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As in most industries, the pandemic not only caused a momentary shut down of video production, but also left an indelible mark on how creators, agencies, and in-house teams produce video content. From safety protocols to remote working, new limitations and challenges have forced us to get creative with more than just the work itself. As we move forward, the pandemic has clearly shaped the future of video production in many ways, and, as with anything, we’ve uncovered new ways to work that could potentially improve efficiency, flexibility, and reach.
Hybrid Shoots & Leaner Productions
Thankfully, agency and client expectations have shifted when it comes to shoot days. And now, there are many options for those not available to or uncomfortable with attending the shoot in person. Technology has played a big part in how we work across the board, and during any scale production, it allows team members to remotely connect with on-site crews, directors, and talent.
Not only do hybrid shoots create a safer, less congested set, but they also provide a level of convenience. With tools like Zoom or Capture One, clients or team members can avoid travel and still bring value to the on-set experience.
While most of us are surely suffering from “Zoom fatigue,” we’ve learned just how capable we are of working remotely—and that now goes for certain crew members as well. The ability to produce and stream a live video feed to anyone anywhere allows clients or agency members to approve set-ups, lighting, and shots.
The benefits of remote work also allow for leaner productions overall—helping with budgetary restrictions while improving safety measures. With the onset of production safety measures, companies were forced to make difficult decisions regarding the size and scope of the crew. While challenging at first, this experience has allowed crew members to learn entirely new skills.
Over time, we anticipate going back to larger productions when needed, but these changes have forced us to adapt and shown us how nimble—and cost-effective—we can be.
Decentralizing Post-Production
Editors and post-production specialists can now provide their services from anywhere, giving video production companies and agencies more flexibility across the board and delivering benefits to both the agency and post-production talent sides of the fence. For agencies and production companies, it allows for financial flexibility to work with industry professionals outside of their own geographic locations. For editors, animators, and sound engineers, it delivers greater inclusion for talented individuals outside the normal production hubs of major cities.
Through newly optimized cloud-based technologies, real-time collaboration between editors and creative teams has become much less cumbersome and frustrating. Applications and services like Frame.io and Wistia allow for tracked comments attached to timecode and can help keep your revision history organized.
Moving Forward
With high-quality production becoming more accessible, software becoming more seamless, and platforms relying on it more and more, the influence of video content isn’t going anywhere. Like everything in our industry, it continues to evolve. Now, more than ever, visual storytelling is the preferred form of communicating an organization’s mission and message. The reliance on flexible, nimble production teams able to adapt to any circumstances has become absolutely crucial.
You searched for new era cap – Page 22 of 31 – The Martin Group
In 2018, The Martin Group expanded our reach across the Empire State with the opening of our Albany office. In the time since, the team has worked tirelessly to establish a strong network and spread our positive reputation throughout the Capital City. We recently caught up with Albany General Manager and Account Supervisor Jen Hunold, Vice President for Public Relations John Mackowiak, and Senior Director/Public Affairs Lead Andrew Mangini to hear how our presence has evolved and what’s next for the Albany team.
It’s been four years since you opened the Albany office, how much has changed since the beginning?
Jen Hunold: More people, more projects! Overall, The Martin Group has increased our staff by around 30 people , I’d say, from 2018 to today. And in just last 18 months six of those have been right here in the Capital Region! It’s been rewarding to go from a dynamic duo (me and John) to a growing team of eight. When we opened our Albany location in 2018, we were a 17-year-old firm but a new brand in Albany. Since then, we’ve grown our reputation, won awards for our work here, and grown our roster of regional clients such as aptihealth, SEFCU, Saratoga Performing Arts Center, Business For Good, Albany Law School, Excelsior College, Albany Institute of History & Art, and FuzeHub – to name a few. I’m grateful for John’s partnership from the very beginning to build it, as well as our neighbors at the Times Union and Hearst welcoming and supporting us along the way.
John Mackowiack: It seems like it was yesterday that I moved to the Capital Region to help Jen and our agency open the Albany office. But, when I take a step back and look at how much we’ve grown and reflect on what we’ve achieved so far, I’m reminded of how hard we’ve worked over the last four years. I’ve had the unique opportunity to sustain great, collaborative relationships with clients, colleagues and friends in Buffalo and Rochester, while making new friends and building new client relationships here in Albany.
For me, the biggest change is how much I’ve fallen in love with the Capital Region. It’s such an amazing place to live – we’re home to under-discovered cities that are packed with talented people who are capable of doing anything from building high-impact tech startups to crafting incredible artworks to cultivating cross-industry collaborations to preparing world-class food and beverages. Plus, we have easy access to incredible outdoor adventures within nearby state parks, the Adirondacks and Catskills.
Why were you both chosen to make the move? Was there a specific reason you wanted to be the one to expand the agency into Albany?
JH: My first day with The Martin Group was one week before our official first day in the Albany office, actually! Our office at that time had blank walls, empty desks, and a ton of potential. I remember reading the job description – which was a mix of account service, business development, and operations – and getting butterflies. The role would cause me to stretch beyond my comfort zone, yet it was perfectly suited for someone like me who was extroverted, enjoyed getting out in the world to build relationships, was willing to pitch in and get my hands dirty, and who loved to partner with clients. When I saw the agency’s work, I was inspired and hungry to join this team. Ultimately, my driving motivation to throw my hat into the ring was the opportunity to shape an agency’s footprint here from the ground up – building a culture I have always dreamed of.
JM: When I heard the agency’s vision to expand to the east, I raised my hand to be a part of it. I was ready for the adventure and excited about the opportunity. I also recognized how it would help our agency grow and make us even more valuable partners for our clients who have statewide operations and needs. After working for a New York state senator, I thought I’d have a sense of the lay of the land — but I quickly learned there is SO MUCH MORE to the Capital Region than the few blocks around the State Capitol and Empire State Plaza. It has been an incredible experience working with Jen since our office’s first days and more recently with Andrew and the new team members who have joined us.
What have been your biggest challenges since the opening the Albany office? Biggest success stories?
JH: Obviously, the pandemic put a huge wrench in our plans. I’m particularly proud that we welcomed nearly all six of our current team members when the majority of New Yorkers were still isolating and working from home. Despite that, our agency has been purposeful about building connection to each other – both across NYS and nationally!
As far as a challenge, coming into The Martin Group I personally had underestimated how much I relied on in-person behaviors to learn a business and a company culture. With just two of us here and my role working with a fully integrated team, I could no longer rely on osmosis and impromptu conversations that happened naturally at an in-person location. I had to become purposeful about prompting those conversations to gain the cultural, tonal, and operation information I needed to succeed. It was a big shift, and it paid dividends when I onboarded one of our associates during the pandemic. By then, I had a keen understanding of how easy it is to get into one’s head when in the quiet of your office and I knew the remedy was connection – and for that reason we connect regularly and often!
JM: My wife Sarah, our dog Moosie and I moved to Albany without truly knowing the area. We had a handful of friends and contacts who lived in the region, but there were no instructions or user’s manual for how to make our relocation work for us. That was our the biggest challenge at the start.
Looking back, it’s now our biggest success story. One of the beautiful things about the Capital Region is that if you want to meet people, if you want to get involved, if you want to make a difference — you can make an impact pretty quickly. Sure, we were new in town, but people recognized we were committed to the Capital Region and were here to plant roots. We went to Capital Region Chamber of Commerce events, I joined the board of the PRSA Capital Region Chapter, we volunteered, we joined a church, we walked Moosie to bars and restaurants that have patios — and before too long, we found community here in the Capital Region.
The Martin Group acquired a public affairs division during the third year of the Albany office’s existence. How has that evolved? Andrew, as Senior Director of Public Affairs, where do you see the department moving in the future? John and Jen?
Andrew Mangini: It’s been great to now offer integrated services to our longtime public affairs clients. Now we’re able to tackle even the most complex issue campaign completely in-house. The diversified offerings are a true differentiator for us in the Albany market. Our Albany-based public affairs division is backed by an award-winning creative department. On top of that, we’re now able to offer even more robust public affairs counsel to The Martin Group’s longstanding clients in Western New York and beyond. On the heels of a big win for the New York State Restaurant Association’s push for alcohol to-go, there is nothing but positive momentum in the Capital Region.
JH: It’s been a joy having Andrew and team join our firm. They are as committed to building our team culture in Albany as the rest of us and bring a terrific energy to the group. Already I see the value in the public affairs offering for our existing clients who may have advocacy components to their business and vice versa for adding our integrated services to current PA clients. The team’s knowledge of government is exceptional, a huge benefit for our clients and our team. Just having that skillset in our back pocket gives our team a greater ability to serve nearly every communications need a client can toss our way.
JM: There’s no way we could grow our Albany presence like we are today without Andrew and our public affairs team. With our disciplines often very closely aligned, Andrew and team have also been incredible partners for our growing public relations department — significantly expanding our capabilities and depth.
How have you been able to stay connected with team members who are in different cities? Any tips for how to make friends with your coworkers virtually?
AM: I believe that you get out what you put in. We’re all more than two years into this hybrid or virtual workplace, and I think many of us are still trying to figure out how to make it all work best. We’ve all missed the casual conversations between meetings or the spontaneous brainstorm that’s difficult to replicate. But in some ways it’s as simple as making an effort to reach out and continually expanding your connections within your own organization.
JH: It’s easy to do that here, actually! We have regular department regroups to stay connected and by the nature of being a full-service agency, people from different departments will inevitably work together. Aside from that, I’m a fan of the virtual lunch. I’ve started setting them up with a few coworkers and it’s been fun! The best tip I can give is: if you’re thinking of them, say, “Hi!” on chat. A little note can make a world of difference for folks.
JM: I agree with Jen and Andrew – be intentional, be purposeful, be collaborative and be available (or let people know when you’re available to connect).
Say you’re selling the greater Albany area to someone who has never been there before. Tell us about what makes it great.
AM: People who talk about the Capital Region’s draw by mentioning our proximity to New York City, Boston and Montreal are missing the point. What we have here is special. I grew up in the region and never left because I think it’s a great place to both raise a family and progress in your career. We still have a long way to go as we collectively figure out how to message and market the Capital Region, embrace our waterfront areas and expand our cultural and culinary offerings, but I’m here for it and can’t wait to see how it evolves.
JH: I’m convinced upstate NY is a well-kept secret for its beauty. Albany is within three hours to three major metros, major lakes, mountains, and the ocean. The cost of living is decent and it’s protected more than most metros from downturns in the economy. As an Iowan for the first 2/3 of my life, I can say that the weather is stunning. It’s not humid (if you think it is, go to the south or midwest and then let’s chat), and you’re spared most extreme weather. Even the snow is – though abundant – like movie snow, all fluffy and powdery. Rare is there ice. Can you tell I’m in love? John and Andrew can add to it. Don’t forget the food, guys. I’ve talked enough!
JM: Geez, I didn’t know this question was coming – I feel like I’ve been selling the Capital Region with each of my responses already, haha! However, just to reiterate and add to what’s already been said – the amazing thing about the Capital Region is that YOU can drive how it evolves and changes and grows. It’s an empowering place where you can get involved and personally influence the way our region continues to grow stronger and more inclusive. It’s the right time to live in a community like the Capital Region.
What does the future of the Albany office look like? Any plans to celebrate this milestone?
AM: While it’s nice to look back on what we have accomplished, collectively we’re all hyper focused on the upward trajectory of this office. We know there is room for continued growth and The Martin Group is poised to be an event greater player in the region’s communications landscape in the coming years.
JH: Great question! We regularly gather as a team, so we’ll certainly be doing a toast to four years. As far as the future in Albany: it looks bright! With meaningful partnerships and our collaborative staff in Albany and beyond, I’m confident we will grow naturally and holistically in years ahead.
JM: The future is collaborative, empowering and full of opportunity. I’m excited about what we’re building in the Capital Region — our Albany team has the energy of tech startup with the capabilities of a global powerhouse brand and communications shop.
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As the New York state budget season has finally come to a close, we’re looking back on our work with the New York State Restaurant Association (NYSRA) on one of the budget’s most high-profile issues, passing alcohol to-go, and shedding some light on the strategies and tactics of the groundbreaking and successful campaign.
Alcohol to-go was a revelation when it was allowed for 15 months at the beginning of the pandemic, but it expired when the Governor’s emergency powers lapsed in the summer of 2021. Then with the legislature adjourned for the year, attention turned to the upcoming 2022 legislative session.
Let’s explore how we got to this victory.
A good story still resonates
Storytelling has become paramount, and captivating storytelling is what a post-pandemic world is demanding. A simple, rational request of government needs to be woven into a compelling narrative. Alcohol to-go had overwhelming support from the public, but still, captivating arguments needed to be amplified to make headway and raise the issue’s profile.
We worked to capture the hearts and minds of the public and provide the cover for government officials to act. It was sharing how small business owners were able to keep employees on payroll and making clear the billion-dollar fiscal impact the restaurant industry has in New York State. Focus then shifted to how best to share that narrative and to cut through the noise. Reporters are being bombarded by countless pitches, especially during the legislative session. The public is over-stimulated, receiving news from whatever screen catches their eye. The question then becomes how your message and story stand out among the rest.
It is also important to understand that one story might not fit all. A statewide campaign speaks to very different audiences. The New York State Restaurant Association represents thousands of restaurant owners from Long Island to Buffalo. Lawmakers in Rochester have different priorities than their counterparts in Queens. What’s your plan to tell the different stories in the different regions that matter? Beyond effectively deploying a captivating story, it is essential to determine the right story for the right audience in the right medium at the right time. From the Spanish-speaking restaurant owners in Queens to the old-school Italian restaurant in Buffalo, an echo chamber was created in legislative districts throughout the state sounding off the same message, but in a way that resonated within each community.
Turn up the volume
The campaign for alcohol to-go displayed the effectiveness of consistent and persistent strategic messaging. It was not about shouting into the void hoping someone was listening, but a deliberate strategy of how, when, and where to turn up the volume. The team planned press conferences in key regions throughout New York State and leveraged statistics and survey data to strengthen a unified message. Understanding all the factors at play and the political and legislative landscapes, we created an echo chamber.
We released survey data from NYSRA members that showed how important alcohol to-go was to their bottom lines. When an extra push was needed, we coordinated five simultaneous press conferences in Buffalo, Albany, Westchester, Queens and Long Island. When the Assembly and Senate left the issue out of their one-house budgets, we had our counterpunch ready, claiming that alcohol to-go would clearly generate increased sales tax revenue from what was a $50-billion industry, underscoring the fiscal impact.
This multi-faceted campaign was successful because of a few key factors—a great client who understood what it took to win, a skilled and experience lobbying effort, and strategic communications that drove home a compelling narrative, elevating the issue and making the voices of the restaurant industry impossible to ignore or silence.
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This year, our very own Amanda Clark spent 10 days exploring everything that South by Southwest (SXSW) had to offer. As its first year back in full-swing, Amanda took in as much as she could, from healthcare marketing to professional development. When she returned, Amanda had a head full of new ideas and insights. She shared her highlights with us hitting everything from Mark Zuckerberg, to the indescribable buzz of Austin, TX.
The Martin Group: Who was your favorite speaker at SXSW? Why?
Amanda Clark: This is a tough question because there were SO MANY well-known speakers who I really enjoyed hearing from, namely Mark Cuban, Michael Dell, Lizzo, Tim Ferris, and Guy Raz. But my favorite speaker was the founder of Everlywell, Julia Cheek. She spoke about the challenges of raising capital and building a brand and infrastructure to provide their affordable at-home lab testing products across America. They were coincidentally well-positioned to deliver COVID tests early on in the pandemic due to the infrastructure they established many years prior. It was incredible to hear Julia’s story of resilience and serendipitous alignment leading her company to be valued at nearly $3 billion.
TMG: What does the future of marketing look like, according to the sessions you attended?
AC: The future of marketing is personalized. Nearly every speaker highlighted the power we have as marketers and content or product developers to customize our offerings to our audiences. At one end of the conversation, Mark Zuckerberg talked about customizing your avatar in the metaverse with crypto-purchased “clothing.” On other end, the President of Best Buy, Deborah Di Sanzo, discussed customizing the homes of seniors to utilize smart technology to live independently in their homes. The consumer is smarter and more skeptical than ever before, so a personalized approach to marketing will be very important in the future.
Another element of marketing in the future will involve cryptocurrency, according to the speakers. Mark Cuban said, “if you’re a content creator and you don’t understand crypto, you’re BLEEP-ed.” Multiple speakers talked about the synergies of the metaverse and cryptocurrency not from an investor standpoint, but more so as a currency and content ownership rights necessity. They spoke on the ease of transferring funds in the metaverse because of crypto, and the opportunity for creators to make more money for their work without “corporate” taking a cut. Something to consider when thinking about future innovations and marketing and sales within the metaverse, for sure.
TMG: What did Mark Zuckerberg have to say about the metaverse?
AC: “The metaverse is the next chapter of the Internet.” He reiterated that the metaverse will rely on content creators to make it what it is. Mark said that his goal is to “create a massive new economy that will support many millions of jobs, enabling people to do the creative work they want to.” It seemed to me that a lot of people were excited about the metaverse for their own personal use and for their businesses. There’s excitement about the unknown, and even more so when you’re surrounded in a room by innovators who can change the world. That said, I did overhear a handful of skeptics stressing their hesitation around getting lost in a digital world and losing focus on reality. While a digital world is intriguing in many ways, I do think that there’s a strong pull (especially among those at SXSW) to peel back the clutter and get down to basics: being outdoors, seeing people in person, buying tangible objects instead of digital NFTs. It’ll be interesting to see how all of this unfolds and how we end up using these technologies.
TMG: What is something new you learned throughout the week?
AC: I learned that there are a lot more people building platforms and businesses involving cryptocurrency than I thought. We all hear about it on a somewhat fringe level, and there are passionate skeptics and enthusiasts alike. Regardless, I was surprised how much it was discussed and endorsed by this group of speakers.
TMG: How did your days flow during SXSW? Give us a day in the life.
AC: 8am – Grab a coffee and “plan” my day. I put quotation marks around “plan” because nearly every day went off script. I was given the advice to just go with the flow and come to terms with the fact that I will have FOMO because I can’t do it all. Not ideal for a type A person, but I managed.
9:30am – Walk 5-10 minutes from my downtown apartment to one of the hotels or conference center to start sessions.
9:40am – Sometimes, I’d wait in a line to get into a session. I liked to get there early so that I had a good seat.
12pm – After 2-3 sessions, it’s time to grab lunch. Sometimes, that means chowing down a quick snack that I packed in my bag, a food truck taco, or stopping home to make lunch and take my dog out.
1:30pm – Soak up some sun and stroll by some live music on my walk back to more sessions.
6pm – Stop by an outdoor networking event or pop by a bar/restaurant for some live music.
Unlike many SXSWers, I didn’t spend many evenings out. I wanted to be fresh for the sessions each day, but there are a LOT of activities around town for everyone. Movie premieres, live music, tons of restaurants and bars, pop-up sponsored house parties all around town. I did go out a couple times, and it was a madhouse. VERY FUN! But if I was visiting ATX and didn’t live here, I’d think this city is much more wild than it really is. ? There’s a saying here, “Keep Austin Weird,” and the city certainly delivered on that.
TMG:What was your biggest takeaway from SXSW?
AC: It’s a challenge to explain SXSW to people who weren’t there in person. From day to night, you’re surrounded by ambitious, creative, charismatic, and intelligent people. You’re shoulder to shoulder with millionaires, entrepreneurs, influencers, celebrities, and everyday people looking to improve themselves and their skillsets. It’s not like a typical conference when you sit in a crammed conference room and cheesy music plays over the off-pitch speakers as the keynote dances on stage and the crowd fake laughs. It’s real. It’s authentic. The audience is engaged and pushing back on the presenters, asking difficult questions and meeting with the speakers afterwards to network and have discussions. Fun, current music is playing all over town; there’s a lot of laughter and weird experiences. For example, I was walking down the street and saw three mascots of Nicholas Cage for a movie promo handing out Nicholas Cage temporary tattoos (and yes, I got one).
My key takeaway is that the energy of the people at this event was contagious. A lot of us have been isolated for the past two years and limiting large gatherings. While precautions were taken by SXSW to ensure safety, it was clear to everyone that human interaction, conversations, and collaboration were genuinely appreciated by all in attendance.
TMG: Obviously, SXSW is much more than just marketing. What are some of the other industries that made an impact on you while you were there?
Tech, music, and film for sure! I also observed heavy focus on personal development, DEI (diversity, equity, and inclusion), leadership, and entrepreneurship. From a personal development standpoint, I sat in on a 90-minute workshop titled “Write a Creative Brief of Your Life.” We started the session with a meditation and then prioritized the important elements of our lives. The host walked us through a journaling exercise and we came up with our “why.” A lot of times we ask our clients at The Martin Group, “what’s your why?” Then, we take those insights and craft a creative brief. In this workshop, we did that but for our personal lives. Members of the audience shared their insights, tears were shed, laughs were had. It was a really nice way to connect with others and with ourselves in a process that is very familiar to me as an account supervisor at The Martin Group. I write briefs all the time for clients, but not for myself. I found a lot of value in that. If you have any interest in doing this for yourself, check out www.thelifebrief.com/.
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As a Social Media Supervisor you will be responsible for the overseeing our social media product, development of our client’s social media strategy strategy, ensuring effectiveness and driving the acceptance of relevant social media tactics.
You will be successful in this role if you’re passionate about social media, care deeply about client success and connecting with every contact, deliver what is promised to internal and external contacts, demonstrate creativity in delivering solutions and are committed to your own personal growth and development.
You will be responsible for:
Manage in-house team members focused on social media management and social content development
Management of projects requested from clients and internal stakeholders
Uses expertise across social media space to strategize for and manage Facebook, Instagram, LinkedIn, Twitter TikTok, and Pinterest accounts
Expand our social media offering to include emerging platforms and new channel capabilities
Manages client relationship in the strategizing, creation, and optimization of social media content and campaigns
Conceptualizes content ideas for client’s social media channels
Develops and maintains monthly social media content calendars
Write social media content and leverage templated tools to create visual content
Collaborates with in-house team to write and design more advanced social media content
Measures the impact of social media programs, analyzing, reviewing, and reporting on effectiveness of campaigns in an effort to maximize community engagement and conversion.
Stays on top of social media trends to offer new opportunities to clients and analyze emerging platforms, offerings and changes to how consumers consume content
Collaborate with our new business team to attract and expand our social media client roster
Provides internal training to members of the agency in order to advance social media and content knowledge
Collaborates with TMG operations, creative and digital teams on integrated campaigns
Required skills include:
Builds strong, trusting relationships with clients by being their advocate, problem-solver and providing proactive thinking
Communicates effectively in person, via email, and via the telephone with both the client and the agency’s digital team on specific projects
Strong analytical and project management skills
Strong understanding of social media metrics; ability to interpret the results and take action to increase effectiveness
Strong organizational skills and attention to detail
Ability to meet deadlines and manage multiple projects simultaneously
Desired Experience:
Prior role working as a social media supervisor
Four to six years of experience in this space
Experience working on integrated digital campaigns
Experience working with Facebook, Instagram, LinkedIn, Twitter, Pinterest, and TikTok
Experience working in native social media platforms and third-party management tools
You searched for new era cap – Page 22 of 31 – The Martin Group
What are you doing to advocate for your cause? Public Affairs and Public Relations are two powerful tools to advance your business, an industry, or a particular issue. Are you using them well? Promotion and positive publicity are two factors that drive customers and audiences to your door. Public Affairs focuses on how you communicate to various stakeholders, the community, key audiences, and the public to strengthen your position. In a post-pandemic world—where social and cultural norms are being challenged and businesses are in recovery—a strong public affairs strategy cannot wait. You might already be behind.
Changing Landscape
Status quo, as generations before knew it, is gone. Business, social, and political landscapes are changing. The pandemic emerged amid a season of cultural and social awakening, causing many to stop and reflect on how society operates and its values. The past way of thinking is being challenged, playbooks are being rewritten, and it is all coming at a time of historic public investment.
Decisions made in state capitols, city halls, and municipal offices affect every corner of every industry. At a time where many longstanding policies are being reviewed and groundbreaking changes are being proposed, what are you doing to ensure that your voice is heard in the halls of power? How are you engaging with the public to ensure that they are aware of actions being taken? Without a sound public affairs strategy, you may be asking yourself why your new development is facing public opposition? Why are supermarket shelves stocked with produce from out-of-state? Or why local businesses are shutting their doors?
Businesses and groups armed with public affairs strategies and engagement tactics have been able to dive right into the conversation. Restaurants were able to emerge as the face of the struggling hospitality and tourism industry amid COVID-19 and were afforded early support from decisionmakers. Their voice cut through the noise and influenced governmental actions.
Owning the Public Debate
Our team is skilled with arming clients with the tools, counsel, and strategies to own the public debate. Whether it is grassroots activation, crisis management, a major merger and acquisition, or expansion into new territory, how you communicate to the public and stakeholders will factor into your success. You must own the public debate. If you don’t, your opponents may.
Facts are scrutinized more than ever and the trust between public, media, and government has weakened. Business, coalition, and community leaders’ platforms are amplified. Target audiences and stakeholders want to hear from you, so do not miss the opportunity to lead the conversation.
Public Affairs Partners
The Martin Group’s team of skilled public affairs practitioners bring decades of experience tackling the most complex issues facing the New York State. Our team has been on the front lines of major topics, fighting behind the scenes to redefine pillars in our society. We have been the boots-on-the-ground soldiers fighting to preserve the restaurant industry, from the debate over elimination of the tip credit to post-pandemic economic recovery. We were on the ground floor when New York’s very first medical marijuana patient was served and have followed the growth of this industry about to burst. Each time, we employ industry-leading research, media relations, and digital strategies to influence outcomes. Simply put, the stakes are too great to lose.
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As is the case with so many aspects of American life, 2021 has been a year of monumental change. From rising inflation to unprecedented labor shortages, from approval and distribution of the lifesaving COVID-19 vaccine to seismic shifts in our political landscape, we have been on a bumpy roller coaster ride. For those in higher education, the ride seems to have no endpoint.
Undergraduate Enrollment Declines
Beginning in 2012, enrollment at U.S. colleges and universities has steadily declined. The onset of the pandemic in spring of 2020 accelerated this trend. By the fall of 2020, enrollment fell by 3.4%, and dropped another 3.2% in fall of 2021, according to research from the National Student Clearinghouse Research Center.
This trend is further evident among international students. While there has been a gradual decline in this student population at U.S. colleges and universities since 2016 — in large part due to the US’s unwelcoming political climate and immigration policies — the pandemic plunged international student enrollment by a whopping 43% for the class of 2020. This represents billions in lost revenue for the institutions and their respective communities.
If these preliminary numbers hold up, the last two years of undergrad decline, totaling more than 6%, would be the largest two-year decrease in at least half a century. This has college administrators and enrollment management personnel scrambling to chart a course in uncertain waters.
The Enrollment Decline’s Impact on Community Colleges
And at community colleges across the county, the situation is even more worrisome, as this choice has traditionally served marginalized groups not well-represented in 4-year institutions, such as people of color, non-traditional students, first-generation students, and students from impoverished communities. With a 10% drop from fall 2019 to fall 2020, the impact of this decline may be long-lasting and far-reaching.
Typically, when the economy is doing poorly, enrollment increases, particularly at community colleges. But as the job market improves, students often leave college to join the workforce. During the pandemic, this didn’t happen. Instead, there are two parallel dips – both in enrollment and in workforce participation. When more students are thrown off the college path, society at-large absorbs the negative impact. Social mobility, family instability, community health, and a dearth in the skilled workforce from which employers can choose are just some of the effects of this cycle.
Admissions Trends
Test-Optional
In the wake of the pandemic, most schools instituted a test-optional policy that extended to applicants for fall 2020 and 2021 admissions cycles. While a growing number of competitive and even elite colleges and universities had gone test-optional years ago, test-optional policies are no longer a novel point of differentiation. The pandemic has been the tipping point in this long-standing debate over the legitimacy of standardized tests as a measure of college readiness. In 2020 and 2021, hundreds of thousands of prospective college applicants were shut out from the possibility of using test scores to compete for admittance. And yet, admissions teams across the country were able to craft a class and fill their quotas by leaning into a “holistic” application review process.
While the question of equitable access not only to the tests themselves but to costly test-prep and high-quality secondary schools continues to be debated, the movement to delegitimize standardized tests as an admissions criterion has gained traction, as proponents argue the inherent inequities in the system that favor white, upper-middle class students. One of the consequences of this change has been a dramatic uptick in the number of applications received at selective and elite colleges and universities, further feeding the cycle of driving acceptance rates down, leading applicants to cast an even wider net to secure admittance. It will be interesting to see how this story evolves over the coming admissions cycles, as the issue is viewed against the backdrop of our current social, racial, and economic reckoning.
Legacy Admissions
As both a reflection of the socio-political changes afoot and to do more than give lip service to their respective commitments to diversity, equity, and inclusion initiatives sweeping campuses nationwide, a small but growing cadre of elite institutions are ending their legacy admissions practices. In November 2021, Amherst College, a private liberal arts school in Massachusetts, joined the Massachusetts Institute of Technology, Johns Hopkins University, and the California Institute of Technology in the handful of highly selective schools that have eliminated legacy admissions programs. According to a recent Wall Street Journal report, 56% of the nation’s top 250 institutions consider legacy in their admissions process. That’s a decline from 63% in 2004.
Legacy preferences are commonly used at prestigious private universities to award an admissions advantage to the children and grandchildren of alumni, who are often donors. Historically, those universities have made the case that doing so helps encourage donations that can be used to furnish scholarships for students who need them. The unvarnished truth, however, is that legacy admissions dating back to the 1920s was a “quota” tool used to prevent Jewish, minority, and immigrant students from gaining admittance to these very same institutions. According to a 2018 survey from Inside Higher Ed, 42% of admissions directors at private colleges and universities included legacy status as a factor in admissions, with close to 6% of public institutions doing the same.
Eye on Student Wellness
In the past 18 months, fueled by the pandemic and the long reach of its negative impact on mental and physical health, colleges and universities are doubling down on their student wellness focus. With a widespread increase in mental illness among college students, including greater incidence of anxiety, depression, bi-polar disorder, psychosis, suicide and more, experts agree that a comprehensive wellness strategy and resources are more important than ever before.
From additional support through campus health centers and counseling offices, increasing accessibility to help when it is sought, and multi-faceted layers of student and staff advising and support services, colleges are looking for innovative ways to proactively address student wellness needs.
Particularly among freshmen, sophomores, and transfer students, all of whom are essentially new to campuses after a year of hybrid and remote learning modalities, institutions are committing greater human and financial resources to bolster students’ mental health, transition to campus, and overall school-life balance.
What’s Next?
In sum, the higher education arena is not immune to the changing tides, but the past two years are a mere preview of the sea change to come. We will be watching closely to see how colleges and universities respond to the confluence of social, political, economic, cultural, and environmental challenges they face. As can be expected, some will rise to meet these challenges, others will retreat, while others yet will fall.
You searched for new era cap – Page 22 of 31 – The Martin Group
Facebook has been in the media nonstop lately, and not necessarily for positive reasons.
The latest big news from the social media giant was last week’s announcement that the new name of their parent company would be Meta, a Greek word which founder Mark Zuckerberg says symbolizes “there is always more to build” and serves as a nod to a digital ecosystem called the metaverse that Facebook and its other endeavors (Instagram, WhatsApp, Messenger, Oculus) will all live within.
It’s important to note that this is just the name of the parent company to Facebook and its other brands, similar to Alphabet serving as the brand that owns Google, YouTube, Waze, Nest and others. So the familiar brands you interact with every day aren’t changing.
From the new logo itself, to the strategy surrounding this direction, to the rollout and timing of the move, to the implications for some of social media’s most popular apps, there is a lot to unpack here. So we tapped experts from around the agency to get their opinions.
BRAND STRATEGY
While only time (and, more importantly, earnings) will tell whether this rebrand benefits the company, it appears to be a wise move for several important reasons.
With regard to creating a more logical brand architecture, the move seems to make perfect sense. Relying on “Facebook” to double as the name of both the parent company as well as one of the sub-brands was confusingly asymmetrical. Creating a new brand for the parent company eliminates this issue, establishing clearer relationships between the parent and sub-brands, as well as between each sub-brand.
Brand hierarchy aside, however, there was also a clear reputational impetus for the move. Recent polling by Pew demonstrates a growing distrust of Facebook around several issues, from its delivery of political and election news to its monetization of user data. This increasing distaste for the platform is one reason Facebook is on pace to experience its slowest rate of growth ever in 2021, according to Business Insider. Some employees of the company believe the association with Facebook has actually damaged the reputations of its other platforms, referring to it as a “brand tax.” There is, of course, no guarantee that a fresh new parent brand will eliminate the negative impacts of the brand association, but removing “From Facebook” from Instagram’s footer is certainly a start.
—Dan Giacomini (Marketing Director)
CREATIVE
At first glance, the logomark is relatively generic. The same infinity loop can be found on countless other logos, and you can probably license your very own version from a number of creative marketplaces online.
I have to imagine the intent of the design was to be generic—with a keen eye on the big picture of the brand architecture. It will no doubt play a supporting role in the presentation of its hero brands—Instagram by Meta, WhatsApp by Meta, etc.—allowing them and their respective brand equity to be the focus. It will also likely be more effective in evoking a broader mission statement of services than the Facebook brand (limited by its familiarity) ever could.
The name works, although I don’t think it helps erase any of the negative context surrounding the Facebook brand these days. It might even reinforce their mishandling of information if you think of Meta in reference to metadata and their practice of exploiting everything their users post and do online.
The introduction of this brand has naturally elicited the ire and criticism of ALL the internet, which is why, in my opinion, the best thing about it are the memes it has inspired.
You don’t need to be a public relations expert to jump to the conclusion that the launch of the new brand was timed to distract, or pull attention away, from Facebook’s most recent rough stretch of damaging news.
However, the people who follow news close enough to know and care that Facebook’s parent company has a new brand identity are the same people who are savvy enough – or cynical enough – to see through the move as an attempt to distract from the company’s missteps. Most people will continue to use Facebook and its other brands as they already had.
Over time, the added distance from the Facebook brand may benefit the company’s other apps, but in the near term, the harmful effects of its negative headlines will continue to linger.
For our clients, who tend to be far less ubiquitous than Facebook, we often recommend two strategies to mitigate against the impact of crisis and restore trust and credibility after a crisis. The first is to build positive relationships with the media and trusted relationships with their customers, and the second is to “get back in the win column” by addressing the issue at the center of the crisis and turning their attention to making a positive impact for their customers and communities.
Building positive relationships happens over years through openness and transparency, access to executives, responsiveness, honesty, exclusive story opportunities, doing right by customers, and positively contributing to communities and society. You can assess how Facebook has done on these measures.
After the crisis happens, companies need to take steps to address the issue that created the situation, and they should communicate how they’re responding. Then, they should take action to make a positive impact. More than launching a new brand identity, companies need to invest in projects and programs that will uplift communities and improve people’s lives. That’s the purpose-driven way brands can restore relationships and repair perception in the weeks and months after a crisis.
—John Mackowiak (Vice President, Public Relations)
SOCIAL MEDIA
The shift to the overarching “Meta” brand allows their existing social platforms to stand on their own and will allow users to socialize, work, play, shop, and create across various apps without being tied to a Facebook account. We are seeing clear age and engagement gaps across all social networks, so having the company’s brand detached from any singular platform creates space to adapt, grow, and pivot when necessary.
Keeping some separation between the apps also prevents them from negatively affecting one another. We know about the very recent Facebook backlash but what about the negative claims surrounding Instagram and its impact on the self-esteem of teenagers and beauty standards around the world?
While the apps that fall under Meta’s umbrella will still provide the same functions as they do currently, Zuckerberg is pushing users to see them as a string of tools — separate but equally useful — that will provide a complete user experience within the “Metaverse,” until a new all-encompassing social platform is built which could take place over the next 10 years or so.
—Mary Kate O’Connor (Social Media and Content Manager)
DIGITAL MARKETING
Facebook is pushing the “Metaverse” because it best represents the current model of their business – diverse platforms that live in different mediums. Much of their vision for the “Metaverse” is highly aspirational, and in practice will not prove to be as engaging or popular as we assume. By casting a wide net, they can have a greater chance for success capturing and retaining key customer demographics and those will become more of the focal point over time.
—Levi Neuland (Senior Vice President, Digital Marketing)
You searched for new era cap – Page 22 of 31 – The Martin Group
Eighteen months after sending our associates home, The Martin Group is officially welcoming everyone back to the office. Safely. With a little help from our friends at Austin Air Systems.
Austin Air, headquartered in Buffalo, is the premier manufacturer of advanced, medical-grade HEPA air purifiers. They’re also an impactful client that has been making their mark by helping businesses and schools protect against the airborne threat of COVID-19.
This summer, Austin Air delivered 16 premium HealthMate® units to support our transition to hybrid work. Those units were installed in our Buffalo, Rochester, and Albany offices in time to reintroduce in-person collaborations in mid-September.
The Martin Group is in good company. Austin Air has shipped countless air purifiers to help organizations reopen amid the pandemic. And they’ve provided more than 100,000 units to schools in the United States and Canada. (The Toronto District School Board alone has more than 15,000 of Austin Air purifiers in its classrooms.)
“We’re excited to be back among our colleagues. This is one of the enhancements that’s made it possible,” said Lisa Bellacicco (formerly Strock), Chief Operating Officer of The Martin Group. “Austin Air’s purifiers have allowed our firm to be flexible — while following health officials’ guidance to the letter — as we move into this hybrid environment.”
HEPA technology plays a key role in reducing the spread of COVID-19. Several public health organizations, including the Centers for Disease Control and Prevention, have called for organizations to consider HEPA units indoors — and have explicitly stated that HEPA filtration is effective in removing potentially infectious particles.
“I’m sure that our associates appreciate the extra peace of mind that a CDC-recommended, scientifically sound air purifier brings to our office environments,” Bellacicco said.
“Indoor air quality is a very serious issue, and the need for clean air, free from contaminants and potential viruses has never been more important,” said Austin Air Systems President Lauren McMillan.
Here’s how it works: The medical-grade HEPA technology within each Austin Air purifier is proven to remove up to 99.7% of all airborne contaminants as small as 0.3 microns and 95% of particles as small as 0.1 microns. This filtration includes certain viruses, bacteria, dust, dander, allergens, chemicals, and gases. (The SARS-CoV-2 virus is typically trapped within larger respiratory droplets, which makes HEPA filters efficient at trapping those virus-containing particles, according to the CDC.) Austin Air also uses a 360-degree intake system, drawing air into all sides of the filter and ensuring maximum cleaning capacity. It even protects against the potentially harmful particles and gases found in wildfire smoke that unfortunately impacted many Americans this summer.
