Edelman Trust Barometer Special Report: Brand Trust in 2020 Launch - Panel Discussion

Panel discussion on brand trust in 2020, exploring values, authenticity, and the evolving role of brands in society.

Ask about this video. Answers come from its transcript only — with the timestamp, so you can check them.

Generated from the transcript and can be wrong — check the timestamp.

Key Takeaways

Compassion and care for people are essential business imperatives, especially during crises.
Brand authenticity stems from clear values and consistent actions aligned with those values.
Addressing systemic issues like structural racism requires honest self-assessment and measurable accountability.
Trust in brands parallels trust in human relationships, requiring realistic expectations and mutual care.
Creativity and innovation help brands meet evolving societal roles and consumer demands.

What the video covers

The panel brings together diverse perspectives on trust, brand activism, creativity, and human relationships.
Matthew McCarthy of Ben & Jerry's emphasizes compassion as a business imperative and the importance of values in building brand trust.
Brands are repositories of meaning and trust, reflecting the values and actions of the people behind them.
Ben & Jerry's is actively addressing structural racism and equity within its organization through expert-led root cause analysis and accountability.
The discussion highlights the need for brands to step up during crises and meet rising consumer expectations for authenticity and social responsibility.
Esther Perel connects brand trust to human relationships, emphasizing the importance of realistic expectations and well-being.
Trust is framed as a dynamic process involving beliefs, attitudes, and consistent actions between brands and consumers.
The panel explores the intersection of individual and collective care as foundational to trust and brand relationships.
Creativity and innovation are seen as essential in redefining brand roles in a complex, secularized world.
The conversation underscores that business is fundamentally about people and that authenticity and transparency are key to long-term brand trust.

Chapters

What is the main focus of the Edelman Trust Barometer panel discussion?

The panel focuses on the critical role of trust in brand relationships, exploring how brands can build authenticity, address social issues, and meet evolving consumer expectations.

How does Ben & Jerry's approach trust and social responsibility according to the discussion?

Ben & Jerry's emphasizes compassion, clear values, and authenticity, actively working to address structural racism and equity through expert guidance and measurable accountability.

What parallels are drawn between brand trust and human relationships?

Esther Perel highlights that trust in brands mirrors trust in human relationships, involving realistic expectations, care for well-being, and consistent alignment between words and actions.

Full Transcript — Download SRT & Markdown

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To say that I am thrilled about the panel that we've been able to gather is a massive understatement. We have the great fortune to bring together a spectrum of perspectives that really reflects everything from the psychology of human relationships,

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brand activism at its best, change-making and advocacy at an industry level, and then of course the power of creativity. So the intention here is really to bring to life the learning that you have just seen,

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and really to demonstrate the critical role that trust plays in relationships today, but also the complexity of building that trust, right? That magic that Richard just spoke about in terms of that intersection of the me, the we, the say, and the do. So I'd love

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to start by kicking it off with one of the most beloved and bold brands, a brand that lives in a category that actually quite simply brings us everyday joy, but yet at the same time has managed to take on and fight

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some pretty lofty fights. So, I'm pleased to introduce Matthew McCarthy, the CEO of Ben & Jerry's. So Matthew, I'd love to start with you in terms of we know that right now is a time when brands are needed to sort of step

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up and do more than they ever have, and there's a real need for urgency in that. So I'd love to hear from you what are some of the new imperatives that you're seeing and that you're championing

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as a kind of way forward. Thanks, Megan, and thank you Richard and team for including me in this. These are always extremely important moments, and to see the work that you're all doing is something that really helps

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me and helps the business. Listen, we're facing pandemics on pandemics, right? I don't need to tell anybody that the most important thing that we can do, that I can do, is start with compassion and taking care of our people.

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Never before did I actually fully, I think, get the gravity of the concept that compassion is a business imperative. It's not those goofy posters you might see on a wall in your office like teamwork or whatever else, but this idea if we're not taking care

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if I'm not taking care of my people, if people are not taking care of each other, we're not going to be making a whole lot of ice cream. And in fact, this is always true, and sometimes it takes a crisis to

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highlight that. I think the other thing I would say is that values, everything comes from values. And if you think about it, brands have always been in the trust business. A brand is a repository of meaning

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and trust. A brand represents the semiotics of what your product is, what your service does, and all the people behind it. And one of the things that I'm finding, that we're finding, is that these crises we're facing are

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piercing perhaps the false veil between our humanity and our business reality. All businesses are about people. Every single business has people behind it making the product, leading the business, doing the sales, whatever it might be. And the values of the people

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are reflected in the day-to-day actions of our business. The actions of our business are our source of authenticity. So it's very, if A equals B and B equals C, if you're not clear about your values, it's going to be really hard to then try

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to, through the mechanics of your business, make your authenticity clear to the people that you're trying very hard to serve, particularly in a crisis. I love that. And, you know, it's interesting because when we chatted, you know, I want to talk a little bit about

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how some of that's manifesting with some of the behaviors at Ben & Jerry's, but I'd love to also hear from you because when we spoke you said the one thing you don't want to do is go up there and just talk about

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how great Ben & Jerry's is. You actually want to acknowledge that there is still work to be done. And so I would love to hear from you in terms of what are some of the behaviors but also where is there work to be done,

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maybe not only within your organization but across the industry. We're fortunate. I am fortunate that I have the privilege of being part of an organization whose values were set quite clearly by Jerry and Ben 42 years ago. They're in everything we do.

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That being said, I've worked on many businesses and brands over the years that perhaps didn't have that in their DNA. That's not an excuse, and I think it would be a real miss, kind of a miscarriage of responsibility

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for me or any business leader to somehow delegate, "Well yeah, that company, yeah, but what about type of a thing?" We all have that responsibility, and frankly the people that we serve, both our employees, our entire supplier

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value network, and our consumers are demanding it now, more than ever. And so I think Ben & Jerry's, we, I find it a hell of a lot more helpful as a white male of privilege who spent most of his life

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actually not understanding the concept of the privilege that I had. I don't have the lived experience other than of a white male of privilege, and so what I try to do is to connect with other business leaders to show them,

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to your point, not how great we are, but where our shortcomings are. For example, we were founded in the second whitest state in the United States. We are a very white company. I'm white. We've got lots of white people leading

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this business. Why is it that way? And so we've been doing a lot of work over the past 18 months to actually get outside help, experts in structural racism, which is a little scary topic. The first time someone said to me these

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terms white supremacy culture or structural racism, immediately I have my defense mechanism, "I'm not a racist," all that stuff. But the reality of structural racism is everywhere. So we're going through the process of root cause analysis now. We've

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got many, many employees across our business, both here and we're in over 30 countries, engaged in the process of helping us understand the root cause analysis of what we need to do to make Ben & Jerry's internally and

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through our business systems truly a place of equity. And the process we're following is very much results-based accountability. So most of the work we're doing is not just kind of soul-searching and hugging and all that stuff, which is

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very important to connect with yourself personally around some of these topics, but it's about as a business, as a team, what are the results that we're going to set for ourselves in terms of leveraging the power of our business to

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drive change? Amazing. I mean, I think obviously this is such a journey of honesty you're tapping into, you know, identity conversations deep-rooted. So I'm actually going to shift gears a little bit,

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because we also have Esther Perel, who is psychotherapist, New York Times best-selling author of The State of Affairs, and just a guru on human relationships. So, Esther, we talked about and learned about in the actual data sort of how people are expecting more from brands today, and obviously Matthew

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just spoke about kind of that, the new imperatives, and there's an opportunity and a need for brands to fill voids, to play various roles. And I'm curious to hear from you in terms of how does that mirror personal human

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relationships? How does that sort of reflect some of the evolution that you've been seeing? I think we have Esther. I forgot to unmute herself. Thank you. Thank you for including me. It's a pleasure to be here. You know, it's a very interesting thing

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to hear a description that puts trust at the center of the relationship with the brand. Trust is at the center of the relationship with the therapist, between what I say and what I do, between how I look out for your

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well-being but at the cost of all your relationships with other people, how I understand your place in society and don't put expectations on you that are completely not realistic because of who you are, what you are, what your means are, etc.

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But as I was listening to Richard, something really struck me that is, I think one of the understandings of why this trusting the brand is becoming so fundamental. We talk about living with two shock syst—

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but what we also need to understand is that the system that used to organize what we do with what we don't understand how we there are suffering and how we deal with evil used to be called religion and that

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secularized world in which we live has left a void that were the three main tasks of our religious lives and our communal structures and who is gonna take care of that and that is the void that i think the brands are

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replacing almost like the new saints when we live with this enormous sense of prolonged uncertainty when we live with this sense of unknown at this moment when we live with the sense that there's been such massive amount of

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individualism that says you're in charge you can choose the burdens of the self are all on you but suddenly you realize that you can't do much alone and especially when you're interdependent as we are right now then trust becomes a force that enables

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us to cope with all that uncertainty and all that vulnerability the parallel between human relationships and brands is that never have we put more expectations on our relationships and especially on our romantic relationships like we have never had such

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unprecedented expectations from a brand we want the brand to solve the problems of society we want the brand to have meaningful actions that allow me to identify with it so that i feel that the brand sees me the same as we want a partner to see me

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it's called intimacy and intimacy is called into me see can i just jump in here megan yeah um and and esther we were on a call yesterday and we were talking about um you know being transactional versus building a

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relationship and you know you could argue that over the last um before the pandemic and before the you know what's going on in the world now grants were becoming more transactional you know because there's so much pressure on sales and

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not really focused on relationships and you have such a great point of view on the importance of relationship versus um just being transactional and and i'd love for you to share that today i mean one thing you said yesterday that that

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that doing was it's not because i buy something from you that i have a relationship with you a relationship is first and foremost based on expectations and these expectations come with boundaries and the boundaries and the expectations give the parameter to my experience of

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trust trust meaning is it a process trust that's always a question where that we have or is it a state you know it trust involves beliefs attitudes it's a word by the way that has one of the most conceptual

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vagueness that you can find the same as motivation and vulnerability entire fields from psychology to philosophy to economics are trying to define those terms and have not come up with really you know reliable definitions but we know when we

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have it and more importantly we know when it has been shattered we know until recently in the transaction i presume that we had a relationship because we bought from me and the only time people began to talk about trust is when the trust was broken

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when there was a betrayal when there was a company that was lying to me repeatedly not owning it taking accountability and ownership for the mistakes and letting me basically fail or buy defunct products and basically telling me you don't matter my interests come first

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that is the definition of betrayal and of a breach of trust so it went in the opposite direction actually yes and and we also spoke and what was interesting the data showed that the importance of trust in younger

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people and younger audiences is even higher yes what have you seen i know you again sort of saw some similar parallels in terms of your research i think that the prime reason why for the young person this trust factor is becoming so

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significant is simply that all the traditional authorities that used to tell you what to believe what is expected from you what's the right thing to do who you should be and no longer you don't necessarily turn to your parents or to your community

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often you don't have a community the community is the people you work with and those change every 16 months i mean so who is going to tell me where truth lies what does mean truth today and in the name of that uncertainty and

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that massive amount of choice and that crippling uncertainty that comes with it with the fomo and the fact that you know which one is it gonna be that's where trust becomes so relevant it's not like i looked next to me and there is somebody

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who's been doing this thing or buying this thing for 19 years and this is the one just don't even think about it i'm telling you and you follow me because you copied the previous generations you know we don't copy the previous

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generations in the same way that you have challenger brands who don't copy the iconic brands everything was about disruption everything was about hacking and there was an obsession with innovation and yet relationships need both innovation and change and stability and security you

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constantly straddle these paradoxes it needs transparency but it also needs mystery you know and that's why for the young person today this kind of trust on the brand is replacing the lack of those traditional structures that will guide

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me yeah if i could build on that briefly i'd love to that's a really powerful point uh you're making the other thing that we're seeing in the data and i think it is kind of like a brick to the forehead is

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that you know badge value in brands is a very outmoded idea young people today um are constructing their identity um in ways uh that may be different than folks who are a little bit older and badge value of brands has been

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pierced by the authenticity and trust so to esther's point this idea of wait a minute i'm going to wear those shoes i'm going to drink that soda i'm going to buy that ice cream hold on a second here

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how i define my identity as a person i own that not the brand and i'm not just going to be in a transactional mode with a whole bunch of brands that i choose to spend my hard-earned money on

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when i don't even know what the hell they stand for so this idea of that you can just kind of trade in outdated tropes about what your brand stands for in imagery this is true for all categories whether it's ice cream

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or you're talking about the most luxury products get ready get ready for a big change there on how your brand connects with how people want to construct their own identity i love that i love that and i do want to

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talk about this at now a category in an industry level because i think some of these you know this this combination of innovation and stability this idea of identity you know understanding where the truth lies these are really really interesting

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themes and i want to take a step back um and look at this through the lens of a category that has actually seen a lot of these things a lot of disruption a lot of innovation um so we want to look a little bit at

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the global wellness category um a category that has seen incredible growth um according to the global wellness institute um the global wellness economy was valued at 4.5 trillion and that was back in 2018 um it's you know defined as a number of

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different sub-sectors so you have everything from you know personal beauty nutrition preventative medicine um lifestyle wellness there's a whole host of sort of categories that live within wellness and like i said it's got lots of innovation and lots of disruption

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but there's also lots of work to be done and so we have sarah greenwich she's the founder of well spoken and she's really helping lead the sort of charge and the change across that industry so sarah i'd love

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to hear from you in terms of what are some of those issues that you're seeing across the wellness industry that needs to be reimagined that needs to sort of infuse some of kind of these themes that we just spoke about

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yeah sure and thank you for having me um with your esteemed guest um i think look the thing is with the wellness industry is uh like matthew said we are unfortunately living in a white supremacy structure in terms of

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society and unfortunately the wellness sector is not you know avoiding that fact and when we look at the the wellness industry and the work that we're trying to do is tackle misinformation and misinformation can be inaccuracy but it all can

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also can be uh incomplete information without taking the full picture on board and there's two kind of key issues i see within the wellness industry one is that at the moment it has been very white-centered there's a lot of

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reasons why that has been and i always kind of talk about the wellness industry as the the more hip rebellious little sister of health um and actually if you see it in healthcare there are some real racial inequalities there that we have

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kind of absorbed by osmosis and you kind of see a very particular consumer as the target you see that in the advertising and the pr and the marketing but also that is who he's spoken to um and you know often because you know the kind

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of very white thin use for example um aesthetic um is kind of heralded as the epitome of wellness and what happens is there's this constant chase and this constant push of messaging around this is what wellness looks like

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so we we have that which evidently doesn't breed a lot of diversity in the field and it also doesn't breed a lot of inclusion because evidently you're not fitting a certain a certain look and i think the second one which to me

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is the most vital is there's a real lack um even if you stick your stuff out of the wellness industry for a second globally around um health literacy levels but in the us and the uk actually there's a global trend that health

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literacy is very very low and the way that who defines that is the ability to understand information and then convert that into an informed decision and if you look at why some of the the reasons health literacy is low

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um actually there is for certain groups black and minority groups health inequalities is one of the drivers to why health literacy is super low and so if you have wellness brands playing into this field which is one you know

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heralding and hold propping up a kind of a an elite whiteness when it comes to what health and wellness looks like and then you have people who can't access that health and wellness um through low health literacy and also

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the big pay gap that we still see between minorities what you then have is wellness actually adding to widening the chasm of health inequality in the world as opposed to you know driving closing that gap which a lot of when you talk to a lot of

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brands and we have a lot of ceos and big visionaries um of how to make the world healthier actually when you kind of drill down to it if you are not aware of some of these systems at play

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and how your brand plays into that um and how your brand like matthew said you know it has some of those structures embedded just because of the society that we live in and you don't start to dismantle them i

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think wellness is a very is a it's a great example because we can have direct links to health outcomes when we do it right um and so i think there is such an opportunity here to um you know push the move the needle

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in the industry in terms of driving better health literacy and and decentring whiteness and and let's talk a little bit about some of the solutions because you actually have put forth and are championing a charter for the industry can you speak a little bit

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about some of some of the details around that yeah sure so you know one of the things that when you're kind of looking at the wellness industry as a whole there's a couple of problems that i kind of see in terms of tackling racial

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inequality in the in the scene so we have you know a lot of kind of optical allyship we definitely saw over the last couple of weeks brands really um you know going for it when it comes to showing their

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solidarity but not necessarily we don't know what the work is going on behind the scenes we also have a lot of virtue signalling and we also you know see a lot of kind of a savior complex coming through with it

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specifically within the wellness field the reason i say that is i've seen some great initiatives put forward by different brands and what they're doing to tackle you know racial inequality within their organizations and then what they're going to do

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you know externally and to drive change but this is the thing this is not a an issue where you as a brand can be a lone wolf and one of the things that i'm really passionate about is industries change and what that means is

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that we need to all be working towards the very same goals into getting to our destination and so we've launched this diversity charter that we are actively calling wellness brands whatever sex are they they working within that umbrella to sign up to

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and um we've got five key key areas in our whip through them one of them is education so if you're a health and wellness brand for us it's super important that you understand how health literacy plays in and actually how

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race has a role um in making groups be not included in this conversation corporate diversity we've heard lots of people talk about today you know about driving uh diversity inclusion within organizations themselves and also representation so moving away

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from tokenism you know the the random black person that appears on a feed on instagram and the rest of the scroll is nothing to do with that and people can see right through that and that doesn't build any trust

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and for me the fourth one is the kicker and that is access so one of the things that we know you know from the stats is that black and minority groups make up some of the lowest income quintiles

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in the uk and globally across across the world and what happens then is you can do all those top three but if your your services and products are completely alienated to people that can't access it actually it doesn't have the impact that we want

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so we need to look at ways of how we can make health and wellness products and services accessible and fair pay making sure that people are paid equitably in the scene and unfortunately that's something that doesn't happen so

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we are trying to actively make everybody work towards those five goals and hopefully that's what shifts the needle thank you so much and it's really i mean education accessibility that representation reflection of diversity i mean these were all topics

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that came through in our learning as well so clearly you know an agenda that is spot on in terms of driving that change so i want to talk now about the role of creativity i mean as as richard mentioned we are kind of

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in the backdrop of can lion live although we're not there um so it is a time where creativity where innovation is not only celebrated sometimes it's even challenged and redefined so having judy john our global chief creative officer here

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um to join us is amazing i'd love to hear from you judy just in terms of what do you see is the role and responsibility of brands leveraging and using and tapping into the power of creativity to achieve all the things that we've

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been speaking about yeah for sure and and you know we saw today that people need and are expecting help more than ever and they're relying on brands and businesses to step in and help the me and the we part and it's

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also not the not just the say but also to act and and those are the big trends that really we saw come out of the survey and creativity is not just an output i want um you know everyone to think about

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creativity bigger than that because creativity is how we solve problems solve business problems when we come together and use our our collective creativity to figure out how we're going to do it differently it's you know creativity is the storytelling

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it's the emotion and the connection it's how we make people care and share and those are the really important um pillars of creativity i think and creativity has the power to create change when we all come together and you know i wanted to to talk a

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little bit about i'm really proud of the work that we just created for dove men plus care over the weekend and this is a brand that advocates for fatherhood and for father's day this year you know when the world

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changed we pivoted an entire communications plan in 10 days to honor black fathers who have been lost to violence and racism and to support their families and you know it was really hard to do but we came together

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collectively with the client because it was the right thing to do and this is a type of say and action that we need to do more of and so it's on all of us to do the right thing

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and and right now the right thing for people in society is also the right thing for brands and companies they are not mutually exclusive you know when we look at short-term sales and and long-term reputation those things come together and trust

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and you know change requires all of us thank you very much absolutely and i think that um example of the work is so representative of everything that we that we've spoken about and the need for that sort of bravery

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and boldness and embracing you know the need for change so um i'm gonna ask matthew one of your favorite questions that um i know you often get but if i'm if i'm sitting in the audience right now i'd say okay ben and

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jerry's but they have the ability to do this they've been doing it for so long you know do other brands have the permission to to to get involved and to do something uh yeah i get asked this question a lot

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it kind of blows me away like aren't you afraid of pissing off your customers you know it's in it that whole you just got to throw that whole thing out all right i mean if you just uh i just uh and i encourage other

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leaders to uh to let go of that um outdated narrative that businesses shouldn't lead with their values actually businesses have been leading with their values for many many decades it's called lobbying many businesses do lots of stuff behind the scenes

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so we're actually quite good as business people and kind of having values and driving them the opportunity now is to broaden that space to allow all of our human values the things that really drive us as people um into the business um

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and to um and to to take to take action and i think it's uh um often the shortest distance between where you are and where you want to go i found is a good wipeout um and how you handle a screw-up or

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a faux pas or if i stick my foot in my mouth i don't want to say stupid stuff i don't look like a i don't look like i don't know what i'm doing but the reality is things are moving so fast

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that if you pretend you know everything nobody ever to sarah's point everybody sees right through that we all know that not all of us have the answers and in fact being willing to say i don't know but i'm committed that's

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really powerful to people around you i'm not sure what to do as a white guy particularly when it comes to all the topics related to racial equity but i do know that if i wait until i feel that i'm an expert i will have

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squandered the opportunity as a leader to take action and so yeah i mean no human wants to look like an idiot let's just kind of call it out but the reality is if you've got the privilege of leading a business

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a team of one a team of a million you have to act and in fact the the the decision not to act is a very powerful decision the decision to wait is a very powerful decision and you own the impact of those decisions

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whether you like it or not and so i often say i really don't not sure what to do but here's my intention here my values here's what i'm concerned about and most importantly a bit to the creativity conversation with judy

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here's the opportunity that we want to see a lot of the conversation is framed in a negative light that's appropriate we have a global pandemic we have a massive rise of populism we have a tremendous and widening chasm

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between the haves and the have-nots at the same time business must be part of the solutions most people in the world work for a business they they're connected to some type of uh commerce uh and so business must be

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in the game so if you're not and you're waiting you just have to own the fact that you're choosing to not choosing to wait that's so inspiring and and what i want to say is overcoming fear is probably the biggest barrier we have

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right now like there will always be people that don't agree with what you say or what you do but you have to live your purpose you have to have the strength of your convictions because everything has risk attack risk

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attached to it and now more than ever sitting on the sidelines has risk not doing anything has risks and you can mitigate that by being authentic as matthew said you know bringing in other voices from the community but

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you know not doing anything is not not an option right now yeah and living living your values um means committing to sort of being part of the solution and as we again learned being part of the solution has to sort

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of start with getting your house in order too so i know esther you have a new podcast that is called housework and it explores the relationship dynamics within the workplace so i'd be just again curious to sort of

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based on the conversation we were just having you know how do we think about fostering building trusted relationships inside in order to kind of manifest those those values externally i think you're unmute again okay sorry sorry um i think it goes a

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little bit but sarah and matthew actually have been saying you know we all come to work with a resume it's a cv of what you've done but we all also come to work with an unofficial resume which is our relationship history

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and our relationship history is all the messages that we receive explicit and implicit about about our relationship with the others and um you know if it happens in society the vehicle that transmits the values of a society is primarily our family or

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what we call family so we come with a legacy and one of the primary legacies that we are challenging at this moment is if you will waste for autonomy or if you were primarily raised for loyalty and interdependence

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where you raise for self-reliance that will tell you a lot about who you are how you work what you expect from others how you deal with with help how you how you show your vulnerability etc or when you race for interdependence

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what happened with the pandemic and with structural inequality is it just puts the interdependence front and center you know wellness has also been called self-care that is a problem the problem is that we have focused on self-care instead of understanding that

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the self is never separated from the we you know and that it is how i care for others and how others care for me that is going to help me care for myself this is the fundamental structure that i

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think is being broken and where the trust comes in because that's that's the first thing and the second link to that also to something that matthew was saying which i explore a lot in how his work it's really about

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not not so much talking about the work and the future of work but talking about the relationships between the people who show up at work what they say what they don't say what they imply what they just a little cringe in their

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face you know that gives away an entire story um it's also the creativity that judy is talking about which in other words i call aliveness you can survive but that's not the same as being alive and that's where the creativity comes in

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it's that energetic force in both cases relationships and work which is really why i went from where should we begin to how is work there are two things that are essential the unprecedented expectations people bring to relationships but also the way that the world the

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world of business has brought in the language of emotion like it never has before we are talking about psychological safety in the same breath that we're talking about performance indicators we're talking about vulnerability transparency trust never was the emotional vocabulary so

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central to the business it used to be called soft skills and soft skills used to be called feminine skills and feminine skills were idealized in principle and disregarded in reality this is what's happening you know and we brought marketing economics to our

Speaker A

dating life but we brought emotional life to our business life i love that this is where how his work is literally sitting on that crux yeah absolutely and trust obviously is is a massive nexus to all of that um

Speaker A

i could keep going on here and there are so many questions there is such richness i just realized that we have two minutes left so um i think what i'm gonna do is i'd love to just kind of

Speaker A

end with some of these like just nuggets that i've been jotting down i mean there was such richness in this conversation but the ideas of you know brands repositioning around meeting and trust all business is about people what you

Speaker A

just spoke about in terms of the world of business and our emotional vocabulary kind of merging together um this idea of who tells me where the truth lies and an opportunity for brands to step in the balance of innovation and change

Speaker A

with stability there's just so many things the need to kind of advocate and collaborate to create industry-wide change with kind of a clear charter and a clear set of of requirements and actions so there's such richness um thank you so

Speaker A

much for for joining us today i can't thank the the full audience enough for participating um and joining as well a couple things that i just wanted to say in closing is um we've got great things coming we want to continue this

Speaker A

conversation around trusted brands in 2020 richard made mention of some of the tools and some of the thinking that we have that's on the horizon so we look really really forward to working with you all working with your brands to really bring

Speaker A

this learning to life and to really unlock kind of that necessity of what trust means

Topics:brand trustEdelman Trust BarometerBen & Jerry'scompassion in businessstructural racismauthenticitybrand activismconsumer expectationsEsther Perelhuman relationships

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