come Over campaign, with the message: “We
may not like Britain, but you will love Romania.”
Gandul launched a series of amusing posters comparing the two
countries, with messages like “Half our women look like Kate. The other
half, like her sister.” As international media and audiences picked up the
story, Gandul launched an app that allowed Romanians to create their
own messages, a couchsurfing initiative that invited Romanians to offer
their couches for visiting Brits (and vice versa), and a job board where
Romanians could post vacancies.
Romania’s biggest image campaign
The campaign could be considered Romania’s biggest image campaign
and was applauded for its positive approach to fighting the
discrimination. The UK didn’t go ahead with its anti-nation branding
campaign. Instead, journalists came over to verify Romania’s claims
(which proved mostly true) and several people shared their intent to visit
Romania in social conversations, saying the campaign ‘gave them a
good reason to go over’ to a country they always wanted to visit. 
According to Gandul, the campaign generated €2 million of free
coverage and increased Gandul’s readership by 30%.
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click to share:
N|'o’S luEels FrIm t"E ¹:Eª
twitter.com/BBCCornwall
As part of its efforts to change the
media’s negative perception of the
fishing industry, the National
Federation of Fishermen’s
Organization in the UK decided to
turn to Twitter.
For one day, the NFFO would turn
over its Twitter account
(#NFFO_UK) to veteran fisherman
David Warwick, to show the media
and people what a fisherman’s life
really looks like. On August 14
2013,David tweeted from his
trawler, answered questions from
Twitter users and participated in
phone interviews with the media.
In a blog post, David wrote:
“Newspapers call us sea barons and
pillagers, accusing us of plundering
#People 2 People
#Changing perceptions
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top: twitter.com/SharkTrustUK
bottom: Video: Tweets from the Deep

oceans for commercial gain. Yet the reality could not be more different… 
“I followed my father’s footsteps into this industry and I hope, if he chooses,
my two year old son will do the same. Many of my fishing colleagues feel as
I do and we are working hard to ensure the industry is there in the future for
our children and our children’s children.”
Tweets from the Deep brought out the human side of their argument. It
encouraged the media to listen to the fishermen’s point of view and
allowed people to have direct exchanges with David – assigning a real
human face and story to the people represented by the organization.
As social media becomes more accepted as a mainstream medium, it
will increasingly become part of a campaign’s media mix for both B2C
and B2B campaigns. NFFO’s Tweets from the Deep campaign shows
that it’s the idea, the insight and the ability to evoke emotions that
counts.
NFFO’s larger approach to place fishermen at the heart of debates on
overfishing has helped it received more positive media coverage and
position itself as a credible source to comment on fishing industry issues
in 2013.
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slideshare.net/edahn
In March 2013, white smoke
appeared from the Sistine Chapel.
It was a sign that the Catholic
Church had found its new Pope to
lead the world’s 1.2 billion
Catholics. Jorge Mario Bergoglio of
Argentina was chosen as the 266th
Pope and he chose the name
Francis in honour of the humble
Saint Francis.
In a short span of time, Pope
Francis has captured the hearts of
millions and has established
himself as a new age Pope who is
making the Catholic Church
relevant to the 21
st
Century.
Pope Francis was formerly a
janitor, a nightclub bouncer, a
chemical technician and a
literature teacher. His humble
#Empathy
#Changing Perceptions
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upbringing is reflected in his leadership and lifestyle. He has made it
clear that the Roman Catholic Church should be a "poor church, for
the poor." After getting elected, Pope Francis decided not to move into
the papal apartment used by his predecessors; he preferred moving into
a simple suite at a Vatican Hotel. His sermons focus on the need to look
after the needy and sick, as well as the natural world. He will also be
auctioning a Harley- Davidson donated to him to help raise funds for the
homeless. Pope Francis leads by example – an approach that bolsters
his credibility.
Indeed, for most people, it’s not just Pope Francis’ words that are
important but his gestures. He once visited a man with a disfiguring skin
disease, kissed him on his forehead and prayed for him. He also washed
a Muslim woman’s feet during the Holy Thursday service last Easter.
Pope Francis emphasizes mercy and compassion, over doctrines. On
being questioned by a reporter on homosexuality, he replied, “Who am I
to judge?” These words don’t change the Church’s doctrines, but rather
the tone of the Church. This is the same approach Pope Francis has
taken on various subjects like unwed mothers, atheists and divorcees,
and has been successful in reaching out to people who were repelled
from the Church due to its strict dos and don’ts. Citing the “Pope Francis
effect” Italy’s Center for the Study of New Religions reports a significant
rise in church attendance since Francis was elected as Pope. It’s not just
Catholics, people outside the faith are inspired by his acts as well.  
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Video: Person of the Year 2013: Why
TIME Chose Pope Francis
Not only has Pope Francis embraced the right message, but the right
channels too. He has more than 10 million followers on Twitter, topped
Facebook’s trending topics of 2013 list and is the darling of social
media. He has had a few viral hits too, including his selfie with a few
millennials, and a photo of a little boy hugging him on stage during a
homily.
Pope Francis has charmed and motivated many people with his out
reach to non-Catholics, concern for poor and his humility. He has
changed the tone and perception of the Catholic Church. It’s easy to
understand why Time magazine chose Pope Francis as the Person of the
Year 2013.
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Video: Offre Joie "Volunteers Don't Seek Recognition”
In October 2012, a bomb blast
shook Beirut, killing 8 people,
wounding 80 and leaving many
more homeless. Politicians and
public figures spoke out about
violence and their blame games
took center stage in Lebanese
media. Meanwhile, volunteer work
to rebuild the attacked area went
unnoticed.
NGO Offre Joie launched the
campaign “Volunteers Do Not
Seek Recognition” to divert
attention back to the victims and
restoration efforts.
Offre Joie’s campaign captured
images of volunteers working on
the site without showing their
faces. The film moved people
emotionally and drove home the
#Authenticity
#Citizenship
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message of anonymous volunteerism. On Facebook, Offre Joie urged
people to join the movement by changing their profile pictures to an
image from Offre Joie’s album. These images showed the backs of
people with the word “citizen” on it.
As more people participated, the campaign garnered more media
attention. Some volunteers also appeared on a talk show “Men el Ekhir”
on MTV hiding their faces from the camera to emphasise on the
message “volunteers don’t need recognition”.
The campaign also attracted the attention of the popular socio-political
programme Kalam Ennas (Talk of the People). The show took a break
from its regular feature of politicians and dedicated a special two-hour
episode to the victims of the blast and the volunteers. During the show,
Lebanese president surprised all with an open letter on air and
honoured Offre Joie with the nation’s highest distinctions, the National
Order of the Cedar.
“Volunteers Do Not Seek Recognition” generated more than $1,136,000
in earned media and engaged 45% of Lebanon’s population of 4 million.
More importantly, it inspired 2,000 people to volunteer and help rebuild
80 homes before Christmas.
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twitter.com/TheMuslimGuy
In November 2013, Gap launched
the #MakeLove holiday campaign
featuring a diverse range of artists
including filmmaker Quentin Jones
and Sikh designer and actor Waris
Ahluwalia. The ‘culturally inclusive’
campaign attracted a lot of praise
from the Indian-American Sikh
community and media watchers–
but also a fair share of racist
comments and hate graffiti.
When writer Arsalan Iftikhar
(@TheMuslimGuy on Twitter) came
across one of the defaced ads in a
New York subway, he tweeted a
photo of it to his 37,000 followers.
Within 24 hours, Gap’s social
media team noticed the tweet and
took action.
#Quick social media
response
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top: twitter.com/gap
bottom: facebook.com/PortraitsofSikhs
Gap did three things: asked Iftikhar for the location of the ad, sent out a
team to replace the defaced ad, and – the cherry on the top – changed
its Twitter header image to the Waris Ahluwalia ad.
People noticed immediately, and praised Gap for its quick response and
for standing up against racism. Gap witnessed a jump in its number of
Twitter followers for a few days and an even stronger loyalty from the
Sikh community. The community created a Facebook page called Thank
You Gap (now “Portraits of Sikhs”) and curated photos of Sikhs wearing
Gap clothing, modeling in the same pose as the Waris Ahluwalia ad, and
standing next to the ad at Gap stores, as well as individual member’s
thoughts on the #MakeLove campaign.
By acting proactively and staying true to its campaign message, Gap
ensured conversation around its brand remained positive. As The Globe
and Mail’s Susan Krashinsky points out, “being quick and offering up a
genuine, human response can pay dividends.”
However, no brand campaign is an island. Gap’s 15 minutes of social
media fame also attracted social media activists, eager to draw attention
to the brand’s stand on the Accord on Factory and Building Safety
in Bangladesh. Gap refused to sign the accord – which holds brands to
maintain minimum safety conditions at factories that product their
clothing – following the tragic factory collapse in Bangladesh earlier in
2013.
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\:Tf'il
Netflix is a provider of on-demand
video streaming of movies,
documentaries and television
shows in the Americas and Europe,
and DVD rentals in the US.
Established in 1997, Netflix
overcame a major reputation crisis
in 2011 to retain its position as a
market leader, with 40 million
subscribers, in 2013. Business
model, innovation and risks
paved the path to both its crisis
and recovery.
Pricing & Qwikster Debacle of
2011
A business built partially on
providing real-time gratification,
Netflix should have anticipated
real-time customer feedback – and
backlash – when it announced its
#Original programming
#Innovation
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new pricing strategy in September 2011. Netflix was separating its
monthly unlimited video streaming + DVD rental package (priced $9.99)
into two separate packages ($7.99 each, $15.98 for both). Customers
were not impressed by what was essentially a $6 price hike out-of-the-
blue and criticized the move – the package only made sense as a whole
since the two collections complimented each other, they argued.
Two months later, Netflix CEO Reed Hastings announced the reason
behind the pricing change – the company was separating the two
services into separate companies to develop both formats deeper. The
streaming service would continue as Netflix and the DVD rentals would
continue as Qwikster… and the online websites for both not be
integrated: reviews posted on one site would not be reflected on the
other, and customers would receive two entries on their credit card
statements. The apology post did more harm than good as customers
reiterated their earlier stance, complained about the lack of convenience
and simplicity and hated on the name Qwikster.
Three weeks later, Netflix scrapped the Qwikster plan. But it was too
little too late - 800,000 subscribers cancelled their accounts in Q3, 2011
and moved to other providers.
 

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Bounce back of 2013
‘Will Netflix ever Recover?’ media watchers asked across news sites and
blogs throughout 2011 and 2012. Surprisingly, it was a different move of
2011 that helped the company bounce back – its plans to acquire original
content.
Netflix’s first original program House of Cards debuted in February
2013, immediately followed by Orange is the New Black and a fourth
season of the formerly cancelled Arrested Development. In addition to
attracting Arrested Development’s cult following, Netflix also received
14 Emmy nominations and 3 wins, 6 Golden Globe nominations and 1
win, and1 Academy Award nomination for its original shows.
All this combined with its aggressive content expansion has ensured
plenty of buzz for Netflix in 2013 – most of it positive for a change.
Netflix still has a tough journey ahead with stiff competition from
Apple’s iTunes and Amazon Prime Instant Video and unforeseen
regulatory changes with the scrapping of net neutrality. Nevertheless it’s
a remarkable example of how quickly a brand reputation can tank and
how quickly it can come back – albeit with bold steps and constant
innovation.
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change.org
Change.org is the world’s largest
petition platform and empowers
people to create the change they
want to see. 50 million people in
196 countries use this platform to
transform communities.
Ben Rattray founded Change.org
in 2007 to help activists in
mobilizing people for change by
creating petitions. It has given
voice to individuals and has
catalysed the shift in power to the
masses. Through the years, the site
has gone through a lot of
transitions. Today, it has a business
model which uses business for
social good.
Anyone can go to Change.org and
create a petition. "Petitions are just
the start," says UK campaigns
#Social activism
#Power to the people
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Video: Time 100: How Ben
Rattray’s Change.org goes Viral
director Brie Rogers Lowery. "They have to have a compelling story, a
tangible ask and be mobilising the people who sign it. Rarely is a petition
just going to win on its own."
The Change.org editorial team helps generate campaigns that not only
attract the attention of the media, but also engage the public, who then
go on to spread the petition through social media.
Change.org Success Stories
People have used Change.org to pressure governments and companies
to change course.
For instance, one woman created a petition against the disturbing
practice of “corrective rape” in South Africa and gathered support from
171,000 people in 175 countries. She then mobilized people to protest in
front of the parliament. Due to the international pressure the South
African government agreed to launch a National Task Team to end
“corrective rape”. In India, Change.org petitioners pressured the
government to regulate the sale of acid in the open market. In the US,
petitioners pressured the Boy Scouts of America’s National Council to
end their ban on gay youth.
In addition to fueling political debates and better laws, Change.org has
also given voice to the consumer. Many petitions have led brands to
change their policies to better reflect the interests of their customers.
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top: cnn.com, bottom: Verified Decision
Maker’sPage on Change.org
For instance, when Bank of America decided to introduce a $5 monthly
fee on its debit card, a petition was raised against the fee. 306,890
people joined in the campaign, fueling the national movement against
the charge. In less than a month the bank dropped the fee.
People have also used Change.org to pressure The Bank of England, US
telecom companies SPRINT and Verizon, Google, Apple, and
Seventeen Magazine to change their policies. Currently, people have
created petitions against M&Ms Candies, Johnson & Johnson, Coca-
Cola, Walmart and Amazon.
New face of social activism
Change.org has leveraged the power of personal stories and the viral
nature of social media to direct the attention of people to various causes.
It offers supporters a range of actions – they can get contribute to
change through a simple virtual signature, by sharing the petition online
or by taking to the streets. Change.org’s new Decision Maker tool allows
people to direct their petition to the decision maker (such as an elected
official or business representative) and allows the decision maker to
respond directly.
As Forbes’ Emily Canal notes, Change.org “is trying to alter the way
people communicate with elected officials” – and potentially brands too.
34
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|'Li|n| î:PulaíilN ª¹Ot|cí
agcs.allianz.com/assets/PDFs
In 2013, the Insurance Journal
listed Reputational Risk Policies as
one of the Top 10 Hot New Markets
in the insurance field. As
geographic boundaries shrink and
digital technologies shift power to
customers, protection of brand
reputations has become ever more
important.
While rolling out the Allianz
Reputation Protect product in
2012, Allianz quantified the value
and risk of a reputation:
• 24% of a company’s value is in
their brands
• Any listed corporation faces an
85% likelihood of experiencing
a significant corporate crisis in
any 5-year interval
#Reputation risk
#Crisis management
35
• Companies which manage to transform crises witness a 10% gain in
share price the following year, while those who fail witness over a
15% drop in share price in the same period (Oxford Metrica)
How it works
The Allianz product offers a coverage of up to €10 million and supports
companies in putting together a professional response that addresses
all stakeholders across multiple media channels.
Companies that avail of this product undergo a reputational risk
assessment and workshop provided by Media Tenor International.
Companies are then encouraged to take preventive steps before a crisis
hits. Should a crisis arise, companies would have 24/7 access to a panel
of crisis management experts and global service network, generous
limits to fund a response – including production of PR and advertising,
media spend and legal fees. Allianz also offers to personalize the
product to suit a company’s individual risk profile.
Benefits of reputation policies
Five insurers offer reputational risk policies today. The initial analysis,
preparation of a response plan and access to funds will help shift
companies to the offensive when a crisis strikes. In the long run, insurers
will no doubt contribute to the measurement and analysis of reputation,
as they begin to, literally, put a cost on reputation.
36
Policy extensions
In January 2014, Allianz
announced an expansion of its
reputation policies, with the Allianz
Cyber Data Protect. This product
insures against cyber attacks,
specifically against the cost of
responding to the attack and
restoring data, losses that arse
from business interruption and civil
liability claims that arise as a result
of data privacy violations. The
product offers coverage of up to
€50 million.
37
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100+ thinkers and planners within MSLGROUP share and discuss
inspiring projects – that are driving engagement with stakeholders – on
the MSLGROUP Insights Network. Every month, we pick the best
projects and analyse conversations around them, on the MSLGROUP
Insights Network itself and also on the broader social web, into an
insights report. Every quarter, we compile original insights from the
MSLGROUP global network into the People’s Insights Quarterly
Magazine.
In our first year and half, we focused on inspiring consumer projects
around social data, crowdsourcing, storytelling and citizenship. We
synthesized the insights to provide foresights for business leaders and
change-makers in the ten-part People’s Insights annual report
titled Now & Next: Ten Frontiers for the Future of Engagement, also
available as a Kindle eBook and an iPad app.
In 2013, we launched “The Future of” series with a focus on Citizenship,
Money and Employee (Re)Engagement. In 2014, we continue to track
inspiring projects that are shaping the future of engagement, with a
focus on reputation, employee engagement and citizenship.
Subscribe to receive our insights reports and quarterly magazines. 
People’s Insights iPad app “Now&Next”
AblUl PelP'E’S In\I.hí\
38
People’s Lab is MSLGROUP’s proprietary crowdsourcing platform and
approach that helps organizations tap into people’s insights for
innovation, storytelling and change.
The People’s Lab crowdsourcing platform helps organizations build and
nurture public or private, web or mobile, hosted or white label
communities around four pre-configured application areas: Expertise
Request Network, Innovation Challenge Network, Research & Insights
Network and Contest & Activation Network. Our community and gaming
features encourage people to share rich content, vote/ comment on
other people’s content and collaborate to find innovative solutions.
The People’s Lab crowdsourcing platform and approach forms the core
of our distinctive insights and foresight approach, which consists of four
elements: organic conversation analysis, MSLGROUP’s own insight
communities, client specific insights communities, and ethnographic
deep dives into these communities. The People’s Insights reports
showcase our capability in crowdsourcing and analyzing insights from
conversations and communities
|!o1T ª:o|L|’S '\b
39
For People’s Lab solutions,
please contact:
pascal.beucler@mslgroup.com
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