17300: Trump Trumps DEIBA+.

Can’t help but think Trump Store represents the polar opposite of WeLoveUs.shop

 

President Donald J. Trump argued citizens should significantly reduce the number of purchased pencils and dolls. Yet does anyone need even a single item on this website?

17299: We Heart WeLoveUs.shop

Digiday published a report on Essence launching WeLoveUs.shop, an online marketplace dedicated to Black women-led brands.

 

The content is definitely worth reading, as it underscores how everything from Target to Trump Tariffs have contributed and conspired to accelerate the employment challenges impacting US Black women.

 

Media giant Essence launches a marketplace for Black women-led brands

 

By Allison Smith

 

The story was first published by Digiday sibling ModernRetail

 

When LaToya Stirrup’s brand Kazmaleje first landed on Target’s shelves in 2022, it felt like a dream come true. The Miami-based founder had spent years building her hair-tool brand — which she launched in 2019 — and securing placement at a national big-box retailer gave her scale and visibility that would’ve been harder to achieve on her own.

 

At the time, Target touted its wholesale partnership with Kazmeleje, along with 20 other Black-owned or founded beauty brands, as part of a broader commitment to spend more than $2 billion with Black-led businesses by 2025. Target said the initiative “will help us create more equitable experiences for our Black guests, and use our company’s size, scale and resources to create economic opportunity for Black-owned businesses that extends outside of Target.”

 

But earlier this year, Stirrup noticed “a complete sales slowdown” at Target. She attributed it to consumers who had stopped shopping at the retailer because of the company’s DEI rollback. After Target announced it would scale back some of its diversity, equity and inclusion initiatives in January, calls to stop shopping at the retailer spread. Modern Retail reported in August that many once-loyal Target shoppers were still boycotting the retailer because of its DEI rollback.

 

As a result of declining sales — Stirrup declined to share exact figures — Target decided to remove Kazmaleje’s products from its physical stores, she said. Beginning in 2026, she said the brand will be sold online-only at Target, via Target.com. Target declined to comment.

 

Stirrup is one of dozens of Black women founders navigating a particularly challenging moment for small businesses. Corporate rollbacks of diversity, equity and inclusion initiatives, including at major retailers like Target, have created new uncertainty around distribution, visibility and consumer demand for Black-owned brands. At the same time, President Donald Trump’s trade war has driven up costs through steep tariffs on top trading partners, squeezing margins for founders who rely on overseas manufacturing.

 

Against that backdrop, Essence has launched WeLoveUs.shop, a new online marketplace dedicated to Black women-led brands. The platform, which officially launched earlier this month, aims to give founders an alternative sales channel at a moment when the larger retail industry has become more volatile. WeLoveUs.shop currently features about 100 brands and 1,000 products across categories like beauty, wellness, fashion and home, with more than 400 additional brands expressing interest in joining future cohorts, according to Essence.

 

The idea for WeLoveUs.shop crystallized earlier this year as the toll on Black women in business became increasingly clear, Michele Ghee, Essence’s chief content officer, told Modern Retail. Since February, nearly 600,000 Black women have been sidelined by job losses and unemployment, according to Fortune. That reality, combined with rising costs from tariffs and shrinking opportunities tied to DEI rollbacks, made the launch of WeLoveUs.shop feel urgent. It was “all hands on deck” to get the marketplace up and running as quickly as possible, with key executives and stakeholders even working over Thanksgiving. The site quietly launched in beta just after Thanksgiving, before a wider public rollout around Cyber Monday.

 

“We know so many businesses are hurting right now,” said Ghee. “Nobody is immune to what is happening in the world today, especially for marginalized communities.”

 

For Stirrup, the consumer backlash against Target made it harder for her to promote Kazmaleje’s products at the retailer. “There was a lot of pushback, especially on social media, and you couldn’t really talk about being in [Target],” she said. “That limits you from being able to advertise, because we were getting the response of, ‘We’re not shopping there.’”

 

On an earnings call in May, Target CEO Brian Cornell said the company’s first-quarter performance was dented by several factors, including “the reaction to the updates we shared on belonging in January.” He also flagged tariff uncertainty and declining consumer confidence as other headwinds. He added, “While we believe each of these factors played a role in our first quarter performance, we can’t reliably estimate the impact of each one separately.”

 

The boycott against Target underscored the risk of relying too heavily on any one channel, making WeLoveUs.shop an attractive opportunity. “You really have to have a diverse revenue stream because you never know how the market will impact you,” she said.

 

This year has also been tough for small business owners because of tariffs, which have raised costs for founders importing materials or finished goods. For Brittny Horne, founder of RVL Wellness Co., tariffs have significantly constrained growth. RVL makes therapeutic jigsaw puzzles, and the brand’s products are entirely manufactured in China, one of the most heavily tariffed countries.

 

Tariffs “definitely slowed down our production of new products,” Horne said. “It’s just one of those things — another issue we have to try to navigate and figure out a solution.”

 

Horne said she explored moving production to the U.S., but quickly ran into cost barriers. “It’s way more expensive to manufacture in the U.S., especially unless you are ordering at least 5,000 units per SKU,” she said. With 11 SKUs in her lineup, she said, “There’s no way we could afford that much at this time.”

 

The uncertainty has forced her to rethink where and how RVL can grow. “It just kind of makes you now have to rethink, ‘OK, well, what do we look forward to next?’” she said. “‘Where’s a safe space for us to go?’”

 

That led to Horne’s decision to join WeLoveUs.shop, which has led to a “really big boost” in sales since the marketplace launched at the beginning of the month. Even though it’s only been a couple of weeks since the partnership began, the majority of RVL’s orders are now coming from WeLoveUs.shop, Horne said.

 

WeLoveUs.shop takes a 35% commission per transaction. That’s higher than what other marketplaces charge. Amazon, for example, takes a cut ranging from 8-15% per transaction, depending on the product category. But Amazon also charges sellers for other services, including advertising and fulfillment. In exchange for WeLoveUs.shop’s 35% commission rate, brands gain access not just to Essence’s audience but also to its full media ecosystem, including editorial coverage, social promotion, newsletters and PR support. Other brands that spoke to Modern Retail for this story said WeLoveUs.shop’s bi-weekly payouts were also more appealing than the 90- to 120-day payment cycles common in wholesale and consignment arrangements.

 

WeLoveUs.shop is gaining traction on social media, according to Essence’s Ghee, who said Essence has leaned heavily on its existing audience and distribution muscle to promote the marketplace. Essence reaches about 75 million touchpoints each month across its digital platforms, she said, and has been using a mix of curated gift guides, newsletters and social posts to drive attention to the new shop. One recent gift guide featuring products priced under $50 generated about 10,000 impressions within the first few days, Ghee said. In another example, a social post encouraging followers to “tag a Black business” was shared roughly 5,000 times in a similarly short period.

 

“For [Essence] to be able to put their media power behind more Black-owned brands at a time of great need, when small incomes are struggling, can really support them,” said Sky Canaves, a principal retail analyst at eMarketer.

 

Melissa Mitchell, a self-taught designer who sells accessories, apparel and home decor and more through her brand Abeille Creations, echoed that sentiment. “This year has been very up and down,” she said. “With this kind of partnership, this allows me to reach people that I probably would never have on my own.”

17298: WPP Drives Off With Jaguar Land Rover.

 

MediaPost reported Jaguar Land Rover picked a new White holding company—WPP—to handle its global marketing communications.

 

The “win” is pending final contract negotiations, which More About Advertising speculated gives WPP CEO Cindy Rose time to sort out conflicts with other automotive brands serviced by the White holding company.

 

The scenario presents another example underscoring the devolution of Adland.

 

First, global brands choose exclusively from six White holding companies for marketing assignments.

 

Second, no specific White advertising agencies are mentioned, as White holding companies have orchestrated the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable.

 

Third, conflicts are rarely an issue anymore, as White holding companies can cook the books and fabricate faux firewalls to create the illusion of client confidentiality. The most creative work these days is being generated in accounting departments.

 

Finally, consultancies like Accenture Song—the enterprise responsible for the worst Jaguar campaign ever—can’t drive in the big leagues.

 

Automaker JLR Selects WPP For Global Marketing Communications

 

By Steve McClellan

 

UK-based high-end carmaker Jaguar Land Rover confirmed that it has selected WPP to handle its consolidated global “end-to-end” marketing communications account, subject to final contract negotiations.  

 

The remit would include media, creative and other marketing services. 

 

The carmaker spent an estimated $475 million on measured media this year, according to agency research firm COMvergence. 

 

Incumbents on the account include Accenture Song (creative) and Omnicom (media). 

 

A spokesperson for the car company stated, “JLR can confirm that it has chosen WPP to enter into a period of exclusivity and contract negotiations in the final phase of its global agency review.” 

 

“The pitch covered JLR’s end-to-end marketing communications and services, across all channels globally,” the spokesperson added. “JLR’s new partner agency will span our House of Brands: Defender, Discovery, Jaguar and Range Rover and teams around the world.” 

 

“There now follows a period of detailed discussions on terms of the contract — the result of which will be communicated early next year.” 

 

In April the company rebranded to its initials JLR, taking what it called a “house of brands” approach that was designed to “amplify the unique character of each of the company’s brands — Range Rover, Defender, Discovery and Jaguar,” the company stated at the time.  

 

The rebrand came under fire from critics who said the company was wrongly de-emphasizing the iconic Jaguar name, part of the UK’s automaking heritage. A subsequent campaign for Jaguar was also criticized. The nameplate is shifting to an all-electric lineup. 

 

Earlier this month reports surfaced that Jaguar Land Rover’s head of design Gerry McGovern had been relieved of his duties. The company issued a statement denying that McGovern had been fired and that he remained on the company’s payroll, but declined to clarify whether his role had changed.  

 

The reports about McGovern surfaced shortly after JLR appointed PB Balaji as its new CEO. 

17297: LinkedIn Promotion More Or Less Likely To Be Bullshit.

 

LinkedIn Talent Solutions declares: Hires made with LinkedIn are 37% less likely to leave—and ‘before their first year’ is treated like a legal disclaimer. Does the figure jump to nearly 100% more likely at Day 365?

17296: Unionization Commoditization?

 

MediaPost published a perspective wondering if employees at White advertising agencies could and/or should unionize.

 

Agree with the author that the answer is a hard “no”—albeit for additional reasons.

 

First, White holding companies have orchestrated the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable. So, what issue would require wielding collective power and negotiation, as all places offer similar working conditions?

 

Second, given the global structures of White holding companies, unionizing would likely be a great logistical and legal challenge.

 

Third, Adland denizens have always held a “Looking Out For #1” viewpoint. It’s hard to unite self-absorbed, self-interested, selfish sellouts.

 

The only way to inspire unionization in Adland would be to create awards for such labor groups.

 

Can Agency Employees Unionize?

 

By Cory Treffiletti, Featured Contributor

 

The last few weeks have seen a lot of cuts in the agency landscape as consolidation and cost-cutting becomes a full-time job in and of itself. Lost in the headlines was an interesting idea about whether agency employees could and should unionize. It made me wonder if that were even possible in today’s world.

 

Starbucks employees were the last significant category of worker that I’m aware of able to unionize, and there are debates on whether that move was successful or not. 

 

The most immediate challenge I can see for agency employees is AI. AI gets the blame (or the credit, depending how you want to spin it) for creating efficiency in the advertising world in 2025 and 2026. When large companies do cuts, they speak to how AI created efficiency, which necessitated a smaller workforce and thus higher margins. 

 

If the rationale for cuts is that technology can replace workers, how can you expect an entire category of these workers to form a strong enough union that would give them any leverage or power? Holding companies could simply look at unionization as a way to execute further reductions.

 

I love agencies, so please don’t get me wrong or read into my tone. I am simply being realistic; I don’t think agency employees have any leverage here. You can fight back for more PTO and better flexibility for new parents. You can fight for lower-cost health care. You can fight for whatever you like, but in an economy that is shaping up to further differentiate the haves and have-nots, it’s difficult to gain leverage. This is further complicated when your bosses would love to have a reason to further replace your role with technology.

 

Agencies are built on creativity, but that creativity is truly only applied to, at best, 50% of the work. The other 50% or more is dedicated data, analytics and optimization. Those are automatable processes. One person can manage the work of 10 with the right tools. 

 

When I ran agencies, I used to estimate that one person could easily manage about $10 million in spend by themselves. With the tools available to them today, that number is closer to $100 million. That only leaves creative and creative thought as the true differentiators, and the percentage of those who are really great at those roles is much smaller. These people are rare, and they can still command the compensation that keeps them on staff. The rest are playing for scraps.

 

So that brings me back to the basic question of whether agency employees can unionize. I fear the answer is a hard “no.” They can talk about it, but with all the recent layoffs and reductions, there remains a large number of people waiting for a job, and they will step in to whatever role gets vacated by someone unwilling to bend to the needs of the holding company. As the industry becomes dominated more by technology, traditional agency employees have less a leg to stand on and therefore, not much leverage in the relationship.

 

Tell me I’m wrong? I would love to hear the opposing point of view on this one. The world needs agencies, and I want them to succeed. It just may be in a different paradigm from what we are all used to today.

17295: Kwanzaa In Adland 2025.

 

17294: Merry Christmas!

 

Celebrate the holiday with old friends and classic favorites: Aunt Jemima Party Pancakes!

17293: Kenvue Prevue & Revue.

 

Advertising Age reported Kenvue completed a dizzying pitch, choosing WPP and Publicis Groupe as its new White holding companies to handle global creative and media duties, respectively.

 

An official statement declared, “This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building.”

 

Pharmaceutical promotional PR clearly doesn’t undergo the same rigorous scrutiny as pharmaceutical marketing. Terms like “the strongest blend of enduring creativity” and “elevate brand building” would never gain approval from any regulatory committee.

 

The awarding and announcement also expose symptoms of ailments in Adland.

 

First, all global corporations will choose exclusively among six White holding companies to service portfolio brands.

 

Second, there will be no mention of distinct White advertising agencies, as White holding companies have orchestrated the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable.

 

Finally, the Tylenol maker should know “the strongest blend of enduring creativity and modern precision to elevate brand building” is useless against the marketing mayhem generated by President Donald J. Trump.

 

Kenvue selects Publicis and WPP after global creative and media agency review

 

By Ewan Larkin

 

Tylenol maker Kenvue has selected Publicis Groupe and WPP as the winners of its global creative and media agency review.

 

The review spanned media, brand and production. Brand work included creative, influencer, healthcare professional communications, shopper and commerce. Kenvue said in a statement that WPP will handle creative and production for all brands except Neutrogena, while Publicis will manage media, influencer, commerce, healthcare professional support and technology, in addition to creative and production for Neutrogena.

 

“This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building,” Kenvue stated. “We are very grateful for the tremendous partnership of Mediasense who supported the review and deeply appreciative of all the exceptionally talented teams who participated in the pitch.”

 

Kenvue’s media roster previously included Interpublic Group of Cos. globally and Publicis, which oversaw Asia-Pacific, while creative duties were handled by Interpublic’s FCB and Deutsch, Omnicom’s BBDO and Stagwell’s Doner. Omnicom also competed in the review, Ad Age reported in October, pitching the business alongside IPG, which it acquired in late November.

 

WPP and Publicis deferred calls for comment to the client. Omnicom declined to comment.

 

The pitch aimed “to allow us to simplify how we work, enhance executional excellence, and better align our partners to support our global growth agenda,” Kenvue previously said in a statement.

 

Kenvue spent $1.6 billion globally on advertising last year, according to its most recent annual filing, up from $1.3 billion in 2023.

 

The company has been under pressure of late due to the Trump administration declaring that Tylenol, one of its flagship brands, is a potential cause of autism. However, motivations for the review went well beyond Tylenol for the company, which also markets such high-profile brands as Listerine, Neutrogena, Aveeno, Band-Aid, Motrin and Johnson’s Baby.

 

The decision follows Kenvue’s recent appointment of Jon Halvorson as chief marketing officer. Halvorson joins from Oreo maker Mondelēz International and brings experience from both Publicis and Omnicom.

17292: There Is No DEIBA+ In AICP…?

 

Not sure how to fully interpret the post depicted above.

 

The VP, Equity & Inclusion at AICP yesterday announced: Today is a sad day. I just learned that the AICP (Association of Independent Commercial Producers) and the #AICP National Board have decided to join the ranks of #Target, #McDonalds, #JohnDeere, etc. in eliminating their intentional efforts to improve diversity in the #advertising and #commercialproduction areas. First the suspension of the #CDDP, the #Diverse #Directors program with the Directors Guild of America, and now eliminating the #Equity and #Inclusion position.

 

So, the AICP dismantled its heat shields and dismissed its Human Heat Shield—after only roughly three years?

 

Did anyone throw a wrap party?

 

Congratulations, AICP—you just accelerated the employment challenges faced by US Black women too.

17291: ICYMI HBCU FYI.

 

Advertising Age published a perspective declaring “HBCUs have always been curators of cultural moments”—stressing how brands should invest in the higher education institutions and associated students to create authentic connections.

 

There’s nothing new in the op-ed that hasn’t been articulated by HBCUs and Black advertising agencies for decades.

 

Indeed, brands jumped on the HBCU bandwagon in recent years, generating opportunities for heat shields, performative PR, and embryo recruitment.

 

Hard to say if such philanthropic activity diminished in parallel with the anti-DEIBA+ vibe in Adland.

 

It’s a safe bet AI trumped HBCU too.

 

How HBCU culture sets the trends brands chase on social media

 

By Tayler Towles

 

Historically Black Colleges and Universities (HBCUs) are epicenters of culture. They produce leaders across industries, foster academic excellence and create spaces where underrepresented students thrive authentically. Beyond academics, HBCUs instill pride that radiates from students to alumni to faculty and, increasingly, to brands.

 

I’ve experienced this firsthand as a proud graduate of Howard University’s School of Business, where I served as valedictorian of the class of 2025.

 

From homecoming to hashtags—how HBCU traditions go viral

 

IYKYK ... but if you don’t, let me tell you: HBCUs have always been curators of cultural moments. From academic rigor to deep community service, much of the HBCU experience is also grounded in tradition.

 

Homecoming, for example, isn’t just a football game. It is an ecosystem of celebration, shared experience, resilience and community. Every year, alumni reunions, step shows, concerts on the yard, halftime band performances, family-reunion-style tailgates and closing chapel services are anticipated and highly sought after. These aren’t just events; they’re cultural markers.

 

And then there’s fashion and music. At HBCUs, every day is a runway. Students take pride in individuality, driving viral moments without needing to be influencers. Just look at how HBCUs transformed #FDOC (First Day of Class) into a national trend. A single post from Florida A&M University this year drew more than 3 million views on Instagram. Collective “fit checks” across campuses are now cultural events amplified online—something that was rarely seen at other universities before HBCUs made it mainstream.

 

These everyday moments broadcast across TikTok and Instagram are helping shape the future of HBCUs themselves. Post-COVID, visibility has fueled rising enrollment. On TikTok, hashtags like #FAMU (92.1k posts), #NCAT (88.9k posts) and #HowardUniversity (60.7k posts) prove how far HBCU pride travels. Howard even welcomed its two largest freshman classes in history in back-to-back years.

 

When brands show up at HBCUs, students show out

 

Ralph Lauren’s Oak Bluffs collection, in partnership with Morehouse and Spelman, designed by alumni James Jeter and Dara Douglas, did a wonderful job of illuminating stories that often go untold from the Black community in a stylish, trend-focused way true to Black culture. Deep attention to detail, true understanding through experience and community impact helped the campaign sell out quickly. It also drove massive TikTok conversation and aligned the brand with cultural authenticity.

 

In 2024, Nascar partnered with Howard alumnus Tahir Murray’s Legacy History Pride to celebrate HBCU culture through a pit crew jersey collection. Murray’s announcement video earned nearly 64,000 views on Instagram, helping drive conversation and excitement across HBCU campuses. Nascar also created a Campus Lab at Winston-Salem State University, where 15 students participated in case competitions, marketing activations and scholarship and internship opportunities.

 

ESPN has taken a similar route, bringing “First Take” live to campuses like Howard University, Tennessee State University and Clark Atlanta University. These activations didn’t just generate content; they created viral, student-driven moments. One TikTok from Howard student Kelsie Jarett capturing Stephen A. Smith’s interaction alone hit nearly 600,000 views. When brands show up authentically in HBCU spaces, students amplify the story for them.

 

The digital ripple of HBCU culture

 

The digital ripple of HBCU culture proves one truth: What happens on the yard doesn’t stay there—it drives the language, style and trends dominating social feeds. Viral phrases from African American Vernacular English like “Clock it” or “I know that’s right” illustrate how Black culture consistently fuels popular culture.

 

People gravitate toward brands that make them feel genuinely seen, and marketers are being challenged to deliver more meaningful impact with every dollar spent. Partnering with HBCUs offers something money can’t buy: authentic connection. To truly be at the forefront of trends in today’s social-first world, we must look to the very communities already creating them.

 

Invest in HBCU talent, not just HBCU moments

 

Brands should begin by assembling internal teams who align with and understand unique cultural elements. These teams have personal experience and can connect with the voices they wish to serve, helping narrate stories that often go untold—similar to Ralph Lauren’s Oak Bluffs collection.

 

Brands should avoid one-off activations and instead take the time to foster relationships with HBCUs and students alike through mutually beneficial resources. Educational opportunities like case studies that connect students to internships and scholarships help brands not only uncover unique solutions to business problems but also create a pipeline of diverse talent.

 

HBCU students aren’t just participants in culture; they are its catalysts. By tapping into their creativity, voices and perspectives, brands can connect at the very point where culture is created—before it ever hits the feed.

 

Tayler Towles is an assistant account executive at Leo Chicago and recently graduated from Howard University as valedictorian of the School of Business.

17290: Ubie’s AI Health Chat Is Not Well.

This ad promoting Ubie’s AI Health Chat—with all its typos—winds up demonstrating the inherent flaws of utilizing AI.

17289: On ANA Authenticity.

Here’s a quick follow-up to the previous post spotlighting the ANA marketing word of the year.

 

Authenticity came in as the close runner-up to AI. However, the second-place word referred to Authenticity relating to AI-generated content.

 

For ANA members attempting to connect with non-White audiences, Authenticity will continue to be lacking.

 

Ditto Authenticity as it applies to DEIBA+ and being your authentic self in the workplace.

17288: ANA Marketing Word Of The Year Is Bullshit.

 

MediaPost spotlighted the ANA marketing word of the year, which emerged for the third year in a row (and fourth time in a dozen years): AI

 

The chart above indicates another significant—albeit obvious—marketing milestone: AI has officially trumped Inclusion and Diversity in Adland.

 

It’s no surprise, as ANA membership has consistently admitted any DEIBA+ dedication is performative poppycock.

 

Word.

 

The ANA’s Paradox Of The Year

 

By Joe Mandese

 

For the third consecutive year — and the fourth time in the 12 years they’ve been selecting one — the members of the Association of National Advertisers have picked AI as their marketing word of the year. Actually, they picked two — “Agentic AI” and “Authenticity” — and therein lies the paradox.

 

Or, as ANA Executive Vice President Bill Duggan describes the selections: “Agentic AI captures a transformative shift that is reshaping how marketing gets done, while Authenticity reflects the enduring human values that brands must protect as technology accelerates. Together, these words signal the new reality for marketers in 2025 and beyond: success will come from navigating advanced AI capabilities without losing the trust, truth, and transparency that define strong brands.”

 

Technically, “Agentic AI” won more votes among the 623 ANA members who voted, but the ANA made the determination that close runner-up “Authenticity” should be the associations first-ever second marketing word of the year.

 

So what’s the paradox? Well, I turned to an authority on the subject, asking Google AI chatbot Gemini if “agentic AI could be authentic,” and here’s what it had to say:

 

“The question of whether agentic AI can be ‘authentic’ is complex, as AI systems, including advanced agentic AI, lack human consciousness, understanding, or feeling. They operate based on patterns and data, not personal experience or intrinsic emotions,” Gemini explained, adding, “Authenticity, when applied to agentic AI, generally refers to whether the AI’s actions and communication feel genuine, transparent, and aligned with human values and intent.”

 

Of course, the ANA didn’t necessarily mean that agentic AI should, or could be authentic, just that the two terms best describe the two biggest marketing themes of the year — one being inherently synthetic (AI), and the other capable of being authentic (people).

 

And if you ask me, that is quite a paradox brand marketers are expected to walk.

 

Or, as one anonymous ANA member said in the association’s 2025 Marketing Word of the Year report: “It’s getting harder to determine what is real and what is performative. Reaching consumers in a way that is tangibly authentic is going to be the difference-maker.”

 

You can read other verbatims here.