The growing momentum for environmental and social responsibility
Across Australia and New Zealand, companies are talking more than ever about their contribution to greater good – for people and the planet
Corporate social responsibility (CSR) has moved considerably from ‘a nice to have’ to a ‘must have’. Where it was once a voluntary decision of individuals within a company now, we see greater emphasis on mandatory schemes at regional, national and even transnational levels. For those unfamiliar, CSR also includes social and environmental impact and requires companies to consider the interests of all stakeholders when going about day to day operation including investors, suppliers, consumers, employees and the community.
In the current climate, this presents an interesting question for companies who are going to have to strike the right balance across areas like shareholders priorities, the provision of jobs or saving the planet.
There is no doubt that modern companies have realised the importance of operating and thinking in an ethical and sustainable way. Social impact has evolved from a PR play to an important part of a companies’ strategy. This trend is often in part to also attract top talent as new professionals’ value and even seek out companies where positive social and environmental initiatives are prioritised and social responsibility is part of the company’s ongoing strategy or culture.
In Australia and New Zealand, CSR programs have become central for many companies. In the early 2000s, one of New Zealand’s largest banks announced its policy to move to triple bottom line reporting, which broadens a business’ reporting focus to include social and environmental impact as well as just the financial. Since then, it has pursued a large range of CSR activities including community contributions (company branded helicopters), as well as environmental initiatives. Recently, green growth lending targets have been set as well as the introduction of electric and hybrid cars – a partnership with Sir Peter Blake Trust which encourages environmental awareness and leadership development. And most recently, this bank has become a living wage employer.
Seeking to be an industry leader in environmental sustainability, Australia’s largest airline recognises that the cost of inaction outweighs the cost of action. Determined to embed environmental performance and sustainability principles within all management systems, policy and practices, by 2020 they are striving to save 20 per cent on electricity and water consumption, reduce waste by 30 per cent, improve fuel efficiency by 1.5 per cent each year and cut net emissions by 50 per cent come 2050. Having initiatives in the air and on the ground allows them to better achieve their goals of helping protect our environment for present and future generations.
It has become evident New Zealanders increasingly care about climate change and their concern for the environment with the introduction of the new Climate Change Response Amendment Bill. Colmar Brunton’s Better Futures research (2019) shows us that 55 per cent of New Zealanders express high level of concern around the impact of climate change on New Zealand. This figure has increased a notable 31 per cent from 2010 and as it is argued New Zealand is a progressive country, there is a strong consensus emerging they could play as a global leader with this issue. The Bill means New Zealand will need to dramatically reduce their emissions, particularly from transport, energy and agriculture, and offset the ret through new forestry. If a country like New Zealand can’t do it, who can?
Interestingly, in the latest edition of Isentia’s Leadership Index released in March 2019, New Zealand leaders discussed CSR in 12% of the media coverage analysed, behind financial results at 57%. Potentially a good precursor to what might now be another impressive topical lead for New Zealand.
In another study conducted by Business Insider Australia, 77 per cent of consumers said they would choose to pay more to purchase from companies demonstrating community responsibility. This shift is a result of consumers expecting less of institutions and governments in particular. In an era of fake news and celebrity style politics, consumers are looking more to companies to do the right thing by society and are prepared to pay for the peace of mind.
External-facing reputation isn’t the only thing that needs to be worried about. Engaging in positive social and environmental initiatives can have a big impact on companies, both internally and externally – some of these include:
Increase in company revenue
Boost in employee productivity
Reduced staff turnover
Protected brand value
Improved Research and Development
Controlled risk management
Nowadays, instead of using traditional accounting practices, it is encouraged for companies to look at its success from financial, environmental and social perspectives. Triple Bottom Line (TBL), also sometimes called people, planet and profit measures a company’s success by examining growth from an economic, social and ecological perspective.
Profit – the traditional measure of corporate profit, the ‘bottom line’
People – a measure in some shape or form of how socially responsible an organization has been throughout its operations.
Planet – a measure of how environmentally responsible it has been.
Using this method will continue the success for current and subsequent generations and help leaders build more sustainable and socially responsible companies.
3 ways to leverage CSR
Choose your social and environmental initiatives based on the fit with your company’s strategy and develop long-term relationships with social causes. Use employee volunteer programs, product donations and advocacy support, however, be modest in promoting CSR to gain customer goodwill and third-party promotion as this can detract from the CSR initiative. The key here is it has to be authentic or be perceived as authentic by you key audiences.
Here’s what we know: CEOs, CMO’s and Chief Communications Officers who support corporate social responsibility lead their companies to greater success in comparison to those who do not. Society is demanding companies, both public and private, serve a social purpose. To prosper over time, every company must not only deliver financial performance, but also show it makes a positive contribution to society. With this, reputation, talent and incentives are the 3 key areas we feel need to be nurtured when undertaking a CSR initiative.
1. Reputation
The benefits of corporate social responsibility are not limited to dollars and cents. Such policies confer other benefits as well, such as a better company reputation. Some companies enhance their reputation through philanthropic actions, supporting charitable causes, arts organisations, education programs and other initiatives in the communities where they conduct business. However, socially responsible policies related to health, safety and the environment also improve companies’ public images which also assists with protecting companies’ brands and intellectual property. A lack of such policies can result in negative media attention, harming a company’s reputation.
Companies operate in a market of opinion. How companies are judged by customers, suppliers and the broader community will have an impact on profitability and success. Corporate social responsibility offers a means by which companies can manage and influence the attitudes and perceptions of their stakeholders, building trust and enabling benefits of positive relationships to deliver business advantage.
2. Talent
A meaningful and well-executed CSR strategy can help attract and retain top talent in an increasingly competitive human capital market, especially in industries with a large number of customer-facing employees.
With exponentially more choices, candidates judge potential employers on more than just the standard set of benefits. Millennials in particular look to be part of something ‘bigger.’ They want to be inspired, to feel good about their employment choice and to join an organization that fits with their values. This often means seeking potential employers that support causes they are passionate about, or more broadly, that share their views on the importance of giving back. Working at a company where employees view their CSR efforts as positive, has a significant and favourable impact on how they rate their pride in the organisation, their overall satisfaction, their willingness to recommend it as a place to work and their intention to stay.
3. Incentive
How far do the effects of CSR reach? Can it impact the way customers perceive a company and their products? Companies can incentivise their customers with CSR initiatives to enable a stronger and more passionate and loyal customer base.
Knowing a company has behaved ethically can cause customers to perceive a company’s product as performing better, known as the “benevolent halo.” Moreover, consumers must believe the company’s motives to be authentically benevolent, rather than merely self-beneficial for the company, and the halo effect is strongest for consumers who believe companies have a desire to act charitably.
In case there is no CSR strategy currently implemented in your workplace, you can start with some small changes that can have a larger impact on the wider environment. Start with recycling old tech products, such as old computer parts, old mobile phones, cords and cables and all manner of e-waste that is no longer needed. Recycling paper and printer cartridges are also easy and effective ways to implement positive change around the workplace and is a step in the right direction to making a positive difference.
Thankfully, whatever the outcome it looks like the future may be a bit greener.
Loren is an experienced marketing professional who translates data and insights using Isentia solutions into trends and research, bringing clients closer to the benefits of audience intelligence. Loren thrives on introducing the groundbreaking ways in which data and insights can help a brand or organisation, enabling them to exceed their strategic objectives and goals.
UN Women National Committee Australia and Isentia Media Intelligence Announce Partnership
UN Women National Committee (NC) Australia is pleased to announce their partnership with media intelligence company Isentia in a joint effort to accelerate gender equality.
Isentia, in support of the world’s women and girls, are proud to be able to provide valuable media intelligence and reporting to strengthen UN Women NC Australia’s fundraising activities and events throughout the year, including their inaugural International Women’s Day events across Australia.
UN Women NC Australia are pleased to stand alongside a company that aligns with UN Women’s commitment to gender inclusion and equality. Isentia is committed to diversity and inclusion through their policy and practices across the group. Chief Human Resources Officer for Isentia Kelly Young notes, “We believe diversity is our strength. Working together as one team is a core value to who we are and how we deliver to our clients. We continually strive to be a workplace that embraces and values diversity, taking opportunities to share and celebrate our uniqueness.”
Like UN Women’s efforts to promote gender equality, nurturing diversity and inclusion is at the heart of Isentia’s work. “We see the benefits of diversity and inclusion from its contribution in achieving our strategic objectives and enhances our reputation,” continues Ms Young. “It enables us to make more informed and innovative decisions, drawing on the wide range of ideas, experiences, approaches and perspectives that our people from diverse backgrounds, with differing skill sets, bring to their roles. A diverse workplace gives us a better representation of our stakeholders and markets.”
UN Women NC Australia Executive Director Janelle Weissman said of the partnership,
“We are delighted to have Isentia’s support on the path to achieving parity. Gender equality can only be achieved by working together. It is fantastic to have the incredible support of organisations like Isentia, standing with us to empower the world’s women and girls.”
-ENDS-
UN WOMEN NC AUSTRALIA MEDIA CONTACT: Leisa Quinn (02) 6185 0010, leisa.quinn@unwomen.org.au UN Women is dedicated to gender equality and the empowerment of women. A global champion for women and girls, UN Women was established to accelerate progress on meeting their rights worldwide.
UN Women National Committee Australia is the fundraising and advocacy arm of the United Nations agency for gender equality, here in Australia.
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Media Release
UN Women National Committee Australia and Isentia Partnership
UN Women National Committee Australia and Isentia Media Intelligence Announce Partnership
In leadership meetings across the industry, a single question has become unavoidable: "What is our AI strategy?" Behind this question is often the unspoken hope for an "AI Easy Button": a mythical, one-click solution to our most complex measurement challenges. As someone who spends a large portion of my time designing these new frameworks, I'm infinitely more excited about the blueprints and the foundations than what colour the house is painted.
For the first time in my career, we have the tools to stop using proxies and start building what we've always wanted: true, at-scale, sophisticated measurement.The real opportunity isn't in automation, which lets the AI decide; it's in the architecture and design of systems for the AI to follow. For decades, I’ve been frustrated by proxies. I’ve watched organisations use metrics like Impressions and Share of Voice as proxies for impact and influence. Too many people have been measuring the loudness of their voice, not whether anyone was actually listening.
Much of the history of communications measurement has been a story of 'good enough' data. And in some cases, data that wasn't even good at all (*cough* AVEs).
Why a blueprint still needs an architect
But before we can harness the potential of AI, we have to be honest about the technology and tools we're working with. As anyone who's ever used a "smart" tool knows, they can be... well, confidently wrong.
The new challenge isn't just "Garbage In, Garbage Out." The new challenge is that the AI has become a high-speed, frighteningly convincing echo chamber. When a machine delivers a flawed insight, it does so with the resolute certainty of a supercomputer, laundering that flaw into a "fact."As architects, our job is to audit the blueprints and stress-test the materials before we build the house. When my team and I test these models, we're not just looking for what they do right. We're methodically hunting for where they go wrong.
Where we continue to see a critical need for human intervention and expertise:
Context Blindness: AI is a brilliant pattern-matcher, but it has limited real-world context and struggles to identify the intent of what’s being analysed. It can miss the nuance of language, the authority of a source, or whether something is fact or speculation.
Language Bias: This is my personal favourite and takes a few forms. AI is trained on text, but it isn't (yet) trained on human subtext. This can look like missed nuance for slang used by younger audiences or emerging shifts in the meaning of language. Models are ultimately impacted and biased by their training data, so this can also mean larger systemic biases are amplified and not appropriately interrogated.
Viewpoint Collapse: While AI can sometimes get locked into a perspective based on its training, it can also collapse multiple, distinct viewpoints (like a speaker's sarcastic intent vs. the literal text) into a single, flat monolith. This drastically changes the outcomes of your analysis and ultimately the understanding of your audience.
This is the methodical, behind-the-scenes work that often goes unseen, and it is the crucial due diligence needed. It’s not as flashy as writing a press release faster, but it’s the only way to build a tool you can actually trust to make a strategic decision.
New tools, same bedrock principles
This testing isn't just about finding technical bugs or funny hallucinations. We’re testing these new AI models against the foundational, hard-won principles of communications measurement that our industry has spent years formalising.
AI is an incredibly powerful new tool, but it doesn't get a free pass. It still has to follow the rules of good measurement.
Measure outcomes, not just outputs: This has always been our goal. An AI-driven approach that only counts outputs (like mentions or sentiment) 1,000 times faster is still just a faster measure of noise. It doesn't tell you if a single mind was changed or a single action was taken.
Demand transparency: A metric is useless if you can't explain how it's calculated. This is my biggest critique of the current "plug-and-play" approach to AI. If a vendor provides a proprietary 'Reputation Score' of 7.2, and they can't (or won't) tell you the formula, it's not a metric. It's marketing.
Link activity to business objectives: This is the most important rule of all. The only reason to measure is to inform a strategic decision that ladders up to a business goal. A tool that just produces data, but no clear insight linked to your specific objectives, has failed.
When we stop seeing AI as a magic box and start seeing it as a powerful, scalable engine, one that we must build and steer based on these principles, then it becomes truly transformative.
The payoff: the tools are finally catching up to our ambition
A new frontier of opportunity is here. Such as the capability to move from being reactive to being predictive, and it takes careful design to get this right. Our traditional analysis has been brilliant at explaining what has just happened. Now, as architects of these new systems, we are building and testing AI models that can scan the horizon for the faint signals that precede a major narrative shift.
We can empower movement from broadcasting and the old spray and pray approach; to precision, deliberate engagement of stakeholders and audiences. This is another area where the craft of measurement design is essential. AI gives us the power to see the micro-communities and specific, high-authority voices that actually shape opinion. The work is in designing the models that can identify them accurately.
Finally, we can (at last!) move from quantifying to qualifying at scale. For me, this is the most exciting and complex challenge. For 20 years, I’ve had to choose: a large-scale quantitative study (which missed nuance) or a small-scale qualitative review (which couldn't be scaled). As architects, we can now design frameworks that don't just give a "positive" score but confirm that a specific strategic message landed, with the right audiences, and in the intended context.
That is the opportunity. It's not magic. It's the methodical, patient engineering we've been waiting for. It’s the difference between a "plug-and-play" gimmick and a truly strategic asset. The real payoff isn't just faster reporting, it’s about fundamentally upgrading behaviours and expectations of measurement. This isn't an overnight shift. As any research leader will tell you, a new methodology takes time, testing and refinement to get right.
The future we've been waiting for
For my entire career, we’ve been strategic thinkers working with tools that could only show us the past. We were forced to be historians, meticulously analysing what had already happened to predict future behaviour. The key to using this new, complex technology effectively is; strong communication, articulation and critical human thinking. The power of any AI is unlocked by the quality of the question you ask it. It's a system that rewards clear, precise, and strategic language.
This is a massive homefield advantage for communicators, who have spent their entire careers honing the exact skills required to be the architects of this new era. The AI we are using today is the worst it will ever be. It will only get better, faster, and more capable from here. This is what's so thrilling, and it's just the beginning. This new generation of AI driven approaches doesn't replace our intuition, it amplifies it. As communicators (and researchers!) this is the moment to level up. We get to be the explorers and the strategists who connect communications directly to business, policy and societal outcomes.
We're not just building better measurement and deeper insights; we're leading a more intelligent, more responsive and more impactful profession. What an incredibly exciting time to be in this industry.
Ready to be the architect of your own measurement strategy?
To learn how to build the right KPIs and tell a compelling story with your data, register for our live webinar:
Topic: Making Communications Count: Build your KPI confidence and storytelling"
Date & time: 12 November, 11am AEDT/ 2pm NZT
Hosted by: Ngaire Crawford, Director of Insights for ANZ, Isentia.
Australia’s upcoming social media ban for minors hasn’t been primarily driven organic debate. Instead, it’s unfolded through a deliberate, tightly paced sequence of government-led communications, each phase designed to build momentum, secure legitimacy, and keep control of the public narrative.
What we’re seeing in the media data isn’t a spontaneous rise in interest, but a pattern of spikes that line up neatly with major government moments. Each one serves a purpose in a broader narrative strategy, and each reveals something about where the public conversation is heading next.
The rollout of Australia’s social media ban has followed something of a three-act script. It really began on the world stage, with Prime Minister Albanese’s UN address framing the policy as a “world-first” and earning global praise that positioned Australia as a leader rather than a legislator under pressure, a narrative heavily amplified across bulletins nationwide. Momentum built when Denmark echoed the proposal, turning the story from an Australian policy into a global movement and giving journalists a reason to return to it without new domestic detail. Subsequently, the focus shifted home, with the launch of the government’s ad campaign. Coverage has moved from delivery to confirmation, from diplomacy to daily life, embedding the message of child safety through stories designed to connect emotionally with parents before the ban takes effect.
Media coverage of the social media ban is being driven by a hierarchy of voices. At the top are the political architects, Anthony Albanese and Anika Wells, who account for 68% of all quoted commentary. Their dominance reflects a message tightly controlled from the centre, with each public appearance designed to reinforce authority and focus the debate. eSafety Commissioner Julie Inman Grant follows as the enforcer, providing regulatory credibility and keeping the story alive through ongoing updates and meetings with tech companies.Around them, Emma Mason’s personal story gives the policy its emotional weight, while expert voices like Dr Jason Nagata and Mitch Prinstein lend scientific legitimacy. Counter-voices such as Patrick McGorry are present but faint, just 1% of total commentary. Together, these strands create a coordinated ecosystem where political leadership, regulation, expertise, and emotion work in unison to sustain a single, dominant narrative.
The next layer of coverage reveals how the story’s momentum is being sustained, not just by government messaging, but by the constellation of organisations caught in its orbit. Meta, Google, TikTok, and Snapchat remain the gravitational centre of the conversation, collectively shaping more than a thousand mentions each. They are the policy’s focal point and the media’s shorthand for what’s at stake.
Stories about ministerial meetings, enforcement challenges, and pleas for exemptions ensure these brands stay in the headlines, but on government terms, framed as subjects of regulation rather than equal participants in debate. This has also surfaced one of the key underlying questions: Will the ban actually work? There is a significant narrative thread focused on the practical challenges of enforcement, with YouTube widely quoted in the media as saying the ban is "'extremely difficult' to enforce".
With the media also reporting that the government will rely on "artificial intelligence (AI) and behavioural data to reliably infer age" rather than hard age verification, the public is left asking: If tech giants say it's unenforceable and teens are already finding ways around it, what will this law actually achieve?
The eSafety Commission anchors the enforcement narrative, while the European Commission’s support sustains the “world-first” framing abroad. As the scope of the ban widens, platforms like Roblox, Discord and Reddit have been pulled into focus, signalling how the policy, and its coverage, keeps expanding. This has forced the core question into the open: What is a "social media platform" in 2025?
Although the government’s narrative still dominates, a set of counter-stories is emerging, focusing on the policy’s real-world consequences. Central to these stories are concerns about young people losing access to vital online connections, particularly among regional or marginalised communities. Advocates for the LGBTIQA+ community and youth mental health experts like Professor Pat McGorry argue that the ban could isolate teenagers who rely on online spaces for support, and entrepreneurial opportunities. Other reporting has questioned the reliability of AI-based age verification, the volume of data collected, and the risk that well-intended rules might backfire, creating unintended consequences that contradict the policy’s goal of child safety. These counter-narratives remain smaller in scale than the dominant political messaging, but they cut through because they frame the debate around everyday impacts rather than top-down authority.
A particularly visible strand of coverage centres on the unclear definition of “social media” in the legislation. While the public typically thinks of platforms like Instagram and TikTok, the law’s wording has forced a broader debate that draws in platforms such as Roblox, Discord, and Steam. The eSafety Commissioner’s proactive enforcement measures have highlighted these regulatory ambiguities, prompting media to question whether platforms with different primary purposes should be included and whether the policy might trade one harm for another. Discord drew attention following a poorly timed data breach, which the public and media linked to potential ID theft risks. These reports show how regulators and secondary players can keep the conversation alive, highlighting risks, opening new angles, and forming alliances that complicate the policy debate. A notable example is YouTube’s effort to argue it should not be classified as a social media platform, citing the platform’s role in launching careers like Australian artist Troye Sivan as part of a broader cultural and creative ecosystem.
Together, these stories illustrate that while the government controls the main narrative, emerging counter-voices are beginning to shape the media conversation in ways that emphasise practical and social realities.
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Blog
Australia’s social media ban played out in the headlines
Australia’s upcoming social media ban for minors hasn’t been primarily driven organic debate. Instead, it’s unfolded through a deliberate, tightly paced sequence of government-led communications, each phase designed to build momentum, secure legitimacy, and keep control of the public narrative. What we’re seeing in the media data isn’t a spontaneous rise in interest, but a […]
The global landscape of Muslim travel has fundamentally changed in the post-pandemic era. We are no longer talking about a niche market but about a dynamic, rapidly expanding demographic reshaping global tourism. We recently worked on a co-branded report with Have Halal, Will Travel (HHWT), which included an analysis of 1.4 million data points on mainstream and social media sources in the APAC region from 1st November 2024 - 31st August 2025 to a significant shift in modern travel. Asia has emerged as the new epicentre for travel conversations, surpassing the Middle East. As countries seek to attract this market for economic growth, especially amid declining tourism from other regions, the space has become crowded. For brands and destinations looking to capitalise on the right audiences, superficial efforts are no longer enough. Being authentic is the crucial currency in this new world.
Prashant Saxena, VP of Revenue and Insights, for the SEA region presented this report at the Have Halal, Will Travel Deep Dive session on "Brave New World" that saw PR & Comms and marketing folks from airlines, hotels and tourism boards interested to understand what the latest travel insights are and why Muslim travel is surging. We interacted with the attendees at our booth to introduce them to our media monitoring and audience intelligence capabilities.
Walking the talk: building culturally inclusive infrastructure
Destinations and brands are "walking the talk" by moving beyond marketing campaigns to tangible, on-the-ground investment. Nations are actively developing Muslim-friendly infrastructure, including airlines, hotels, and payment platforms, to cater to this influx of travelers. This does not mean providing only basic services, but rather aiming to be as culturally inclusive as possible by embedding Muslim-friendly considerations into the travel experience. This is also in part exacerbated by the decline in Chinese travellers to Southeast Asia, which has led to nations in this region attracting Muslim tourists and looking at them as the best option, seeing how much of a muslim crowd there already is domestically.
For example, Vietnam is building a comprehensive Halal tourism ecosystem with the goal of establishing Muslim-friendly zones in its capital by 2030. Similarly, the Philippines has rolled out halal-accredited establishments and essential services like healthcare and finance , while Australia is mainstreaming halal food alongside other ethical/lifestyle choices like 'vegan' and 'gluten-free'. This changes the narrative, showing a deep commitment that resonates far more powerfully than a simple welcome.
Owning the narrative by navigating traveller concerns
The necessity is for brands and tourism destinations to take control of the story, even when there are issues. The opportunity is immense, but travellers are acutely aware of challenges. Conversations around rising costs and scams have dominated online discussions, particularly in Southeast Asia. Countries like Malaysia and Turkey have seen negative sentiment due to issues with halal certification and travel scams, which erode trust at a foundational level. In Indonesia, some even link inflation to the regulatory burdens of halal certification on small businesses.
The best way for brands and tourism groups to address these concerns is to clearly explain what they are doing to fix them. Admitting there are problems shows responsibility and helps build trust by proving they listen to travelers. Technology, like apps for faith-based services, is helpful, but it is not enough on its own. They must be backed by transparent action on the ground.
The authenticity playbook: a strategic guide to aid authentic communication
Brands need to understand that in an increasingly digital world, audiences are highly alert to signals of what feels "real". The report introduces an "authenticity playbook" that outlines key cues that shape whether audiences trust and engage with content. The analysis shows that social media posts with more authenticity cues or signals have higher engagement rates.
To make the most of this, brands should create strategies that are both efficient and focus on the human qualities people care about. Communication from brands or leaders should include:
Cultural anchoring: Brands should do more than just make small gestures. They can offer useful guides for halal food, point out easy-to-find prayer spaces, and highlight truly inclusive experiences. For example, AirAsia understands its audience and operates many flights between countries with large Muslim populations. The airline makes its message clear through special deals, collaborations with influencers, and partnerships with online travel agencies to offer the best packages, while also promoting halal food and Muslim-friendly services.
Endorsement and validation: Brands should work with trusted Muslim travel influencers and, even more importantly, encourage regular travelers to share their stories and reviews. This kind of social proof is much more believable than traditional ads.
Consistent voice: Brands need to maintain a reliable, familiar tone across all communication channels. Being consistent shows they are stable and committed, which helps build a strong brand image over time.
The Muslim travel market is evolving with sophistication and purpose. Travellers today are looking for more than just halal food options. They are seeking digital detox retreats inspired by Islamic values, regenerative tourism that supports local communities, and safe spaces for solo female travelers. For destinations and brands, the path forward requires an authentic and strategic commitment. The ones that master the art of genuine connection and consistently "walk the talk" will not only capture a share of this thriving market but will also earn its most valuable asset: trust.
Interested in learning how Isentia can help? Fill in your details below to get access to our latest co-branded report on "Muslim Travel Pulse: evolving audience perception on Muslim food, travel and trade" and read more about our cues designed to measure brand authenticity.
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Blog
Muslim travel in the modern era: how brands cater to serve cultures more inclusively
Learn the major cues or signals that help PR leaders and brands measure authenticity, to deal with reputation risks and rebuild trust.
