When Brands Ignore Social Values

How can 15 seconds of content undo years of brand building? Good Good Golf discovered the answer after releasing an advertisement for its co-branded Callaway driver. The video, which depicted a male golfer pushing a female golfer to the ground, generated immediate criticism. Within days, retailers removed Good Good merchandise, Callaway ended the partnership, a television program was cancelled, and Good Good withdrew as title sponsor of a PGA Tour event. Callaway also acknowledged approving the advertisement and pledged $1 million to organizations working to prevent violence against women.

This case demonstrates why environmental scanning must extend beyond economic forecasts and competitor activity. Marketers must also monitor sociocultural trends – the changing values, attitudes, and expectations that influence how audiences interpret brand messages. A concept that seems provocative or humorous inside a creative team may communicate something entirely different when released into a broader cultural environment.

The controversy also reveals that brand reputation is shared across an entire marketing ecosystem. Good Good appeared in the advertisement, but Callaway approved it. Retailers, sponsors, media partners, and the PGA Tour then faced decisions about whether continuing their associations might damage their own reputations. A horrible creative choice quickly became a strategic problem involving partnerships, distribution, sponsorships, and corporate responsibility. Forbes contributor Kian Bakhtiari argues that when consumers feel uncertain about the future, they often seek comfort in familiar brands. However, familiarity alone is insufficient. Brands must provide emotional reassurance while helping consumers imagine a more hopeful future. Content that conflicts with those expectations can destroy the sense of trust that makes familiarity valuable. This is a cautionary tale for marketers. Attention is not the same as brand value. Before asking whether content will attract views, marketers should ask what those views will teach consumers about the brand and whether that message deserves to travel.

Discussion questions and Activities

  1. Which sociocultural factors and trends should Good Good and Callaway have identified before approving the advertisement?
  2. How did the relationships among the brands, retailers, media partners, and PGA Tour amplify the consequences?
  3. Was Callaway’s apology, decision to end the partnership, and $1 million pledge an effective response or could these actions be perceived as reactive? What else should the company have done?
  4. Follow the trend. Use Google Trends and recent news coverage to examine public interest in “Good Good Golf” and “Callaway.” What does the search activity suggest about how quickly a brand issue can expand beyond its original audience?
  5. Build the crisis timeline. In teams, map the advertisement’s release, public reaction, corporate statements, retailer decisions, partnership termination, and sponsorship withdrawal. Identify the point at which the situation became a business crisis rather than only a communications problem.
  6. Create a content-approval system. Design a five-step review process that Callaway could use for future partner-created content. Identify who approves the content, what questions must be asked, and which potential risks would automatically trigger senior review.
  7. Conduct an online reputation audit. Review Reuters coverage of the controversy and compare it with Good Good’s and Callaway’s public responses. Evaluate each organization on response speed, accountability, consistency, corrective action, and credibility. Conclude with three recommendations for rebuilding trust.

References

Bakhtiari, Kian (26  February 2026) 7 Cultural trends for 2026 and Beyond, Forbes; Deighton, Katie (29 August 2026) The magic number: $1 million, WSJ Leadership Institute; Greif, Andrew (27 August, 2026), Callaway severs ties with golf brand after controversial ad sparks outrage, NBC News Digital; Shanoff, Dan (28 August 2026) Good Good Golf’s bad bad week: Timeline of implosion following controversial Callaway ad, The Athletic.

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The Business Behind the Brand

What does a football club have in common with a company buying millions of dollars in software? Both are customers and both expect marketing to deliver more than a memorable message. When we think about marketing, we often picture individuals choosing a restaurant, phone, or streaming service. But organizations are customers too. Their decisions involve budgets, multiple stakeholders, long buying journeys, and pressure to demonstrate results. The latest thinking in B2B marketing shows why understanding those customers requires more than knowing what they want to buy.

The Association of National Advertisers’ research highlights a challenge: 98% of respondents consider creativity extremely or very important, but fewer than half are equally confident in measuring its impact. The issue is not whether creativity matters. It is whether marketers can connect creativity to business outcomes such as pipeline, revenue, trust, and differentiation. SAS’s partnership with Liverpool FC offers an interesting example. SAS provides data analytics for the club while using the partnership to build brand awareness. Its “Make the Smart Play with Data & AI” message connects a complex business service to a familiar, emotionally engaging environment. The strategy suggests that B2B buyers are still people who respond to stories, experiences, and recognizable brands.

A CFO may care about financial performance, a marketing director about customer insight, and an employee about ease of use. Effective B2B marketing connects these different needs to one clear value proposition. B2B marketing is complex, but the lesson is simple. Organizations have different needs, multiple people influence the buying decision, and marketers must show how their products create value. Effective B2B marketing connects those needs to a clear message and measurable business results.

Discussion Questions and Activities

  1. Watch the video about SAS’s Liverpool FC partnership and discuss how the partnership demonstrates the role of emotion in B2B marketing.
  2. Why might a B2B marketer need to communicate different benefits to different people within the same organization?
  3. What can B2B marketers learn from successful consumer-facing brands like Owala or Nike about building trust, creating emotional connections, and influencing organizational buying decisions?
  4. How should marketers measure the effectiveness of a creative campaign when the buying journey may take months or years?
  5. The Organizational Buying Committee. In groups, students choose an organization that might purchase SAS analytics, a workplace meal service like Door Dash, or another B2B product. They identify three to five people involved in the decision, describe each person’s priorities, and create a value proposition that addresses the committee as a whole.
  6. Online Brand Investigation. Students visit the official websites of SAS, Liverpool FC, and one additional B2B brand of their choice. They identify how each brand communicates value to organizational customers. Students then compare the brands and explain which uses emotional or functional benefits most effectively.

Sources

Byrd, Andrew (4 September 2026) B2B marketers are rethinking creative effectiveness, Chief Marketer; Klara, Robert (19 August 2026), Data giant SAS’s deal with Liverpool FC signals a broader B2B shift, Adweek.

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DoorDash. It’s More than a Meal

What if your next DoorDash order says more about your lifestyle than your appetite? Consumer behavior is changing, and marketers must look beyond what people buy to understand why they buy it. Boston Consulting Group’s 2026 research identifies five enduring themes: value over price, the longevity mindset, solo living, a new trust compass, and AI-guided decision making. Together, these themes suggest that convenience is no longer simply about saving money or time. It is about fitting products and services into the lives consumers want to live.

DoorDash offers a useful example. In Canada, Hard Work Club’s “Your Door to More” campaign positioned delivery as a spontaneous break from monotony rather than a luxury. Its dancing customers included parents feeding children and a couple waiting for medicine. The message was emotional as well as functional demonstrating that delivery can help people manage everyday challenges and create moments of relief.

DoorDash’s workplace business shows another shift. According to Fast Casual, companies increasingly use meal benefits to support employee satisfaction, office attendance, and talent outcomes. The same service that delivers dinner to a student’s apartment can also help an employer coordinate meals for a hybrid workforce. Marketers know that segmentation should consider changing lifestyles and consumer behaviors, not just demographics. A solo student, a busy parent, and a remote employee may all value delivery, but for different reasons. Effective marketing identifies those motivations and builds a value proposition around them. As future marketers, ask yourself: Is DoorDash selling food, convenience, time, connection, or all four? The answer may depend less on the product than on the consumer’s situation.

Discussion Questions and Activities

  1. How does DoorDash’s “Your Door to More” campaign ad use emotional benefits to change consumer perceptions of delivery?
  2. Which of BCG’s five consumer themes best explains the growth of delivery services? Defend your choice.
  3. How might DoorDash’s marketing differ for a college student, a solo-living professional, and a company purchasing workplace meals?
  4. Segment the Customer. In small groups, create three DoorDash customer profiles. Name the profile, then identify each customer’s needs, perceived value, and most persuasive marketing message. Share your results with the class.
  5. Convenience Marketing Challenge. Ask students to compare how different brands respond to changing consumer needs and develop a marketing idea based on their findings.

Sources

Bharadwaj, Aparna., et al. (2026, August 26) Global consumers have moved on. Has your growth strategy caught up? Boston Consulting Group; Pasquarelli, Adrianne (2026, July 23) Hard Work Club is changing consumer behavior, Ad Age; Fast Casual (2026, September 4) DoorDash: Workplace meals help bring employees back to the office, Fast Casual.

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