Best Practices: CPQ (Configure, Price, Quote)

Best Practices:
CPQ (Configure, Price, Quote)

Use CPQ (Configure, Price, Quote) Wisely!

In recent years, businesses have adopted to CPQ (Configure, Price, Quote) systems to provide configurable products as a personalization option for their customers. CPQ systems provide the flexibility for a customer to mix and match options available for a product they are interested in while simultaneously delivering a personalized end-to-end buying experience. Its also important to be mindful of launching the right strategy for CPQ functionality for your end customer, with a well thought out roadmap based on an array of factors including, customer behavior, business needs, and market trends. 

With that said, the adoption of CPQ isn’t necessarily for everyone, but it’s critical to start by answering the broad question, ‘Will this offering really accommodate and help the customer to make their buying decision?’ As we keep the customer at the center of everything we do, it’s critical to make the path to purchase completely seamless while simultaneously empowering the user. 

In most cases, the adoption of a CPQ strategy will have a direct impact on conversion rates and revenue. If the right CPQ strategy is not rolled out for the market segment that you are targeting it could spell disaster on conversion rates. Also, the longer it takes for the customer to complete the buying journey could directly impact the revenue. 

The broader considerations can be split further into more granular aspects as listed:

Customer Behavior

  • Age of the customers interacting actively with the brand.
  • The cultural background of the end customers.
  • Existing brand engagement metrics.
  • Market sentiments towards the brand.

Business Needs

  • Challenges in maintaining Product data.
  • Challenges in materials procurement.
  • Challenges in stock allocation.
  • Challenges in production for pre-configured items with demand.
  • Challenges in the maintenance of pricing for pre-configured products.

Upcoming Market-Trends

  • Trends are driven by social media and networking.
  • Innovation or market disruptions related to the product lines.
  • Transparency on pricing options.

It has become essential for businesses to strike a balance on having the right mix of options, messaging, and possibly gamification of the customer buying journey for a configurable product and also make it responsive enough to be delivered to any digital touchpoint where the customer interacts with the brand. Also, in addition to rolling out a product personalization feature to the customer, it is also important to monitor the interactions of the end customer with the CPQ feature. This provides valuable insights to allow you to improve upon your offering to ultimately enhance customer experience and conversion rates.

Apart from the major business considerations, it is equally important to choose the right CPQ product and eCommerce stack that can work well with your backend systems (ERP, CRM, etc.).  

All the above-mentioned considerations, analysis and decision making can seem intimidating. Here at BORN Group we specialize in CPQ and can help you to navigate a rollout strategy along with ongoing maintenance. Please feel free to reach out to Mackenzie Johnson, [email protected] for more information on our service offerings. 

Deck The Site: How to Approach and Market Holiday Shopping

Deck The Site: How to Approach and Market Holiday Shopping

Despite a troubling job market and looming election, according to a report from Deloitte, sales this season in the US are expected to grow between 1% and 1.5%1.This push is expected to be driven by increased spending from high-income households with fewer avenues for consumption, now that experiential spending on dining and travel have been curtailed2. Wealthy households are expected to have an impact of between 2.5% and 3% growth on sales.

It’s less about the 4Ps of marketing – product, price, place and promotion – when targeting online shoppers. One analyst called the new strategies “prepare, perceive and then pursue”3. During the course of this year, it has been proven that retailers that already had invested in omnichannel capabilities were better equipped to pivot to the change in customer shopping habits. This meant providing full omnichannel capabilities, like curbside delivery to accommodate the current conditions. However, there are a few things to keep in mind about approaching and marketing this season in particular.

A Longer Season 

Getting into the holiday spirit early is going to be the mantra of most people. Analysts expected that the holiday season would be extended this year and start early October4. Amazon’s Prime Shopping Day that took place October 13-14 – pushed back from its usual July dates – kicked off the season, though other retail brands such as Target, Walmart and Best Buy were offering deals in advance of that. Amazon said its independent third-party sellers alone clocked up US$3.5 billion worth of sales, an increase of 60% from last year’s Prime Day5. Retailers and logistics partners are  also pushing for shoppers to start their shopping early to avoid last minute delivery issues, while many shops are closed on Thanksgiving Day, making Black Friday less of a landmark date than it has been previously. 

Logistics, Last-Mile and Fulfillment

With an increase in online shopping comes added strain on the logistics industry. Salesforce believes that shipping surcharges will be imposed between November 15 and January 15 globally6. Retailers are beefing up their call centers and warehouses with more workers, investing in additional warehouse space to accommodate extra stock or converting brick and mortar locations to serve as delivery centers. Others such as Target, Staples and Walmart have partnered with solutions like Shipt, Instacart and Postmates to offer same day delivery. Others are preparing to be able to handle an influx of orders7. Logistics companies are recommending that shipping cut-offs for a delivery by Christmas Eve be brought forward to an earlier date. Keeping the last-minute rush in mind, retailers such as Macy’s are talking about keeping in-store and curbside pickups and returns to bolster online shopping in case of shipping bottlenecks8

Gift Ideas

The nature of gift-giving is also expected to change with more people gathering online or virtually. Even if they meet in person, the groups are expected to be smaller than usual. The nature of gifts exchanged are expected to change with fewer people gifting experiences and more practical and useful gifts, especially those that support the stay-at-home lifestyle such as consumer technology. Always popular, gift cards are expected to be featured prominently on shopping lists this year as well.

Clear Communications and Engagement Strategies

Morning Consult’s research has revealed that Americans are more likely to buy from brands whose ads are realistic or optimistic and explain how they’re keeping shoppers safe or provide gift ideas9. Even in stores, not just the adoption of Covid-19 health precautions to keep customers and employees safe but good signposting about them is key to allay customer fears. 

Managing customer expectations through clear communications about delivery options, status and timelines are crucial to retaining customers and building loyalty10. Aside from contactless mobile wallet transactions to allow for reduced contact between employees and customers, SMS texting and push notifications from retail apps at various touch points in the customer journey are key to building customer relationships11. Bloomreach advises retailers to ensure that product discovery and personalization are used to help customers find fun and interesting gifts, while making product availability clear to view while searching and browsing12.

Advertising

Retailers can leverage online advertising to reach their customers and direct them either to their online or brick and mortar stores. Data from Zenreach shows that click-through rates for online advertising are at 2-3%, about 20-30 times pre-COVID13

There’s one caveat though, the increased numbers of shoppers online is bringing with it online shopping scams, thereby shining a light on site security.

Even if dogged by uncertainty, the shopping season has gotten off to a great start this year, and these tips above can help retailers deploy ‘prepare, perceive and pursue’ strategies so that they and their customers both have a happy holiday.

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Understanding Headless Solutions as a Tool for Your Business

Understanding Headless Solutions as a Tool for Your Business

In the early 2000s, enterprises were implementing monolithic architectures as their eCommerce solution as it fulfilled their business requirements within a single location. As times have changed and technology developed, brands looked for more flexible solutions that would meet the needs of the consumer along with ever-changing market demands. While a monolithic architecture may work for some, it can oftentimes be challenging to scale these types of solutions as well as make updates. Thus, the microservices or ‘headless’ architecture was born. 

Since its inception, headless has gone beyond a trend to become a route for online retailers looking to create a future-proof platform that can adjust with their business. According to a recent study by Gartner,  56% of enterprise organizations have adopted microservices architecture solutions or have planned or budgeted to deploy API-based or headless commerce architectures in the future. Nonetheless, headless commerce is here to stay. 

What is Headless?

For a headless approach, the front end of your eCommerce shop and the back end are independent from one another or ‘decoupled.’ Thus, the content and experience management system is separated from the business logic and functional layer (existing eCommerce stack, integration and commerce management). This architecture paves the way for ‘Experience Driven Commerce’ applications that are heavily focused on the use of customer data to optimize and personalize the customer experience and rapidly increase conversions without compromising the integrity of your eCommerce build.  

With a headless approach, businesses have the ability to commerce-enable any system, application, or IoT device, and seamlessly integrate with other content management systems. In addition, this type of structure gives businesses the opportunity to remain nimble as they’re able to pick and choose what features and functionality they need to run their business. Additional benefits of this structure include: 

Speed: With a headless architecture you’re able to make rapid changes to the back or front of your build without disrupting the entire system. Design changes, testing and optimization can be done without impacting the stability of your eCommerce solution. In addition, in a headless scenario you’re free of operating constraints, making it easier for front-end developers to work efficiently (this means lower operating costs + accelerated site updates). 

Flexibility & Adaptability: Parts of the system can be delivered without impacting the core commerce functionality since they’re decoupled, making it easier to make developments and updates over time as needed.

Personalization & Customization: With a traditional or side-by-side structure the ability to customize or personalize a UX on the fly is nearly impossible. Integrating a personalization solution allowing marketers to offer relevant promotions and offers to customers across each touchpoint. In addition, a headless solution empowers the marketing team as it enables constant content updates that support marketing campaigns without IT restrictions. 

Omnichannel: In today’s day and age, it’s critical to offer users a complete omnichannel shopping experience, from in-store to online to over the phone. The ability to identify users across many devices and using consistent ID’s for online and offline behavior allows for a seamless experience, and is critical in retaining and attracting customers.

Elements of a Headless eCommerce Environment 

To ensure adaptability and flexibility, it’s critical to have the ability to innovate swiftly. In order to do this, brands must have a ‘swappable’ architecture which is only possible in a headless environment, where your applications are decoupled. Below you can see how headless comes into action, as each piece acts as a swappable lego. 

Is Headless Right for Your Business? 

While a headless solution is a great option for many retailers, it isn’t a one-size-fits-all solution. There are some additional factors that you should consider: 

  • Retailers looking to get online fast at a low price point may not be the best fit for a headless implementation. You’d have to consider multiple additions including an eCommerce solution, Search and CMS as opposed to a one-stop stack that fulfills all of these needs under a single umbrella. 
  • In addition, a headless implementation can require additional team members and developers to manage and execute, also affecting your total cost of ownership. 
  • Retailers would lack the technical support from a single software vendor. 
  • While headless solutions have been available to the market for some time now, the ecosystem of partners is still maturing. Retailers must be cautious in selecting third-party plug ins as they may not be suited for a headless environment. 

Scaling your Headless Return via ROX (Return of Experience)

Finally, understanding return of experience, or ROX, is key to gauging how successful a headless opportunity could be for a potential brand, and how best to scale the opportunity. ROX is the metric with which we measure the purchase experience of consumers. While Return of Investment (ROI) measures the amount of return on one’s investment, ROX goes beyond to assess multiple facets of a business to determine correlations that have decisive influence on customer experience, and ultimately affects your company’s bottom line. It’s our perspective that most organizations need to invest beyond customer experience (CX). Understanding how changes to customer experience impact your customers (in a positive or negative way), is critical in making informed choices in the development of your digital solution.

With a headless implementation, businesses have the ability to build their ‘perfect’ solution in a lego-like, plug and play format. Choosing what pieces are most valuable to drive your business and what you can live without. Understanding and achieving a high ROX is an important key to understanding what you should invest in, and how to review your potential headless solutions.

For more information on BORN’s headless solutions, please contact Mackenzie Johnson, [email protected]

Brick and Mortar: From the Ether to Real Estate

Brick and Mortar: FROM the Ether to Real Estate

It will be interesting to see the data around 2020’s eCommerce adoption numbers given how people are panic buying staples such as toilet paper, pasta, yeast, hand sanitizers, vitamins and hair dye, while travel has been curtailed and over 250,000 retail outlets shuttered in the US alone.

If anything, brick and mortar stores have become an even more key part of the fulfillment process during the COVID-19 situation where logistics snarls have made same-day and next-day delivery a complicated proposition. 

For eCommerce businesses, it will be imperative to have a brick and mortar location for the highest conversion rates, given that in the US, online spending represented only 16% of total retail sales for 2019, according to a Digital Commerce 360 analysis of Commerce Department retail data. Amazon’s share is a third of that. 

eCommerce giant Amazon realizes the value of retail stores – it bought grocery chain Whole Foods in 2017 for US$13.4billion. Using insights gained from that purchase, Amazon now operates seven kinds of retail stores – Amazon Go cashierless groceries and convenience stores, Amazon Books bookstores, Amazon Pop Up themed kiosks,  Amazon 4-star general merchandise stores and Amazon Fresh Pickup grocery pickup locations.

While those numbers are on a trend upwards, from a global perspective, pure-play eCommerce is the exception, not the rule.

While Bonobos, which started out in 2007 and is now owned by Walmart, gained some success offering menswear as a purely online business, it took the opening of a trial space for shirts in 2011 in the lobby of its New York headquarters for business to explode.

One of the biggest and most well-known examples of a purely online business that moved into brick and mortar has to be Warby Parker, which upended the business of purchasing eyeglasses online with its direct-to-costumer (D2C) play in 2010. Experimenting first with popups and then stores on wheels – decked-out buses – the company opened its first physical store in 2013, and surprised even themselves with the overwhelming response. The founders have said that the first few shops generated US$3,000 per square foot of sales, a number topped then only by Apple stores, and physical stores have remained the company’s biggest growth drivers. Since then, they have gone on to open a raft of stores in nearly 90 locations across 30 states in the US and Canada, each tailored to the local market with a custom and unified point-of-sale system. As they expand into contact lenses, the Warby Parker cross-channel strategy will employ more doctors and see all their retail stores equipped with eye examination suites.

Inspired by the ‘Warby Parker model’, D2C brands such as Allbirds, Glossier, Everlane, Casper and Away have disrupted the traditional sales channels for products as varied as shoes, makeup, clothes, mattresses and luggage. These DNVB (digital native vertical brands), all of which put their customer’s interests at the forefront, see physical stores as an extension or scaling up of their online presence, a core part of their omnichannel sales strategy to heighten brand awareness and unify the customer experience.

Not only that, bedsheet brand Boll & Branch has said that its “very profitable” physical store gives consumers the chance to touch products, a very important experience when shopping for a tactile product such as bedding. In-store average order value is said to be two to three times higher than that of purchases made online. No wonder pure-play online companies are racing to set up brick and mortar stores, mostly with a smaller footprint than the usual retail store in its class, despite the steep initial set-up investment.

Define the purpose of your stores

Stores are not only for sales. Digital retailers get to know their customers fairly well, with all the data they gather about the customers and their behavior on the site, but a store is a customer touchpoint like no other. DNVBs get to communicate their brand through another channel, while customers go to a nearby store to get a personalized, tailored experience or to trial products. Stores offer more effective pickups and returns. In-store staff become knowledgeable ‘guides’ to help them through the sales process, while receiving feedback, and their interactions provide learning and insights to make better marketing decisions. Bonobos physical stores are actually dubbed Guideshops. Products ordered there are directly shipped from warehouses to the customers’ homes, reducing the need for storage space.

Differentiate between online and off

The assortment of products offered as well as the customer experience could be different on the Internet and in stores. They use social and experiential touches that can scarcely be recreated online. Mattress company Casper opened “The Dreamery”, a so-called ‘nap store’ where customers can take a 45-minute nap for US$25. Furniture retailers Snowe or Burrow House, have a showroom model. Burrow House offers a  newly-opened space where customers can lounge, drink a coffee, watch movies, made videos of themselves and, of course, shop the displays. Beauty brand Glossier’s bubblegum pink stores, said to top Apple stores in revenue, are tailored to its millennial customers with communal tables for testing, a washroom with sinks and cleansers to wash off the makeup, and staff walking around with iPads taking orders for that instant gratification.

If your DNVB is considering adding on a large or small footprint retail location, there are a few things to consider:

Popups to test the waters or expand your reach

Popups are not a recent trend but remain a solid method to experiment and gauge market response especially when done in collaboration with an established retailer. They can be found within a traditional brick-and-mortar stores as a store-within-a-store, as a standalone kiosk or even a motorized vehicle like with Warby Parker. Such popups increase brand recognition or credibility when placed next to established brands inside stores, and gives shoppers a way to visualize them differently. The lower costs and risks of going this route are another factor in its popularity. Even if you have a physical store, you could consider pop ups as an alternative channel to get your products to travel.

Team up with tech

A recent study reveals that nearly 66% of shoppers check their smartphones in-store for knowing more about the product. As 5G opens up the way to a faster and richer surfing experience, online shopping via this channel will get even more pervasive and companies need to think about incorporating it into their sales and marketing strategies. Using analytics also helps you locate your stores where your customers are. Bluetooth beacons allow messages to be broadcast to customers’ mobiles within stores to aid conversion. POS systems reduces queuing time, while touchscreens can display offers, and enable customers to check stock availability or ask for help. 

Keep costs down but retail staff are valuable assets

While a low-inventory policy might be able to keep a store’s physical footprint down, many DNVBs realize that their retail staff as offering a unique competitive advantage compared to chatbots and artificial intelligence. Consequently, they are investing in training them specifically for their interactions with customers in their physical stores.

Online customers that don’t buy right away can be given an incentive to visit another channel, whether by way of a follow-up discount, scanning in a barcode for exclusive content, or giving digital customers a redeemable coupon to entice them into your physical store
According to CBInsight, since 2012, retail space occupied by brands that started online has grown by 1,000% in the top 300 malls in America.  A physical store might not result in a sale but it should be an integral part of a DNVB’s sales strategy – to keep abreast of modern customers’ shopping habits and engage them to create a cohesive and memorable customer experience where both online and offline channels work seamlessly together to clinch sales.

Success Story: Merle Norman Launches New Hand Sanitizer Product

Success Story: Merle Norman Launches New Hand Sanitizer Product

Merle Norman is a family owned and operated cosmetic producer founded in 1931 by Merle Nethercutt Norman. Since then, Merle Norman’s vision has expanded to over 1,000 retail locations throughout the US and Canada. Each independently owned location gives their customers a unique and leisurely experience inspiring them to be the best version of themselves, with exceptional products ranging from skincare, to cosmetics along with indulgent Studio offerings. 

As the outbreak of COVID-19 began to sweep the country, Merle Norman and their executive and family member, Travis Richards, were determined to adjust their current eCommerce strategy to fit an imminent need, hand sanitizer. In order to get this solution off the ground, there were a few barriers that needed to be overcome, including; the solution itself, a revised technology landscape to fit their new offering, product packaging, branding and finally FDA approval. In addition, it was critical that Merle Norman consider the well-being of their loyal employees throughout the entirety of this process. This included following CDC guidelines and taking all necessary precautions outlined by the US Government. It’s important to note, this wasn’t Merle Norman’s first time assisting in a national crisis. In WWII, the brand manufactured machine gun oil and camouflage sticks for the US Government – being called to duty and helping is in their heritage.

After careful consideration, Merle Norman’s team of chemists determined an ideal solution to fit the needs and requirements of their clientele. The final product, which is distributed in a sprayable container is a 75% isopropyl alcohol and 80% ethanol alcohol-based fragrance-free lightweight liquid and is approved by the World Health Organization. The product is available in a convenient 6 oz and 3.4 oz size. 

As long-term partners of BORN Group and Salesforce Commerce Cloud (SFCC), the brand worked closely with the agency to revise their digital landscape to meet this new initiative, under a tight timeline. It was critical that their digital solution not only be scalable to accommodate the amount of intended traffic but flexible enough to make minor adjustments to their product inventory and shipping restrictions, all on the fly. ‘[We] were very impressed with BORN’s integration and our ability to work together seamlessly, the results truly speak for themselves,’ adds Jose Escobar, eCommerce Lead at Merle Norman. The teams worked closely and were ultimately able to create a stack that fit their business needs. 

The ‘Helping Hands’ initiative was launched by Merle Norman just 3 weeks after inception. With minimum branding and PR associated with the rollout, Merle Norman hosted a banner across their homepage along with a post to social media. Almost immediately, the brand saw a surge in orders of their new product attracting first-time visitors and loyal fans alike. With this success the brand had to create a limitation of purchases per one single user to prevent hoarding and overselling of the merchandise. All in all, the launch of hand sanitizer for the Merle Norman brand was not only beneficial to their business but to the thousands of franchisees who have been forced to close their doors during this time. With the production and distribution of hand sanitizer, Merle Norman was able to not only share their protective solution with individuals across the country during this high-risk time, but simultaneously protect their family-owned business and the thousands of franchisees and employees who rely on their business. 

Since the launch of Merle Norman’s hand sanitizer, the product has found a new niche in commercial accounts. Merle Norman’s product provides clients with a consistent superior formula in branded packaging all manufactured locally in Merle Normans location in California. Richards adds, ‘These past few weeks have been crazy for us all, the reception of the hand sanitizer, especially in the sprayable format has been epic. Doctors especially are fawning over this product because of its performance and other applications. The spray is more potent than all the others and doesn’t leave snail trails all over everything and it’s used on surfaces where regular mass gels would never be used- it’s exciting, I’ll never go back to a gel personally!’

Born Group and SAP Customer Experience, the Return to Normalcy and Preparing Your Digital Solution

Born Group and SAP Customer Experience, the Return to Normalcy and Preparing Your Digital Solution
Our Work

Following the COVID-19 pandemic, our world has been faced with a revised reality that will affect each of us moving forward. B2C and B2B retailers alike, have seen changes in every aspect of how their businesses operate and in turn, have altered their digital presence to keep up with demand. This time of distress and disruption is not the time to halt your digital presence or growth, but instead, work to ensure that your solution is flexible and robust enough to withstand current circumstances and any future changes. 

How has COVID-19 impacted the way we do business?

‘COVID-19 has become both an agent of change and an accelerator for pre-existing trends,’ says Keith Pires, SVP, Enterprise at BORN. 

  • The COVID pandemic has forced the closure of most brick-and-mortar entities disrupting the way traditional retailers conduct business.
  • Businesses have to work even harder to stave off competition and fight the ease of buying off Amazon.com, deemed an essential business and growing stronger at this time. 
  • Growing consumer demands are coupled with a shortened supply chain. To remain innovative and accessible across multiple touch points, businesses are recreating a seamless digital customer experience. BORN is seeing an increased customer need for quick migrations to an online platform that is more robust.
  • The ability to work remotely is an imperative. To lower costs and reduce complexity, many corporations are also now moving from an on-premise data storage to a cloud data storage. 

Is moving to Cloud Storage Necessary?

BORN is consistently asked when and how to make the move.  Cloud storage allows corporations to easily connect with customers, clients, and other businesses, all at a reduced cost. There is a reduction in deployment time, which is especially significant given the recent economic circumstances. However, corporations placing a heavy emphasis on security and control would probably find more comfort with on-premise data storages and must factor in that this will still require on-site support.

How do B2C eCommerce solutions help brands adapt to these circumstances?

For a business to remain successful, it must cater to the customer’s unique buying proposition by offering personalization, convenience, and transparency. ‘The paradigm of a unique selling proposition has been overtaken by a unique buying proposition,” stated Keith Pires, SVP, Enterprise at BORN. 

To meet the customer’s unique buying proposition businesses must first gather the necessary information on clients in a different stage of its buying journey.  Following its acquisition of Qualtrics, SAP has seamlessly developed a solution that provides a holistic view of customer experience utilizing both experiential and operational data to deliver solutions following every step of the customer journey. Creating a unified customer experience while technically delivering it successfully oftentimes poses a challenge.

How do you implement an eCommerce solution quickly?

BORN developed an accelerator that allows B2B, B2C, and B2C2B commerce enterprises to reduce implementation costs by up to 40% and time-to-market by up to half, all without sacrificing quality.  ‘Even before the pandemic, customers were asking for the full power of SAP Commerce Cloud but in an accelerator approach,’ said Alex Stickelberger, Principal at BORN. ‘We built BORN EAGLE with a robust set of design, UX & UI features and pre-built integrations we developed. In addition, it is the first-ever certified SAP pre-packaged commerce solution.’

What recent innovations in SAP Commerce Cloud support a quicker implementation?

SAP Commerce Cloud helps create digital transformation for businesses by enabling omni-channels strategies, contextual customer experiences, and unifying customer processes.

With a newly-developed storefront called Spartacus, SAP Commerce Cloud Clients can utilize an angular based framer through JavaScript. This removes the need for complex frameworks and allows customers to deploy with little to no downtime.

What should retailers consider as restrictions ease?

It’s important to plan for the gradual re-opening. ‘One critical factor is logistics,’ says Keith Pires. ‘Is a business providing convenience and visibility to the customer?’

By offering a transformative experience in the digital front, businesses can provide customers with a one-to-one experience which can be developed into brand loyalty and trust. Consumers are forever-changed in how they shop and interact with their favorite brands.  It’s time for businesses to rise to meet their new expectations.  

Our June Reflections

Our June Reflections
Our Work

When juxtaposed with a vicious pandemic and turbulent economy, these recent events may feel exceptionally overwhelming and deeply uncomfortable to confront as a society. However, BORN’s identity rests on being bold and authentic – it is essential for us to stand by our convictions and be resolute in times of adversity and need.

The aftermath of George Floyd’s death has sent shockwaves throughout not just the United States, but the world, calling into question the mandate of law enforcement as well as reopening necessary dialogues on race. When juxtaposed with a vicious pandemic and turbulent economy, these recent events may feel exceptionally overwhelming and deeply uncomfortable to confront as a society. However, BORN’s identity rests on being bold and authentic – it is essential for us to stand by our convictions and be resolute in times of adversity and need. 

As a forward thinking agency that is rooted in helping brands find and strengthen their digital identity, we also want to maintain a commitment to support communities in their struggle to defend their own personal identities. We affirm fully with the fight against systemic racism throughout the world and acknowledge that there must be an active, persistent effort to end the marginalization of Black lives.

We employ a very diverse and global community, many segments of whom are a direct product of the triumphs and victories of past civil rights movements and struggles for social justice. Without the contributions of the Black communities’ fight for equal treatment under the United States law during the 1960s, there would be no Immigration and Nationality Act of 1965 – a hallmark piece of legislation that repealed the harsh anti-Asian and anti-Latino immigration quotas inflicted in the Immigration Act of 1924. As an agency and institution strengthened by those many immigrant diasporas that are the legacy of that legislation, we understand and acknowledge that we would not enjoy the success that we do today without the tireless work of Black activists in the 1960s. It is only right for us to show solidarity and support in turn for the crises that still continue to impact them to this day. 

These movements feel painful as a society to bear and may inspire nostalgia to a time before these grievances were made so publicly known. But to those grieving and many otherwise, these struggles are not a ‘new normal’ but an everyday reality. We take some solace in knowing that the history of the United States is filled with many moments like this – it is a maverick nation rife with protest and civil disobedience that, when at its best, is fearless in challenging a privileged class or institution to better the human condition. We can only look to the national myths around eighteenth century patriots dumping tea into the Boston Harbor, nineteenth century patriots demanding an end to the institution of slavery, or the great marches of twentieth century patriots against segregation and war, to see where this energy for civil disobedience stems from. While we do not condone theft, violence, or the destruction of personal property in protest, we also would be remiss to claim those incidents as isolated only to the struggles of the George Floyd protests, and instead note that they come from an impassioned zeal to end a state-sanctioned brutality that has been unaddressed for decades, if not centuries. 

Yet, one of the great successes in the American experiment rests in the consecrated belief in a right to life, liberty, and the pursuit of happiness – something which racism and prejudice inherently challenges by denying or marginalizing the condition of one’s humanity and place in society. The United States Constitution has seen those sentiments enshrined over time by slowly enfranchising more and more of its peoples to have a chance at the American dream via amendments such as the fifteenth and nineteenth, which saw race, religion, and gender dismantled as qualifiers of civic participation. There is some relief in knowing that change has been historically possible and is part of the American system – but that change never came by keeping idle against racism and prejudice.

Fundamentally, prejudice of all forms is a great dampener in the will of a society and it is why, on a utilitarian level, societies tend to move away from it with time. Reinforcing, defending, or failing to challenge the belief that one race or community is less than another ensures that the spirit of an underprivileged group will inherently be deflated and unmotivated to rise to the challenges that society faces, and enables abuses and injustices against those underprivileged groups to fester unaddressed.

However, few prejudices enable such unaddressed violence and death as often as those against Black lives – and for that reason, BORN is making commitments towards a Equal Rights Fund made up of the Equal Justice InitiativeBlack Lives Matter, the NAACP, and the Lower East Side Girls’ Club to contribute financially to the causes against police brutality and systemic racismWe invite our team to reflect today on Juneteenth, which commemorates the full abolition of slavery in the United States, and we commit towards providing new content that sheds further light to our principles in equity and justice. Together, we can bring awareness and make change in the fight against racism and strengthen the equality of all before society and the law.