WHY MIAMI IS STILL LATIN AMERICA’S GATEWAY FOR HOSPITALITY BRANDS
Miami’s role as a gateway to Latin America provides opportunities for travel and tourism brands.
HOW TRAVEL BRANDS ARE USING AI TECHNOLOGY
Travel PR firms are leveraging AI-driven insights to achieve media success.
INCLUSIVITY IN TRAVEL CAMPAIGNS
Why travel brands must make inclusivity an integral part of their PR programs.
THE CULTURAL FLATTENING TRAP IN DESTINATION PROMOTION
Avoiding the mistake of promoting the same things as every other travel destination.
TIPS FOR ATTRACTING FAMILY TRAVELERS
How travel brands can appeal to families during the vacation planning process.
SHIFTS
ADAPTING TO GLOBAL GEOPOLITICAL
The challenges businesses face when operating in today’s fragmented global landscape.
AGENCIES RAISED BILLING, CUT STAFF
PR firms are doing more with less, according to an annual survey.
PR DEPTS. FACE BUDGET CUTS, LOW REVENUES
Layoffs and staff cuts are making marketing leaders’ jobs harder.
BUDGETS, DIVERSITY PR PROS’ TOP CONCERNS
PR pros cited a lack of resources as a top priority at their jobs.
AVOID CULTURAL FLATTENING TRAP IN TRAVEL
Why is every destination these days promoting the same things?
How travel brands can stand out in today’s crowded media landscape.
INCLUSIVITY IN PR CAMPAIGNS
Travel brands must push for inclusivity as part of their PR programs.
BRIDGING THE LATIN AMERICAN MARKET
Why Miami is still the Latin America gateway for hospitality brands.
WHAT THE MEDIA WISHES PR CLIENTS KNEW
Steps to take when waltzing through the client-reporter gap.
ADAPTING TO GLOBAL GEOPOLITICAL SHIFTS
Businesses in today’s global landscape face complex challenges.
THE FUTURE OF PR IS SOCIAL MEDIA
It’s time for PR firms to meet audiences on social media.
PR PROS DISAGREE ON HOW TO COMBAT CRISES
In-house comms teams and agencies disagree on how to fight crises. CRAFTING THE FUTURE OF TRAVEL PR
How travel brands can use AI-driven insights for media success. GEN Z EMBRACES SPECIALIZED INTERESTS
Gen Z consumers seek out niche communities that cater to them.
THINK
Why cutting advertising budgets during a downturn is a bad idea.
REDUCING AI BIAS IN PUBLIC HEALTH PR
How PR pros can leverage AI’s capabilities in the public health space. TAKE THIS JOB AND LOVE
Why employee retention is just as important as client acquisition.
COLUMNS
Should social media sites get a warning label?
In June, U.S. Surgeon General Vivek Murthy shocked the country when he called on Congress to pass legislation mandating tobacco-style warning labels to be placed on social media platforms in an effort to advise parents on the potential harms those sites place on teens’ mental health.
In a June New York Times opinion essay, Dr. Murthy explained that such measures would prevent platforms from collecting kids’ private data and would also protect young people from harassment, exploitation and exposure to extreme content. Additionally, such a law would require social media companies to allow safety audits as well as share mental health data with scientists and the public.
It’s a challenge that local governments across the country have been dealing with for some time. The state of New Hampshire in June filed a lawsuit against TikTok, claiming the site is knowingly harmful to kids. Meanwhile, New York City is slated to ban student cellphone use altogether in public schools. According to a June report released by New York’s Health Department that surveyed nearly 23,000 NYC parents, a whopping 78 percent think the government should step in to limit kids’ social media access. Florida and Indiana have already succeeded in banning cellphone use in classrooms and California is currently poised to issue a similar ban.
Of course, these developments come on the heels of a rare bipartisan effort in Washington to ban TikTok due to the Chinese government’s potential ability to use that platform to collect data on American users. In a move that won’t help his dwindling loyalty among young voters, President Biden in April signed a bill into law forcing Chinese-based parent company ByteDance to divest itself from the video platform in one year, lest it disappear from phones altogether in the United States.
With social media now likened to smoking—and tech companies now effectively the new Big Tobacco—we’ve clearly reached a turning point in our conversation about digital technologies. Americans seem to begrudgingly acknowledge how potentially harmful these platforms can be, but these outlets are so embedded in our culture and so fundamental to how we communicate, one can’t help but wonder how we can unring this bell.
Let’s face it: The idea that social media platforms like Facebook, Instagram and TikTok are contributing to young Americans’ mental health troubles isn’t exactly news. A landmark 2022 study authored by researchers at Bocconi University, Tel Aviv University and MIT suggested a causal link between an uptick in mental illness among U.S. adolescents and young adults— namely, increased rates of anxiety and depression—and the debut of social media platforms like Facebook in the early 2000s. We also know, thanks to a former Facebook employee turned whistleblower who in 2021 leaked a trove of internal documents to the Securities and Exchange Commission and the Wall Street Journal, that Meta willfully allowed the spread of misinformation and divisive content over its platforms because it boosted site engagement, despite knowing the harmful effects sites like Instagram have on teens’ mental health. With behavior like that, the Big Tobacco analogy doesn’t seem far off the mark.
Finally, we know that daily screen time for kids has gone through the roof. A recent Gallup survey found that the average Gen Z user spends nearly five hours per day on social media sites. And social media is so deeply ingrained in the habits of young people today that they’re no longer using these platforms merely for socializing. According to recent findings by Forbes Advisor, nearly half (46 percent) of Gen Z members are now more likely to use social media apps for search than Google. According to a November study from Pew Research Center, a third of U.S. adults under 30 now get their news from TikTok. Social media and the Internet have become interchangeable terms.
Granted, a government-mandated warning label sounds excessive. Because no matter how you slice it, a social media site isn’t a pack of cigarettes, or a power tool or a plate of raw shellfish. I’m guessing social media companies would fight this precedent by invoking the First Amendment, but who knows how that would pan out, given the Supreme Court’s historic June ruling, in which it sided with the Biden administration’s efforts to put pressure on social media companies to combat misinformation. Either way, the debate is shaping up to become one of the most important free-speech issues we’ve witnessed in recent years.
In his new book, “The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness,” social psychologist Jonathan Haidt recommends keeping smartphones out of kids’ hands until they’re in high school as well as raising the minimum age of social media membership—or “Internet adulthood,” as he calls is—to sixteen. That’s not a bad idea. I would add my own proviso here. Kids model their behaviors on adults, and teens clearly aren’t the only ones exhibiting addictive scrolling behaviors. If protecting our kids is really our main objective here, I suggest that a good place to start would be considering how much time we spend on these sites and if our lives wouldn’t be improved without them.
— Jon Gingerich
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PR agencies raised billing, cut staffing costs in 2023
An annual industry survey by Gould+Partners suggests that PR firms are doing more with less, and that agencies’ largest clients are accounting for an increased percentage of their total business.
By Jon Gingerich
2023 was a flat year for many PR agencies, with revenue growth down, agency profitability remaining mostly steady and revenues per PR staffer up, suggesting that PR firms are doing more with less, according to results from an annual survey conducted by PR merger and acquisition consultancy Gould+Partners.
The Gould+Partners’ report, which tracked North American PR firms across 21 critical benchmarks, found that, on average, PR firms of all sizes saw much lower net revenue growth in 2023 than the year before (3.1 percent, compared to 9.4 percent in 2022).
According to the survey, net revenue growth—calculated as fees plus mark-ups— was highest among firms with net revenues between $3–$10 million (9 percent, compared to 2022’s 21.7 percent). Firms accounting for between $10–$25 million saw net revenue growth of 3.3 percent (compared to 2022’s 17.2 percent). The largest PR shops—or agencies boasting more than $25 million annually—saw net revenue growth of 2.6 percent (compared to 2022’s 8.8 percent). The smallest firms surveyed—those with under $3 million in net revenues— grew at an average of 1.7 percent (compared to 2022’s 2.3 percent).
While revenues were down last year, agency profitability on the other hand—defined by average operating profits, the key metric
by which Gould valuates PR firms—stood at 18.6 percent in 2023, roughly on par with 2022’s 18.7 percent. Operating profits were especially high at agencies with more than $25 million in revenues (21.9 percent), followed by agencies with between $3 million and $10 million in revenues (19.5 percent), the $10 million to $25 million agencies (14.5 percent) and the agencies with less than $3 million in revenues (8.2 percent).
Operating profits were highest among PR firms stationed in the Midwest (23.7 percent), followed by firms located in the Washington D.C. area (22.7 percent), firms in Canada (21.6 percent), the Northeast (17.2 percent), the Southeast (16.9 percent), the NYC metro area (16.5 percent), the Southwest (16.4 percent) and California (13.9 percent).
The report also found that net revenues per PR professional—calculated as fees plus mark-ups on rebillables—increased to an average of $273,000 at agencies, an increase of almost 6 percent from 2022’s $257,000. Gould+Partners Managing Partner Rick Gould told O’Dwyer’s that this suggests PR agencies increased fees in 2023 while avoiding any equivalent hiring.
“What some firms indicated was they increased their billing without significantly increasing number of staff,” Gould said.
Interestingly, the smallest firms polled— those with under $3 million in net revenues—saw the highest revenues per profes-
sional, at $306,122. This suggests that the owners and executives at those firms did an especially higher percentage of billable work in 2023 despite their fewer staff.
Base account salaries across agencies accounted for 42.4 percent of agency revenues in 2023, virtually unchanged from 42.3 percent in 2022.
Finally, the report discovered that PR firms’ largest clients averaged 17.8 percent of their revenues in 2023, up from 17.5 percent in 2022, 16.4 percent in 2021 and 13.6 percent in 2020.
Gould suggested this trend threatens a “critical” benchmark for agencies, especially if an agency owner is considering selling their firm, as prospective buyers frown upon an agency’s largest client exceeding 20 percent of its total book of business.
“It is a major deal breaker in M&A transactions, even if the largest client has been a client for 20-plus years,” Gould told O’Dwyer’s. “It may be an exception if it can be shown that the major client has multiple brands with individual brand managers, who report to different chief marketing officers. But it is always a challenge. It is great if a major client keeps giving the PR agency more projects and increases retainer business, but the downside is it increases the percentage of total business, which is a negative when selling. It needs to be dealt with, with full transparency, on a case-bycase basis.”
Budget cuts, dwindling revenues hit marketing depts.
Layoffs and staff cuts, reduced budgets, extended deal cycles and a growing pressure to do more with less are making marketing leaders’ jobs more difficult, according to a recent survey of CMOs.
By Jon Gingerich
Higher interest rates, inflationary pressures and a continued climate of economic uncertainty in the last year have hit marketing departments especially hard, typically viewed among businesses as a cost center to be reined in when budgets get tight.
According to a survey of chief marketing officers by B2B marketing community CMO Huddles and San Francisco-based PR agency Bospar, the current economic climate has many marketers facing challenges on several fronts: budget constraints, longer deal cycles and an overall increased pressure to deliver more with fewer resources. And it’s affecting them on both a professional and personal level.
More than two-thirds (69 percent) of marketing leaders said they were asked to do more with smaller budgets in the last year, according to the report, with more than three-quarters (77 percent) reporting flat or reduced budgets. More than a third (38 percent) reported budget cuts of at least three percent. On top of that, 76 percent said they were under more pressure to deliver pipeline results. More than half of CMOs (54 percent) also said they’re also experiencing longer deal cycles.
Additionally, half of respondents (50 percent) said their company has experienced layoffs in the last year, and 41 percent said they’ve experienced cuts to their marketing departments.
As a result, 61 percent said they felt that the last 12 months have been the most difficult year of their careers.
More than two-thirds (69 percent) of marketing leaders said they believe their industry is currently facing a recession, 61 percent feel the country’s overall unemployment rate doesn’t reflect what’s happening in the marketing industry and 62 percent said they think the stock market’s recent gains are out of sync with their industry’s performance.
Professional impacts aside, CMOs claim the pressure has taken a toll on their personal lives as well. More than two-thirds (67 percent) of marketing leaders surveyed said the pressure of the past year has also impacted their overall well-being.
Budgets, diversity top concerns for PR pros
PR pros listed a lack of resources as a top priority at their jobs, and a majority reported little to no diversity in their company’s leadership, according to Muck Rack’s latest State of PR report.
By Jon Gingerich
Alack of sufficient resources has become a top concern among public relations professionals working both at agencies and for brands, according to a new report from PR management platform Muck Rack.
The annual report found that about half (49 percent) of PR pros said that having enough resources is the top PR/communications challenge their company faces today. PR pros working for a brand are more likely to cite resources as a top concern compared to those working at agencies (58 percent versus 43 percent).
That said, the highest share of respondents (41 percent) said they expect their budgets to remain the same or increase within the next year.
Other pressing current concerns for PR pros include getting journalist responses (46 percent), managing stakeholder expectations (37 percent), justifying or showcasing their PR team’s value to stakeholders (36 percent), collaborating effectively with other departments (22 percent) and evaluating new technologies, tools, channels and media (20 percent).
According to the report, getting responses from journalists was a bigger priority for PR pros stationed at agencies than for those working for brands (54 percent versus 42 percent).
The report also discovered that AI has risen to become a top concern when it comes to the skills PR pros think their company should turn their attention to in the future. Almost half (44 percent) said they think companies should begin focusing on integrating AI tools into their workflow in the next five years, a percentage that has grown 13 percent in the last year. AI was actually the second-highest ranked skillset, with strategic planning claiming the number-one spot this year (46 percent). An additional 43 percent said media relations should be a top focus. Data and analytics (37 percent) and influencer marketing (30 percent) followed.
Overall, an overwhelming majority of PR professionals surveyed (88 percent) said they feel that leadership understands their work at least somewhat well, but PR pros at agencies are more likely to feel very valued than those working at brands. According to the report, more than half of PR pros who work at an agency (52 percent) reported feeling “very valued” by leadership at their jobs, compared to only 22 percent of those
stationed at brands. According to the report, the number of PR pros at agencies who said they currently feel very valued dropped by 7 percent in the last year.
Perhaps most troubling: Many PR pros expressed concern regarding what they characterized to be a lack of diversity across the industry, particularly in leadership ranks. While nearly two-thirds (65 percent) of respondents said their workplace has at least
a moderate amount of diversity, more than half (55 percent) reported little to no diversity at all in their company’s leadership, and the highest share (36 percent) of PR pros characterized their leadership team as possessing only “a little diversity.”
PR pros working for brands were more likely than those working at an agency to say they think their company has “a lot” of diversity (22 percent versus 15 percent).
Avoid the cultural flattening trap in destination promotion
Why does it seem that every travel destination is promoting the same things?
The pandemic was a wild ride for the travel, tourism and hospitality industry. The massive losses we suffered during the various lockdowns gave way to massive gains in the last two years, thanks to pent-up demand from consumers eager to get back on the road.
By most accounts, travel spending and volume have rebounded to 2019 levels. Of course, this rebound has major implications for travel brands and destinations alike. An influx of spending in the travel space also means increased spending on promotion and more competition for the hearts and minds of potential travelers.
At the same time, travelers’ wallets have been hit hard by inflation in the post-pandemic era. They’re concerned not just about having a great experience while traveling but also about making sure the dollars they spend will yield unforgettable memories. Visitors are looking for new places they’ve never been and experiences they’ve never had, be it around the globe or just around the corner.
But that’s not the only challenge in the travel space right now. There’s one more hurdle that destination marketers are up against: cultural flattening. The idea of “cultural flattening” isn’t new; it’s been talked about for decades as global connections become easier and more commonplace. Increasingly, as trends in design, style and pop culture are no longer bound by location (thanks, Internet!), destinations all begin to look and feel similar. These days, you can find a craft-beer bar with minimalist interior design and reclaimed wood tables in Boise just as easily as you can in Brooklyn.
Because travel spans generations and demographics, and destinations want to attract travelers of all sorts, it can be too easy to fall into the “something for everyone” trap when telling the brand story. Many destination brand campaigns look so similar these days that most consumers would be hard-pressed to identify which destination was being featured without a name or logo alongside the scenic imagery.
How can communicators help travel and tourism clients win the race for visitors? We know authentic storytelling is key, because the word “authentic” has become so ubiquitous that it’s practically lost all meaning in the travel space. To understand what “authentic” means, we have to dive deeper.
Padilla recently had the experience of creating a campaign for Richmond Region
By Candice Eley
Tourism that aimed to tackle the challenges outlined above: help the destination stand out in a flood of other destinations all vying for that pandemic rebound. The campaign, called “Speaks for Itself,” turned the idea of typical destination promotion on its head. We knew it couldn’t look or sound like anything else out there, so rather than embracing a something-for-everyone approach and shouting the region’s “best of” accolades, we employed an ASMR-style video concept to tell the Richmond Region story subtly, and yes, authentically.
The message resonated with potential travelers. A brand lift study demonstrated an improvement of more than 30 points in people saying they would be “very likely” to visit the Richmond Region after viewing the campaign.
The lessons learned in the creation of the Richmond Region’s “Speaks for Itself” campaign can tell us a lot about what moves the needle for potential travelers, and they’re lessons that can be embraced by storytellers across the travel, tourism and hospitality space to drive impact for brands.
Visitor appeal, local perspectives
Focusing on what appeals to visitors is crucial, of course, but so is keeping your community engaged in promoting your destination and championing the tourism industry. If your own community can’t tell you why someone would want to visit, why should a visitor believe your message?
For “Speaks for Itself,” Padilla interviewed more than 60 stakeholders across the Richmond region, from arts and culture to academia, government and small business owners. We took the stories they shared and used them to shape our messaging. We even brought some of the local individuals into the campaign directly, featuring them in videos and other content elements. The campaign slogan, “Speaks for Itself,” was itself a nod to the locals that make up the community. When locals feel that their voice is being heard in relation to destination marketing, you can create evangelists for your destination and the industry at large.
Own what you can, set the rest aside
Going back to our craft beer example, there was a time when touting your destination’s craft breweries was a differentiator, but these days, it’s almost an expectation. That’s not to say that you shouldn’t talk about local craft beer—or great restaurants, live music, hiking trails, or any other catego-
ry of tourism-related activities—as it relates to your destination. What it does mean is that you need to be able to own what makes craft beer in your destination different from anywhere else in the world. Is there a particular beer style that your region does better than anywhere else? A brewery so uniquely designed that visitors won’t believe their eyes? Whatever your destination excels at, lean into it.
The reverse is also true.
Take the competition for luxury travelers. Destinations and brands want luxury travelers and the dollars they have the potential to spend. But if a destination doesn’t offer a wealth of true luxury products and experiences, the traveler will leave feeling like they were sold a narrative that didn’t live up to expectations.
Whether you’re storyboarding a campaign video or putting together a pitch to travel media, avoid turning the exercise into a checklist designed to cover every stakeholder’s ask. It’s better to focus on what your destination does well than to try to own every space and risk not delivering. Every stakeholder will benefit from a visitor having a great experience.
Personalized is best for press
We all know that personalizing pitches is essential. The same is true for press FAMs and media invitations. Group press tours have been a staple of the industry for years and still have their place. However, allowing for personalization is key to having the media engage and understand the destination. Do you have people at your property or destination that can foster that deeper level of connection? Include them in your press tour and introduce them directly to the media. Offer structure with your itineraries but leave room for exploration and discovery. Even in a group tour setting, you don’t want everyone to have the exact same experience. Moreover, editors don’t want to see competing outlets all publishing different versions of the same story in the same time frame. As PR pros, we know the value of good storytelling, and when you dig deep, every destination has a unique story to tell. If your destination or brand struggles to figure out how to tell that story, resist the urge to ride the tide of what everyone else is doing and reach out to experts who can help you stand out.
Candice Eley is Director of Media Relations at Padilla.
Candice Eley
Top tips for attracting family travelers
The family-travel market is booming. Here’s how travel brands can stand out in today’s crowded media landscape and appeal to families during the vacation planning process.
For the past decade, I’ve worked to create impactful and engaging PR campaigns that drive media attention to travel and tourism brands. Recently, as a new mom to a globetrotter-in-training, I’ve become more acutely aware of the nuances of the family travel market than I’ve ever been before. The complexities and growth of this market are remarkable, requiring a deep understanding of family dynamics and motivators. In fact, the market is booming. A February travel advisor survey by Travel Weekly found that 90 percent of advisors selected family travel as one of their top five specializations and 63 percent said family travel was their first or second focus, underscoring the increasing importance of catering to this demographic.
From multigenerational trips to skip-gen vacations to one-parent adventures, the family travel landscape is evolving at lightning speed, and today’s travelers are placing an extraordinary emphasis on personalized, enriching experiences. As PR professionals, this fresh dynamic in family travel presents unique opportunities to help our clients reach this vital target audience and stay ahead of trends, demonstrating their genuine commitment to the market.
At Hemsworth, we’ve identified a few strategies to help travel brands stand out in the crowded family travel media landscape while appealing to the hearts, minds and wallets of families planning their next memory-making getaway: Nail your key messaging
When crafting key messaging for family travelers, it’s important to hit on the elements that matter most to them. Families prioritize aspects like personal space, convenience, value and amenities. To resonate even more, help moms—oftentimes the primary decision makers in travel planning—envision how seamlessly they can maintain their “normal” routine while on vacation. Even something as simple as highlighting an inroom mini fridge for a new mom can be a deciding factor!
How to take this further? A mom with young children would jump for joy to read on a property’s website, “Start your day with ease in our family-friendly suites. Enjoy a mini fridge stocked with essentials like milk and juice, a bathtub to help your little one feel at home, and separate living/sleeping areas to ensure a good night’s sleep for
everyone. Plus, our complimentary Pack ’n Plays and baby-care packages, complete with bottle warmers and baby bath amenities, lighten your packing load. If you’re in need of a quick snack or meal, our 24/7 room service has you covered with healthy and kid-friendly options.”
As PR professionals, we help our clients carefully craft their messaging to differentiate themselves from the competition, ensuring that families feel acknowledged and appreciated.
Introduce packages and amenities
Families are looking for more than just basic accommodations. Creative packages that offer a one-stop-shop experience can not only grab the attention of families but showcase how they can create lasting memories that make a trip worthwhile.
In response to the growing popularity of skip-gen vacations, we recently worked with our client, Embassy Suites by Hilton Deerfield Beach Resort & Spa, to craft a Suite Generations package that offers grandparents and grandchildren unique bonding opportunities. The package includes an “essentials kit” to ensure families
By Kayla Atwater
are equipped with everything they need, including sunscreen, baby wipes, a first aid kit, snacks and bottled water, along with engaging activities like board games and a seashell painting craft kit. From a PR perspective, tailored packages like these offer excellent media coverage potential.
Kayla Atwater
Beyond packages, thoughtful touches and appealing amenities can help brands stand out for memorable family travel experiences, as well as attract media for unique story opportunities. Offering family-friendly dining options, like elevated kids’ menus with nutritious and diverse options, is of growing interest (say goodbye to chicken nuggets and French fries!). Even the youngest foodies should get a taste of the local cuisine. Additionally, providing distinctive activities and entertainment that reflect the destination’s culture, such as pottery making in Mexico and handson gelato making in Italy, helps attract family travelers who view vacations as learning opportunities for their children. Simpler ideas can also make a big difference: imagine being able to borrow complimentary beach toys at the front desk, and not having to pack your own as a parent.
Use visuals to create family FOMO
It’s a no-brainer that marketing photography should include images of children if families are a primary target audience. However, I’ve come to notice that photos often focus on elementary-aged children, leaving a gap for brands to showcase a diverse range of ages—from babies to toddlers to teenagers, as well as multigenerational travelers—to appeal to families at all stages of life. When families see themselves represented in marketing materials, it creates an emotional connection that can significantly influence their decision-making process. In particular, content creators and influencers can be valuable in enhancing a brand’s visual storytelling efforts. PR professionals can secure rights to use photos from their trips for marketing purposes, providing authentic visuals for potential guests. Well-vetted influencers have a knack
Continued on page 15
Hilton Cabana Miami Beach Resort, a Hemsworth client.
Practice makes progress: inclusivity in PR campaigns
Why travel and hospitality brands must make inclusivity an integral part of their PR and marketing communications programs.
While progress has been made in recent years toward being more inclusive and realizing the importance of reaching diverse audiences, travel and hospitality brands still need to place significant focus on creating and implementing equitable and inclusive approaches as part of their PR and marketing communications programs. The Alliance for Inclusive and Multicultural Marketing reported that while 40 percent of the U.S. identifies as multicultural, they’re represented in only 19 percent of campaigns. The CDC notes that one-quarter of U.S. adults live with a disability, yet we rarely see them represented. These significant gaps extend to sexual and gender identity. In the most recent Gallup poll, 7.6 percent of U.S. adults self-identified as LGBTQ+, yet a Nielsen study found that outside of June, LGBTQ+ inclusivity in campaigns drops to 1 percent.
The business case for inclusivity in PR campaigns
In the travel and hospitality industry, we see these trends hold steady. For example, in MMGY’s 2021 The Black Traveler: Insights, Opportunities & Priorities study, 70 percent of Black travelers said that a destination’s commitment to diversity and inclusion directly influences their travel decision. For those in the LGBTQ+ community, more than half of travelers are more likely to consider a destination that represents them in its marketing, according to MMGY’s 2022 Portrait of LGBTQ+ Travelers in America.
Instituting an inclusive PR campaign
Promoting diversity and inclusion goes well beyond the outlets and journalists we pitch. It means advocating for more diverse representation in creative executions, experiential activations and influencer engagement. Oftentimes, it means partnering with an outlet, reporter, freelance writer or an influencer with a smaller but more highly targeted audience than the mainstream option. Most importantly, we don’t approach DEI as a standalone effort. Instead, we incorporate it into all we do.
Effective PR campaigns act on these statistics and leverage these audiences’ extensive combined purchasing power of $21.6 trillion, drawing on relevant resources and forging relationships with new ones to get representative coverage where it will have the greatest impact. Inclusive PR campaigns also support:
• Building trust between brands and consumers.
• Creating genuine connections through accurate depictions of underrepresented communities.
• Cementing a good reputation, fostering brand loyalty and encouraging consumers to recommend brands to friends and family.
• Expanding market reach.
At MMGY, our approach includes:
• Inviting members of diverse communities into the PR planning process with clients to understand their perspectives, ensuring that different groups have a say in how we tell their stories accurately and authentically.
• Creating industry-first studies of the travel needs, priorities and behaviors of underrepresented groups, formulated together in partnership with advocacy groups.
• Having an equitable and relevant number of niche media on our targeted media lists.
• Continuously seeking out and building relationships with media and content creators who are writing and creating for very specific audiences.
• Inviting a variety of outlets, editors,
By Julie Freeman
freelancers and content creators on press and influencer trips and to media events.
• Including diverse writers in all of our media relations efforts, not just those related to their identified community.
• Pitching these writers on meaningful story angles that highlight diverse communities year round, not just around holidays that are a group’s designated pride or history month.
Here are a few examples of putting this approach into practice.
Visit Native California
Visit California sought to amplify Native businesses and experiences through the online content hub, “Visit Native California.” In the first collaboration of its kind, tribal leaders came together with Visit California to collectively promote Native American tourist destinations, attractions, events and tours to drive economic growth for their communities and businesses.
For this PR and influencer campaign, MMGY and Visit California held a launch event at the new Agua Caliente Cultural Plaza in Palm Springs with top contributors from Lonely Planet, Fodor’s, Afar and others in attendance, along with Native content creators. These content creators shared their experiences at Native cultural sites in the Greater Palm Springs area while spreading campaign messaging in an authentic voice in more than 80 social posts, earning 200,000 impressions and 5,000 engagements.
Marquee placements across digital, broadcast and print shared the launch of the new hub, contributing to more than 600 stories being posted within a week of the announcement. NBC “Today” show travel correspondent Dayvee Sutton selected California as a top 2023 destination based on the Visit Native California initiative, showing audiences a captivating canoe journey through Yurok tribal lands. An additional relationship with Outbound Collective resulted in the creation of assets that allowed Native people to share travel experiences in their own words. As a result, 1.5 billion media impressions were generated along with 720 earned media placements.
Continued on next page
Julie Freeman
MMGY secured widespread national media coverage to support Visit California’s launch of its program, Visit Native California.
INCLUSIVITY IN PR CAMPAIGNS
Continued from page 14
Wheel the World
People with mobility disabilities travel at nearly the same rate as those without, according to MMGY’s 2022 Portrait of Travelers with Disabilities study. But the marketing to and accommodation of this demographic in travel and tourism falls well below par. Wheel the World, an online travel agency for people with mobility challenges, is changing that. Tasked with raising awareness and increasing bookings for the brand, we targeted a variety of outlets, including those focused on people with disabilities as well as mainstream media.
We elevated Wheel the World CEO Alvaro Silberstein, a quadriplegic and electric wheelchair user, into the spotlight to tell his story and advocate for others from a place of experience and empathy. In addition to pitching to travel media, we also reached out to lifestyle media, business reporters and those covering disability-related topics. We arranged for Silberstein to appear at Condé Nast Traveler Points of View virtual summit, The Phocuswright Conference and TravelAbility summit. Silberstein also joined the steering committee and act-
ATTRACTING FAMILY TRAVELERS
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ed as spokesperson for MMGY’s Portrait of Travelers with Disabilities study. Wheel the World’s booking requests grew by 70 percent and more than 606 million impressions were earned.
Queens of the desert
The people of Australia’s Northern Territory are as diverse as its landscapes. In order to show travelers the inclusive nature of the NT, MMGY partnered with the destination to promote Alice Springs’ fabALICE
ate famous scenes. With a combined social media audience of 1.05 million, the drag queens shared their experiences traveling to and performing at fabALICE. Their authentic interactions with the area’s community, as well as their connection to the land, showed their audiences that the Northern Territory truly welcomed them.
By lifting up individuals from each underrepresented community, we were able to help our clients authentically communicate and connect with those communities while showing a true dedication to inclusivity. We further this commitment in our mainstream campaigns by using diverse media outlets, journalists and influencers to spread our clients’ stories to a wider audience. As we strive for more inclusivity and diversity in our PR campaigns, we need to take an honest look at the audiences we’re trying to reach and work to accurately and equitably portray them to the best of our ability. Centering them in conversations, including them with intention and purposefully planning will take us a long way toward closing the gaps that exist in many travel and hospitality PR campaigns today.
for capturing genuine moments that resonate deeply with their followers. This not only enhances the appeal of the destination or property but also makes the brand more relatable as families see a real-life representation of the incredible travel experiences that they crave. As the saying goes, “A picture is worth a thousand words.” This adage holds especially true in the PR world. Leverage thought leadership opportunities
Travel executives, especially those who are parents themselves, play a crucial role as trusted voices and resources for family travelers. Drawing from their personal experiences, they offer unique insights and expertise on various aspects of family travel.
A few types of thought leadership initiatives that we handle for our clients include arranging media interviews, securing panels at industry conferences, and contributing op-ed articles on family travel-related subjects to industry publications. By shar-
Festival, a LGBTQ+ event. Using the 30th anniversary of the cult classic film “The Adventures of Priscilla, Queen of the Desert’’ as inspiration, we invited four drag queens to travel across the NT in a bus and recre-
ing our clients’ commentary on hot topics like secrets to a successful flight, tips for a stress-free family vacation, how to create a teen-friendly travel itinerary and hotel hacks for traveling with a baby, we can leverage their industry experience and understanding of the market trends, as well as build credibility and trust among potential guests.
Build relationships with journalists and influencers who travel with families
Another key strategy for securing media coverage in the family travel market is organizing FAM trips for journalists to experience the important facets of destinations and properties firsthand. This is the best way for media to be able to wholeheartedly tell a brand’s story and produce more thorough features. Media are understandably reluctant to write about places they haven’t personally visited, making this crucial for opening doors to opportunities.
When planning FAM trips focused on family travel, one important thing to consider is extending the invitation for media to bring their children as their guest. In group FAM settings, which often have limitations on participant numbers, this presents a
Julie Freeman is EVP of Public Relations for the Americas at MMGY and leads the PR, social media and experiential marketing practice and the agency’s New York City office.
chance to get creative and tap into emerging trends like one-parent adventures or “solo trips” where parents travel with one child at a time. Creative FAM themes that proactively offer unique story ideas can further enhance the appeal of media accepting the invitation. As overwhelming as the planning and hosting of FAM trips may be to our clients, it runs in the veins of professionals who are type-A planners, so we enjoy taking those logistical aspects off their plates and being there in person with the media, ensuring they feel safe and secure with their children in tow too.
The family travel market is a dynamic and ever-growing segment. By thoughtfully crafting key messaging, offering creative packages, using diverse visuals, leveraging thought leadership and working with family-oriented media, travel brands can effectively attract family travelers and shine bright in the crowded travel market. As PR professionals, we have the expertise to guide our clients through this process, ensuring they resonate with family travelers and stay ahead of the curve.
Kayla Atwater is Associate Vice President of Hemsworth: Travel & Tourism.
Drag queens mark the anniversary of an iconic film in Australia’s Northern Territory.
Miami’s magic: bridging the Latin American market
Why Miami is still the gateway to Latin America for hospitality brands.
Back in 2015, Miami was dubbed the gateway to Latin America. An influx of affluent migrants from across the region chose Miami for living and investment purposes due to its proximity to the region, cultural diversity, and business opportunities. Fast forward to today, and the Latinx community continues to thrive, constituting an impressive 70 percent of Miami’s population. Walking through Miami, one is just as likely to hear Spanish and increasingly Portuguese, a testament to the city’s rich cultural tapestry. This represents an advantage to tourism destinations and hotels looking to expand their footprint in Latin America. By targeting Latin Americans living in Miami, they are also influencing their families in the region.
Location, location, location
Miami’s strategic geographical location cements its status as the de facto capital of Latin America. Its worldclass airport, Miami International Airport, is one of the busiest international gateways in the United States, facilitating seamless travel connections to numerous destinations throughout Latin America. This accessibility positions Miami as an ideal springboard for Latin American travelers, making it a crucial hub for any brand looking to penetrate the Latin American market.
Family ties and cultural ambassadors
The second reason why focusing on Latin Americans in Miami is a game-changing tactic for any destination looking to grow in this dynamic region: family. These Miami residents maintain strong ties to their countries of origin, frequently traveling back and forth for business, leisure and family visits. Latin Americans in Miami often serve as cultural ambassadors, sharing their travel experiences with friends and family back home. Positive word-of-mouth and social media endorsements from this group can significantly amplify a destination’s reach and influence within Latin American markets.
The Messi phenomenon
The arrival of Lionel Messi at Inter Miami CF has further solidified the bond between Miami and Latin America. Messi’s presence hasn’t only elevated soccer’s profile in the city but has also created a cultural bridge that unites fans across two continents. Nothing brings people together quite like
By Amy Sedeño
sports, and Messi’s influence has seen a surge in Latin American tourists flocking to Miami to witness the magic of one of football’s greatest talents. This phenomenon underscores the powerful role of sports in fostering connections and enhancing Miami’s allure as a destination that resonates deeply with Latin American audiences. Tourism brands can leverage this momentum with sponsorships and activations geared toward fans of the sport.
Miami: a media powerhouse
Miami’s status as a media hub, particularly for Spanish-language content, presents another strategic advantage. The city is home to major Latin American media outlets, including television networks, radio stations, and print publications. Both the South Florida Sun-Sentinel and Miami Herald have partnerships with local TV news outlets, so the right story can generate coverage in both print and television. Collaborating with these media channels enables destinations to access a broad and engaged audience, ensuring their messages reach potential travelers effectively. In addition to traditional media, Miami boasts a vibrant community of Latin American influencers and content creators. Partnering
with these influencers, who have substantial followings and credibility within their communities, can help destinations generate authentic and impactful content that resonates with Latin American audiences. Connecting with brands from the region Miami is a flourishing center for Latin American fashion designers and innovators. Stitch Lab, for instance, began as a talent incubator and has become the premier accelerator for emerging Latin American fashion brands in the U.S. Miami Fashion Week has embraced Latin American brands, bridging the cultural and commercial gap between Latin America and the United States. According to Lourdes Fernandez-Velasco, creative director for MIAFW, Miami’s unique position as the doorway to the Americas is a significant advantage. Collaborations with both established and emerging Latin American brands present a valuable opportunity to expand brand awareness through their databases.
Economic influence and spending power
The Latin American community in Miami wields significant economic influence and spending power. Many Latin American residents are successful entrepreneurs, business leaders, and professionals with the means and inclination to travel frequently. By appealing to this affluent segment, destinations can attract high-value travelers who are more likely to spend more on accommodations, dining and unique experiences. These travelers often seek luxury, culturally rich experiences, and high-quality services, making them ideal customers for upscale hotels, resorts and premium travel services. Throughout the years, our agency has successfully implemented campaigns targeting Latin Americans in Miami for various destinations, yielding impressive results. Miami’s role as the gateway to Latin America provides unparalleled opportunities for tourism and hospitality brands. By leveraging the city’s cultural richness, media influence and economic power, destinations can effectively tap into the Latin American market, driving growth and fostering lasting connections.
Amy Sedeño is Vice President & Partner at CIIC PR.
Amy Sedeño
Photo: Unsplash.
What the media wishes our clients knew about journalism
A few important steps to take when waltzing through the dizzying client-reporter gap.
The gap between media and client is a chasm we publicists regularly dance in, but amid the ever-changing media landscape, this simple two-step has become a choreographed waltz. In this routine, we balance client expectations with the maintenance of mutually beneficial media relationships—on pointed toe and with bells on.
The media we rely on aren’t mere email addresses. They—like us and like the brands we serve—have dedicated their livelihoods to the world of travel, and while our passions may align, our expectations may not.
At our shop, we’ve developed a dedicated media department, laser-focused on building and maintaining mutually beneficial media relationships. What does this entail? Communication and outreach that doesn’t always come with a pitch attached. Regular media audits and temperature checks to stay current on what’s working and what writers want to make work. Molding client initiatives to better fit into conversations that are already happening across the travel space.
In liaising between these two camps— treasured staffers and freelancers as well as paying clients—we’ve gathered a few key truths.
No, the editor will not be supplying an assignment letter. Assignment letters have gone the way of the horse and buggy, creating new tensions for everyone involved in the earned editorial media process. Clients are wary of making an investment without a guarantee, writers are wary of embarking on trips without confirmation that they can produce and publicists are wary of connecting the two, armed with nothing more than trust. Unlike paid media, earned media comes with no mock-ups. Clients can’t be guaranteed what a story will look like ahead of publication. We work to make our clients understand that, no, the freelancer cannot confirm their story angle before actually experiencing the thing, nor whom they will pitch it to. We angle mine and “story sesh” with our media friends to try and whittle out an imagination of what the final product will look like—ultimately, another exercise in trust.
Networking shouldn’t feel transactional. We’re not in the business of bartering. We’re people people, making our living in relationships. Strong media relations strategy dies in the email outbox but blooms over
By Lindsay Stein
martini dinners and book signings. We call our colleagues “media friends,” because that’s what they are: friends. We want to know what they’re working on, even—and especially—if it has nothing to do with our clients. We want to know their far-flung, bucket list destinations, why they like to travel and what their mothers are like. Network to create a network, not to solicit coverage.
A great press trip has airfare, free time and a hook. Amid the ever-changing landscape of editorial employment, it’s a cardinal sin to expect your writers to pony up out of pocket for your benefit. Respect their time and their talents, book the flight (and the Uber too). That said, a passionate travel journalist isn’t looking for a free vacation— that’s just the work perk.
A newsy hook is absolutely essential to any successful press trip, be that a property opening, a newly unveiled flight route or an innovative offering new to the experience. Beyond the scope of a standard property review, a truly impactful first-person narrative needs to have a hook. Once they bite, let them swim freely. According to our media friends, the bane of their collective existence is a too-tightly-packed press trip. Experiential travelers need time to do just that—experience. In between informative, research-coded experiences and collective moments of togetherness, give your writers time to laze, explore or, hell, write.
Events are relationship-building exercises; they’re rarely news in and of themselves. “Travel CEO Touches Down in New York to Meet with Media,” read no headline ever. Media meeting events are a celebrated part of the PR machine, but a celebration of what—and for who? Events exist on the networking arm of a strong media strategy, coordinated to spark conversations, foster connections and lay the groundwork for future stories. At their very best, great media events are a powerful tool in the industry’s thought leadership machine, an opportunity to boost brand awareness from inside the clubhouse.
Earned media, like all good things, takes time. For clients, the conclusion of a press trip begins a ticking clock of anticipation for extensive first-person stories across major legacy publications. This is a PR fantasy. In reality, the post-visit coverage window is much larger, with some stories taking upwards of six months—sometimes
even longer—to actualize. Press trips are not mere exercises in story production but rather a forward investment and one made early. According to a recent survey of our agency’s media friends, most travel writers look to secure a press trip three to four months in advance. Along those same lines, they prefer to receive brand news upwards of three months in advance. If your client’s deal comes with a brief booking window, good luck landing it.
Stein
There’s an old saying espoused to fledgling publicists and students of the industry: No two days are the same. This is true now more than ever. Today, we’re bending the binding on a freshly printed glossy issue of a magazine that may be shuttered next week. Tomorrow, we’ll book a suite for a staff writer who, next week, may be forced to freelance.
In supporting journalists amid mass layoffs and uncertainty, we can do more than secure them a sailing or a safari—far more. The challenges facing writers of all employ are systemic, unpredictable and equally vexing for brands whose media strategy runs on predictability. We seek out writers, not by byline, but by potential and by a shared affinity for the experience of travel. For brands and media friends alike, we’re listening, translating and setting a tone forward in the industry—and we’ll do it over lunch.
Lindsay Stein is Director of Media Relations at Decker/Royal, where she leads media relations strategy and outreach for clients ranging from hotels and tour companies to destinations and cruise lines.
PR news brief
C Street Works Takeoff’s chap. 11
C Street Advisory Group is handling the Chapter 11 filing of Takeoff Technologies, which handles fulfillment services for online grocery retailers.
Prior to the bankruptcy filing, The Waltham, MAbased company had explored the sale of the company or certain of its assets.
It determined that a “court-supervised proceeding was the best way to effectuate a value-maximizing marketing process, while maintaining industry-critical operations for customers.”
John DiDonato, Takeoff’s Chief Restructuring Officer, said the company’s “priority is minimizing disruption for our valued customers and employees, and the communities they serve, as we continue to engage in discussions with potential buyers to maximize value for our stakeholders.”
Lindsay
Adapting to global geopolitical shifts
Businesses operating in today’s fragmented global landscape face increasingly complex challenges, underscoring the crucial role they play in achieving meaningful impact.
Businesses are encountering unparalleled challenges as the geopolitical landscape undergoes significant transformations. The prevailing assumptions that have guided business operations for years are now being challenged, necessitating a reevaluation of the role of business in these evolving environments.
Shifting alliances
The current global landscape is characterized by a fragmented world order, facing a multitude of crises and discord. From persistent conflicts in Europe and the Middle East to the resurgence of nativist populism and divergent industrial policies, tension pervades the global arena. Issues such as human rights, climate change, immigration policy and national security are strategically manipulated to further geopolitical and domestic political interests.
Over the past decade, geopolitical divisions have become increasingly apparent, with Western liberal democracies, spearheaded by the G7 countries, finding themselves in opposition to a coalition of authoritarian-leaning states, including Russia, Iran and China, while nations in the global south, such as India, KSA and South Africa, ward their independence and avoid strategic choices.
Simultaneously, emerging states are forming economic and security alliances based on strategies that depart from traditional post-imperial affiliations. The expansion of the BRICS grouping to include nations like Egypt, Ethiopia, Iran, Saudi Arabia and the United Arab Emirates illustrates this evolving paradigm and the potential for these emerging global players.
A new wave of globalization is taking shape, focusing on national security and economic independence. The concept of strategic autonomy, once confined to Europe, is now gaining traction worldwide, reflecting a growing inclination to safeguard essential national interests. This shift is evident in both national and regional political decision-making processes, where policymakers increasingly prioritize strategic autonomy to protect vital interests amid evolving threats. Additionally, the rise of regional hubs is fostering closer collaboration and resilient supply chains among neighboring nations, promoting new regional economic integration.
The implications for business
The emergence of military-industrial complexes in Europe, Japan, Australia and
India underscores the escalating security concerns globally. Trust in the United States, which has traditionally served as a cornerstone for such military-defense relationships, is diminished even among close allies. State-empowered cyber mercenaries threaten essential infrastructures, misinformation and information manipulation campaigns divide the population and feed dissent.
There’s an increasing pressure to examine the economic repercussions of security concerns. The conclusion drawn by the Munich Security Conference following its 2024 edition highlights a global trend: Nations are prioritizing economic security to guard against coercion, rather than solely focusing on maximizing mutual gains.
In the midst of impending global political shifts, there’s a glaring absence of robust global leadership, with prevailing attitudes favoring short-term fixes. Key elections this year in India, Mexico, Indonesia, Taiwan and the European Parliament have signaled potential shifts towards protectionist measures and the advancement of domestic industrial priorities. This trend may result in the imposition of various trade barriers, including tariffs and non-tariff restrictions, which could impede international trade and investment flows.
Within this context, the dynamics among the US, the EU and China take on significant importance. The US has escalated pressure on corporations to scale back or halt their business ties with China, utilizing various tactics such as trade restrictions and tariffs. As a result, businesses operating on the global stage confront a daunting task, navigating intricate regulatory landscapes that continuously evolve while meticulously weighing the economic and geopolitical implications of their international ventures and trade alliances.
Amid competing industrial policies striving to establish greater strategic autonomy, supply chain predictability, secure access to rare earth minerals and attain renewable energy independence and security, corporate leaders worldwide must remain vigilant. They need to be attuned to discriminatory trade policies and initiatives that might sometimes offer short-term advantages but could ultimately restrict access to vital emerging markets and power centers.
As the lines are redrawn post-EU and US elections, there remains a present risk of trade disputes between the US and EU
By Brad Staples
linked to the transition towards environmental sustainability.
Adapting leadership to new realities
Companies find themselves at the heart of the world’s most pressing challenges, from addressing cybersecurity threats and combatting climate-driven migration to navigating global supply-chain shortages and collaborating with governments to tackle security threats.
Brad Staples
The pivotal role of businesses in global crises is starkly evident during the war in Ukraine, with corporations playing a crucial part in supporting the war effort through technological innovations, communication infrastructure and reconstruction efforts.
The private sector’s role in cybersecurity stands as another compelling illustration of businesses adapting to their evolving responsibilities, particularly highlighted by the urgent imperative to prioritize cybersecurity, data sovereignty and AI regulation. AI’s proliferation presents an extraordinary opportunity for innovation. It also poses a significant risk of empowering malicious actors. The rapid evolution of AI threatens to surpass the revolutionary impacts of social media and the Internet, necessitating a vigilant and adaptable approach to address its implications whilst not stifling its potential benefits. Concurrently, cybersecurity emerges as a critical battleground for safeguarding our interconnected world, with the digital landscape teeming with potential vulnerabilities that evolve alongside technology and cyber mercenaries’ tactics. Given the interdependence of nations and businesses, a holistic approach to cybersecurity becomes imperative.
Despite the strides made, businesses face ever-evolving and increasingly complex challenges. When confronting any challenges ahead, it’s essential to recognize the need for a multi-stakeholder or poly-lateral approach. Partnerships with civil society, governments and international organizations are crucial for achieving meaningful impact, the increasing repercussions of geopolitical and global security shifts on businesses underscore the need for corpo-
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The future of PR is social media and influencers
Today’s audiences are on social media, and it’s time for PR firms to meet them there.
As the head of a New York-based public relations team specializing in travel and a passionate globetrotter with passport stamps from more than 50 countries to prove it, I’ve always figured that wherever I’m headed, it won’t take me long to discern how to make the most of my time.
During a recent trip with my family to Greece, I decided to leave the itinerary planning to my Gen Z-aged children, who, like so many their age, are impressively well-versed in using social media as a search engine. Literally within minutes— and with no direction from me—both had come up with a world of options for our family to engage and enjoy in the destinations on our vacation, and without referencing a single travel article, website or Google search.
Instead of traditional travel guides, they tapped into travel recommendations on TikTok. As Gen Zers are wont to do, they kept on scrolling as we strolled the sites and streets of Athens and the islands of Mykonos and Santorini. TikTok provided endless ideas for diversions, from “mustgo” restaurants and hip beach clubs to fun and traditional historical sites (and what to skip). This dynamic approach allowed us to discover hidden gems and trendy spots, making our travel experience both modern and memorable.
The social media-generated convenience impressed me almost as much as my kids’ desire to take charge of our travel plans. It also drove home an important point that is key for those of us working in travel communications: As public relations continues to expand, PR firms must broaden their apertures to include social media and influencers as part of any 360-degree comms strategy. This is an invaluable way to promote the brands and destinations we represent to broad audiences who no longer rely on the traditional channels that have been central to PR for decades.
It’s no secret that the landscape of digital communications is rapidly evolving. A recent study by Talker Research and Forbes Advisor found that platforms such as TikTok and Facebook Marketplace have become tried-and-true tools for searching and shopping, with 24 percent of participants using these platforms for functions that have long been the realm of search engines, and 13 percent making purchases directly within the apps.
By Jennifer Hawkins
Though the study also found that 84 percent of the population still uses search engines to comb for brand names, there’s a 30 percent decline in such use between Baby Boomers—like me, though I’m right on the edge—and Gen Z whose buying power will soon reign supreme.
Meanwhile, a recent survey of 2,000 Americans commissioned by the online travel agency justfly.com found that social media is key to travel decision-making for Gen Z and Millennials alike, with 81 percent of the former and 75 percent of the latter considering social media when choosing a travel destination and 52 percent and 48 percent, respectively, indicating that the ability to post photos on social media played a role in selecting their vacation destination. This is no surprise to me as I’ve seen this firsthand, but the data is a significant marker for a dramatic shift in both the travel industry and communications.
The FINN Partners travel team has employed social media as well as influencers for over a decade to move the needle for our clients and connect with broad audiences of consumers that, more and more, are beyond the reach of traditional public relations tactics. And with more and more research being published on the impact of social media marketing, we’re constantly getting creative with how to leverage its power to benefit our clients and keep them ahead of the curve.
For instance, when an international hotel brand wanted to tell a story about its growth in the Maldives to a luxury consumer audience, we knew that creating compelling visual assets and narrative storytelling was the best way to do so. Our team collaborated with an influencer storyteller who, as a video host for the luxury publication Travel + Leisure’s Instagram channel, had a wide reach and broad access to that target demographic. The resulting reels and stories generated over 596,000 video views, an estimated 88.9 million impressions, and over 12,700 engagements.
And when a boutique hotel brand with hotspot properties in a few major U.S. cities needed a push to elevate its visual identity—a necessary element of luxury travel research on Instagram and TikTok—our team gave its online presence a complete overhaul, with photo and video assets that were designed to speak to the destination, brand differentiators, and ultimately il-
lustrate an aspirational getaway that any social media user would be thrilled to discover. The savvy pivot of our client’s social media account resulted in a 26.2 percent rise in impressions in the first month.
All of this is to emphasize the point that public relations is at a crossroads. The reliance on traditional media channels like magazines and online text-based publications, while still important, must be complemented with robust social media strategies that meet the current appetite for social media-first discovery. This involves not only understanding where our audiences spend their time but also creating content that aligns with their preferences and behaviors—in other words, exciting content that is discoverable on Instagram, TikTok and Facebook, whether it’s in Greece or Cincinnati.
As PR professionals, we have the opportunity and responsibility to lead this transformation. By expanding our communications strategies to become more integrated, we can ensure that our clients remain at the forefront of their industries, engaging with their audiences in ways that are current, relevant and impactful. The future of PR lies in our ability to adapt and innovate, embracing the platforms and voices that shape today’s digital landscape.
In conclusion, the data is clear: Our audiences are on social media, using their mobile devices, and influenced by authentic voices they trust. It’s time for us to meet them there. Let’s expand our PR strategies to incorporate the full spectrum of digital engagement, ensuring we deliver value and results for our clients in this ever-changing world.
Jennifer Hawkins is Managing Partner at FINN Partners.
ADAPTING TO GEOPOLITICAL SHIFTS
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rations to step up and address global issues conscientiously.
Corporations need to put in place the resources to anticipate risk, to navigate complexity at home and abroad and to build resilience at all levels in leadership, supply lines and technological infrastructures, to thrive in the second half of this rapidly changing decade.
Brad Staples is CEO of APCO.
Jennifer Hawkins
Crafting the future of travel PR
How travel brands can leverage AI-driven insights to achieve media success.
By Brian Farley
The days of travel PR being just about press releases and media pitches are behind us. In an era when machine learning and AI are redefining boundaries across industries, the travel and hospitality sectors stand out for their rapid adaptation and integration of these technologies.
This evolution isn’t just a trend; it’s a transformation that’s revolutionizing customer service and operational efficiency. As PR professionals, it’s crucial to explore how harnessing AI can drive unprecedented business results, especially in such a dynamic market. By leveraging AI to predict traveler preferences, shape brand narratives and anticipate future needs, we can position companies as forward-thinking leaders in their respective fields. This proactive approach caters to the interests of media and consumers, setting the stage for introducing new, on-trend concepts and offerings that keep the brands we represent relevant and top of mind.
AI-driven insights and data utilization
Perhaps AI’s most valuable attribute is its ability to analyze extensive consumer data and instantly provide actionable insights. Travel brands increasingly leverage AI to understand their customers on a deeper level, tailoring their offerings to meet the specific needs and desires of different traveler segments. This data-driven personalization goes beyond basic demographics and considers behavioral patterns, purchase histories and sentiment analysis derived from social media and other digital footprints. These insights open new avenues for storytelling for PR professionals. By understanding what resonates with audiences, PR teams can craft compelling narratives that are both relevant and highly engaging. For instance, AI can identify trending destinations or preferred types of travel experiences among specific demographics, such as all-inclusive resorts or adventure travel. This enables PR campaigns to highlight these aspects, attracting more coverage and interest.
Enhancing efficiency
Operational efficiency is a significant benefit of AI in the travel sector. From automating bookings and managing customer inquiries through chatbots to optimizing logistics, AI frees up human resources to focus on more complex and creative tasks. Similar efficiencies are mirrored in PR activities, where AI helps automate routine tasks, allowing professionals to devote more
time to strategic planning, creative content development and personalized stakeholder engagement. PR teams can also respond more swiftly and effectively to emerging opportunities or crises, ensuring their clients maintain a proactive stance in the market. In an industry where stories are relevant for only a short time, enhancing efficiency can make the difference between getting our clients into the news or missing the moment.
Curation of customer-focused content
As previously mentioned, AI’s ability to analyze large data sets and enhance information curation enables companies to offer more personalized and targeted content and interactions. Every day, consumers indicate their preferences through online behaviors and brands can use AI to extract this information, tailoring offerings and communications to appeal directly to individual needs and interests. This pushpull dynamic creates a valuable feedback loop for PR. As consumers interact with the content, their responses and inquiries provide brands with deeper insights, which can be used to refine future communications. For instance, if travel consumers show increased interest in sustainable practices, PR can leverage this data to craft stories that highlight their clients’ sustainability initiatives, effectively predicting and meeting the evolving interests of their audience.
Personalizing the pitch
PR professionals can also leverage AI-driven insights to develop pitches that resonate more deeply with journalists and media outlets. By analyzing the preferences and past behaviors of media contacts—such as the types of stories they cover or the angles they prefer—PR teams can tailor their pitches to align closely with journalists’ interests. AI’s analysis of published content and social media interactions of journalists can also play a pivotal role in shaping itineraries for FAM trips. By curating activities and experiences that closely match the preferences of attending media, PR professionals can enhance the overall impact and increase the potential for earned coverage following a press trip.
Credibility in the Age of AI
As AI technologies advance, they increasingly rely on credible sources to inform their algorithms. This trend underscores the necessity for travel brands to maintain a robust online presence with high-quality, authoritative content. AI systems used by consumers for researching trips or making
bookings tend to pull information from well-regarded media sites and official brand platforms. Therefore, it’s crucial for PR professionals to secure media placements and enhance the brand’s owned channels with accessible content that resonates with target audiences. Owned content should be crafted in a language and tone that speaks directly to potential travelers, emphasizing the brand’s unique selling points and values. AI’s capability to analyze extensive data can also help identify the most effective messaging angles and content types, thereby optimizing the brand’s communications strategy. This ensures that the brand remains credible, relevant and top-of-mind in the competitive travel industry.
Strategic content creation and distribution
AI’s influence extends to content creation, where it assists in generating comprehensive, SEO-friendly articles and social media posts that engage users and boost online visibility. While AI cannot replace the human touch and an agency’s unique understanding of a brand, PR professionals can leverage this technology to ensure content aligns with brand narratives through customized GPTs. These GPTs should utilize brand guidelines, including mission, vision, tone and sentiment, along with content from social channels and key executive voices. AI can also optimize content distribution by identifying the best times to publish and promote materials across different channels to maximize reach and engagement. This strategic distribution ensures that key messages cut through the noise and reach consumers effectively, enhancing the overall impact of the brand’s communications.
Integrating AI in travel PR is a transformational shift that redefines how professionals engage with clients and the media. By leveraging AI, teams can achieve greater personalization, efficiency and strategic depth in their campaigns. As we put this technology into practice, staying ahead means not only embracing AI as a tool but making it a central element of our strategic vision. This proactive approach will ensure we remain at the forefront of innovation, driving success and achieving impactful results for brands and companies in the ever-evolving travel industry.
Brian Farley is Vice President at Coyne PR.
Brian Farley
PR experts disagree on how to combat crises
In-house comms teams and agencies specializing in crisis disagree on what details to consider when approaching a crisis, according to a report.
By Jon Gingerich
Crisis situations can quickly spiral out of control, making it paramount for organizations to know how and when to effectively respond to potential threats. But a report published by PR analytics and insights platform Memo suggests that communications pros working for companies’ in-house communications team and agencies specializing in crisis are suited to handle different situations—and also tend to have fundamentally different outlooks on crises and approach them differently. They also seem to disagree regarding how much assistance crisis agencies bring to the table once they’re called in.
The report found that in-house communications pros and agency pros are, more or less, in agreement when it comes to what considerations should made before responding to a crisis and what elements are the most important in a crisis response.
However, in-house communicators tend to look at all the factors potentially contributing to a crisis evenly before weighing a response. Agency pros, on the other hand, tend to be far more interested in ensuring the crisis response contains all the details than their in-house counterparts (50 per-
cent vs. 42 percent). And agency pros were also more likely to weigh social factors that contribute to a crisis—the number of people affected, social chatter and readers—more heavily than in-house teams.
When it comes to what types of potential crisis situations communicators claim they’re most prepared for, in-house communications teams across all company sizes said they’re best equipped for breaches or cybersecurity incidents (45 percent), employee or workplace issues (42 percent) and combating misinformation (40 percent). This was followed by leadership issues, natural disasters and legal issues or lawsuits. Strangely, only 33 percent of in-house communicators said they’re prepared for layoff or restructure scenarios, even though those were among the most common crises for brands last year.
PR agencies, on the other hand, also think they have the best plans in place for handling employee or workplace incidents (52.5 percent), breaches or cybersecurity incidents (44 percent), combating misinformation (42.6 percent). This was followed by layoffs or restructures, legal issues or lawsuits and financial issues. PR agency pros revealed a
Gen Z embraces specialized interests
Gen Z consumers seek out niche online communities that cater to their unique passions and allow them to express themselves in ways that marketers often misunderstand, according to a report.
By Jon Gingerich
Gen Z is a dynamic and diverse—and often misunderstood—demographic that exhibits complex and seemingly contradictory behaviors that defy traditional categorization, according to a new study from the Acceleration Community of Companies and the USC Annenberg School for Communication and Journalism.
The study, which was fielded by the USC Annenberg x ACC Think Tank, a research program comprised of USC public relations graduate students, underscores the importance of avoiding engaging Gen Z members in a one-size-fits-all way, and how understanding their unique social behaviors and interests is key in crafting messages that resonate with this demographic, which comprises 40 percent of the consumer market. According to the report, one salient habit Gen Z exhibits is they take pride in knowing
a great deal about topics considered obscure to the mainstream. As a result, they tend to participate in multiple niche sub-communities online that relate to specific interests, hobbies or extracurricular activities, which allows them to express themselves and achieve a sense of belonging. A majority (78 percent) of Gen Z respondents said they belong to one or more of these sub-communities, 41 percent belong to more than two, 18 percent belong to more than three and 10 percent belong to more than five.
Perhaps as a result of these layered, context-dependent identities, more than half (54 percent) of Gen Z respondents said they think social media is less about simply connecting with friends or sharing one’s life online and more about finding and engaging with communities and/or content tailored to their interests.
lack of preparation tools in place for dealing with natural disasters (24 percent).
There also appears to be some discrepancy between how helpful agency teams think they are in a crisis and how helpful in-house pros think they are. For example, 54 percent of agency pros think that developing a media strategy is where they offer the greatest assistance in a crisis, but 35 percent of in-house pros said they are actually least helpful in that area. 52 percent of agency pros also thought they were most helpful during a crisis when executing a media strategy, but 39 percent of in-house professionals said their agency wasn’t helpful in this regard. 51 percent of agency pros believe they’re helpful in advising on a crisis plan, but 31 percent of inhouse pros said this isn’t true. 44 percent of agency pros also think they’re helpful at writing or reviewing press statements but 36 percent of in-house said that’s where agencies are least helpful.
Finally, most communicators seem to agree that data is key in combatting a crisis. An overwhelming majority of in-house communicators (81 percent) said they utilize data to inform their crisis response most of the time, if not always, and 72 percent of agency pros similarly said they leverage data to inform their crisis strategy.
As it turns out, a few of Gen Z’s online habits reveal more in common with older Gen X than their younger Millennial counterparts. In a twist that few marketers probably saw coming, Gen Z respondents said Facebook is the social media platform where they can feel like their “true self” (31 percent), followed by TikTok and X (both at 11 percent). This isn’t to say that Facebook is Gen Z’s preferred social media outlet or the one they use most often—it’s not—but simply that it’s the place where they feel most comfortable.
Of course, this generation also exhibits consumer behaviors that fall well within the bounds of what you might expect. Three-quarters (74 percent) expressed a desire for brands to make them feel special. And more than half (52 percent) said they were motivated to purchase something because it was validated by a peer, an influencer or an online community. Finally, 45 percent admitted that missing out on a popular trend has social consequences, but nearly two-thirds (65 percent) reported that staying on top of popular trends has become more difficult in recent years.
Think twice before pausing budgets
Why cutting advertising budgets during a downturn could hurt brands more than help.
Every day, it seems there’s more news of corporate cost-cutting. As the economic climate tightens amid an election year and looming recession, businesses often look to marketing as one of the first budgets to slash. This trend isn’t new; marketing has historically been viewed as a malleable expense that can be adjusted without immediate harm to the business. However, while these cuts can provide some short-term financial relief, data suggests that the long-term consequences are both detrimental and lasting.
Marketing budgets are usually the first on the chopping block, largely because advertising expenses are flexible—they aren’t committed until spent, can be paused or restarted quickly and can be reduced without impacting business productivity—or so the logic goes. Yet, this approach overlooks the critical role that consistent advertising plays in maintaining brand health and driving long-term business success.
Recent studies highlight the negative effects of pausing advertising, with a strong emphasis on the critical role of brand recall and ongoing consumer engagement. The 2023 Edelman Trust Barometer reports that reducing visibility and interaction with consumers significantly diminishes brand engagement and trust. This is a crucial insight for businesses to consider, as brand trust is a foundational element of customer loyalty and long-term revenue.
Nielsen’s findings further reinforce the importance of brand recall, particularly in emerging media channels such as podcasts and influencer marketing. It’s essential for keeping a company top-of-mind, ensuring relevance and visibility. Without consistent advertising efforts, brand recall can fade, which leads to subpar market performance. The connection between consistent advertising and brand recall is well-documented; continuous exposure helps to cement a brand in the consumer’s mind, making it more likely that they will choose that brand when making purchasing decisions.
This impact is particularly significant in today’s economy, where continuous engagement post-purchase is crucial for fostering brand loyalty and trust. Once decline begins, reversing it becomes increasingly challenging. Brands that cut back on advertising may find themselves in a downward spiral where decreased visibility leads to lower sales, which in turn justifies further cuts in advertising. It’s a vicious cycle that
can be difficult to break.
By Anthony Chiaravallo
Treating advertising as an investment rather than an expense is crucial during recessionary times, as every dollar reduced can lead to substantial sales losses. Reducing ad budgets versus completely going dark revealed that for every dollar cut, 11 brands experienced a loss of 3x that amount in sales returns. This statistic underscores the significant impact that advertising has on sales and the high cost of reducing ad spend.
Pausing digital ads is especially problematic, as it can lead to disrupted campaign momentum, reduced ad rank, lost algorithmic learnings and missed sales opportunities. Worst of all, this gives your competitors an edge, as they can now spend less to reach your target customers. In the digital advertising ecosystem, consistent spend helps to maintain and improve ad performance metrics, which are critical for achieving cost-effective results. Interrupting this flow can lead to a loss of the valuable data and insights that drive optimization, ultimately making future campaigns less effective.
If you need to pause digital ads for whatever reason, there’s a better option.
Simply reduce your paid digital spend to a minimum daily budget. For most campaigns, Vallo Media recommends at least $10–$100/day per campaign, depending on the size of your brand and budget. This approach allows you to maintain a presence and continue gathering valuable data, which can inform future campaigns and help you stay competitive.
Additionally, focusing on the most effective channels and high-ROI campaigns can help maximize the impact of a reduced budget. Prioritize platforms and strategies that have historically delivered the best results for your business. This might include social media advertising, search engine marketing or retargeting campaigns that target previous website visitors. By concentrating your efforts on these high-impact areas, you can ensure that your reduced budget is still working hard for your brand.
A large client of ours was recently forced to reduce their paid media budget due to directives from their corporate HQ. Within two months of the lower spend, we recorded a 92 percent reduction in physical visits to the property attributed to digital media using the location tracking system we put in place. This drastic decline highlights the direct correlation between digital ad spend
and tangible business outcomes, such as foot traffic and sales.
In 2020, during the height of the pandemic, Coca-Cola decided to reduce its advertising budget by 35 percent. This decision was driven by the belief that marketing wouldn’t make a substantial difference during lockdowns. However, this reduction led to an 11 percent decline in Coca-Cola’s net revenues for the year. This example illustrates the tangible impact that reduced advertising spend can have on a company’s bottom line.
Meanwhile, Coke’s competitor, PepsiCo, maintained its ad spend and reported a net revenue growth of 5 percent in the same period. This demonstrates the critical mistake of cutting ad spend during a crisis, which allowed PepsiCo to gain a competitive advantage and grow its market share at Coca-Cola’s expense. By continuing to invest in advertising, PepsiCo was able to maintain its brand visibility and capitalize on the reduced competition for consumer attention.
Dr. Pepper did the same thing, increasing its marketing investment across product segments during the most recent downturn. This no doubt helped it surpass Pepsi to become the second-largest soda brand, punctuating the benefits of maintaining ad spend during challenging times.
Maintaining your advertising spend—or at least reducing it to a comfortable daily budget—will not only secure your brand’s positioning but also strategically position you to gain market share from competitors. By treating advertising as a crucial investment rather than an expendable cost, businesses can capitalize on reduced competition for ad space, making it more cost-effective to reach their target audiences.
While pausing paid media might offer immediate financial relief, the long-term consequences can be detrimental. Consistent advertising is essential to maintain brand health, engage with consumers and ensure long-term growth. By maintaining advertising during a downturn, businesses can navigate economic challenges more effectively and emerge stronger.
Anthony Chiaravallo, Founder and CEO of Vallo Media, has more than 15 years of experience in integrated marketing, digital strategy and paid media buying. He’s placed more than $100 million in media for clients including Nike, Amazon, Walmart, FedEx and Resorts World.
Anthony Chiaravallo
Reducing AI bias in public health communications
How communicators can leverage AI’s powerful capabilities in the public health space while staying true to our goal of ensuring health equity and inclusivity.
By Onisha Etkins and Karen Goldstein
Artificial Intelligence has emerged as a pivotal tool in public health, helping with disease forecasting and processing vast amounts of health data. But it also introduces the risk of worsening existing health inequities or creating new ones, especially for systemically marginalized groups. This concern is prompting calls for action, from policymakers pushing for fair AI regulation to companies like Dove speaking out against AI’s demonstrated bias. While progress is underway in public health communications, where health equity and inclusiveness are guiding tenets for building trust, there remains a need for more guidance on using AI responsibly.
Public health communicators—especially those in nonprofits or resource-strapped settings—are understandably eager to use AI to boost their effectiveness, which offers opportunities like tailoring messages to specific audiences, identifying influential media and tracking campaign success. However, it’s crucial to use AI carefully to avoid bias in the results and address any bias in its users. By using established guidelines as a framework, such as the CDC’s Inclusive Communication Principles, we can ensure that AI enhances health communications while staying true to the goal of health equity.
Based on our experience helping clients navigate this unchartered territory, we have identified four key principles to support health communicators in efforts to mitigate bias with AI.
Address bias in AI tool development
Reducing the risk of biased outcomes begins with ensuring bias is identified and minimized at every stage of AI development. Large language models can be thoughtfully customized to counteract underlying known biases by using advanced prompting and custom data across diverse data sources to ensure a broad understanding of health topics, regularly evaluating algorithms for fairness and accuracy with checks and balances systems and actively involving diverse perspectives in the development process. For example, to reach Black women for a campaign addressing cancer disparities, we would want to incorporate data specific to this group from various sources, including published studies and theoretical frameworks, surveys oversampling underrepresented groups, qualitative research with the target groups
and social media data from multiple platforms. Promoting a culture of transparency and accountability within teams to openly address and mitigate biases is also critical.
Assess data gaps with traditional market research
Traditional market research methodologies—like surveys, focus groups and interviews—provide tailored insights into attitudes, motivations and behaviors often missed by digital data sources. Particularly for underrepresented populations, this type of research deepens understanding of cultural nuances and social contexts to fill gaps or correct biases in AI databases. For example, a recent study showed how AI language models underperformed in identifying depression for Black individuals because it missed the nuance regarding how depression is expressed on social media among this group. In this example, supplementing the social media analysis with qualitative research across Black communities (e.g., African American, Black Caribbean, etc.) would have highlighted specific cultural nuances that could have been used to train and improve the model’s language interpretation. Integrating diverse datasets from qualitative and quantitative approaches helps enrich AI algorithms, enhancing the fairness of AI-driven decisions and ensuring more accurate outcomes.
Enhance AI to acknowledge its biases and communicate them to users
By implementing algorithms that can identify and acknowledge biases, AI systems can communicate this information— including data sources and methods for analysis—transparently to users. Furthermore, AI can be programmed to consider these biases when generating outputs, ensuring that decisions and recommendations are fair and accurate. Paired with human oversight, this approach fosters trust and accountability in AI systems, promoting ethical and responsible usage across various applications and industries.
Educate AI users on crafting queries to minimize biased responses
By understanding how to frame questions effectively, users can guide AI systems, minimize the potential for biased outputs and ensure that AI generates relevant and objective information. This may involve adding follow-up questions for users to draw from based on their input or having demos on framing prompts for specific use cases. Em-
powering users with the skills to navigate AI systems promotes critical thinking and enhances the overall quality of interactions with AI technology.
As industry leaders can attest, public health organizations are working diligently to reduce bias in AI while leveraging its powerful capabilities for health communication programs. An example of how we’ve recently harnessed machine learning’s efficiency while prioritizing inclusivity and relevance is our work for a national substance use recovery campaign for young adults in systemically marginalized communities. Using a customized large language model, we leveraged social media data, community-based research, and socio-historical context to understand audiences, tailor strategies and messages, and ensure a health equity-based approach.
AI holds immense potential in public health communications, and confronting inherent biases remains essential to ensuring inclusivity and health equity. While integrating these principles is an ongoing process that will evolve alongside AI use, the public health community can work together to responsibly harness its potential in health communications every step of the way.
Onisha Etkins, MS, PhD, is Research Director at JPA Health. Karen Goldstein, MPH is Senior VP at JPA Health.
PR news brief
FTI Consulting steers Fisker’s Chapter 11
FTI Consulting is handling the Chapter 11 filing of Los Angeles-based Fisker Group electric vehicle maker.
The seven-year-old company blames “various market and macroeconomic headwinds” as reasons for going belly-up.
Fisker Group introduced its first model, Ocean SUV, last summer. Auto critics panned it for software-related issues. The company produced 10,000 Ocean SUVs and delivered 4,900 of them.
Fisker Group claims to be in advanced discussions with financial stakeholders regarding debtor-in-possession financing and the sale of the assets.
The Chapter 11 filing is the second for car designer Henrik Fisker. His Fisker Automotive went bankrupt in 2013.
Onisha Etkins
Karen Goldstein
Take this job and love it
Why employee retention is just as important as client acquisition.
When building a successful PR company, most managers focus on profit, market share and client longevity. The metric that’s frequently overlooked is employee retention. One of my biggest takeaways from 30 years in the trenches of travel PR is that this is one of the most vital—if not the most vital—predictors of an agency’s success. And all those other metrics of success are directly linked to the length of time that your key employees stay with your company. LDPR isn’t one of the top travel-PR agencies just because we do outstanding work, but also because it’s an outstanding place to work.
Improving the “happiness” of your employees isn’t a nebulous and fuzzy feelgood aspiration. It’s an intentional goal and a precisely measured, data-driven metric like all the others. At LDPR, we know our staff is our most valuable asset, and we go to great lengths to nourish and protect it. This includes graphing employee tenure to create and determine the success of our HR strategies—for examples, see below— continually reassessing them to adapt to trends, employee life-stage priorities—like young families—and yes, even generational anomalies.
How successful are we? 25 percent of our 25-person staff has worked with LDPR for a decade or more. At the end of the high-turnover COVID years (2020-2023) and the Great Resignation (2022) 48 percent had been with us for three years or more, bucking all industry norms. More than 40 percent of our staff (including two SVPs) started as either an intern or an entry-level employee and are now climbing through the company. In 2022, when employee turnover rates in the PR industry were clocked at 22.8 percent by PRWeek, LDPR saw an 8 percent turnover, a number we have consistently maintained year over year.
This success isn’t the result of good luck but of a focused and determined allocation of time and resources that are only increasing to meet today’s shifting work attitudes on remote work, work/life balance, mental health and self-care. Today, the demands of Millennials (constant feedback, meaningful motivation, etc.) are mixing with those of Gen Z (financial stability and flexibility). Gen Alpha is coming up fast with its own personalities and priorities. Curious trends like quiet quitting, loud laborers, rage quitting and bare-minimum Mondays are co-
By Laura Davidson and Gina Jevic
hering on social media faster than you can say “TikTok.”
Making LDPR a great place to work has always been a brand pillar and my personal ambition. But it’s only part of the reason we apply significant resources to keeping and nurturing our employees. We also do it because we want to attract and retain the best talent while maximizing the ROI from our extensive training programs. Because we understand both the hard costs (HR hours, recruitment costs, training hours, etc.) and the soft costs (impact on client relationships, motivation and company culture). And we make employee retention a top priority because we know it leads directly to client retention (40 percent of our clients have remained loyal to LDPR for more than five years, including several anchor clients who have been with us for more than 15 years).
So, how do we do it? Many people assume that the way to retain employees is through generous perks (vacation days, matched contributions, etc.), relaxed WFH expectations and remuneration (salary and bonuses). And yes, especially in these days of employment transparency, contracts must be competitive. But they are just the beginning of a strong retention strategy. Here are six other ways LDPR has moved the needle:
Commit to growth and development
Take the time to define the top 10–15 skill sets that are essential for each department and create a pathway for every level. It’s a big undertaking but, once complete, your managers will be equipped with the tools they need to create development plans that will be consistent across the organization.
Understand the employee experience
Dig deep for what is working well and where improvements should be made from the employee’s point of view. Annual trust surveys are key to success in collaboration with full transparency about the survey results and action items.
Solicit continuous feedback
Enroll everyone in the value of continuous feedback that displays patience and empathy, specifies where an individual can improve, is direct and builds trust and conveys confidence and elevation.
Develop leaders
Have an active mentorship program and teach all your managers how to properly “coach” their teams. It’s one thing to train someone on a task, but it’s another to coach them to discover solutions on their own. By
adopting a philosophy of coaching, you develop leaders, not just doers. In “The State of Organizations” 2023 survey conducted by McKinsey & Company, only 25 percent of respondents said their organization’s leaders are engaged, passionate and inspire employees to the best possible extent. Key to the development journey is empowering staff at every level, giving them the space necessary to take the initiative, be heard and, yes, even make mistakes.
Understand each person’s different motivating factors
Every team member comes to work with unique expectations and a one-size-fits-all approach will not work. Generational stereotyping—Gen Z is fearless, confident and passionate, etc.—only goes so far. Of course, you must systemize how you reward for milestones and have universal policies for perks and company celebrations. But, for praise and recognition, take the time to understand what truly drives each individual employee. This personal touch makes a huge difference and deepens relationships.
Maintain clear lines of communication
Clear, honest and timely communication is essential in any healthy relationship. Ambitious employees must see and be constantly reminded that hard work is recognized and rewarded and that there’s a straight path to advancement. At LDPR, we share the company’s challenges and victories throughout the hierarchy to build team spirit, solve, congratulate and give context to individual efforts.
Laura Davidson is CEO of LDPR. Gina Jevic is COO of LDPR.
Kekst CNC takes Waystar Public
Kekst CNC handled the IPO of Waystar Holding Co. healthcare payments firm, which raised $948 million on the NASDAQ on June 7. The IPO was one of the largest of the year.
Waystar is the result of the 2017 merger between Navicure and ZirMed. Its software helps about 30,000 healthcare providers bill patients. The platform processes more than 5 billion transactions annually, covering $1.2 trillion in claims from half of U.S. patients.
The company posted a 17.6 percent jump in Q1 revenues to $224.8 million. It recorded a $15.9 million loss. Waystar’s stock, which debuted at $21 pershare, now trades at $22.
Laura Davidson
Gina Jevic
PR news brief
TRAVEL & TOURISM PR
2BPR
251 South Lake Avenue, Suite 800 Pasadena, CA 91101
With offices in New York and Los Angeles, 2BPR is a full-service boutique public relations firm specializing in luxury and lifestyle clients in the travel, wellness, beauty and fashion industries. As a unique consortium of senior-level marketing and communications experts, we combine the experience of large agency talent with the energy, personal involvement, and careful attention of a small agency. We pride ourselves on developing superior integrated marketing and communications strategies at an affordable cost while providing reliable hands-on service. Most importantly, we focus our time & resources on the creation and distribution of valuable, relevant, and consistent messaging to attract and retain a clearly defined audience for every client, ultimately driving brand loyalty and profitable customer action and industry awards.
Current and past clients include Minor Hotels, Anantara Hotels & Resorts, Anantara Spas, Kamalame Cay Private Island Resort, Tivoli Hotels & Resorts, NH Collection Hotels, The Oberoi Marrakech, Niyama Maldives Resort, Avani Hotels & Resorts, Mekong King-
doms Cruises, nhow Hotels, Loy Pela Voyages, MJets, Lather, Silver Linings Wellbeing, Beach’d, Rancho de los Caballeros, The Natural Gourmet Institute and San Gabriel Valley Habitat for Humanity.
20TWO STUDIO
530 7th Ave., Suite 502 New York, NY 10018 www.20twostudio.com
Lauren Knudsen, President
20Two Studio is a PR and social agency passionate about bold storytelling for lifestyle and luxury brands in the travel, hospitality, wellness and real estate industries and hones in on expertise areas including traditional public relations, social media, influencer relations, brand partnerships and content creation. The ethos of the Studio is inspired by the number 22, symbolizing adaptability and insight and considered to be a master number focused on accomplishment at the highest level. 20Two Studio’s innovative and strategic approach to creative storytelling with a focus on ROI and integrity contributes to the thoughtful results The Studio delivers to its clients. Lauren Knudsen, a 15+ year veteran of J/ PR, leads the agency as President.
Established in 2021 with footprints in New York City, Los Angeles, Nashville, and San Diego, The Studio’s fast-growing client portfolio touts nearly two dozen impressive hotel brands, celebrated resorts and boutique properties around the world including Small Luxury Hotels, Miraval Resorts & Spas, Conrad Maldives Rangali Is-
land, Concrete Hospitality Group, Estancia La Jolla, Grand Hyatt Deer Valley and more.
The Studio is backed by the globally-recognized and award-winning industry powerhouse J/PR, owned and led by Partners Jamie O’Grady and Sarah Evans. J/PR is at the forefront of the communications industry in continued innovation, client relations and retention, and award-winning PR and social media campaigns on behalf of some of the world’s leading luxury travel, hospitality and lifestyle brands.
360VIEWPR
530 S. Hewitt St., Unit 322 Los Angeles, CA 90013 contact@360viewpr.com www.360viewPR.com
Michelle Rodriguez, Principal & Founder
360viewPR offers a holistic approach to public relations focused on driving revenue and increasing visitation numbers for our tourism and hospitality clients. We approach our clients using a 360-degree view, learning about all facets of the business to identify unique strengths and opportunities that set you apart from the competition. Specializing in travel, tourism, and hospitality, our services include media relations, influencer engagement, media events, brand and celebrity partnerships, press trips, content creation, and social media management.
We proudly work with top destinations like Tahiti Tourisme, as well as airlines and hotels around the world. This year, we have had
hotel clients featured on Michelin’s inaugural Keys selection list and Travel + Leisure’s World’s Best, underscoring our ability to elevate their profiles in competitive markets. Our bespoke media and consumer events are designed to create lasting impressions and extensive editorial coverage.
Although we have a lengthy list of industry awards our agency has won, what really makes us proud is not trophies, but the revenue-driving results we have achieved for clients, including increasing one destination’s tourism tax revenue by 46.1% and increasing sales for a hotel by 159%.
At 360viewPR, our track record speaks for itself. Headquartered in Los Angeles with boots on the ground across the U.S., we have helped destinations and hospitality businesses of all sizes achieve success through strategic, effective public relations. Our commitment to delivering measurable results ensures our clients’ visibility and growth are amplified in the highly competitive travel industry.
Carolyn Izzo-Feldman, CEO & Founder Amy Sedeño, Vice President & Partner
CIIC PR is an award-winning, full-service public relations and social media firm specializing in creating dynamic campaigns for the travel & tourism, real estate,
Marion Walsh-Hédouin, Global Head of PR & Communications at Minor Hotels, with Jessica Bradford, Founder & President of 2BPR, and her team at a media event in Beverly Hills, Los Angeles.
The 360viewPR team in action sharing the wonders of The Islands of Tahiti with top media.
hospitality, food & beverage, and lifestyle industries. The CIIC team is made up of enthusiastic and connected PR professionals who bring 35+ years of combined experience from several of the country’s top PR firms.
With over 28 years in business, CIIC has been dedicated to servicing the travel & tourism, hospitality and real estate development markets with top-tier public relations campaigns and award-winning results. CIIC has represented leading hotels and resorts as well as independent hotels and hospitality brands in both the US and internationally, including Marriott International, Crescent Hotels & Resorts, Palladium Hotels & Resorts, Curator Hotel & Resort Collection, Savoy Signature Hotels in Portugal, Bless Hotel Madrid, Kempinski Hotel Cancun, Novotel Hotel Miami, The Norman Estates at Rancho San Lucas, Aliz Hotel Times Square, voco NYC, VIK Hotel & Wine in Chile, Mexico Grand Hotels & Residences, and Cala Luna Hotel & Spa in Costa Rica, just to name a few. As destination experts, CIIC’s destination experience includes Nevis, Los Cabos, Baja California Sur, The Mexican Caribbean (Quintana Roo), Surfside, FL and Barbados, among others.
CIIC’s work is strategic, creative, and results-driven, and has been recognized with awards from PR Daily, PR News and has received more than 20+ HSMAI industry awards. In addition, our team has been awarded “Top Women in PR” and has been named as a ‘TOP 100 Agency’ by PR News and earned The PR Net 100 award.
CIIC is proud to be Woman-Owned and is Certified as a Women’s Business Enterprise by WBENC.
Thomas F. Coyne, CEO John Gogarty, President Jennifer Kamienski, Executive Vice President Lauren Mackiel & Jennifer DeNick, Senior VPs
In recent years, the travel industry has seen remarkable growth, often referred to as the Golden Age of Travel 2.0. Despite economic uncertainties, people are still prioritizing travel. However, businesses face increasing challenges
Scenic Group, which includes esteemed luxury cruise brands Scenic Luxury Cruises & Tours and Emerald Cruises, boasts award-winning ocean yacht experiences, river cruises and handcrafted land journeys that take guests to many of the world’s most fascinating destinations spanning all seven continents. Shown above is Scenic Eclipse, The World’s First Discovery Yacht™, which redefines luxury ocean cruising with state-of-theart amenities, including two helicopters and a custom-built submersible, providing an unparalleled level of exploration and comfort. Scenic Group is a Coyne client.
in capturing consumers’ attention and spending. Coyne Travel is here to help you navigate this dynamic landscape and stand out.
In today’s competitive environment, our team excels at uncovering consumer insights, developing effective strategies, and executing comprehensive campaigns that resonate with target audiences. We are adept at navigating shifting media landscapes and staying ahead of emerging trends, ensuring our clients achieve their business goals.
The integration of Artificial Intelligence (AI) in travel is transforming customer experiences through personalized recommendations, chatbots, and advanced
data analytics. Coyne Travel is at the forefront of these innovations, leveraging AI to enhance communications, drive growth, and meet key performance indicators.
At Coyne Travel, we believe in the enduring power of the travel industry to inspire, connect, and transform. Meaningful travel experiences continue to hold immense value, allowing people to connect and gain a deeper understanding of the world. Our clients benefit from our industry expertise, helping them capture the hearts and wallets of discerning travelers. Join us on this journey as we navigate the ever-evolving travel industry, offering a trusted partnership to maximize brand potential and drive success.
DEVELOPMENT COUNSELLORS INTERNATIONAL
(DCI)
215 Park Ave. South, Suite 1403
New York, NY 10003
212/725-0707
Toronto
647/276-1917
Los Angeles
818/688-3010
Karyl Leigh Barnes, President Daniella Middleton, Partner
Our passion is places. Established in 1960, Development Counsellors
CIIC PR on the scene at The Perez Art Museum Miami (PAMM). PAMM Presents Art Basel event with Client BLESS Collection Hotels, Spain.
DEVELOPMENT COUNSELLORS INT’L
Continued from page 29
International (DCI), is focused on elevating the lives of people living, traveling and working in the places we serve by engaging our passions for travel, exploring new cultures, and doing good. During the last half century, we have worked with more than 500 cities, regions, states, provinces and countries to help them attract visitors, business investment and talent. Our Tourism Practice partners with destinations to increase sustainable leisure, corporate and association arrivals and spending which helps create and sustain jobs for local residents. How? By winning the support of key influencers—media, digital influencers, meeting planners and the travel trade. We combine smart strategy with the right tactics to deliver powerful tourism results that advance communities. The firm is globally connected through TAAN Worldwide. We have a strong record of successfully partnering with numerous international brands—Barbados, Belize, Monaco and Thailand; as well as domestic destinations—from San Antonio to St. Louis and North Carolina to Vermont.
We are The Decker/Royal Agency, a creative communications and marketing company growing brands in travel. With teams in NYC and London, our “ideas that travel” approach is data-driven, innovative, and award-winning. Say hello.
Clients include: Adventure World Travel, App in the Air, Brendan Vacations, Club Wyndham Contiki, Costsaver, Cruise Croatia, Fowl Cay Resort, Holland America Line, Insight Vacations, Island Routes, Le Barthélemy Hotel & Spa, Le Barthélemy Villa Rental, Lindblad Expeditions-National
Celebrating its tenth anniversary, Decker/Royal is proud to help introduce Sandals Saint Vincent and the Grenadines, the iconic brand’s stunning new hotel and a highlight moment of a partnership that continued when Sandals Resorts International became our first client ten years ago.
Geographic, Luxury Gold, Margaritaville Vacation Club, Market New Haven, Natural Habitat Adventures, Royal Champagne Hotel & Spa, Salt Cottages, Sandals Resorts, Sandy Pines Campground, The Claremont Hotel, The Dunes on the Waterfront, The Lincoln Hotel, The Wanderer Cottages, Tourism Fiji, Trafalgar, Travel + Leisure Co., Unforgettable Travel, Uniworld Boutique River Cruises, WorldMark by Wyndham and Your Jamaican Villas.
DIFFUSION
211 E. 43rd St., 18th Flr. New York, NY 10017 646/571-0120 hello@diffusionpr.com www.diffusionpr.com
Diffusion Los Angeles 10250 Constellation Blvd. Los Angeles, CA 90067 213/318-4500
Ivan Ristic, President and Co-Founder
Daljit Bhurji, CEO & Co-Founder
Kate Ryan, US Mng. Dir. Ivana Farthing, UK Mng. Dir.
Diffusion is an independent, global communications agency founded in 2008, operating a network of wholly owned offices including New York, Los Angeles and London and an international partner network. The core of Diffusion’s success is our unmatched ability to constantly strive for work that delivers meaning, purpose and
measurable impact for our clients, team and society to take on the status quo and transform the future faster. Diffusion offers creative public relations services to clients spanning consumer lifestyle, travel and leisure, enterprise and consumer technology, retail and business services, including GoPro, Grand Hotel Villa Serbelloni, Thorne, Hootsuite, Kobo and more. The Diffusion team is built of curious explorers who are connected to culture and communities around the world. Our approach to driving excitement and interest for Travel 2.0 is deeply rooted in our years of experience crafting PR programs for everything from online bookings platforms, hotels, airports, airlines, tour operators and beyond.
EDELMAN
250 Hudson St., 16th Floor New York, NY 10013
212/768-0550
Fax: 212/704-0117 www.edelman.com
Edelman is a global communications firm that partners with businesses and organizations to evolve, promote and protect their brands and reputations. Our 6,000 people in more than 60 offices deliver communications strategies that give our clients the confidence to lead and act with certainty, earning the trust of their stakeholders. Our honors include the Cannes Lions Grand Prix for PR; Advertising Age’s 2019 A-List; the Holmes Re-
port’s 2018 Global Digital Agency of the Year; and, five times, Glassdoor’s Best Places to Work. Since our founding in 1952, we have remained an independent, family-run business. Edelman owns specialty companies Edelman Intelligence (research) and United Entertainment Group (entertainment, sports, lifestyle).
Brenda Fuster & Amanda Schinder, Vice Presidents, New York City
Eleven Six prides itself on creating a new normal in the communications agency world. We are smart, responsive, passionate and engaging marketers who tell our clients’ stories in a way that grabs the media’s and consumers’ attention, with a proven track record and top-tier servicing. We nurture a culture of creativity and innovation, with an emphasis on client relationships. As a boutique firm, we are nimble and flexible, trusted by both big and small brands throughout the world. With a focus that goes beyond just public relations and includes marketing, social me-
Profiles
dia, and content creation, we are driven not only by how much press we can secure for our clients but rather how we can positively impact their bottom lines by driving revenue and sales. The marketing and social media tactics we employ are creative, cost-effective, and realistic to execute.
Eleven Six’s clients include a mix of travel, hospitality, food & beverage and lifestyle brands, such as Mexican and Caribbean resorts: Atlantis Paradise Island, Hôtel Barrière Le Carl Gustaf, and Thompson Zihuatanejo; New York City-area hotels: The Algonquin Hotel, InterContinental Barclay New York, Kimpton Hotel Eventi, Park Hyatt New York, Royalton Park Avenue; and additional hotels and resorts: The Alida Hotel, Antrim Streamside, Art of Living Retreat Center, The Elms Hotels & Spa, Hyatt Regency Greenwich, Hyatt Regency Maui Resort and Spa, Six Senses Hotels Resorts Spas, and Vakkaru Maldives. Other clients include: tour operators Remote Lands and Red Savannah; and events for Organic Spa Media, Visit Argentina and Visit Patagonia, and more.
EVINS COMMUNICATIONS
600 Fifth Avenue, Suite 200 New York, NY 10020 212/688-8200
Evins believes that hospitality goes beyond an industry; it is an ethos based upon creating compelling and inspiring stories and experiences, as well as building collaborative and purposeful relationships. The agency’s approach transforms market data and intelligence into actionable insights and programming, pairing blue-sky thinking and bottom-line accountability.
For more than 35 years, Evins has contributed to the growth and success of pioneering and iconic hospitality brands across the
Evins activated a Las Vegas broadcast blitz for Forbes Travel Guide President, Standards & Ratings Amanda Frasier, pictured here on-set with KVVU-TV “MORE” anchor Jason Feinberg highlighting the latest travel trends and local 2024 Star Award winners.
travel, culinary, wine & spirits and lifestyle sectors. The agency champions an integrated approach to communications that transforms data into programming designed to create conversation, build communities and deliver consistent, quality results.
The agency is well-regarded for its expertise in strategic public relations, social media management, influencer marketing, experiential programming and events, authority positioning, issues and crisis management and business counsel. Led by an outstanding team that creates at the intersection of communications, culture and community to share the brands we love with the world, Evins is focused on optimizing mindshare and transforming it into engagement, advocacy and market share.
Evins has proudly forged enduring and successful client partnerships, with an average tenure of more than eight years, including American Express Fine Hotels & Resorts, Arlo Hotels, Hôtel Byblos, Chenot Palace Weggis, CORE Club, Duxiana, Exclusive Resorts, Flâneur Hospitality, Forbes Travel Guide, Hotels & Resorts of
sults. The agency has been recognized with dozens of national PR and tourism awards for enhancing brand perception, including Silver and Bronze Anvils from PRSA, Mercury and Destiny Awards from U.S. Travel Association and many others. Fahlgren Mortine is headquartered in Columbus, Ohio and has locations in Colorado, Florida, Idaho, New York and South Carolina. With associates in many markets across the U.S. Travel industry, client experience includes Myrtle Beach Area Chamber of Commerce/CVB; Travel Nevada; Sonoma County Tourism; North Dakota Department of Commerce/ Tourism; Greater Zion; Bradenton Area CVB; Coastal Mississippi CVB; Niagara USA; Visit Sun Valley; San Francisco Peninsula; and many other destinations, regions, hospitality properties and more.
FINN PARTNERS
1675 Broadway New York, NY 10019 212/715-1600 www.finnpartners.com
Jennifer Hawkins, Managing Partner, NY Travel Practice Leader
Debbie Flynn, Managing Partner, Global Travel Practice Leader
Halekulani, HOTEL THE MITSUI KYOTO, Inspirato, International Luxury Hotel Association, Jet Linx Aviation, Maker’s Mark, National Limousine Association, Ocean Reef Club, Royal Hawaiian Center, Signature Travel Network, The Fifth Avenue Hotel, The Knickerbocker Hotel, The Lanesborough, The Lowell, Turnberry Resort & Spa, Uniworld Boutique River Cruise Collection, and Virtuoso, amongst many others.
FAHLGREN MORTINE
4030 Easton Station, Suite 300 Columbus, OH 43219
614/383-1500
Fahlgrenmortine.com
Neil Mortine, Chairman & CEO
Marty McDonald, President, Tourism Practice Leader
As an integrated communications company, Fahlgren Mortine represents dozens of countries, states, cities, food and beverage companies, national attractions, museums and local favorites, and is known as a firm that gets re-
FINN Partners is one of the world’s fastest growing independent marketing and communications firms with an international Travel & Lifestyle practice in three main hubs—United States, UK/ Europe and Asia. With 200+ professionals, the team offers client excellence, fresh thinking, and integrated strategies with global and localized approaches to ensure client differentiation and market presence. FINN Partners’ clients tap into our expertise in travel and lifestyle and also seek our guidance in repositioning and marketing themselves across tech, health, wellness, culinary, social responsibility and other sectors to diversify offerings in a changing world environment.
Supported by trend research, insights, digital and influencer marketing, our team is unrivaled for award-winning creativity and bottom-line results. Our deep industry knowledge and skill sets put us in a unique position to develop thoughtfully conceived strategies to elevate client brands for immediate recognition and long-term success.
The agency’s global travel portfolio includes clients in lodging,
Profiles of Travel & Tourism PR Firms
FINN PARTNERS
Continued from page 31
destinations, airline and cruise, design, health and wellness, attractions and travel-related services. Destinations include: Bahamas, I Love New York, Hong Kong Tourism, Hawaii Visitors and Convention Bureau, Michigan Economic Development Corporation/Pure Michigan, Orlando, Italy, Colonial Williamsburg, Travel Alberta, Tourism Ireland, Iceland, Malta, Jersey and more. Hotels include: The Ned Hotel and Resorts, Accor, St. Regis Aspen, Mandarin Oriental, Montage Hotels & Resorts, Agriturismo Casetta, Carillon Miami Wellness Resort, Dolder Grand, Gstaad Palace, Kempinski, Mountain Lodges of Peru, Iberostar, Rixos, Baros Maldives, Milaidhoo and Turtle Bay in Fiji. Airlines include: Air France-KLM, Turkish Airlines and Korean Air. Cruise services include Seabourn (USA), Starboard Cruise Services (USA), Seatrade Cruise Services (USA) and Galataport Istanbul (USA). Travel Services include: Allianz Insurance, Avis Budget Group, City Experiences and tootbus. Tour Operators include: Nomadic Expeditions, Intrepid Travel and Wilderness Safaris. Luxury travel brands include: Inspirato, Silversea (UK) and onefinestay. In addition to communication strategies, FINN Travel & Lifestyle offers Trade Representation for clients such as Belize, Greater Palm Springs, Nassau, Paradise Island Promotion Board, St. Helena and Destination D.C. The agency also specializes in Responsible Tourism, Cruise Marketing Services, Multi-Cultural Marketing and Economic Development.
Our commitment to our clients is to be an extension of their brands —a true partner who works hard, plays nice, respects and encourages diversity and collaborates across global offices and practices.
FRENCH/WEST/ VAUGHAN
112 East Hargett St. Raleigh, NC 27601
919/832-6300
www.fwv-us.com
Rick French, Chairman & CEO
David Gwyn, President / Principal
Natalie Best, Chief Operating Officer / Principal
Leah Knepper, SVP, Travel & Tourism Practice
French/West/Vaughan (FWV)
is the Southeast’s leading public relations, public affairs, advertising and digital media agency, a distinction it has held since 2001. Headquartered in Raleigh, N.C., and founded in April 1997, FWV has received 30 Global or National Agency of the Year honors over the past 27 years. Its Travel & Tourism practice is ranked 10th in the country.
For more than a quarter century, FWV’s dedicated T&T practice has worked with and helped grow a number of destinations, resorts, municipalities, attractions, museums, historic regions and event properties. We start by translating a client’s assets into meaningful and emotional storylines and follow that up with meticulously crafted, research-driven campaigns that have been successful at increasing awareness, driving visitation and creating uniquely sharable visitor experiences.
Our experienced and passionate team of storytellers have helped travel, tourism, economic development and special event interests find their voice, from the mountains of Gatlinburg, Tenn., to the islands of the Dutch Caribbean.
Current travel and tourism industry clients include Concord Hospitality; Downtown Raleigh Alliance; NC Dept. of Transportation; Town of Cary, NC; the Wilmington and Beaches Convention & Visitors Bureau (Wilmington, Carolina Beach, Kure Beach and Wrightsville Beach, N.C., and the
Wilmington Convention Center); Visit Greenville, NC and Play Greenville, NC Sports.
Prior travel and tourism work includes campaigns for America’s Historic Triangle (Williamsburg, Va.); Andrew Jackson’s Hermitage; cooperative marketing campaigns for the tourism organizations of Aruba, Bonaire, Curacao, St. Croix (U.S.V.I. Dept. of Tourism) and St. Maarten; Branson, Mo.; Cabarrus County, N.C., home to NASCAR’s Lowe’s Motor Speedway; Divi Resorts and its nine Caribbean properties; Dorothea Dix Park, a 308acre destination park in Raleigh, N.C.; the Dude Ranchers’ Association; Gatlinburg, Tenn.; the Greater Raleigh CVB (N.C.); the National Cowboy Hall of Fame & Western Heritage Center; the North Carolina Museum of Natural Sciences, the state’s most-visited attraction; Oakland County, Mich.; Old Salem Moravian Village (N.C.); Oliver Hazard Perry Shipyard; the Rock & Roll Hall of Fame + Museum; Trailways Transportation System (Fairfax, Va.); Tweetsie Railroad (N.C.); and the Washington Tourism Development Authority (N.C.).
FWV is the parent company of fashion and lifestyle PR firm AMP3 (New York City); mobility and transportation-focused agency TMG (Detroit); pet and animal health practice FWV Fetching and feature film development imprint Prix Productions (L.A.). FWV employs more than 140 public rela-
tions, public affairs, social media, advertising and digital marketing experts between its Raleigh, N.C., headquarters and offices around the country.
Celebrating a decade of innovation and distinction in 2024, Hemsworth is a top-ranked public relations and communications firm with locations in Atlanta, Charleston, Chicago, Fort Lauderdale, New York City and Tampa, as well as a network of top freelancers in other top-tier media markets globally. The agency specializes in crafting tailored communications programs for clients within the travel/tourism, food, wine and spirits, franchising and lifestyle sectors including brand strategy, media relations, social media, influencer marketing, event programming, thought leadership, crisis communications and strategic alliances. A boutique-sized firm with an impressive background, Hemsworth combines unprecedented passion, insight and connections to surpass client expectations, offering personal service and powerful results.
1615 Platte St., Office 127, Ste. 200 Denver, CO 80202
Profiles of Travel & Tourism PR Firms
J/PR Partners Sarah Evans (left) and Jamie Lynn O’Grady (right).
123 Buckingham Palace Rd. Victoria, London SW1W 9SH, UK +44 (020) 3890 5838
Jamie Lynn O’Grady and Sarah Evans Thelen, Partners Ali Lundberg, President
Owned by Jamie Lynn O’Grady (California) and Sarah Evans (New York), with a robust office in the UK, J/PR is a global agency specializing in luxury Travel, Lifestyle and Real Estate telling the unique and inspiring stories of some of the most coveted brands in the world.
The agency’s expertise lies in public relations, social media, influencer relations, content creation and brand collaborations, ultimately connecting our clients to top media and the consumers they want to reach. With offices in New York City, London, Los Angeles, San Diego, Toronto, Denver and Nashville with a presence in Atlanta, Arizona, Chicago, and Toronto, J/PR has risen to become one of the largest independent agencies in the travel and lifestyle realm, while maintaining its boutique feel and its core of longevity, with both clients and team.
The agency’s client portfolio is composed of flagship hospitality brands and iconic individual hotels around the world including Adare Manor, Andronis Exclusive, Banyan Tree, Dorchester Collection, Grand Hotel Tremezzo, Hilton Luxury Brands, Hotel del Coronado, Pendry Hotels & Resorts, Relais & Châteaux, Shangri-La Hotels & Resorts, The Set Collection, Under Canvas, Virgin Hotels, Virgin Limited Edition, and Waldorf Astoria New York. J/PR continues to expand its lifestyle division with the representation of California Olive Ranch, Foley Family Wines, July Luggage, and OluKai, to name a few.
J/PR is proud to be continuously recognized with multiple accolades including New York Observer’s “PR Power List”, The PR Net 100, Inc. magazine’s Best Places to Work, “Agency of the Year” by PR News and Bulldog Reporter, PR News’ Best Places to Work, Crain’s New York Best Places to Work and O’Dwyer’s Top 100.
LDPR
232 Madison Avenue, Suite 1100 New York, NY 10016
212/696-0660
www.ldpr.com
Laura Davidson, CEO & Founder
Leslie Cohen, President & Owner
Gina Jevic, Chief Operating Officer
LDPR is a leading voice in travel and lifestyle public relations headquartered in Manhattan with senior staff in Chicago and Los Angeles. For the past 25+ years, the agency has been at the forefront of integrated initiatives for destinations, international hotel companies, independent boutique resorts, luxury tour operators and lifestyle products. Agile, intelligent and strategic, the agency achieves remarkable results by listening to clients, the marketplace, and the media. LDPR is a sweet spot of PR firms: big enough to offer a range of integrated services, and small enough to provide senior-level leadership and personalized service that fosters long-term relationships with clients, media, and industry colleagues.
In addition to numerous industry awards, LDPR has been named “Top 15 Boutique PR Firms, 2023” by Business Insider, on The Observer’s “PR Power List Honor Roll 2023,” and “The PRNet 100, 2023.”
Our clients include Aman; Abercrombie & Kent; VisitScotland; Travel Portland; Travel Victoria (Melbourne, Australia); The Boca Raton, Florida; Cayo Levantado, Dominican Republic; The Resort at Paws Up, Montana; The Ritz Paris; Charleston Place; Briggs & Riley; Octant Hotels, Portugal; The Grand Hotel Excelsior Vittoria, Sorrento, Italy; Raffles Boston; One Aldwych, London; Sea Island, Georgia, among others.
LOU HAMMOND GROUP
900 Third Avenue
New York, NY 10022 212/308-8880 lhg@louhammond.com www.louhammond.com
Lou Hammond, Founder/Chairman Stephen Hammond, CEO
Lou Hammond Group (LHG) is a celebrated, integrated marketing communications firm with offices in New York, Atlanta, Charleston, Denver, Miami, Tampa and recently expanded to Dallas. LHG has built a legendary reputation celebrating its 40th anniversary as the leading mid-sized agency serving the travel industry. A few things to know:
• Independent: known for boundless creativity and enthusiasm
• Operates differently: no time sheets—clients get the attention they need when they need it
• Founder of the PR World Network, 15-year organization, 27
global members
• Impressive travel client retention serving partners over ten years: Collier County FL, Explore Bristol RI, Santa Fe, Paducah KY; 15 years: Charleston SC, Panama City Beach FL, Nassau Paradise Island and nearly 20 years: Providence, RI.
Sampling of new travel accounts—Destinations: Baton Rouge, LA; Boone, NC; Cobb County, GA; Columbus, OH; Fayetteville, NC; Jackson, MS; Jekyll Island, GA; Monterey, CA; Attraction: National World War II Museum, MS; Hospitality: Asheville River Cabins; Marriott Palmetto Resort & Spa, FL; The Glamping Collective, NC; Oliver Hospitality; Real Estate: Lakeland Capital; Culinary & Wellness: Allelo Restaurant, FL; Elase Medspa, FL; Recovery Oasis; Consumer Product: ZOA Energy
Keys to success—results and creative outreach:
South Dakota Department of Tourism
• Nixed the traditional “media desk side” to pop up for state of South Dakota in NYC to create an experiential “SoDak House” with the support of 25 destination representatives for a three-day event.
Jamaica Tourist Board
• Leveraged Jamaica’s large U.S. diaspora by targeting travelers of Jamaican and African American heritage.
National World War II Museum
• In just 60 days of association with The Museum, facilitated media and interview requests for the 80th anniversary of D-Day, achieving two billion earned impressions and an advertising equivalency value exceeding $21 million.
New Jersey Division of Travel & Tourism
• Launched their new brand campaign with consumer activations, media visits and interviews for state leadership with regional broadcast outlets.
TOURISM Santa Fe
• Continued to promote the city as a top destination, highlighting offerings such as the opening of the Vladem Contemporary Museum and the 100th anniversary of the Burning of Zozobra.
Explora Journeys
• Within the first eight months, critical features in target publications included Bloomberg, Food & Wine and Travel + Leisure among others, generated 1.2 billion impressions.
Jekyll Island Authority
• Learning about the first-ever meeting between a paralyzed tween and a paralyzed sea turtle adopted
from Jekyll Island, the agency went into action, celebrating this newfound relationship that generated 139 placements including USA TODAY and Fox News with 908 million impressions.
Providence Tourism Council
• Supported the city as a top LGBTQ destination with the largest PRIDE parade in New England. Reach for the campaign exceeded 100 million and Pride Month exceeded pre-pandemic levels.
LHG clients know they are working with the most trusted, go-to media and influencer resource in the industry with a singular commitment to delivering quality, measurable results.
MAGRINO
352 Park Avenue South New York, NY 10010 212/957-3005 info@magrinopr.com www.magrinopr.com
Susan Magrino, Chairman & CEO Allyn Magrino, President & Chief Revenue Officer
With expertise in brand development, social media strategy, content creation, creator relations, experiential events, and more than 30 years in media relations, Magrino serves as the ultimate connector across the entire communications economy to keep your story trending and ultimately drive consumer preference for your brand.
That is the reason some of the world’s most revered lifestyle brands turn to us—and return to us.
Magrino continues to be run by its Chairman & CEO Susan Magrino and President & Chief Revenue Officer Allyn Magrino, along with a diverse team of communications experts focused on staying ahead of the ever-evolving media ecosystem.
ACCESS GRANTED.
• An All-Star Team
• Multi-Category Reach
• Cross-Channel Expertise
• Industry Connections
MARDIKS PR
388 Bridge Street Brooklyn, NY 11201 646/283-5273 www.mardikspr.com
Charles Mardiks, President/Managing Director
At the intersection of creative and strategic, Mardiks PR is a marketing solution provider, specializing
Profiles of Travel & Tourism PR Firms
MARDIKS PR
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in travel and tourism. The agency leverages the power of storytelling to create engaging, integrated campaigns. Our multi-channel campaigns combine media outreach, social media and event activation along with strategic partnerships to build buzz and business for leading global travel brands, destinations and associations.
The agency was founded by Charles Mardiks. Charles has more than two decades of integrated marketing and public relations experience in global travel and tourism, and he brings together a highly networked, nimble team of senior-level, hands-on strategists and creative thinkers. The dedicated Mardiks team is fueled by a love for travel, a nose for news and a scrappiness that gets the job done. As a true extension of our clients’ teams, we work diligently to nurture, build and connect media and industry relationships to solve clients’ marketing problems with smart, strategic and creative solutions.
Clients include: Condor Airlines, Nobu Hotel Ibiza Bay, Transcend Cruises and World Nomads.
MARKETING MAVEN
2390 C Las Posas Road, #479 Camarillo, CA 93010 lindsey@marketingmaven.com 310/994-7380 www.MarketingMaven.com
Lindsey Carnett, CEO & President
With offices in Los Angeles and New York City, Marketing Maven’s integration of PR and digital marketing helps provide a competitive edge to their clients. Marketing Maven helps businesses grow their revenues by developing campaigns that engage a target audience, generate sales then utilize advanced metrics to measure ROI. Their services aid national marketing campaigns and product launches with reputation management, organic SEO tracking, competitive analysis reports, influencer marketing and online product reviews to help increase revenue. Visit www. marketingmaven.com for more information.
MMGY
360 Lexington Ave., 10th Floor
New York, NY 10017
212/228-1500
Mmgy.com/services/public-relations
Start your engines! Mardiks PR successfully launched Condor Airline’s long-haul fleet of A330neos with airport media and stakeholder events at airports across the U.S. and Canada.
Julie Freeman, EVP, Public Relations, Americas
Lauren Kaufman, Managing Director, Public Relations, North America
At MMGY (formerly known as MMGY NJF) we are global connectors, storytellers and curators of travel experiences. Wherever you want to go, we’ve been there. With more than 40 years representing the biggest brands in the travel, tourism and hospitality industry, we know how to get you there. Rooted in data, analytics and insights, our integrated approach and long-standing media and influencer relationships are harnessed to creatively tell your story and land marquee coverage. We forge an emotional connection to reach our audiences where they live, work and play.
We offer expertise in consumer and trade media relations, social media, corporate and brand positioning, experiential and event marketing, strategic partnerships and promotions, influencer engagement and crisis communications. Industry innovators and thought leaders, MMGY is the author of the widely acclaimed Portrait of American Travelers® annual research study. With offices in New York City, Los Angeles, Kansas City, Austin, Miami, Detroit, Denver,
San Francisco, Chicago, Vancouver, Whistler, Washington, D.C., London, Brussels, Paris, Frankfurt, Munich and Rotterdam and an international partner network, MMGY Global Travel Marketing Collective, we serve many of the world’s premier travel and tourism brands. Other MMGY areas of expertise include integrated marketing, data & analytics, international marketing & communications and research & insights.
A selection of clients include: Amtrak, Apple Leisure Group, Costa Rica Tourism, LATAM Airlines, Oceania Cruises, Sensei, Fort Myers—Islands, Beaches and Neighborhoods, Travel & Adventure Show, Travel Texas,Visit California, Visit Dallas, Visit La Paz (Mexico), Visit St. Petersburg/ Clearwater and World Travel & Tourism Council.
MMGY WAGSTAFF
5800 Bristol Pkwy., Suite 660 Culver City, CA 90230 www.wagstaffmktg.com
Julie Freeman, EVP, Public Relations, Americas Nadia Al-Amir, Managing Director
For the last 25 years, the Wagstaff team has created award-winning public relations, social media and marketing campaigns that champion and advocate for the hospitality, lifestyle, culinary, wine and spirits industries’ talent, products, and experiences. We strategically leverage the relationships and leads of our expert teams in Los Angeles, San Francisco, Chicago, New York, Vancouver (BC) and beyond, as well as the overall network of MMGY Global. We embrace our passions and curiosities for dynamic lifestyle and hospitality brands to create customized, multi-channel, innovative and impactful programs that share our clients’ stories and secure results that matter.
Our boutique services are rooted in our dedication to uplifting the talent and voices in the industries that we serve, from a Michelin-star chef-owned restaurant, to a family-owned domestic hotel group, an award-winning craft spirit, or an international luxury resort with its own culinary and arts festival.
We all share a common passion for these industries, while at the same time we come to the table with diverse professional backgrounds with experience in entertainment, sports, art & design, and journalism, enabling us to bring fresh and creative storytelling an-
gles, strategic partnerships, and compelling content to our strategic plans.
Other MMGY Global areas of expertise include research and insights, strategic communications planning and implementation, brand marketing, traditional and social media buying, digital/social media strategy, website development and management, e-CRM, travel industry relations and international destination representation.
A selection of clients include: Alisal Guest Ranch, Andaz Scottsdale, Camphor, Castle & Key Distillery, Eataly North America, Jackson Family Wines, James Beard Foundation, Nobu Chicago, The Maybourne Beverly Hills, Thompson Seattle, Turtle Bay Resort, Visit Dallas and Westland Distillery.
PADILLA
1101 West River Parkway Suite 400 (Headquarters) Minneapolis, MN 55415 612/455-1700 PadillaCo.com
Candice Eley, Director, Media Relations
From technology-driven services and sustainable practices to authentic connections with local cultures, today’s consumers crave personalized and immersive experiences. To capture their attention, travel and hospitality brands must demonstrate they can deliver in creative ways that inspire action.
We help you stand out and make meaningful connections.
Cutting through the noise requires staying ahead of the trends and a nimble, omni-channel approach. At the core of our strategy is the power of storytelling, brought to life through a nimble, multi-faceted campaign that resonates across the entire media landscape.
Clients in the travel and hospitality sectors have included Air New Zealand, Cambria Suites Hotels/ Choice Hotels International, Meet Minneapolis, Tru by Hilton, Virginia Department of Rail and Public Transportation/Amtrak Virginia, and Richmond Region Tourism.
Padilla is a full-service agency that transforms brands and organizations through strategically creative communications. As an AVENIR GLOBAL company and a founding member of the Worldcom Public Relations Group, the agency provides services to clients through 155 offices worldwide. Transform with purpose at PadillaCo.com.
Founded in 2002, Redpoint is a full-service public relations agency with deep roots in travel, tourism, and hospitality. We seek, craft, and share compelling stories with media and social influencers to engage audiences that matter most to hotels, resorts, cruise lines, destinations, tour companies attractions, travel services, associations, and more.
We maintain stellar relationships with top journalists and influencers, and our curiosity and imagination fuel ideas to catch (and hold) their attention. Several of our clients have been with us for more than 10 years, and they say the reason for this is simple: we bring fresh ideas to their business each year, we never get stale or fall into predictable patterns, and we never—ever—just do the minimum. From global cruise ship launches and high-profile hotel launches to revenue-generating seasonal programs and SEO-driven digital PR campaigns, our talented group of entrepreneurial, resourceful professionals has a passion for delivering meaningful results.
A sampling of clients we’ve represented includes Cunard Line, United States Tour Operators As-
Agency Principal Christina Miranda (second from R) was on hand with tourism executives from Nova Scotia’s South Shore to witness Lucy the Lobster crawl out of the ocean to see (or not see) her shadow on February 2nd as a kick off to the region’s annual month-long Lobster Crawl festival. The festival is a key media tentpole in Redpoint’s annual PR for Tourism Nova Scotia.
sociation, Tourism Nova Scotia, Newfoundland & Labrador Tourism, Tourism New Brunswick, Tourism Prince Edward Island, Atlantic Canada Agreement on Tourism, First Hospitality, Princess Cruises, MSC Cruises, Tauck, Perillo Tours, Snake River Sporting Club, United States Tour Operators Association, Loews Hotels, Oceania Cruises, Regent Seven Seas Cruises, Woodstock Inn & Resort, Kennebunkport Resort Collection, Brenton Hotel, Saint Lucia Tourist Board, Miramichi River Tourism Association, Taste of Nova Scotia, Briggs & Riley Travelware, Ensemble Travel Group, The Principality of Monaco, SBM Hotels & Resorts, New England Inns & Resorts Association, Ripley’s Believe It or Not! Times Square, Morey’s Piers & Beachfront Water Parks, Offshore Sailing School, Raffles Hotels & Resorts, Tropicana Resort & Casino, and many more.
THE SWAY EFFECT
Chrysler Building 405 Lexington Ave., Floor 8 New York, NY 10174 inquiries@theswayeffect.com theswayeffect.com
Jennifer Risi, Founder and President
The Sway Effect is an award-winning global network of independent marketing and communications agencies focused on driving reputation while putting diversity, inclusion and equity at the center of everything we do. In 2019, The Sway Effect’s Founder Jennifer Risi set out to change how the industry works by establishing a new kind of model—one that breaks down barriers and assembles the best and brightest talent in the industry to answer a brand’s challenge. Based in New York, our agency works across a variety of sectors with a specialization in nation branding as well as travel and tourism. The agency was named PRovoke Media’s 2024 North American Boutique Agency of the Year, PRNews’ 2023 Women Owned Agency of the Year and PRovoke Media’s 2021 New Agency of the Year.
TJM
COMMUNICATIONS
1170 Tree Swallow Dr., #346 Winter Springs, FL 32708 407/977-5004 info@tjmcommunications.com www.tjmcommunications.com Facebook.com/TJMCommunicationsInc Instagram.com/tjmcommunications
Linkedin.com/company/tjm-communications-inc-
TJM Communications is an award-winning, global lifestyle public relations firm, specializing in the travel, food, wine, convention and event sectors. We provide strategy, media and influencer relations, content creation and social media services for leading hospitality brands domestically and globally.
Our agency is distinguished by a committed team of passionate professionals who develop genuine long-standing relationships with media and clients and thrive on exceeding expectations. We don’t believe in PR for the sake of PR. We believe in public relations as a creative, strategic approach aligned with sales and marketing goals. Clients Include: Walt Disney World, Visit Sarasota, Cirque du Soleil, Walt Disney World Swan and Dolphin Resort, Evermore Resort, Sawgrass Marriott Resort & Spa; restaurants: Four Flamingos: A Richard Blais Florida Kitchen; Shula’s Steak House; Rosa Mexicano; Todd English’s bluezoo and Il Mulino.
TURNER
250 W. 39th St., 16th Floor New York, NY 10018 212/889-1700 info@turnerpr.com www.turnerpr.com linkedin.com/company/turnerpr instagram.com/turnerpr
Christine Turner, President
Melanie Dennig, EVP
Deb Park, SVP
Adel Grobler, SVP
Naureen Kazi, SVP
Malcolm Griffiths, SVP
TURNER represents the world’s best destinations, luxury hotels and resorts, outdoor, wellness and spirits brands. Our tenured teams in New York, Chicago, Denver, Charleston, Los Angeles, Austin and Miami, have unmatched industry experience and deliver nimble, innovative communications strategies, helping brands connect and engage in a smarter, more relevant manner. This past year, our travel & tourism work won the Mercury Award at ESTO and 13 HSMAI Adrian Awards, including Best of Show for clients including Tourism Australia, Travel Wisconsin, Discover South Carolina, Visit Estes Park, Visit Bardstown, Kimpton Seafire and Kimpton Surfcomber. More importantly, our work de-
The Sway Effect and Intrepid Travel at SXSW 2024.
TURNER
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livers positive business impact for our clients and their stakeholders. With more than 25 years in the industry, TURNER is a trusted leader in integrated media relations, social media and digital communications, affiliate programs, trend forecasting, brand partnerships, influencer engagement, content, experiential activations, and crisis communications. Our coast-to-coast footprint, multilingual team and focus on service and collaboration ensure that we integrate seamlessly with our domestic and international brands and their partners. We value our team above all else; we are consistently ranked as a “best place to work,” diversity and inclusivity are our strengths, and giving back is in our DNA.
Stephanie Poquette, SVP, Social Media and Influencer Programming
Zapwater Communications is an integrated communications agency specializing in lifestyle brands, with a focus on travel, hospitality, and destination clients. Founded in 2005, the agency has grown into one of the premier creative firms in the United States. In fact, a leading public relations industry publication named Zapwater one of the five most creative agencies in North America.
With offices in Chicago, Los Angeles and Miami, we share a culture that fosters creativity, quality, collaboration and enthusiasm. Long-standing relationships and the determination to lead in a dy-
namically evolving industry distinguishes the agency’s work.
Our agency integrates multidisciplinary services such as digital engagement, experiential tactics and media relations—to drive bottom-line results. To date, Zapwater has won 300+ industry awards for excellence, including some of the industry’s most prestigious accolades, many for our travel and destination clients.
Zapwater is also a founding member of Travel Lifestyle Network (TLN), representing the United States within its international network of owner-managed marketing and communications agencies serving tourism and lifestyle clients. Network members collaborate to deliver international expertise to clients seeking connections and reach across the globe.
Zapwater was recently named a finalist for both PRWeek’s Outstanding Boutique Agency and PRovoke Consumer Agency of the Year.
Our travel client roster includes a curated mix of destinations, hotels & resorts and airlines including: Airlines—Air Tahiti Nui, COPA Airlines; Cruise—Ayana Cruises and Private Charters, Havila Voyages, Heritage Lines; Destinations—Discover Baja Sur, Discover Dominica Authority, Grenada Tourism Authority, Jungfrau, National Tourism Board of Serbia, Travel Manitoba,Visit Finland; Hotels & Resorts—Alaia Resort and Spa Belize, Ambergris Cay,
Andaz Mexico City Condesa, Andaz West Hollywood, Ayana Bali, Borgo San Vincenzo, Casa Kimberly, Cayo Espanto, Dreams Bahia Mita Surf & Spa Resort, Fairmont Chicago, Fairmont Mayakoba, Frangipani Beach Resorts, Grand Hyatt Playa Del Carmen, Grupo Xcaret, Hamak Hotels, Hawks Cay Resort, Hilton Sandestin, Hotel Zachary, Hyatt Regency Salt Lake City, Hyatt Regency San Francisco, Inn at Stonecliffe, Ocean Club Resorts, Secrets Bahia Mita Surf & Spa Resort, St. John’s Resort, The Shay Culver City
Curtis Zimmerman, Kerry Anne Watson, Andy Jorishie, Principals
For more than three decades The Zimmerman Agency has been among the leading hospitality and travel public relations firms in North America. Today, the firm offers a highly creative and contemporary approach to public relations that includes full-service social media teams, a 360-degree approach to digital, and proprietary analytics. The Zimmerman Agency teams utilize Momentum® Planning a proprietary planning methodology to drive creativity, strategy, and technology to deliver relevant and time-
ly content and communications to generate results for clients.
Hospitality/travel clients include: Belize Tourism Board, Visit Rhode Island, Visit Park City, Atlantis Dubai, Discover The Palm Beaches, Visit Tallahassee, Bryce Canyon, South Padre Island CVB, Sixt Rent a Car, Pyramid Global Hospitality, Wild Dunes, Hotel Du Pont, Chateau Elan, Westgate Resorts, Vidanta Resorts, Delaware North, Aurora Anguilla, Princess Hotels, Hotel Terra and Grand Teton Village in Jackson Hole, Hotel Yellowstone, Henderson Beach Resort, Little Palm Island, The Preserve Sporting Club & Residences, Amsterdam Manor (Aruba), The Madison Hotel, Ritz-Carlton Dallas, Storyteller Hotel, Marriott’s Harbor Beach Resort, The Westin Riverwalk San Antonio, Kimpton Brice Savannah, Kartrite Resort, Brown Palace, Crescent Court Fort Worth, Marriott Biscayne Bay, The Squire Inn, Pelican Grand, Ocean Key Resort, Bungalows Key Largo and more.
Profiles
TURNER and our extraordinary clients at the February 2024 HSMAI Awards event celebrating 14 major Adrian Award wins, including the prestigious “Best of Show” distinction for Tourism Australia.
Nutmeg Princess at the Grenada Underwater Sculpture Park, a Zapwater client.
Photo by Orlando K. Romain
TRAVEL AND TOURISM PR FIRMS
Declaring institutional neutrality
By Fraser Seitel
Wonder of wonders, Harvard apparently isn’t that dumb after all.
In May, the beleaguered bastion of boycotting students, billion-dollar endowments and bewildered leaders finally got it right.
has been a communications consultant, author and teacher for more than 30 years. He is the author of the Prentice-Hall text, The Practice of Public Relations.
After several months of ducking and weaving in the wake of fumbling statements by its now-former President on the Israel-Palestine conflict, Harvard announced it would accept the recommendations of a faculty committee and no longer take public positions on matters not “relevant to the core functions of the university.”
“Harvard,” explained law professor Noah Feldman, who co-chaired the faculty committee, “isn’t a government. It shouldn’t have a foreign policy or a domestic policy.”
And he’s right.
Harvard’s primary mission is to educate students, exposing them to freedom of expression and inquiry and the promotion of lifelong learning. And just like JPMorgan Chase or Microsoft or McDonald’s or the Mayo Clinic, organizations like Harvard must deal with a multitude of publics with conflicting viewpoints on multiple issues.
And while absolutists like Bernie Sanders or Elizabeth Warren or activist students or young employees may not like it, the most sensible policy is one of “institutional neutrality”—where organizations refrain from getting involved in social or political issues that have little bearing on an organization’s specific interests or primary pursuits.
Harvard, of course, opened this Pandora’s Box after the October 6 Hamas attack on Israel, when the university’s then-President Claudine Gay listened to bad public relations advice from law firm WilmerHale and tried to kabuki dance her way through a Congressional committee’s inquiry as to whether “calling for the genocide of Jews violated Harvard’s rules on bullying.”
Gay deflected. Harvard was chastised. And the university proceeded to let loose a string of statements attempting to placate all sides, ultimately resulting in the firing of its President, the appointment of the
faculty committee and the adoption of the “institutional neutrality” policy.
Despite sounding wimpy, remaining “neutral” is no place for the faint of heart.
(See ousted Disney CEO Robert Chapek’s fatal attempt to tiptoe past Florida’s “Don’t Say Gay” bill.)
Consider the tough stance taken by NYU Langone Health in May, when a star nurse used her award acceptance speech to label Israel’s Gaza attack a “genocide.” When the nurse was fired a few weeks later, an NYU Langone spokesman said she had previously been advised “not to bring her views on this divisive and charged issue into the workplace.”
And that’s the point.
Most of today’s hot-button issues—from social injustice and immigration to COVID vaccines and women’s reproductive rights—are “charged” or at least nuanced, with loud advocates and detractors on every side. And most Americans, according to the most recent Gallup research, are split right down the middle—48 percent yea, 52 percent nay—on whether business organizations should take political or social stances on such issues.
And while the temptation is great to get on the “right side” of a social issue, smart organizations must think twice before sticking their necks out. That’s a hard lesson that everyone from Harvard and the University of Pennsylvania to Target and Bud Light have learned the hard way.
So, how should a company or school or not-for-profit or any other institution assess social issue engagement? Here’s the short answer.
If your organization has a history of speaking out on certain issues and a constituency that expects you to stand up, then by all means go for it. But … if the vast majority of publics that matter most to your firm—customers, employees, students, parents, investors, board members, etc.— aren’t directly affected or don’t feel strongly about the issue in question, then beware of getting involved.
As prominent public relations author and professor Kara Alaimo has warned organizations tempted to leap into the social-issue fray without considering the consequences, “If you don’t have a history of activism on identity issues, it actually tends to result in reputational damage.”
And that’s not good public relations, no matter how virtuous the viewpoint or sincere the sentiment.
Social media boosts cancer screenings
Social media can be a pivotal tool in encouraging young adults to get early cancer screenings, according to a new report from Real Chemistry.
The study notes the impact of influencers, in particular, on boosting public engagement and highlighting the value of early detection, routine screenings and the support of online communities during health challenges.
More than nine out of 10 survey respondents (93 percent) said that they would be likely to ask their prescriber about information provided by an influencer, while 85 percent indicated that they would trust a pharmaceutical brand or advertisement if it were promoted by a patient influencer.
The attention that can be brought to the condition by high-profile influencers, the study says, is especially strong. For example, when the actress Olivia Munn revealed her breast cancer diagnosis on March 13, the news generated 163 videos, inspiring discussions among OB/GYNs and oncologists about early detection and risk assessment on Instagram and TikTok.
That power is highly important in light of the increasing cancer rates among young
By Steve Barnes
adults. The study cites statistics reported by the Journal of the American Medical Association that show a 1-2 percent annual increase in cancer rates for people under 50.
Real Chemistry’s report notes that women’s cancers are much more prominent in the online conversation. The numbers it provides for 2023 reveal that 48 percent of those conversations center on breast cancer, with cervical cancer accounting for 22 percent. Colorectal cancer (15 percent), prostate cancer (11 percent) and skin cancer (4 percent) were also mentioned.
The study suggests several strategies for communicators who want to make an impact on cancers screening rates. Those include developing content that helps dispel misinformation and tells patients what they can expect from the screening process, as well as targeting and personalizing communications with an easy and clickable call to action.
Real Chemistry’s report used AI-driven, proprietary social media measurement and social listening platforms to examine conversations about early cancer screening.
Fraser P. Seitel
Proactive estate planning for PR agency owners
By Dominic Rovano
The ever-evolving landscape of PR and marketing demands constant adaptation. The same is true for your estate plan. With the Federal gift and estate tax exemption set to decrease significantly in 2026, it’s time for PR and marketing agency owners to take a proactive approach and re-evaluate their strategies.
Why estate planning matters for PR and marketing agencies
Estate planning isn’t just about mansions and yachts. It’s about ensuring your assets—including your business—are distributed according to your wishes after you’re gone. This minimizes taxes, avoids family conflict and provides clarity for your heirs, ensuring a smooth transition of your legacy.
Gifting strategies to reduce your estate value
Gifting is a powerful strategy to reduce the size of your estate. When you give away assets like cash, stocks or even ownership stakes in your business, you’re essentially removing them from your taxable estate. This lowers the value the IRS will consider when calculating any estate tax owed. When you gift appreciating assets like stocks, real estate or interest in your business, you’re effectively transferring the future growth outside of your estate. This means any future increase in value won’t be subject to estate tax when you pass away. The recipient will be responsible for capital gains tax if they sell the asset, but that’s often a more favorable tax situation compared to estate tax.
Understanding estate taxes
Your estate is taxed on its value at the time of your death. However, there’s a significant Federal lifetime exemption that can be applied against this value. The current lifetime gift and estate tax exemption is a hefty $13.61 million per person (as of 2024). For married couples, the exemption is effectively doubled at $27.22 million. This means the entire estate value can reach this amount without incurring federal estate tax. Any estates exceeding this exemption
amount are taxed in a graduated system, with rates starting at 18 percent and going all the way up to 40 percent for the portion exceeding $1 million. Depending on the state where you reside, your estate may also be subject to a state estate tax.
Sunsetting
of the federal lifetime
exemption and potential impact
The current high lifetime gift and estate tax exemption is scheduled to sunset on December 31, 2025. This means that unless Congress acts to extend or make it permanent, the exemption amount will significantly decrease in 2026, to approximately $7 million per person (adjusted for inflation).
While there’s no guarantee what Congress might do, for estate planning purposes, it’s wise to consider the potential decrease and plan accordingly. The good news is that gifts made before the exemption sunsets are “grandfathered in” under the current, higher exemption amount. The IRS won’t “claw back” the benefit of these gifts if the exemption decreases later. This creates a strong incentive to utilize the current high exemption by strategically making gifts before the end of 2025.
Gifting ownership stakes now: a strategic approach
Your estate includes all your assets, such as real estate, investment portfolios, jewelry, retirement accounts, individually owned life insurance policies and your business interests. The current high federal exemption allows you to strategically transfer ownership stakes in your agency to your children, other individuals or trusts for these intended beneficiaries without incurring gift tax. This reduces the overall value of your taxable estate come 2026 and can be a very strategic way to minimize your estate’s size.
Gifting an ownership stake in your agency involves a formal business valuation conducted by a qualified appraiser to establish a fair market value. This valuation is crucial for determining the potential gift amount and minimizing your estate’s taxable value. This formal business valuation is also necessary to meet the adequate disclosure rules when reporting the gift to the IRS.
Unlike publicly traded companies, privately held businesses like PR and marketing agencies qualify for valuation discounts that can significantly reduce the value of the gift and therefore further reduce the size of your taxable estate. These discounts consider factors like lack of marketability
(difficulty selling your entire stake quickly) and lack of control (ownership might be split amongst others).
These discounts translate to an ability to transfer additional interests to your heirs, if you choose, lower your taxable estate, and ultimately save your heirs a significant amount of money.
The power of compounding growth with strategic gifting
Coupled with the discounts provided to privately held companies, there’s another benefit to consider. Because the value of your business will most likely grow over time, gifting a non-controlling stake in your business now can lead to significant tax savings for your heirs.
An ownership stake valued at $5 million today, with the allowable discounts, might be worth $20 million in the future when sold at fair market value. The $15 million difference would have been excluded from your estate and passed along to your heirs, potentially saving them $6 million in federal estate tax (excluding any state estate tax implications).
Additional strategies for estate reduction
There are other ways to reduce your estate that don’t involve appraisals or gift tax returns. Each year, the IRS allows you to give up to the annual exclusion amount (currently $18,000 in 2024) per donor, per recipient per year without incurring any gift tax or affecting your lifetime exemption. These gifts can be cash or stocks as long as the total value for each recipient stays below the exclusion amount. This approach can add up significantly.
For example, if you give $18,000 per year to your two children for ten years, you’ve effectively removed $360,000 from your taxable estate without any tax implications.
It’s important to note that you don’t need to be related to the recipient to benefit from this annual exclusion. In addition, if you and your spouse both utilize your annual exclusion gifting ability, the savings could be compounded without using your lifetime gift and estate tax exemption.
Don’t wait until it’s too late
With the sunsetting of the heightened lifetime exemption in 2026, proactive estate planning today is essential for PR and marketing agency owners. Consult with your tax advisor or estate planning attorney now to create a tax-efficient strategy for your legacy.
Remember, a little planning today can save your family a fortune tomorrow.
Dominic Rovano, CPA, is a Co-Partner in Charge of Janover LLC’s New York City office and leads the Professional Services group.
Venable works to protect NPR’s fed funds
Navigators Global has called in Venable to lobby in support of federal funding for its National Public Radio client.
The long-time effort by Republicans to strip or scale back federal funding of NPR picked up steam in April after Business Editor Uri Berliner wrote an essay about the upswing in “wokeness” at NPR triggered by the election of Donald Trump.
Berliner, who was suspended without pay after publishing his piece in the Free Press, then resigned his post at NPR.
Following his resignation, Sen. Marsha Blackburn (R-TN) vowed to end federal funding for NPR due to its alleged liberal tilt.
“The mainstream media has become obsessed with doing the Left’s bidding and taking down strong conservatives—and NPR has led the pack,” Blackburn told Fox Digital. “It makes no sense that the American people are forced to fund a propagandist leftwing outlet that refuses to represent the voices of half the country. NPR should not receive our tax dollars.”
Federal funding accounts for less than one percent of NPR’s $309 million operating budget.
Venable’s six-member NPR team includes former Congressman Bart Stupak (D-MI), and Yardley Pollas-Kimble, Chief of Staff to Rep. Bobby Rush (D-IL).
Warner Bros Discovery hires Obama’s press sec.
Robert Gibbs, who was President Obama’s Press Secretary and Global Communications Chief for McDonald’s, will join Warner Bros. Discovery on Aug. 5.
He will take the Chief Communications & Public Affairs officer job, a newly created position, and report to CEO David Zaslav.
“Robert is an insightful and respected leader with experience spanning Fortune 500 companies, the White House, and winning political campaigns,” said Zaslav.
He called Gibbs the “right leader to assume this new, critical global role” during the current transformative time in the entertainment business.
Most recently, Gibbs was Partner at Bully Pulpit International, a strategic communications & PA shop.
Warner Bros Discovery is the parent of Warner Bros, Discovery Network, CNN, HBO, TBS, New Line Cinema, DC Comics, Golf Digest, Animal Planet, Magnolia Network, Cartoon Network, and Adult Swim.
Catlett moves to Bryson Gillette
Damara Catlett, who spent about 13 years at The Raben Group, has joined Bryson Gillette as Senior VP in the Washington office of the minority-owned strategic communications shop.
In her nearly 20-year career, Catlett has had civil rights advocacy, tech policy, civic engagement and media expertise.
Representing Airbnb, she helped forge its strategic communications and domestic lobbying efforts.
Catlett worked on the “We Must Count” effort that generated
attention for the disproportionate impact that COVID-19 had on communities of color, and led a campaign for the National Urban League that reached more than 350,000 Black voters.
Bill Burton, who was President Obama’s Deputy Press Secretary, launched Los Angeles-based Bryson Gillette.
He’s confident that Catlett will expand his firm’s D.C. outpost. “Damara brings a breadth and depth of experience that will help us deliver outstanding results for a wide range of clients, from social justice advocates to those working to make technology safer,” said Burton.
Cornerstone Government Affairs hires Neuscheler
Cornerstone Government Affairs has added Jenny Neuscheler to its federal government relations team, effective July 8.
Neuscheler has nearly a decade of experience serving on the House Appropriations Committee, most recently as Military Construction, Veterans Affairs and related agencies subcommittee clerk. She was previously a professional staff member on the Transportation, Housing and Urban Development and related agencies subcommittee.
At Cornerstone, Neuscheler will work to strengthen the firm’s appropriations practice. “She brings tremendous bipartisan experience, expertise and relationships and will enhance our already strong budget and appropriations capabilities,” said Cornerstone CEO Geoff Gonella.
Dentons Global Advisors rebrands as DGA Group
Dentons Global Advisors has rebranded as DGA Group with the end of its three-year brand licensing agreement with Dentons, the world’s biggest law firm.
The DGA Group moniker better reflects the independence of the strategic advisory firm that has more than 300 staffers in a dozen global offices.
The firm helps clients navigate policy, reputational and financial services, as well as global strategy and commercial diplomacy matters via its Albright Stonebridge Group.
Robert Gibbs
Jenny Neuscheler
Damara Catlett
Teneo lands $4.7M pact for COP29 PR
Teneo has signed on to handle communications and corporate strategy support for COP29, the United Nations climate conference set for Baku, Azerbaijan from Nov. 11–Nov. 22.
The seven-month contract with COP29 Azerbaijan Operations Company calls for a monthly retainer of $475,000 plus expenses.
For the months of May and June, Teneo is to receive fees of $1.425 million and $950,000, respectively, “on an exceptional basis.”
Teneo will have a team of 10 to 12 professionals, rotating in and out of Baku on three-week assignments to ensure that five to six executives are continually on the ground.
Geoff Morrell, President of Teneo’s Global Strategy & Communications practice, is a member of the Azerbaijan team. He was Executive VP-Communications & Advocacy for British Petroleum, serving in London and D.C.
Teneo personnel in New York, Washington, London, Brussels and Hong Kong will support the COP29 effort.
The contract’s scope of work includes narrative development, content development, issues management, press relations and media training.
Teneo worked the COP28 session that was held in Dubai last December.
It received $1.6 million for providing three months of communications counsel to Masdar, the renewable energy unit of Abu Dhabi National Oil Company.
APCO expands into Ukraine
APCO has moved into Ukraine, setting up a shop in Kyiv that is headed by Sonya Soutus.
CEO Brad Staples said Ukraine has shown “remarkable resilience and strong economic performance,” despite the grinding war with Russia in the eastern sector of the country.
APCO’s clients “are seeking better insights and more on the
FARA News
ground expertise to navigate Ukraine’s political landscape and growing business opportunities,” according to Staples, while Ukrainian companies need help in engaging with European markets to attract foreign investment.
Soutus, a 30-year PR veteran and an American of Ukrainian of Ukrainian descent, served as Chief PA and Communications Officer at The Nature’s Bounty Company.
In a 20-year stint at Coca-Cola Co., Soutus rose to the Senior VPPA and communications post for Coke’s North America business unit.
Prior to Coke, Soutus was Burson-Marsteller’s Group Director in Kyiv, leading public education programs for USAID.
She also was first Press Officer for the Ukrainian Greek Catholic Church in Rome and Kyiv.
Qatar makes splash on U.S. social scene
Qatar has hired Palm Beach’s Montfort Advisory for public diplomacy duties, which includes advice on what U.S. civic associations to support and which charitable events to sponsor and attend.
Matthew Swift, co-Founder of Concordia, launched Montfort as a PR and business development firm providing “bespoke executive advisory services” committed to social responsibility.
Since 2011, Concordia is known for hosting an annual summit in New York alongside the UN General Assembly. It also has held summits in Miami, Bogata, London, Madrid and Athens to bridge the divide between business, government and non-profits.
Montfort’s pact with Qatar calls for it to influence members of the U.S. public to view the Arab state and its government in a positive light.
The firm receives a $5,000 monthly retainer, according to the pact that was signed June 11 and runs through the rest of the year.
NEW FOREIGN AGENTS REGISTRATION ACT FILINGS
Below is a list of select companies that have registered with the U.S. Department of Justice, FARA Registration Unit, Washington, D.C., in order to comply with the Foreign Agents Registration Act of 1938, regarding their consulting and communications work on behalf of foreign principals, including governments, political parties, organizations, and individuals. For a complete list of filings, visit www.fara.gov.
BGR Government Affairs, LLC, Washington, D.C., registered June 7, 2024 for Embassy of the State of Qatar, Washington, D.C., concerning providing government affairs and public relations services, including communications with relevant U.S. officials, decision-makers and media.
Catalyst Research Inc., d/b/a The RXN Group, Charleston, S.C., registered June 14, 2024 for Government of the Province of Catamarca, San Fernando del Valle de Catamarca, Catamarca, Argentina, regarding providing communications and public affairs services, including arranging meetings to discuss economic investment in Argentina’s mining industry.
Global Action on Gun Violence (GAGV) Inc., Washington, D.C., registered June 4, 2024 for The Government of the Bahamas, Nassau, Bahamas, concerning offering legal, advisory, consultancy, and lobbying services with the objective of reducing firearms trafficking to the Bahamas.
Lobbying News
NEW LOBBYING DISCLOSURE ACT FILINGS
Below is a list of select companies that have registered with the Secretary of the Senate, Office of Public Records, and the Clerk of the House of Representatives, Legislative Resource Center, Washington, D.C., in order to comply with the Lobbying Disclosure Act of 1995. For a complete list of filings, visit www.senate.gov.
Ark Strategy, Cheverly, Md., registered June 12, 2024 for Evolution Space, Inc., Zion, Ill., regarding solid rocket motor industrial base and manufacturing issues.
Blank Rome Government Relations, Washington, D.C., registered June 4, 2024 for Blank Rome LLP (on behalf of Grace Ocean Private Limited), Washington, D.C., concerning monitoring and reporting on legislation pertaining to the bridge accident at the Port of Baltimore and proposed changes to the Limitation on Liability Act of 1851.
TwinLogic Strategies, LLP, Washington, D.C., registered June 10, 2024 for Travel Tech: The Travel Technology Association, Arlington, Va., concerning the No Hidden Fees on Extra Expenses for Stays (FEES) Act S. 2498, Hotel Transparency Act of 2023 and additional Acts and issues.
