By: Alec Jacobs

Straight to the Point

What we See: The long debate over how to manage misinformation and disinformation on social media is entering a new chapter as companies move away from formal fact-checking and opt instead for user-driven programs like X’s Community Notes.

What It Means: These systems appear to have some promise in terms of their impact and credibility. And though the programs aren’t perfect, the biggest social platforms on the planet seem to be headed in the same direction. It would be wise for companies, especially those uniquely impacted by online misinformation, to recognize where tech companies are going and develop thoughtful and practical strategies to embrace programs like Community Notes.

What to Do About It: Take the time to understand Community Notes and how they work and establish a monitoring and management protocol that is tailored to your business — and the unique challenges you face.

What we See

As the debate continues about the role social media companies can or should play when it comes to correcting or even removing misinformation, it seems many are headed in the direction of replacing official “fact checkers” with democratic, community-based systems where platform users are the ones primarily responsible for correcting false information posted by other users. The leading program of this kind, which we anticipate other platforms will look to emulate, is X’s Community Notes (CNs).

CNs are sourced annotations that appear alongside X posts that contain false information, could be misleading, or could benefit from clarification or additional context. You can read more specifically about how they work at X’s Help Center here but essentially they are written and evaluated by X users who sign up to participate, not by professional fact checkers. CNs that the community agrees are warranted, accurate, well-sourced, and unbiased are attached to the post for all future users to see, and anyone who previously interacted with the post in some way (commented on it, amplified it) are notified that a CN has been attached.

And there are signs that the program could have significant impact on the spread of misinformation:

• Research by X has shown that people are 20 – 40% less likely to believe misleading posts when they are accompanied by a CN compared to posts without one.
• A Cornell study found that adding a CN to an X post reduces the number of retweets by almost half and increases the probability that the author will delete their original post by 80%, limiting the spread of false claims.

What It Means

Though the Community Notes program still has many kinks — and it doesn’t solve every misinformation-related challenge — it and programs like it have the potential to be game-changers for a company’s ability to address misinformation and protect its reputation because CNs:

• are literally attached to the misleading content and deliver notifications to users who previously encountered and engaged with the misinformation. This means companies may not have to spend as much energy, time, and money actively correcting the record with all audiences when a false claim spreads or trying to get them to visit a separate website to “get the facts.”
• can be tied not just to a post but to a piece of media — a video, a misleading image or infographic, etc. — so that the CN is visible whenever the content is shared, even if it’s shared by many different people.
• are seen as more independent and credible than official “fact checkers” by many people, especially those segments of society who have grown to distrust institutions and traditional media outlets.
• are published without named authors, further enhancing their credibility — if a company or their agency writes a CN, its credibility can’t be called into question because of who authored it… because no one will know who did.

For these reasons, we believe all companies — but especially those who are often victims of viral and false social media campaigns — should understand how to use CNs and embrace them as part of their broader strategies aimed at combatting misinformation.

What to Do About It

Now, how do you actually use the program and leverage CNs effectively? Here are some ways to get started:

• Learn more about the mechanics: The CN program is not the most straightforward program — you can’t just sign up today and start writing notes. There’s a complex system of impact scores calculated by how often users accurately rate the CNs of others as “helpful” or “not helpful,” how often they write notes of their own and the degree to which those notes are “helpful” or “not helpful,” and a variety of other factors. The X Help Center linked above has more information about how the program works logistically.
• Sign up for the program: Likely the best way to learn how the program works practically is to have communicators, digital listening analysts, and of course social media team members at your company sign up for CN and start experimenting with it — reading and rating others’ notes to build up their profiles and eventually earn the ability to write CNs of their own.
• Understand what a good CN looks like: Look at others’ CNs that have been approved and attached to posts and start thinking about the notes you’ll write and what the defining features will be — inclusion of reliable, high-quality sources and clear, concise, neutral language that directly addresses the false claim.
• Figure out a monitoring protocol and CN approval process that makes sense for you: Set up social listening tools to capture posts with the most common false claims about your company so you can identify misleading posts and add a note as early as possible.

The Purple team has helped some of the world’s most prominent organizations combat misinformation. If you need support protecting your enterprise value, contact us — we are here to help.

For more content like this, subscribe to the Purple Point newsletter here.

By: Maddie Wilson & Katie Pudwill

Straight to the Point

What we See: Every pundit with a pulse has churned out a think piece on the 2024 election and what it means for the shifting media landscape and where people actually consume their news. In our new media reality—where there is a deep distrust and lack of interest in traditional, legacy media—strategies that keep earned media in a silo won’t meet your objectives and achieve staying power. News consumers face information overload, curated by algorithms that amplify bias, making it clear that earned media without paid amplification is ineffective. Control over messaging is an illusion; good reporting means telling both sides and even well-crafted stories are subject to sensationalism that can amplify and give voice to critics. In other words, format matters more than the outlet.

What it Means: The days of scattershot PR campaigns are over. Winning in this new landscape requires focus on objectives over channels and rejecting the old notion that success = “being everywhere” or being somewhere that feels important. Precise messaging that is amplified to the right audience repeatedly is the key to breaking through.

What to Do: Be consistent and focus on outcomes. Precision is the key to breaking through the noise.

What We See

PESO is Dead

The 2024 election wasn’t just a political turning point—it was a wake-up call for how dramatically the media landscape has shifted. With as many adults aged 30-49 reporting they got as much as their political news from social media as they did from news websites, it’s safe to say the old media playbook no longer applies. The traditional divide between paid advertising and earned media—the hallmark of the PESO (paid, earned, shared, owned) model—is dead. If you’re not pairing earned media with paid amplification to reach your audiences where they are, you’re missing the mark.

Meanwhile, news consumers are overwhelmed and suffering from information overload. Algorithms and AI curate their feeds, bombarding them with headlines, opinions, and fragmented pieces of information that typically confirm their own biases. By and large, people don’t seek out news anymore—the news finds them. And news isn’t disciplined, fact-checked reporting. It’s polarized, self-selected, and interest-driven.

Here’s what most agencies won’t tell you: earned media can hurt more than it helps. A positive story very rarely moves the needle, but a negative one? Things can spiral out of control before you even have time to measure the impact. True “message control” in earned media engagements—even with a perfect, curated message that tests really, really well—is an illusion.

The question isn’t where your story appears anymore—it’s how. Format beats outlet. Asking where your content will appear is the wrong question. The right question is: what format will resonate with the audience you want to reach? And what format is your CEO, leader, or principal prepared for? Most natural in? Willing to even try? Short formats demand discipline—every word matters. Long formats require relinquishing control, something that often doesn’t come naturally. In Mark Zuckerberg’s’ recent three-hour interview on the Joe Rogan Experience podcast, they discussed how media consumers are more and more hungry for long-form authenticity over short, controlled sound bites. In a sea of noise, depth and authenticity cut through. Real connection to your priority audience thrives in the space beyond the headlines.

What it Means

A Strategic Shift

Achieving a “win” in this new environment means flipping the script: define your objectives first, channels later. Forget the outdated push to “be everywhere.” That’s a stone age PR agency motto, not an effective strategy. Those who successfully break through use precision to reach the right people in the right places using what we know about them, with the necessary frequency to make it stick by repeating a clear, core message across any format you choose. And finding the right audience might require outside-the-box thinking, bold partnerships and new, surprising channels, messages, or platforms to reach audiences where they are today—which could be anywhere.

Coverage doesn’t equal influence. Landing a story in the paper of record might feel like a victory, but if it doesn’t deliver consistent messaging to the right audiences, it’s irrelevant. Influence comes from consistency. Say one thing, say it clearly, and repeat it everywhere that matters. And in this new media environment, the places that matter may not be where your company is accustomed to going.

It’s past time to retire blanket approaches to earned and paid media. Success comes from aligning media efforts with enterprise value—what will drive the business forward? Start and end there. That means rejecting the PR agency status quo: endless “message pillars,” scattershot campaigns, sentiment monitoring and coverage for coverage’s sake. In today’s world, a more focused, precise approach to earned—combined with a strategy to amplify it through paid across multiple channels—delivers more impactful results.

What to Do About it

Action Steps

• Think people, not channels. Stop asking, “What outlet has the largest readership?” Instead, ask, “Who are we trying to reach, and where are they?” Formats matter more than outlets. Target your audience like a political campaign targets swing voters—go where your people are. Do the original audience research to understand what they care about. And do the work to connect what you want to say to what they want to hear.
• Reframe your approach. Coverage for coverage’s sake is pointless, and risky. Focus on outcomes. Chasing big-name media hits may satisfy internal stakeholders, but it won’t drive long-term influence, unless you’re delivering a clear, consistent message—and repeating it until you’re blue in the face.
• Simplify your priorities. Less is more. You can and will have a myriad of business priorities, but each one cannot be the title of your organizations’ story. A chapter, a citation, sure, but know and lead with the title.
• Be bold and focus on the outcome. Most agencies will sell you more: more hits, more channels, more noise. They’re wrong. Hire experts to help you deliver targeted wins with a sharper focus—and amplify them with paid media to ensure your audience sees it and then sees it again.

Influence isn’t about being everywhere—it’s about being effective. Simplify your message, connect it to your audience expectations and repeat it relentlessly. Precision is power. And consistency is how you break through the noise.

The Purple team has helped some of the world’s most well-known brands develop communications strategies to drive influence. If you need support navigating this new media environment, contact us—we are here to help.

Straight to the Point

Last week at the J.P. Morgan Healthcare Conference in San Francisco, Purple Strategies partnered with Axios to host Healthcare in a New Washington. More than 150 senior healthcare leaders joined us for an exclusive conversation on how the industry can navigate trust gaps, public skepticism, and regulatory challenges under a new administration.

The evening featured powerful insights from Kristen Morgante, Managing Partner of Purple Strategies, who shared findings from our new report, Meet the Mindful Majority. Kristen outlined how healthcare companies can adapt to meet the expectations of today’s audiences by embracing trust, transparency, and authentic communication.

As noted during her remarks, gone are the days when “trust the science” was the whole message. Our research shows that in today’s environment, the sentiment triggers distrust, but the science remains essential:

“You need the science—the industry is predicated on it—but you need to balance that with the way people are receiving information and the way you’re communicating.”

The event underscored Purple Strategies’ position as the premier partner for healthcare companies navigating complex reputational and advocacy challenges.

What We See

Trust in healthcare is eroding. Public skepticism toward institutions like pharmaceutical companies and regulators has grown, fueled by concerns about transparency and perceived financial motivations:

“Trust is declining for government, for news organizations, and most notably after COVID, for the healthcare industry.”

This skepticism has given rise to what we call the Mindful Majority—a bipartisan coalition of Americans deeply concerned about issues like wellness, ingredient safety, and preventative care:

“This is not a fringe issue. It’s not red, it’s not blue, it’s not germane to a specific demographic. It defies all demographics.”

At the same time, the way people consume information has fundamentally shifted:

“People don’t want to be force-fed information. They want organic, curated information that they’re finding themselves.”

What It Means

The Mindful Majority is reshaping the healthcare landscape, and their influence is growing. Purple’s research reveals that Americans view the current healthcare system as reactive, focused more on treatment than on wellness. This sentiment demands a rethinking of how healthcare companies engage with the public.

Purple’s findings emphasize the importance of adapting communication strategies to meet these expectations:

“The phrase ‘trust the science’ invites skepticism. Informality lends itself to credibility.”

This shift requires healthcare leaders to balance the rigor of science with authenticity in their messaging. It’s no longer enough to rely on traditional communication channels—companies must embrace informal, transparent platforms to build credibility with today’s audiences.

What to do About It

To navigate these shifts successfully, healthcare leaders need a clear plan of action to address public skepticism, build trust, and communicate authentically. Here’s how:

1. Acknowledge the Trust Gap.

Rebuilding trust starts with recognizing the skepticism many feel toward the industry:

“Acknowledge the trust gap. Companies are going to have to communicate differently and identify credible sources that people will listen to.”

2. Adapt Messaging for Today’s Audience.

Polished, corporate messaging often falls flat with today’s consumers. Recognize the value of informal communication:

“Communicating informally—like on podcasts with self-styled experts—is resonating. More people are seeking that style of information out.”

3. Define Yourself Before Others Do.

The importance of being proactive in shaping your organization’s identity is a lesson drawn from Purple’s political roots:

“One of the hallmarks of political campaigns is define yourself before you’re defined. Be proactive, identify where your weak spots are, and scenario plan for where there may be targets or opportunities.”

Discover More

For a deeper dive into the Purple insights Kristen shared during the event, download our latest report, Meet the Mindful Majority. This report explores how healthcare companies can adapt to the expectations of a changing audience and build lasting trust.

[Click here to download the report]

Stay tuned for more insights from Purple Strategies as we continue to guide healthcare leaders through this rapidly evolving landscape.

For more content like this, subscribe to the Purple Point newsletter here.

By: Tara Andersen

Straight to the Point

• WHAT WE SEE: Over the last several years, we have observed an uptick in labor-related challenges — including contentious negotiations, strikes, and organizing elections. Businesses, especially those with large, unionized workforces and vulnerable reputations, have faced increased public pressure and employee activism.
• WHAT IT MEANS: Companies are operating in a new labor environment. Those in high-visibility, complex or highly regulated industries no longer have the luxury of focusing on one issue or topic at a time. Issues are interconnected and the impacts in one area can have spillover effects in many others.
• WHAT TO DO ABOUT IT: Companies must re-evaluate how to approach issues related to organized labor or their workforce. It is important to consider labor wholistically alongside broader issues management and reputation goals.

What We See

After the dramatic, last-minute defeat of President Biden’s renomination of National Labor Relations Board (NLRB) Chair Lauren McFerran in the Senate in December, businesses across the country are perhaps breathing a small sigh of relief. Depending on who President-elect Donald Trump chooses for two open NLRB board seats, the balance of power on the board seems likely to shift away from the decidedly pro-labor approach of the Biden Administration.

But this win for business interests should not be viewed as a bellwether in how union organizing and prominent labor negotiations will proceed during the Trump Administration.

Over the last several years, with some trends starting even prior to the election of President Joe Biden, we have observed an uptick in contentious negotiations, strikes, and organizing elections. Businesses, especially those with large, unionized workforces or vulnerable reputations, have faced increased public pressure and employee activism.

Several factors lead us to believe this labor-related reputation pressure will continue.

• The presidential wildcard. With around 45 percent of union households voting for him, Trump either feels he owes something to organized labor in his new term or believes there is a continued opportunity in to play nice with certain union leaders. Early examples of this dynamic include Trump’s nomination of the Teamster-backed, labor friendly Republican Lori Chavez-DeRemer for Secretary of Labor and his mid-December Truth Social post supporting the East Coast longshoremen over “foreign companies” in the stalled port negotiations.
• Strange political bedfellows. Republicans are no longer reliable allies for corporate America. The same America First populism that strengthened Donald Trump’s victory and that has created strange bedfellows between unions and Republicans like Senators Josh Hawley Marco Rubio and Vice President-elect J.D. Vance on worker issues will continue to make it difficult for companies to count on public support from the right in negotiations and organizing fights.
• Unions are looking for wins. Despite a doubling in union election petitions under President Biden, union membership rates keep falling. Union leaders are looking to reverse this trend and prove their value to members. With public opinion behind them and massive war chests at their disposal, unions – and their allies – will continue to make their case directly to the American people. Savvy union leaders understand what they need to do to drive media coverage, social media attention, and policymaker conversation.
• Left-ward drift by many unions. The labor activist left is seeking wins far beyond the most recent organizing campaign or the bargaining table, making no secret of their desire to remake the American left through union organizing. This loosely affiliated network of individuals and organizations is well-funded with allies across progressive politics who they regularly tap to increase attention and pressure.

What It Means

Corporate reputation and labor relations are intricately linked, with unions applying corporate campaign tactics to other contexts, such as negotiations. As one labor expert observed in a post-election New York Times article, “Unions are very good at destroying reputation.”

Companies in high visibility, complex or highly regulated industries no longer have the luxury of focusing on one issue or topic at a time. Issues are now becoming increasingly interconnected and the impacts in one area can have spillover effects in many others. Companies can’t wait until a negotiation round has kicked off to prepare a communications strategy. Once an organizing effort is underway, it’s often too late to mount an effective reputation defense.

Even if labor policy improves under Trump, companies will still be operating in a new labor environment. One where union bosses are emboldened, the economic fundamentals still give workers leverage, union members aren’t afraid to break with leaders they consider ineffective, and the public largely sees value in and sides with organized labor.

What to do About It

Given these shifts in the labor environment, companies must re-evaluate how to approach issues related to organized labor or their workforce. Depending on the situation, “tried-and-true” tactics and messaging are no longer reliable.

Don’t view labor negotiations as something that happens every four or five years or assume the next organizing effort will fail because the last one did. Instead, consider labor wholistically alongside broader issues management and reputation goals.

To get ahead of future reputation challenges stemming from labor, corporate leaders should:

• Apply a data-driven approach. Know your strengths and weaknesses and use political-style research to understand your key audiences’ beliefs.
• Proactively shape and share your workforce story. Don’t assume that people know how well you pay, the types of benefits you offer, or that the majority of your employees love working for you. And don’t assume others will tell your story for you. The sooner you share a compelling story and educate key audiences with simple, understandable messages, the better.
• Be prepared to run a strong defense, especially in areas where safety, quality and workforce intersect. Unions have become smarter about their messaging. They know that topics such as work-life balance and working conditions can generate more sustained sympathy and support from the public and policymakers. If you are vulnerable in these areas, prepare for attacks.
• Deploy smarter, not necessarily louder, communications.Persuasive messages should be matched to and tailored for key audiences. Discrete deployment of messages and content allows you to reach audiences directly and consistently while reducing the friction that might come from highly visible efforts.

The Purple team has helped some of the world’s most well-known brands manage their reputation through high-profile labor and employee challenges. If you need support in this area, contact us — we are here to help.

For more content like this, subscribe to the Purple Point newsletter here.

Purple has welcomed veteran reputation, research and insights executive Jeremy Ruch to the firm as a managing director. With more than two decades of experience, Jeremy has guided clients through critical challenges and strengthened connections with stakeholders who matter most, including customers, investors, employees and policymakers.

“In an era marked by rapid transformation and complexity, Jeremy’s deep understanding of global dynamics and ability to turn insights into actionable strategies align with our commitment to help clients build enterprise value through reputation,” said Steve McMahon, Purple co-founder and CEO. “His leadership and perspective will be a tremendous asset to Purple.”

Jeremy has worked with some of the world’s largest companies across industries such as energy, healthcare, tech, retail, media and financial services. Based first in Washington, D.C., and now London, he has supported clients across the U.S., Europe, the Middle East and Africa from the warehouse to the boardroom and from the depths of crisis to the heights of an IPO. Previously, Jeremy was a partner at Brunswick Group, a senior director at FTI Consulting, and a pollster for political, public affairs and corporate clients at Public Opinion Strategies.

He holds degrees in International Relations from the University of Delaware and in Political Management from The George Washington University.

“It’s a real privilege to join a firm that I’ve admired for a long time for its uniquely confident and ambitious approach,” Jeremy said. “From regulatory shifts to geopolitical upheaval to AI, executive teams and boards are confronting an extraordinary volume of change. Bringing in the outside world to validate and pressure-test ideas and decisions is critical, and I’m so glad to be part of this team.”

By: Chris Durlak

Straight to the Point

WHAT WE SEE: As the Trump administration takes office in January, companies may be presented with unpredictable corporate reputational risks at a moment’s notice. For an example, just look at McDonald’s. On the campaign trail, McDonald’s was thrust into the spotlight when then-candidate Donald Trump worked a “shift” at a Pennsylvania location. What could have been a divisive company moment turned into a win with nine simple words: “We are not red or blue — we are golden.”

WHAT IT MEANS: Moments like the one McDonald’s faced are going to come up again. When handled correctly, they serve as opportunities for brands to assert their values and turn risky situations into reputational wins.

WHAT TO DO: Articulate your company’s values, remain true to them even when no crisis appears on the horizon, and stay ready to articulate and defend them if an issue arises. Companies that are prepared to do so are best positioned to protect both reputation and enterprise value.

WHAT WE SEE:

As with all incoming Presidential administrations, a second Trump term signals a time for uncertainty for companies and corporate leaders across industries. As we saw throughout President Trump’s first term in office, companies may be presented with unpredictable corporate reputational risks at a moment’s notice. We’ve already seen examples of this happening in the lead up to the election.

In October 2024, when then-candidate Donald Trump worked a “shift” at a Pennsylvania McDonald’s, the company was thrust into the spotlight. Its response became a masterclass in corporate reputation management. Trump’s 20-minute appearance at a closed store prompted the fast-food giant to issue a statement to its 1.7M+ employees, affirming that the company does not endorse political candidates, saying: “We are not red or blue — we are golden.”

Speaking apolitically, this internal statement — which was also shared with the media — served as a strong response to a potentially vulnerable situation for McDonald’s reputation. In just nine words, the multibillion-dollar company demonstrated how strategic messaging can transcend political division while reinforcing core brand equity. This approach provides a framework for companies facing similar challenges in today’s polarized environment.

What’s more, companies today face increasing pressure from the media/social media complex to pick a side. Whether it’s a news outlet or an influencer, the message is often the same: “Our side is better for you,” or worse, “We won’t attack you if you align with us.” This is almost never the case. The reality is that taking sides often alienates large segments of stakeholders and erodes trust, making neutrality, authenticity, and value-driven messaging even more critical in these moments.

As we enter a second Trump presidency and a new era in Washington, companies across sectors may be faced with challenges sparked by political debates — debates that could negatively impact their brands.

WHAT IT MEANS:

Even when they try to avoid them, companies can find themselves at the center of politically divisive moments. The recently shifting landscape of Corporate DEI programs, which we discussed in a September issue of this newsletter, is an example of this. While the advocacy efforts and public criticism from influencer Robby Starbuck didn’t fully represent the corporate world’s DEI problem, he was able to throw gasoline on it.

In this highly politicized environment, companies must remain vigilant and ready to act. The upcoming Trump presidency is likely to present surprise moments, like the one McDonald’s experienced on the campaign trail. While these moments can serve as moments of corporate and brand risk, when handled correctly, they can also be opportunities for brands to prove who they really are and walk away with a reputational win.

There’s no one-size-fits-all solution for these situations. A few years ago, corporate purpose projects were all the rage, but the good ones are the ones that make deciding what to do in these moments pretty easy. For example, some companies take a firm stance that if an issue doesn’t directly relate to their business, they won’t get involved or respond. Yet, these same companies often share purpose statements about “changing humanity” or solving global challenges, which creates misalignment and confusion. Purpose, when authentic and actionable, should guide companies in these moments, ensuring their response aligns with what they stand for and how they operate.

WHAT TO DO ABOUT IT:

McDonald’s response was effective because it reinforced that its brand’s true value lies in the authentic connections it builds with customers across the country and world. The company used the moment to point to its corporate mission to make “delicious, feel-good moments easy for everyone.”

To navigate other unexpected politically sparked moments, corporate leaders should:

• Keep their eyes open for unexpected opportunities and map out potential issues in advance. The speed of social media means brands need to actively monitor what’s happening in real time while also preparing for a host of predictable issues that may arise. Develop internal guidelines and proactively map out scenarios most likely to impact your business. For each, have response plans and key messages ready to go, ensuring your communications team can move quickly and confidently when needed.
• Make sure the plan isn’t just about mitigating a problem but amplifying a win. When crafting a response to a politically charged or reputationally vulnerable moment, the goal shouldn’t just be damage control. It should be about seizing an opportunity to reinforce and elevate your brand’s core strengths. Mitigation ensures you neutralize immediate risks, but amplification can create lasting positive impressions with consumers.
• Know your company values and share them widely to be in the best position to succeed. The most effective defense against political polarization is to consistently and authentically deliver on your fundamental promise to customers. When controversy strikes, redirect attention to what makes your brand unique, and what you do best.

Being prepared may be the most powerful stance a brand can take as they navigate the challenges ahead in the next few years.

If your company is determining the best way to navigate reputational challenges like the one McDonald’s faced, we are here to help. Don’t hesitate to reach out to see how we can support you.

For more content like this, subscribe to the Purple Point newsletter here.

By: Stephen Smith

Straight to the Point

• WHAT WE SEE: RFK Jr.’s criticism of “big” pharma, food, chemical and agriculture resonate broadly, tapping into a public perception that corporations have captured their regulators and contributed to a wide range of adverse health outcomes. While RFK Jr. remains a polarizing figure, the issues he is raising are mainstream and many receive majority support.
• WHAT IT MEANS: Winning campaigns run on wedge issues that unify their base and divide their opponents, and the “Make America Healthy Again” (MAHA) platform provides a roadmap full of wedge issues for a Republican-led Washington that rally support and divide opposition with major implications for corporate America.
• WHAT TO DO ABOUT IT: Whatever role RFK Jr. plays in the next Trump administration, corporate leaders can’t rely on elite media fact checking or standard corporate counter arguments—if they ever could. These old messages fail head-to-head and not just among the ultra MAHA. It’s not about telling the same story better; it’s about having a better story to tell through more credible voices than the distrusted public health establishment.

What We See

Pharmaceutical, food, chemical and agricultural companies are set to face intense scrutiny under a continued alliance between Robert F. Kennedy, Jr. and President-elect Trump. And this administration will drive significant, possibly disruptive changes in health policy, impacting multiple industries.

Indeed, at a closing rally in Madison Square Garden on October 27, RFK Jr. spoke out against “big pharma, big ag, big food, big chemicals” and a system that’s “given us the sickest children in the history of the world” and a chronic disease epidemic that he claims affects 60% of Americans.

President Trump’s immediate reaction: “Go wild, Robert.”

In our post-election research among the U.S. informed public, RFK Jr. has shifted from a legacy Democratic figure to an unexpected star within the MAGA movement. While his personal favorability is notable, with 45% of respondents viewing him favorably and a striking 72% favorability among Trump voters, it’s the issues he’s championing that resonate even more powerfully across political lines.

By tapping into widespread anti-corporate sentiment, RFK Jr. is calling out large corporations for practices that he claims have jeopardized public health for decades, including the use of toxic chemicals within ultra-processed foods.

Our data with the U.S. informed public shows that a majority of respondents were “mostly” or “very” concerned with widespread use of pesticides (72%), Americans’ diet of ultra-processed foods (72%), the presence of micro/nanoplastics (71%), the quality of drinking water (62%) and the health impact of vaccines (52%).

While the media often focuses on his vaccine skepticism or eccentric issues like raw milk or fluoridated water, the numbers confirm that his issues are no longer niche worries but mainstream concerns across the political spectrum.

What It Means

RFK Jr.’s appeal lies not only in his public profile but in the power of the issues he’s elevating—concerns about public health, corporate accountability and government oversight—that resonate across the political spectrum. His criticisms of regulatory agencies, like the FDA and USDA, and of industries perceived to prioritize profit over health, have struck a chord with a public increasingly skeptical of institutional assurances.

Given how polarizing and personality-driven today’s political issues have become, we tested arguments both as coming from RFK Jr. and as standalone concerns—and the results among the U.S. informed public were surprising. When we attribute the arguments to him, we found that his position won nine times out of 10 including the following three:

“Regulatory agencies are too closely tied to pharmaceutical interests, which may compromise public health” (68%) vs “Regulatory agencies are independent entities that promote public health without interference from pharmaceutical interests.” (32%)

“Micro and nanoplastics in food and water disrupt hormones and present toxicity risks that can harm public health” (69%) vs “Current research shows no impact of micro and nanoplastics on human health.” (31%)

“Beneficiaries of [SNAP] should not be able to use their benefits to purchase sweetened drinks (e.g. soda, sugary juices, etc.), as they have been shown to detrimentally impact health.” (55%) vs “Beneficiaries of [SNAP] should be able to use their benefits as they see fit, including to purchase sweetened drinks (e.g. soda, sugary juices etc.) as this is a question of freedom of choice.” (45%)

When we forced the same choice without attributing these arguments to Kennedy, we found that association with RFK Jr. makes the arguments +7.3% more effective with Trump voters without detracting from Harris voters at all (+0.1% effect).

The standard resistance playbook—painting Kennedy as a fringe extremist—won’t work. His policies rallies Trump voters without alienating Harris voters, creating cross-ideological appeal. The power of Kennedy’s voice is that it gives credibility to critiques of agencies like the FDA and USDA that can’t be easily dismissed.

Relying on ‘trust the science’ won’t cut it anymore. In this climate, companies need a different story—one that speaks directly to public concerns with honesty and transparency. It’s not about telling the same story better; it’s about having a better story to tell.

Winning campaigns run on wedge issues that unify their base and divide their opponents, and the “Make America Healthy Again” platform provides a roadmap full of wedge issues for a Republican-led Washington in 2025 and beyond.

What to do About It

So, what can companies do to protect their license to operate in the current political moment and a media environment increasingly influenced by, to quote the Wall Street Journal, “the world of bros, dudes, online pranksters and ultimate fighters”?

1) Recognize the limitations of carefully worded and vetted statements that rely on a level of institutional trust in science that no longer exists.

Saying that GMOs have “undergone extensive testing and are considered safe,” for example, is a loser on net. Indeed 57% believe instead that they “pose unknown health risks and environmental harm”—and 62% of Republicans believe so.

2) Recognize that Trump values visible wins. If possible, consider providing an opportunity for the administration to claim a victory—something they can announce and take credit for. Such a move could offer greater transparency around ingredients or committing to phase out certain practices. While it’s not always feasible, identifying a “win” for the administration can go a long way in building goodwill.

3) Develop a media strategy that accounts for the “manosphere” and an environment where “going direct” is increasingly widespread, especially but not exclusively in the tech world, from Elon Musk and Mark Zuckerberg to Howard Schultz and John Mackey.

4) Utilize sources of credibility beyond the distrusted public health establishment that’s in severe reputational decline. What allied voice can you orchestrate that plays well in a Trump Washington without alienating Democratic stakeholders?

There’s no single approach to the challenge that Kennedy and “Make America Healthy Again” poses to pharmaceutical, quick service, consumer packaged goods and agricultural leaders.

If your company is facing these complex challenges, we have experience navigating similar situations and are here to help. Don’t hesitate to reach out to see how we can support you.

For more content like this, subscribe to the Purple Point newsletter here.

Straight to the Point

• What We See: A Harris presidency would likely bring a focus on regulation, economic security, and equity, expecting businesses to meet these priorities head-on.
• What It Means: Companies prepared to align with these goals could see strong support, while those ignoring them may face scrutiny.
• What To Do About It: Look for opportunities to showcase how your company’s actions align with economic opportunity, sustainability, and community resilience.

Last week, we heard from Purple Strategies Founder and veteran Republican strategist Alex Castellanos about preparing for a Trump victory. This week, we sat down with Purple Senior Advisor and veteran Democratic strategist Donna Brazile to discuss what a Harris presidency would mean for major companies and how they should prepare.

01: What We See

If Kamala Harris takes office, businesses can expect an administration prioritizing economic security, climate resilience, and equity—not just through regulation but through partnership with companies ready to contribute. Harris’s approach centers on building a resilient economy that rewards businesses demonstrating real commitment to these values. This could mean opportunities for companies that invest in infrastructure, sustainable practices, and fair labor standards.

However, with this partnership also comes accountability. Businesses perceived as out of sync with these priorities—especially if seen as exploiting economic challenges or failing to meet fair labor standards—could find themselves facing heightened scrutiny. A Harris administration won’t shy away from tackling perceived excesses, making it crucial for companies to demonstrate their role as constructive players in America’s future.

02: What It Means

For businesses, this signals both a challenge and an opportunity. Harris’s agenda would likely reward companies that go beyond surface-level gestures, proving through actions and transparency their commitment to a stable, inclusive economy. Companies investing in the middle class, manufacturing jobs, and green initiatives will be better positioned to align with the administration’s goals. Her administration will seek to regulate industries perceived as exploitative—particularly healthcare, tech, and energy—but will reward those making genuine contributions to societal well-being.

This environment calls for clear and proactive engagement. Companies showing they are genuine partners in advancing economic resilience and sustainability can expect favorable treatment and opportunities for collaboration. However, the expectation will be for action, not just rhetoric—an edge Harris’s administration will bring to ensure businesses deliver tangible benefits to communities and consumers alike.

03: What To Do About It

• Align with Core Priorities: Whether it’s infrastructure, clean energy, or workforce development, businesses need to take real steps toward aligning with the administration’s key focuses. Proactive communication around these initiatives will resonate with both policymakers and the public.
• Anticipate Accountability: Prepare for closer scrutiny, especially around price transparency and corporate responsibility. Companies that can demonstrate a commitment to fair practices and consumer value will be more likely to avoid regulatory challenges and build trust.
• Engage with Broader Concerns: Harris’s supporters want economic security, sustainability, and labor fairness. Reflecting these values in your business’s actions and messaging not only strengthens community ties but ensures your company is viewed as part of the solution.

Straight to the Point

• What We See: Populism is taking over. Businesses are no longer just battling regulations—they’re fighting for trust.
• What It Means: Don’t get small and pick sides. In this divided world, staying big and standing for your values matters more than ever.
• What To Do About It: Focus on building trust with all stakeholders and prepare for heightened scrutiny from both political sides.

In this edition, we spoke with Purple Strategies Founder Alex Castellanos, a leading Republican strategist and veteran political communicator, about what businesses should be doing and preparing for if Donald Trump wins the presidency. Stay tuned for our next issue, where we’ll hear from Purple Senior Advisor Donna Brazile, who will share insights on what businesses should be doing if Kamala Harris takes the White House.

By: Alex Castellanos

01: What We See

Trump Wins: What It Means for Corporate Reputation

This election isn’t about the traditional left versus right or Republican versus Democrat divide. It’s about insiders versus outsiders, and in many ways, populism is the real winner, no matter which party takes the White House.

Republicans used to believe big government was the primary threat to freedom. Democrats used to believe big business was. But today, both sides share a new belief: Big government and big business often conspire to take away the freedoms of regular, working-class people. Whether it’s a Bernie Sanders Democrat or a Donald Trump Republican, more and more people feel like their voices aren’t being heard.

For businesses, this means the game has changed. It’s no longer enough to placate regulators and legislators. You must reach beyond the insiders and speak directly to the regular, working-class outsiders who feel disenfranchised. They’re expecting more from companies—not just to act responsibly but to speak to them in a direct, consistent way that aligns with their values. This shift in expectations is something that businesses can’t afford to overlook.

02: What It Means

What does this mean for your business? First, recognize that how you operate in the political sphere must change. You can no longer just focus on keeping the regulators happy. In this new environment, companies that choose sides on divisive issues will find they have chosen trouble. You’ll antagonize one side or the other—or worse, both.

Instead, look for the path that lets you rise above the political fray. As much as possible, avoid getting caught up in issue controversies. You don’t want to split your workforce or your consumers down the middle. The companies that have been successful in this environment empower their employees to take stances as individuals while the company stays focused on its mission: surviving, succeeding, and ensuring everyone can keep their paychecks and jobs.

Does this mean your company should avoid standing up for its values? No! In fact, it’s the opposite. Just remember: Values unite, and policy divides.

So don’t go low, go high. Keep it big. Demonstrate that you lead a company that believes it is good for business to do what is right.

And as you speak to Trump or Harris supporters—respect their points of view.

The Trump voter feels like the things that hold us together as Americans are falling apart. They feel like we no longer share the same beliefs, salute the same flag, or even agree on what defines a man or a woman. When you speak to these voters, they need to know that you’re a company that values what holds this country together. Trump and Harris are trying to tap into this. Projecting strength, unity, and an optimistic vision of the future is more important than day-to-day politics.

03: What To Do About It

Stay Out of Divisive Issues: As Michael Jordan once said, “Republicans buy shoes too.” Remember, you are a company whose mission is to serve people, not a political party whose goal is to divide them. Campaigns and political parties want to divide their stakeholders. You don’t. When you embrace division, you risk pleasing no one. The more you stay above the fray, the better positioned you’ll be to speak to all sides.

Empower Your Employees: There is an alternative. Instead of the company taking sides, empower your employees to become politically active as individuals. Support them as they voice their opinions while your company focuses on its mission of providing success, paychecks, and jobs.

Prepare for Populism: Regardless of who wins this election, prepare for the rise of populism. The days when the Republican party simply championed unfettered capitalism are over. Now, even Republicans will look closer at big business, especially big health, big pharma, and big food. We will see populist alliances across party lines, with legislators trying to shift power from big business to the hands of consumers. Get ready: Big business will face increasingly difficult times.

Be Good to Be Great: People can only judge others through the prism of their own human experience. When a company disappoints, it is always because it did something we believe a good person would not do. Your company must reassure stakeholders that you are a great company because you are also a good one.

The world is moving faster than ever, and businesses can’t afford to cling to yesterday’s success. If your company is saying, “If only consumers understood how valuable we are,” you’re already falling behind. Reimagine the next day. Don’t wait for the storm to hit before you act. Build trust now, communicate with your stakeholders today, and let them know who you are and what you stand for.

If you think you must act differently depending on whether Trump or Harris wins, you will likely alienate half the country. Instead, rise higher. Let people see leadership that transcends politics.

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This article first appeared in Purple Point, our newsletter for perspectives and insights to navigate change and build enterprise value. Subscribe to Purple Point.

Straight to the Point:

What we see: Our political and social echo chambers are driving fear and distrust, leading to the continued spread of misinformation that can have a real and significant impact on companies and enterprise value.

What it Means: Misinformation can drive the decision-making of everyday consumers and other stakeholders who can control a company’s license to operate, including regulators and policymakers

What to Do: Understand different ways to combat misinformation, its spread, and its impact beyond just getting into a fight over facts. The rational approach is almost never enough to combat what is ultimately a phenomenon driven by irrational thinking.

Read on for more data and insights into how to address misinformation and protect your company’s enterprise value.

The Elephant No Longer in the Room

By: Alec Jacobs

This might be obvious to anyone who’s ever cracked open a laptop or scrolled through a social media feed at any point in the last decade: there’s a huge amount of information out there, and a lot of it is flat out untrue.

It’s now at the point where “truth” itself can seem subjective. When people talk about “doing their own research,” they’re usually talking about a Google search and cherry-picking info to make what they want to be true.

That’s not good for society — and that’s not good for business, either. Misinformation not only erodes public trust but also poses a direct threat to corporate reputation and, by extension, enterprise value.

What We See:

We’ve been in the reputation business for a long time — and let’s just say, misinformation isn’t a new phenomenon.

Misinformation has been a force in politics from the jump as another election cycle looms, politicians are once again playing fast-and-loose with facts. A recent Axios/Harris poll reveals a sobering truth: America’s primary concern is politicians leveraging misinformation to manipulate their base.

The same poll shows that 41% of Republicans and 34% of Democrats believe they’re not susceptible to misinformation. And as you may have guessed, the widespread belief in personal immunity to misinformation is, ironically, one of the factors that makes it so pervasive and dangerous.

Daniel Kahneman (Nobel Prize winner and leading scholar on belief formation) posited in his book “Thinking, Fast and Slow” that these belief systems we hold onto are created largely instantaneously, irrationally, and stubbornly, rather than slowly, deliberately, thoughtfully and openly.

We’re standing our ground in our echo chambers of belief, harder than ever, which goes far beyond impacting just the election.

Spoiler alert: we’re all susceptible to misinformation — from your average Joe to the policymaker, regulator or customer.

What It Means:

This is more than just a political problem or a social media headache. It’s a serious threat to business. No company is immune. Whether you’re a global brand or local business, misinformation can seep into any space and leave lasting damage. It often starts small, but before you know it, it erodes trust and damages credibility. By the time it’s addressed, it may have taken a toll on reputation and even the bottom line.

So … to demonstrate the impact misinformation can have on a company, we created a fake social media campaign targeting an informed segment of the U.S. public. We made up an ingredient in toothpaste, claimed it was harmful, and even made it look like it was coming from a law firm soliciting plaintiffs for an upcoming lawsuit.

A whopping 42% found it believable, and 62% said they would be concerned if they used this (not real) product.

That’s nearly HALF of potential customers who were ready to drop this product, and potentially the company that makes this product over a complete fabrication. We’re talking long-term damage to market value, stakeholder trust, and those delicate regulatory relationships you work so hard to build and maintain.

Where else can you anticipate misinformation leaving its mark?

• Policymakers publicly calling out or refusing to partner or engage with a company
• Business partners backing out of joint initiatives
• Regulators with strongly held beliefs not easily swayed by new data or information

While social media companies have made significant strides in addressing many challenges with the spread of misinformation most harmful to people’s health, for example, they can’t be expected to mitigate every issue. Their focus is rightly on the most extreme cases, and it’s unrealistic to expect them to wade into the more nuanced or less-visible problems.

It’s these less apparent, but equally harmful, instances of misinformation that demand our attention and strategic response.

 

What To Do About It:

Facts alone are insufficient to combat misinformation, yet many companies rely solely on this approach. Start with these practices:

Understand and leverage skepticism. In today’s climate of widespread skepticism, a more effective strategy is to encourage critical thinking. Here are a few that we recommend:

• Encourage source evaluation: Guide key influencers, customers, and partners through the process of assessing the credibility and motivations behind information sources. Provide tools and techniques for verifying claims and identifying potential biases.
• Promote media literacy: Offer resources and workshops to help influencers distinguish between credible information and manipulative content. Focus on developing critical thinking skills that can be applied across various media platforms. Collaborate with external media literacy experts to lead these sessions.
• Foster open dialogue: Create platforms for transparent discussions between employees, customers, policymakers, and external partners about concerns and misconceptions, allowing for the organic dispelling of false beliefs. Encourage respectful debate and the sharing of diverse perspectives. Facilitate these dialogues through internal communications teams or by bringing in external mediators.
• Leverage third-party validators: Have your communications or public affairs team collaborate with trusted industry experts, academic institutions, or independent researchers to corroborate your claims and provide unbiased perspectives. This can significantly enhance your credibility.

Prioritize significant issues. Reserve your resources for matters that directly impact your financial performance or reputation. When assessing the importance of an issue, your leadership and communications team should consider which key stakeholders are affected, whether these audiences are crucial to your business, and if their actions or your response could lead to a boycott or negative media attention that affects your revenue.

Learn from criticism and implement meaningful improvements.Not everything you hear about your company or product is misinformation. It’s important to distinguish between baseless claims and legitimate concerns. When the criticism is valid, it’s an opportunity to improve, not dismiss. Addressing legitimate feedback with meaningful changes shows accountability and a commitment to continuous improvement. This not only strengthens your reputation but also builds trust with customers, investors, and external partners, showing that your organization is responsive and focused on excellence, rather than simply writing off every challenge as misinformation.

It’s easy to feel like you can’t make a difference when the challenge of misinformation seems overwhelming. But with careful planning and a thoughtful strategy, there’s actually a lot you can do. By staying informed, deliberate, and proactive, you can protect your reputation and mitigate the impact of misinformation.

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This article first appeared in Purple Point, our newsletter for perspectives and insights to navigate change and build enterprise value. Subscribe to Purple Point.