By Paul Breton

For many of us in Southern California, 2025 has not started off according to plan.  

I’ve practiced and coached crisis communications and issues management in some capacity for more than 25 years. I’ve developed playbooks, imagined and led table-top trainings, and been in the trenches through countless types of crisis scenarios. I’ve trained C-suite and comms leaders how to anticipate and respond to unexpected circumstances. I’ve preached that preparation and practice are critical to successfully navigate a rapidly evolving crisis situation, when facts are scarce, time is of the essence and there’s always someone ready to fill an information vacuum. 

I never thought I’d use these skills with my own family. But it happened last week on Jan. 7, when the Eaton Fire came within two miles of my home. 

(I’m incredibly fortunate and grateful my loved ones are safe and I had a home to return to. Thousands of my neighbors and people across Southern California weren’t so lucky.) 

This is my reflection on the crisis communications skills I relied on during the most intense and challenging moments. It’s also my observations about how trustworthy information disseminated and spread – and how it wasn’t. 

Putting the Stoplight Framework Into Action 

In hindsight, I fortuitously spent December developing crisis protocols for a new client. I had the stoplight framework top of mind. Even though I didn’t tell my wife and kids in the moment I used it to make decisions, I absolutely did. And I told them later, so they could also use it in the future. 

The framework is intentionally simple and modeled after a common stoplight:  

• Green is a low-risk situation. No action is needed.  

• Yellow means there’s an elevated risk. You don’t take any immediate action, but you start preparing a response and keep a close eye on how things evolve.  

• Orange is an escalating situation. You mobilize resources and begin to act cautiously. (I know, orange isn’t a color in an actual stoplight, but it works in this framework.)   

• Red is a full-scale crisis. Or in this case, an out-of-control and rapidly spreading wildfire. 

What makes this framework useful is that you can quickly assess risk and calibrate your response.  

As the Santa Ana winds gained force throughout the afternoon, making it difficult to walk outside, we were in stage yellow. We started packing “go-bags,” gathering important documents and keepsakes, and making plans for where we would go if we had to get out. 

When we lost power around 6:30 p.m., the situation escalated to orange. Our flashlights were already laid out on the dining room table. We loaded the cars and were on high alert to see if and when evacuation orders would be issued. At the same time, we tried really hard not to panic, at least not visibly in front of our teenage kids. We reviewed the game plan in detail for where we’d go, how we’d get there and what we’d do next. We played board games by flashlight to divert our attention. And for an hour and a-half, we literally and figuratively waited in the dark to see what would need to happen next.  

Finally, around 10 p.m., as we looked out the skylight in an upstairs bedroom and saw flames shooting across the mountainside a few miles away, we made the call. Code red. Time to act and get the hell out of harm’s path. Fast!  

The Most Reliable Information Came From the Least-Expected Sources 

As someone who practices media relations for a living, I find it curious I didn’t rely on any traditional news reports until more than 12 hours after we evacuated. They were too slow and didn’t have the real-time information we needed to make critical decisions. I also didn’t rely broadly on social media.  

Instead, my information sources were intensely local and highly specialized. Text messages among various friend groups flooded my phone. We checked on each other, shared plans and tipped each other off to resources, such as the Watch Duty app. (I highly recommend it and was fixated for days.) Nixle alerts from the city gave timely updates on evacuation status.  

We often counsel clients to communicate inside-out during a crisis, meaning start with your inner-most circle and keep them the most informed. Then, expand to other important stakeholders as updates are available and the situation evolves.  

This experience made me rethink the most effective ways to do that. Short messages and real-time alerts from known and trusted sources are more valuable than thorough reports and carefully crafted messages. Case in point – Edgar McGregor, a 24-year-old local climate expert who operates the “Altadena Weather And Climate” Facebook page is credited with saving hundreds of lives with a two-word post: “Get out!”  

I also followed the counsel we give to clients to set expectations around communications. I received an outpouring of supportive messages from colleagues across the globe. While I appreciated all of them, I also needed to prioritize and wasn’t in the headspace to type lengthy replies to each. Instead, I established that I’d send one daily update to my teams, senior leaders and direct reports, relying on them to cascade the information to others who needed it. 

The Smoke Clears, Eventually 

Four days after we evacuated, we got the all-clear to return. Unlike many of our friends and neighbors, I was fortunate my home was intact. 

Breaking down fallen palm tree fronds and sweeping other debris from my front yard, I heard firefighting helicopters flying across the San Gabriel mountainside. I looked up and could see the mountains for the first time since the ordeal began.  

They looked different; now charred brown and black from where the fire ripped through. But they were no longer shrouded in smoke and flames. The sky was bluer than I’d recalled seeing it in quite some time. And I was reminded of the adage, “This too shall pass.” 

Paul is a managing director on Allison’s Corporate Affairs team, based in Los Angeles. A native Southern Californian, he leads the agency’s team that specializes in fintech and financial services. His areas of expertise include corporate brand building, corporate reputation management, executive visibility and thought leadership, internal communications and employee engagement, corporate narrative development, crisis and issues management, and social impact and cause marketing.  

By Cassie Downey 

Misinformation is not a new phenomenon. However, social media has supercharged the speed and reach at which false information can spread. In today’s hyper-connected world, the spread of misinformation and disinformation poses serious risks—and companies are certainly not immune, since many have been impacted heavily by false claims about their brand’s purpose, stance on issues and vocalization from leadership.  

To dive into the world of misinformation, how it travels and how it can ultimately impact brands, Executive Vice President and Leader of Allison Worldwide’s Purpose Center of Excellence Whitney Dailey hosted an engaging discussion with three experts in the misinformation space—American Red Cross Chief Marketing and Communications Officer Rosemary McGillan,  MIT professor of Political Science Adam Berinsky and The Harris Poll Director Andrew Higham—to learn about what brands can do to help navigate and prevent the spread of misinformation.  

1. Establish credibility and trust through authentic voices: As McGillan noted, building your network of people who can vouch for you and your organization is crucial when misinformation strikes. Community voices can be equally as helpful—if not more helpful— as brand-released statements, since they establish an authentic third-party point of view. This can be trusted analyst or influencer partners, coalition members, or other partner organizations your brand works with.  

2. Acknowledge that emotion and uncertainty fuel virality: Berinsky said things that evoke emotion in times of uncertainty are more likely to go viral, as has been demonstrated since World War II. Credible sourcing, strategic messaging and innovative platform strategies can help cut through some of the emotional noise and misinformation clutter that can arise during periods of uncertainty.  

3. Use your brand’s credibility for good: Higham shared research from Harris Poll that indicates Americans see politicians spreading misinformation as their biggest concern, indicating an opportunity for brands to build trust in this space. Using their credibility, businesses can speak out against misinformation narratives that could negatively impact their brand or mislead consumers.  

In this era of constant content churn, marketing and communications professionals must remain vigilant about the threat of misinformation undermining their efforts. Having a strategy that prioritizes credible voices, rapid response capabilities and nuanced messaging is essential for protecting brand trust.  

This complex landscape demands a sophisticated approach to social listening and reputation management, which is why Allison has launched Allison Advanced Issues Monitor (AIM) to provide a truly cutting-edge advanced approach that will enable leaders to monitor, analyze and respond to issues related to their businesses with a much more sophisticated understanding of the full picture—allowing business leaders to get smarter quicker on what actually matters, versus what is just noise.  

For more information on how your organization can stay out of the crossfires of misinformation and identify potential threats before they become issues, reach out to AllisonAIM@allisonworldwide.com 

Explore how our Advanced Issues Monitor (AIM) tool equips brands to identify and respond to issues faster and smarter: Allison Advanced Issues Monitor (AIM) – Allison Worldwide

ICYMI: Watch the full recording of our webinar, “Advancing Issues for Your Brand in a Time of Disinformation”: https://lnkd.in/dZf3JVqd

By Jeremy Seow

At Allison, we’re honoured to be recognised as both the “Best Agency to Work For” and the “Best Midsize Agency in Asia Pacific” in 2024. These awards are more than just achievements—they’re a moment to reflect on what truly drives our success in such a dynamic region: our incredible teams and the trust and collaboration of our clients, who inspire us to bring our best every day. 

Our recognition as the best midsize agency stems directly from creating a workplace where people feel valued, empowered and inspired. Without being the best place to work, we simply wouldn’t be the best midsize agency. 

Reflecting on this journey, I am encouraged by the unwavering importance of balancing culture with commercial success. Allison has always known that while ambitious business goals are essential, our investment in people fuels sustainable growth. Cultivating an environment where team members feel engaged and supported doesn’t just benefit individuals—it forms the foundation of resilience, innovation and client impact. Each recognition we receive reflects the collective effort within our agency, reaffirming our success is built on connections, shared values and purpose. 

A Culture That Drives Results 

In Asia-Pacific, where market dynamics vary widely, balancing culture with performance requires a deep understanding and embracing each country’s unique context. Our general managers have been instrumental in creating environments where team members feel valued, empowered and aligned with a shared purpose. By leading with inclusivity and respect, they ensure our clients consistently receive high-quality, locally relevant work. 

We’ve found that a culture rooted in respect, integrity and growth not only strengthens our teams but also allows us to consistently deliver the best for our clients. We’re incredibly grateful to work with clients who push us to think bigger, collaborate deeply and innovate fearlessly—fueling creativity and resilience on both sides. 

Without being the best place to work, we simply would not be the best midsize agency in the region. 

Empowering People and Clients Alike 

Our general managers have been pivotal in building a culture that fosters ownership, engagement and client focus across markets. By cultivating an environment where employees feel supported in both their personal growth and professional contributions, they have strengthened our teams’ commitment, adaptability and creativity. 

This people-first culture directly translates to client success: the dedication of our teams shines through in the quality of work we deliver. Our clients, in turn, play a significant role in this journey. Their trust and collaboration are the foundation of our most innovative and impactful work. We’re deeply grateful for their confidence in us and their shared belief in the power of partnership. This trust enables us to push boundaries, deliver exceptional results, and truly thrive as an agency. 

Lessons in Balancing Culture and Commercials 

Our journey to balance culture and commercial success is ongoing, and we approach it with humility and a commitment to learning. For organisations seeking a similar balance, here are a few guiding principles: 

1. Empowerment Drives Engagement: Empower team members to take ownership and share perspectives. In Asia-Pacific, where values around collaboration and self-expression vary, appreciating each voice strengthens engagement. 

2. Continuous Development: Investing in growth supports both individual careers and client work, particularly in markets with distinct trends and client needs. 

3. Culture as a Competitive Edge: Strong workplace culture aligned with values encourages innovation and adaptability. 

Moving Forward with Gratitude 

While we’re proud of this recognition, it also motivates us to keep evolving. Balancing a supportive culture with commercial success isn’t a one-time achievement; it’s an ongoing journey fuelled by our leaders’ dedication, our teams’ commitment and, most importantly, the trust of our clients across Asia-Pacific. Their confidence in us not only drives our work but also inspires us to continually evolve and deliver at the highest level. 

Winning both “Best Agency to Work For” and “Best Midsize Agency” in Asia-Pacific in 2024 affirms that when businesses invest in their people and foster trusted client partnerships, everyone benefits. For us at Allison, that balance is the true measure of success—and we’re profoundly grateful to our clients for being an integral part of this journey. 

Jeremy Seow is Allison’s regional chief operating officer and head of client experience for Asia Pacific. With two decades of experience in strategic communications, digital marketing and corporate strategy, he works across the agency network to drive growth opportunities and partners with the firm’s largest clients across the Asia Pacific region. 

By Marcel Goldstein

Successful marketing leverages differentiation strategies to stand out in a competitive market. These strategies aim to make a product or service appear unique relative to the competition, ideally in a way that matters to customers and tilts their decision-making in your favor. 

The ultimate differentiation strategy is to define, create and own your own category. For many of our clients that sell “green” products or services to help organizations achieve their sustainability goals, this is the “holy grail” of marketing. 

It is essential to categorize differentiation to build a suite of products or services unmatched in the current marketplace. With brands easily challenged for any sleights of hand, especially in the sustainability space, business and product strategy must lead marketing strategy. Authenticity in marketing is now a must-have. 

Our client Plug Power offers an interesting case study in category creation and ownership in the green energy market. Historically a fuel cell manufacturer, Plug spotted an important macro-trend: as the cost of solar and wind power dropped over the last decade, green hydrogen could emerge as a replacement for blue and gray hydrogen. 

Leveraging this macro-trend, Plug executed a series of acquisitions to build the first and only vertically integrated green hydrogen ecosystem. Plug integrated multiple stages of the green hydrogen value chain, from production and processing to storage, distribution and utilization of hydrogen in end-use applications. 

Three years ago, Plug decided to assert itself as the de facto leader of this new category. Its recipe for taking the “pole position” was as follows: 

• Boldness of Vision – When seeking to create a new category, you must sell people on more than just products. Ask yourself what the vision for your products is and what is their potential impact on society. Plug leaders underscored how they were building a new ecosystem as proof-of-concept of their vision to help meet customers’ corporate sustainability goals. 

• Humble Tone and Manner – While risk-taking assertive statements about your vision are required to create your own category, credibility for your claims is simultaneously built upon humbleness. Plug leaders acknowledged the importance of deploying green hydrogen in only the right applications as part of a broader renewable energy architecture necessary to achieve sustainability goals. 

• Relatable Analogies – When you are building something unknown, it can be hard for people to see what you see. Plug leaders tapped into relatable analogies for their vision of a new category, citing the cellphone market journey from the 1980s, when prices were high and only Wall Street traders owned them, to today, when scaling up manufacturing creates efficiencies that drive down prices and everyone carries a cellphone in their pocket. 

• Agenda-Setting Conversations – In addition to what you say and how you say it, where you say it is a critical ingredient. You must be in the right conversations with the right people. Plug placed an all-in bet on a pricey sponsorship at CERAWeek 2023 that put it literally on the center stage of green hydrogen conversations at the thought-leading energy transition show. 

• Long View Optimism – When you create something new, there will be doubters and critics, as well as those with financial or political interests in seeing you fail. Plug leaders always maintained their optimism for the long view, even when skeptics grabbed headlines. 

In summary, consider whether you are marketing product differentiators or a whole new product category. If you have authentically built a new green product category that stands alone in the market, stake the claim but take the lessons learned – both successes and failures – of those who have journeyed down this path before you. 

Marcel Goldstein, Managing Director, Corporate, specializes in working with large, complex enterprises across multiple industry sectors looking to establish, grow, and protect their brands.   

By Kate Rosselli in collaboration with the ExD team

Allison Worldwide values breaking new ground in how employees collaborate and deepen relationships with colleagues across the global network. From implementing wellness days to maintaining a hybrid work model, Allison’s offerings are designed around the importance of flexibility and mental well-being. One of our key programs, Allison+Stayover, solidifies Allison’s place as a forward-thinking agency with a foundation rooted in the well-being and community of its people.  

Allison+Stayover is a once-a-year opportunity for global employees to extend a personal or professional trip to work in a different Allison office for a short stint. The agency covers the cost of lodging and office activities to make it easier for employees to invest in work relationships and connect with colleagues across the globe. Allison+Stayover has seen participants ranging from account coordinators to regional chief operating officers, a sure sign that this program is applicable, valuable and reputable for all talent levels.  

Allison’s growth strategy is to pursue global impact while specializing in local markets. The agency has an expert presence in more than 50 markets in some of the world’s most prominent cities, and it acknowledges global operations are rooted in a relational culture beyond the workplace. The Allison+Stayover program demonstrates the agency’s commitment to prioritizing fundamental, relational ties as it invests in its most important asset—its people. 

The possibilities are seemingly endless for Stayover participants, and 21 Allison employees took full advantage in 2024. All 2024 Stayover applicants planned a lunch outing with team members or conducted a workshop-style Lunch & Learn of their own. San Diego General Manager Brian Brokowski hosted a notable Lunch & Learn in New York over the summer, highlighting the Employee Advocacy Group (EAG) he leads, Allison+Resilience.  

“It was great to be able to connect with so many colleagues – nothing beats meeting in person,” Brian said after his trip. 

Nearly 30% of participants flew between the east and west coasts of the United States, and 33% flew internationally. APAC COO Jeremy Seow took his Allison+Stayover to Sydney during the SXSW conference and connected with the Allison Australia team, led by Michelle Rovere. He noted it was great to connect with a team so dedicated to client experience and spend time in Sydney during the busy season. 

Summer Stayovers proved to be the most desired, with 43% of all participants traveling during the warmer months. Many participants traveled to Allison’s One World Trade Center location, and New York ended the year as Stayover’s most popular destination. San Francisco’s Cassie Downey and Katy Mendes took an Allison+Stayover to NYC together during Climate Week, where they met team members they have worked with for several years. 

Atlanta-based Recruiting Manager Kate Galloway took her Allison+Stayover to Chicago, where she met the team and participated in their Halloween activities. She met New York-based HR Director Vanessa Orozco, who had traveled to Chicago the same week. Kate said it was incredibly valuable to have lunch with Vanessa and meet face-to-face with people she has worked with for years, some of which she hired! She acknowledged that meeting face-to-face with colleagues was vital in developing personal relationships beyond a work setting. A Chicago native, Kate enjoyed gaining a new perspective as she experienced work life in the Windy City. She hopes to use an Allison+Stayover to travel abroad in the years to come! 

Allison+Stayover is a cutting-edge offering because of its value for all involved parties. Brian, Jeremy, Cassie, Katy and Kate were all granted the unique opportunity to immerse themselves in a new environment with familiar faces. Additionally, employees in the destination office participated in the lunch or activity brought about by the Stayover, free of charge. The Stayover experience will continue to encourage in-person collaboration within client teams, a critical part of knowledge sharing and relationship building. The opportunity to travel to another state, country, or even continent and connect with a group of like-minded professionals is unrivaled and sets Allison apart in an age of competing corporate consolations.  

The program has been one of Allison’s most successful offerings to date. If you want to learn more or participate in a trip extension with Allison+Stayover, please follow this link.  

Kate Rosselli is a Business Operations Associate based out of the New York office. She works with the operations team to coordinate employee programming and is passionate about the employee experience at Allison.  

Effective today, Ray Day becomes Allison Worldwide executive chairman while continuing his role as Stagwell vice chair. Allison Worldwide Chairman Scott Allison and Vice Chair Andy Hardie-Brown, co-founders of the award-winning global integrated marketing and communications agency, are stepping down from their roles and moving to an advisor capacity.

Day has more than three decades of experience as a chief communications officer for leading communications teams, brands and agencies, including IBM and Ford Motor Company. He joined Stagwell in 2020.

Allison and Hardie-Brown launched Allison+Partners in September 2001, and the agency re-branded as Allison Worldwide in 2023, underscoring its transformation from its origins as a public relations firm focused on earned media to a modern integrated marketing and communications powerhouse with a global network of 52 offices.

“I believe in a bright future for the agency’s next chapter under Ray’s leadership. As a results-oriented leader, Ray brings a dynamic approach to business and financial strategies that drive top-and bottom-line growth,” said Mark Penn, Chairman and CEO of Stagwell. “I thank Scott and Andy for their two decades of leadership and commend their ability to turn Allison Worldwide into the award-winning agency it is today.”

“Our motto has always been to focus on doing great work and hire and retain amazing people,” Allison said. “Our model has stood the test of time, and we believe the company will continue to grow and thrive long after we’re gone. Andy and I have been very blessed and remain so grateful to our colleagues and clients that have supported us the past 23 years.”

Jonathan Heit, one of the original members of the Allison+Partners team, remains Allison Worldwide Global CEO, reporting to Ray Day. Together with its Global Board, Allison Worldwide’s next generation of leadership continues to act on a proven blueprint.

“From a concept we scribbled on a napkin in 2001 through an international expansion that began in 2013, Scott and I consider ourselves fortunate to have grown Allison into a global communications powerhouse with a footprint spanning five continents,” Hardie-Brown said. “With the incredible depth and passion of so many talented colleagues around the world, we are confident Allison will continue to expand globally, going from strength to strength, and will continue to be a great place to work.”

“I am honored to stand on the shoulders of industry giants Scott Allison and Andy Hardie-Brown and excited to begin working even more closely with the Allison Worldwide team to achieve our shared vision of global growth,” Day said. “Our priorities for growth are clear: a client-first culture centered on every client’s success; future-focused innovation and anticipation; and expanding our capability and expertise with a world-class team delivering world-class results.”

Full Press Release here: Stagwell | Ray Day Assumes Role of Executive Chairman at Allison Worldwide; Co-Founders Scott Allison and Andy Hardie-Brown Stepping Down – Stagwell

By Scott Pansky

It’s that time of year again. First came Halloween, then Thanksgiving, Black Friday, and no, not Christmas, Giving Tuesday! Giving Tuesday is one of the most impactful days of the year for nonprofit organizations around the world. And having consulted with nonprofits for more than 30 years, it’s a day I love to share with consumers and business leaders, let alone family and friends. 

In 2023, Giving Tuesday campaigns raised more than $3.1 billion. That’s a lot of donations. Large companies, such as Double Click, Intelsat, PGT Innovations and Careem, were each actually purchased for this amount. Tesla could sell more than 30,000 trucks to equal this amount. Yet, individuals from around the globe use their hard-earned money to make a difference during the holiday season. 

Even more convincing, between health pandemics, the current geo-political environment, inflation, housing crisis, climate change and more, individuals still dip into their wallets to help regional and global causes with their donations! 

As we head into the uncertainties of 2025, I would like us to consider why as a society we feel it is important to make a difference, large or small. Whether it is writing a check or venmo-ing an organization $25, donating food and water, or volunteering at a Special Olympics event, we do this because it is clear many of us DO want to help.  

I believe we do this for several reasons: many nonprofits take the time to outreach to us sharing incredible touching and personal stories of the people needing their services and or donations; often, there are matching gifts from donors, which will help our donations go farther; and this time of year, we will see incredible creative campaigns from organizations such as St. Jude Children’s Hospital which I have had the chance to visit in the past. 

Yet at the heart of all of this, I believe it’s our community passion to do good. We want to play nice in the sandbox during the holidays. Whether privately or personally, we want to support causes that are important to us.  

My final thought, not for the consumers, but for the nonprofits receiving these special dollars – remember your donors year-round. You do many things, whether through education and services to donating supplies and needed funds, share your stories regularly, and year-round. More than 34 million adults in the U.S. supported Giving Tuesday last year and even more supported across 90 countries. Maintain and build deep authentic relationships with your donors. As donors, we can also provide strong word-of-mouth or push your stories across our social media channels reaching others who have similar interests. Together, we can create momentum and relationships for Giving Tuesday, and beyond which could benefit a cause for generations.  

Scott Pansky is a co-founder of the agency and leads Allison’s Social Impact group. He developed the agency’s proprietary Corporate Socialanthropy process, which helps corporations identify social impact partners and builds the foundation for long-term campaigns that incorporate employee recruitment and retention programs, internal and external communications, and cause-related marketing strategies. 

By David Baum  

Two years ago, on the heels of the FTX implosion, pundits and prognosticators shouted the era of crypto was “over.” 

For those of us who have worked to help scale blockchain adoption for the past decade, we understood that like other nascent industries, shedding the first movers was not necessarily a setback. It was instead a temporary tide that would eventually unleash the next wave of innovation and growth. 

That tide returned in full force in November, with crypto being a clear winner on election night. According to Stand with Crypto, 273 pro-crypto candidates from both major parties won their House seats, with 19 pro-crypto candidates securing wins in the Senate.  

The next Congress and White House will be the most pro-crypto in history and come on the heels of major legislative milestones.  

Earlier this year, Democrats and Republicans in the House in a sweeping bipartisan vote passed the Financial Innovation and Technology for the 21st Century Act, (FIT21). The bill, if passed by the Senate, would finally establish a federal digital asset regulatory framework by clarifying the regulatory responsibilities of the SEC and CFTC. This is something the industry has advocated for years, as certainty fosters investment and growth.  

SEC Chairman Gary Gensler has been an outspoken critic and roadblock for the industry. With his tenure likely ending, the odds of a more pro-digital assets chairman is a strong possibility. Factor in the successful launch this year of Bitcoin ETFs, powered by traditional financial institutions, and continued easing from the Fed, and it is not hyperbolic to say we are on the verge of a sustained era of crypto growth.  

America is at its best when innovating, and the likelihood of establishing clear federal regulatory guardrails (at long last) will remove uncertainty, set the speed limits and usher in an exciting era of ingenuity. The U.S. economy has been the driving force of technological innovation for more than a century, and removing the albatross of regulatory purgatory is the match that sparks the fire the crypto community has long waited for.   

For me and my teammates who have had a front-row seat on this rollercoaster, it is an exhilarating moment. It’s not the time to say, “I told you so,” but rather, a time to ensure responsible and ethical leaders take the reins and work together, continuing to change the narrative of our industry.  

David Baum, Managing Director, Corporate Affairs, leads the agency’s global digital infrastructure team.

By Akemi Ichise

The influencer marketing landscape in Japan experienced remarkable growth in recent years. As internet and social media usage proliferate, consumer behaviour evolves, with young audiences increasingly relying on platforms like Instagram, Twitter/X and YouTube for information. Compared with traditional media, influencer content is seen as more relatable and trustworthy, offering consumers insights from voices they admire. 

This shift prompts companies across Japan to invest more heavily in influencer marketing. By strategically partnering with influencers, businesses can engage targeted demographics effectively and efficiently—often at a lower cost than traditional advertising methods, such as television commercials. Many influencers develop authentic connections with their followers, sharing glimpses of their personal lives and building genuine trust. Showcasing products or services through these channels can significantly drive consumer interest and purchase intent. With this continued growth, influencer marketing is set to become a core component of Japan’s advertising ecosystem, making it essential for brands to understand how to implement effective strategies.

In light of this expansion, Japan recently introduced new stealth marketing regulations on Oct. 1, 2023, establishing transparency as a standard in influencer marketing. These guidelines are pivotal for creating a fair and trustworthy environment for consumers, ensuring they have accurate and clear information to make informed choices. Brands must now explicitly label influencer posts as advertisements, providing transparency that bolsters consumer trust and compliance with regulatory standards. 

Key Roles of PR Professionals in Japan’s Influencer Marketing Landscape 

PR professionals play a critical role in designing and implementing successful influencer marketing campaigns. Here are five key responsibilities for effective PR in this space: 

1. Influencer Selection: choose influencers based on more than just follower counts. Assess their personality, values, and level of engagement with their audience to ensure they align with your brand’s goals and content style. 

2. Strategic Planning: develop comprehensive strategies for brand-influencer partnerships, provide clear guidelines for content creation, set campaign schedules, and establish performance metrics to gauge success. 

3. Communication Management: facilitate clear communication between brands and influencers, manage expectations and resolve any conflicts that arise to maintain smooth partnerships. 

4. Campaign Performance Tracking: use the right tools and metrics to monitor campaign performance, evaluate the effectiveness of influencer partnerships and gather insights for future initiatives. 

5. Relationship Building and Maintenance: Cultivate and sustain strong, mutually beneficial relationships between brands and influencers by respecting each other’s goals and fostering ongoing engagement. 

As influencer marketing becomes an integral part of the Japanese advertising market, these practices will help brands and PR professionals navigate this dynamic landscape effectively and responsibly. 

Akemi Ichise is the president and CEO of Allison Japan. 

 By Mina Jeong

The recent Nobel Prize in Literature awarded to Han Kang marks a pivotal moment in global cultural exchange.  

For years, many South Koreans believed the Korean language’s unique properties would forever be a barrier to winning this prestigious award. Han Kang’s journey brought international recognition, including the Man Booker International Prize and culminating in the Nobel Prize, and tells a different story. Her work, while deeply rooted in Korean experiences like the painful reality of a divided peninsula, resonates universally by addressing themes of state power abuse and individual suffering that echoes across borders and time. 

This literary breakthrough offers valuable lessons for business and marketing, particularly for companies hesitant to step onto the global stage. Too often, businesses, especially in Korea, limit themselves to self-imposed boundaries, wondering if their products will find acceptance in international markets. Let’s explore four essential principles for breaking these boundaries and achieving global success. 

First, overcome the fear of market communication. Consider the phenomenon of BTS, whose global success transformed the music industry. While Korea has numerous talented idol groups who dedicate similar passion and effort to their craft, BTS stood out by fearlessly pursuing global communication and engagement. Their success created a learning curve that other Korean artists, like BLACKPINK, quickly followed, mastering the art of global dialogue. This K-Wave phenomenon has expanded far beyond K-pop into K-drama, K-beauty and K-food, demonstrating determined effort and authentic communication can overcome barriers. 

Second, partner with brand and marketing experts who can facilitate global dialogue. Han Kang’s success wasn’t achieved in isolation – it required a network of publishers, translators and marketing professionals who could carry her message to global audiences. Similarly, businesses need strategic partnerships to effectively navigate international markets. These partners bring not only linguistic expertise but also cultural understanding and market insights that are crucial for global success. Just as a literary work needs skilled translators to preserve its essence while making it accessible to new audiences, brands need marketing experts who can maintain their core identity while adapting their message to resonate globally.  

Third, expand your concept of customer relationships beyond immediate buyers. Think of business growth like farming – you must sow seeds before you can harvest fruits. Just as a farmer doesn’t expect immediate results after planting, businesses must understand customer relationships develop over time. Some seeds were just planted (prospects first learning about your brand), others are taking root (showing initial interest), some are growing (considering purchase) and others are finally bearing fruit (ready to buy). Just as a successful harvest requires consistent nurturing throughout the growing season, sustainable business growth demands patient investment in cultivating customer relationships at every stage. This is particularly crucial in B2B markets, where the sales cycle can be longer and more complex. Remember: without the patient work of sowing and tending, there can be no harvest. By investing in relationship-building across all stages of the customer journey, you create a foundation for sustainable growth and long-term success. 

Fourth, invest in marketing infrastructure to support sales efficiency. Think of marketing as building highways for your sales team. In many Korean companies lacking marketing departments, sales representatives must function like supercars driving on unpaved roads – they have tremendous capability but can’t be used effectively due to poor infrastructure. With proper marketing infrastructure, even a compact car can navigate successfully, while a supercar can truly showcase its capabilities. This investment in marketing infrastructure isn’t just an overhead cost – it’s the foundation that enables systematic, sustainable growth. 

This shift in mindset is particularly evident in Korea’s new generation of startups. Unlike their predecessors, these companies are born global, developing brand strategies with international markets in mind from day one. They seek global distribution partners and implement content marketing strategies targeted at worldwide audiences. This transformative approach should inspire brands worldwide to overcome their fears and take steps toward global market entry. 

Particularly in B2B space, many companies have historically dismissed marketing as unnecessary, believing their customer base to be fixed and limited. Throughout 2024, I’ve advocated that B2B marketing is an essential infrastructure that enables sales teams to perform effectively. When marketing creates a strong foundation, sales teams can focus on their core expertise – closing deals – rather than struggling with every aspect of the customer journey. 

Just as a literary masterpiece requires multiple players to reach its audience, business success demands a coordinated effort across marketing, sales and customer management. Marketing isn’t just an overhead cost – it’s the cornerstone that enables systematic, sustainable growth in an increasingly connected global marketplace. 

Mina Jeong is managing director, Allison Korea and author of “B2B Marketing to Master in One Night.” As an evangelist for B2B marketing in Korea, she continues to advocate for the transformative power of strategic marketing in building sustainable business growth.