The recent headlines about Stan Richards’ controversial comments regarding their Motel 6 client sounded an alarm bell throughout the advertising and marketing industry, especially as it relates to multicultural marketing. As the recent Dallas Morning News story reports, Mr. Richards stated in a meeting at the ad agency’s office that a particular ad pitch for Motel 6 was “too Black” for its “white supremacist constituents.” The statements were reportedly made during an internal meeting to discuss an idea for celebrating Black artists in a Motel 6 campaign.
The ensuing reaction by the firm’s clients was a bloodbath: In addition to losing the Motel 6 account, The Richard Group also lost accounts for Home Depot, Keurig/Dr. Pepper/Keurig, H-E-B, Orkin and Advanced Auto Parts. Last year, The Richards Group reported revenues of $200 million, but the loss of these large accounts will lead to the loss of many jobs at the firm.
Mr. Richards has apologized for his misstatements and assured us that he has never uttered racists comments in the past. He “fired” himself from the firm while operations will be assumed by his hand-picked successor, Glen Dady, who has worked with Richards for 40 years. In addition, Richards is planning to create a new position on diversity, equity and inclusion; begin bias training for staff; and commit to becoming more “culturally relevant.”
In the past, such apologies may have been forgiven in due time but the current volatile climate for race relations in the U.S. suggests that The Richards Group will feel the pain for a longer period of time. With such a close relationship to his successor, one wonders if changes will indeed occur or whether traditional practices will continue.
As a research professional who has evaluated multicultural campaigns for the past 45 years, it is indeed difficult to understand why Mr. Richards felt the need to make the controversial statements about the multicultural campaign. In the normal course of campaigns, it is customary to conduct focus group research with members of the target audiences and let them judge the appropriateness of the advertising concept for themselves or members of their communities. Why would Mr. Richards feel like his views should override the views of the Black or white customers for Motel 6? And why telegraph the message that Blacks are not welcomed at Motel 6 or that its preferred customers are “white supremacists?” While Mr. Richards is described as being “fiercely independent,” it appears consultation with a multicultural expert may have been the best approach.
This unfortunate incident underscores a general problem that permeates academic institutions today, that is, the relative absence of courses in multicultural marketing, public relations and research. The multicultural segment in the U.S. numbering 120 million in 2019, has brought considerable cultural and linguistic diversity to this nation, and continues to challenge the work of advertising agencies and research practitioners. Unfortunately, these industries have not kept pace with the changing composition of the U.S. population, and college graduates are not receiving sufficient training regarding the best communicative strategies for this growing segment. Instead, academics have chosen to focus their curricula on international markets rather than the more relevant issues related to U.S. multicultural consumers – a pattern that needs to change.
Certainly, it is never too late to make a company more culturally relevant, especially if your client base serves a large segment of multicultural consumers. Like the recent experience of racially profiling Black customers by Starbucks, The Richards Group reputation may benefit from staff bias training to staff and hiring someone to lead a newly created diversity, equity and inclusion department. In my opinion, however, this transformation will require more substantive changes in order to be successful. My suggested changes include the following:
· Hiring multicultural staff – Blacks, Hispanics and Asians – to become key members of the advertising staff. Aside from ethnicity, these individuals should be experienced professionals that understand these communities.
· Ensure that the Board of Directors includes multicultural members who are seasoned professionals with intimate knowledge of multicultural communities.
· Persuade academic institutions to include courses on multicultural marketing, public relations, and research in marketing and advertising departments – thus ensuring that future generations of college graduates will have the foundation to make better judgments regarding multicultural consumers.
It will take time for The Richards Group to recover from this unfortunate incident, and the firm is paying dearly for its misstep. On the bright side, however, this experience provides a strong message to the broader advertising and marketing communities that their activities as well as their clientele will be closely watched in the current climate of fragile race relations.
