How nonprofits are catering to millennials and rethinking the charity gala for younger generations

How nonprofits are catering to millennials and rethinking the charity gala for younger generations
Ed. note: This story was reported, written, and edited prior to the COVID-19 pandemic.
Say “charity gala” and what immediately comes to mind are men in suits, women with pearls, and a stuffy hotel ballroom with a dance band. The stereotypical nonprofit fundraiser equates to old-fashioned and expensive, with a seat at a table costing hundreds or even thousands of dollars to swig Champagne with the barons of society. While it may have some romance, it’s not intriguing to your average millennial, who is poised to be the next generation of donors for hundreds of nonprofits.
Compare that to The Birthday Party Project, whose annual fundraising gala involves creative costumes: dress as your favorite toy or a night at the movies—whatever the theme suggests. It still costs hundreds of dollars per person to attend, but it also still raises hundreds of thousands of dollars. It’s an entirely new look at what kind of event will engage their community of supporters: millennials, who are looking for an experience to enhance their connection to a cause. And it’s representative of the distinct gap in the philanthropy world between the nonprofits that actively capture the attention of the younger demographic, and those struggling to do so.
“Millennials want to give to a nonprofit because they feel connected to it,” says Paige Chenault, founder of The Birthday Party Project , which throws birthday parties for homeless children at transitional living facilities. “It’s easy for nonprofits to fall into the trap of ‘that’s the way we’ve always done it’ and rely on a typical gala. But we’ve found that millennials want to feel like they are a part of something. We can maximize their ability to feel connected and empowered.”
Chenault explained that her annual event raises between $550,000 to $600,000, despite taking a non-traditional approach to the idea of a gala. Instead of a sit-down dinner, it’s cocktail-style. It’s not in a hotel ballroom, but rather an off-beat event space such as a warehouse. There are interactive moments primed for Instagram, like a giant slide and ball pit for the toy-themed party. There is always a mix of music with a live band and a DJ, a full open bar, creative catering, and photo booths, plus an after party. Though she and the organization are based in Dallas, attendees fly in from all across the country.
“Larger, more established nonprofits sometimes operate in such a corporate way that they’ve forgotten to share the ‘why’ behind their cause in creative ways,” she says. “Because their messaging can be stodgy and rote, it’s easy for people to feel disconnected and don’t feel the urge to act.” A live auction at “The Birthday Project Turns 8” in Dallas, Texas on January 25, 2020. Courtesy of The Birthday Party Project
Nonprofits host fundraising events to do just that: raise funds for the organization to execute its mission. Most nonprofits tend to have an annual tentpole event, one that attracts their steady set of supporters. It not only requires a ticket to attend, but likely also has a silent and/or live action to raise additional funds.
It goes beyond the actual dollars, though, as recruiting and retaining a committed group of donors is essential to a nonprofit’s longevity, says Laura Tomasko, policy program manager at the Urban Institute’s Center. That can lead to even more money. She cited Giving USA’s 2018 report , finding that individuals gave an estimated $292 billion to charitable organizations, which is significantly more than donations by foundations, corporations and bequests. “Individuals [are] the biggest source of giving to charitable organizations,” Tomasko says.
For many nonprofits, it’s essential to recruit new philanthropists to keep the funds coming in. That’s why organizations have established young patron committees as well as throw fundraising events geared to this audience. Often, the ticket prices are lower, and the parties are more fun, says Erica Taylor Haskins, founding partner of Tinsel Experiential Design, which has designed galas for numerous nonprofits over the past decade, including The Guggenheim and The Whitney Museum. “Beautiful flowers on the table won’t cut it,” Haskins says. “Our clients are looking to us to give them permission to shake things up.” The key to capturing the next generation of philanthropists is all about fun. Courtesy of Ashraf Hamideh/Osh Images
That may mean a “tasteful S&M” performance art installation of bondage and ballet, which she did alongside contemporary artist Brendan Fernandes for the Guggenheim’s Young Collectors Council Party. Or it’s neon light installations with metallic mylar centerpieces, immersive photo booths that are more mini-movie than photo strip, and a musical lineup that includes four rotating DJs. For her events, she always include “artifacts,” as Haskins calls them, or vignettes primed for social media—a way for the event to extend beyond the physical room. For last year’s Whitney Art Party, that was the photo booth. “We overheard one guest refer to it as her ‘$300 Instagram content,’” Haskins says.
Making an event social media-friendly is a huge factor in promoting engagement and getting more young donors in the room. They share it with their friends and followers. “Young patrons aren’t interested in dropping into an organization’s family and attending a gala once a year,” says Courtney Knights, development director at Public Art Fund. “They wish to engage. We’ve found the best way to capture the attention of millennials is through other millennials.”
The Public Art Fund , which collaborates with artists on free exhibitions in public spaces in New York City, added an after party to its Spring Benefit in 2014. Taking place after the 400-person formal dinner, it’s geared specifically toward younger people, and costs less than one-third of the Spring Benefit’s entry-level ticket. A set of millennial co-chairs, who serve as ambassadors, oversee the party planning—right down to the DJ—including the social media strategy and sponsor recruitment. Many of these co-chairs also opt to join the nonprofit’s Young Patron Circle to take part in other programs and events throughout the year as well as assist on the artist projects and games component of the main Spring Benefit. This cocktail hour interactive exhibition changes each year, but last year involved attendees competing against one another in a cookie cutter-themed puzzle challenge designed by artist Zak Kitnik. Nonprofits are engaging with millennial donors by thinking outside of the box. Courtesy of Ashraf Hamideh/Osh Images
Allowing millennials to take charge aligns with their desire for leadership opportunities, says Knights, which retains a solid group of young patrons year after year. There’s a similar approach at Big Brothers Big Sisters of New York City, which banks on the stories of their mentors and mentees to establish an emotional connection with attendees. They often feature young professionals as the speakers for their major fundraising events. “When millennials witness the impact first-hand—and hear from other young professionals who are serving as life-changing mentors—they realize that they also have the ability to create positive change,” explains chief executive officer Alicia D. Guevara.
The organization puts on a major gala each year, Sidewalks of New York Dinner—which raised more than $2.2 million last year—but it also spun off a separate annual fundraiser aimed at a younger demographic. The Big Night Out features casino games, cocktails, silent disco, auction, and DJs as well as a host committee made up by millennials. It’s a tactic increasingly enacted to make millennials feel more comfortable taking part in a nonprofit’s fundraiser. Organizations ranging from Lincoln Center in New York City to the Perez Art Museum in Miami and the United Nations all offer programs specifically for the sub-age 40 philanthropist. A tablescape produced by Tinsel Experiential Design. Courtesy of Ashraf Hamideh/Osh Images
The mere presence of a young patrons committee, however, doesn’t mean millennials will come, and some nonprofits still find it challenging to engage with the audience. Not all nonprofits can afford to hire events professionals to throw their galas, though, Chenault mentions this industry is underutilized by nonprofits.
Even if they do, adds Haskins, it takes some coaxing to step outside of their comfort zones. “It’s a challenge to consider: ‘How to attract this demographic that values experiences and won’t be enticed by a snoozy ballroom dinner?’” Haskins says. “That probably isn’t by doing the same old thing and hoping someone buys a ticket.” More must-read stories from Fortune :
—Will coronavirus finally get Americans to embrace the bidet ?—Listen to Leadership Next , a Fortune podcast examining the evolving role of CEO— Italian winemakers grapple with the coronavirus lockdown 17 extremely useful productivity tips from this year’s 40 Under 40
Launching a groundbreaking news organization. Building a better quantum computer. Running for Congress and winning in an upset. Founding a company and taking it public. The honorees on Fortune’ s 2020 40 Under 40 certainly know how to get things done, so we asked them to tell us more about how they set and exceed their ambitious goals. We discovered that, for this year’s 40 Under 40, being more productive often means planning ahead and churning through tasks as quickly as possible—but also sometimes just shutting everything off and taking a break. Schedule time to think…
Diana Avila , 34, global head of banking and expansion at TransferWise
I do not have meetings on Mondays. Instead, I use Monday for “deep work”—anything that requires a lot of focus and time. This allows me to take on more meetings as the week develops and dedicate my time to others because I’ve already accomplished any necessary work.
Margaret Anadu , 38, head of the urban investment group at Goldman Sachs
I try to go for an hour-long walk each morning completely free of any inputs (no music, podcasts, emails, etc.). It’s my time to center myself and to think through what is happening with my family, with my team, and with the partners we work with in underserved communities. This is when I think through some of the most complex challenges facing me in the days and weeks ahead. This intentional, early morning quiet time, while often hard to carve out with two young kids at home, sets the tone for the day and makes me a better wife, mom, leader, and investor.
Henry Schuck , 37, cofounder and CEO of ZoomInfo
Spend time outlining what’s important to you over the next three, six, and 12 months, and then regularly check to make sure you’re spending your time on those priorities.
Charlotte Clymer , 33, writer, LGBTQ advocate, and consultant
Keep a good calendar. Everything goes down in the calendar, regardless of whether it’s drinks with friends or a media interview. It doesn’t mean you have to follow it exactly, but keeping a steady calendar has a way of sharpening discipline. I can’t recommend it enough. …and to give back
Keia Cole , 39, head of digital experience at MassMutual
I set aside time on Friday mornings for mentoring and networking conversations. I love having the opportunity to connect with people across the organization. I found that creating time and space on Friday mornings makes me more present in those discussions, rather than squeezing people in during the rush of the week. And I am usually more relaxed and joyful because it’s Friday! ‘Just say no’
Suneera Madhani , 32, founder and CEO of Fattmerchant
Just say no. It has not only helped me in my professional life; it also helped personally as I juggle between mom life and work life. Understanding that it is okay to not say yes to everything that comes your way allows you to focus on things that help you move the needle toward your goals. Build—and rely on—a good team
Matthew A. Cherry , 38, writer, director and producer at Cherry Lane Productions
Surround yourself with good people, and learn how to delegate.
Racquel Bracken , 37, partner at Venrock
Batch email. Nothing is that urgent, and if it is, your team will call or text you. You can waste so much time needlessly checking emails, when really what’s better is to triage them at the beginning and end of every day. Don’t wait for the deadline
Emily Ramshaw , 39, cofounder and CEO of The 19th*
I’m a pre-crastinator by nature. I do everything immediately; as a result, I’m almost always overbusy, but I’m almost never stressed and crashing on deadline. Pick your poison?
Taylor Lorenz , 35, technology reporter at the New York Times
Set deadlines early so if (or when) you miss them you still have time left before the actual deadline. ‘Turn off the Internet’
Marissa Giustina , 30, senior research scientist and quantum electronics engineer at Google Research
When you really want to get something done, close your email. (Small tip; big impact.)
Ambar Bhattacharyya , 37, managing director at Maverick Ventures
When I need to be really productive, I disconnect from the Internet. I turn off the Wi-Fi on my computer so that I can focus on things like reading through an important document, working on detailed analysis, or writing a thoughtful response back to someone. For me, the No. 1 thing that takes away from productivity is all of the pop-ups, texts, alerts, and email notifications I am constantly receiving on all my devices. They are really hard to get away from unless everything is off and away.
Jose Antonio Vargas , 39, founder of Define American
Turn off the Internet. When I’m thinking, brainstorming, and writing, I turn the Wi-Fi off to limit the distraction and force me to focus.
Rep. Conor Lamb , 36, U.S. House of Representatives for Pennsylvania’s 17th Congressional District
Put your phone in airplane mode.
Erica Anderson , 36, executive producer at New York magazine and Vox Media
I social distance from my phone! It’s never in the bedroom (helps to get restful sleep), and I leave it alone during meetings to stay present. While I definitely multitask, recognizing that the phone can lessen my productivity is an important part of my personal work culture. Be kind to yourself
Will Ahmed , 30, founder and CEO of WHOOP
Get more sleep. Being well rested makes everything else easier, especially work.
Kate Rosenbluth , 38, founder and chief scientific officer of Cala Health
Forgive yourself for your failures. It’s so easy to waste energy worrying unproductively about our failures, when you could be redirecting that energy to making meaningful positive impact. You’re probably the only one keeping score of your wins and losses, so drop the self-judgment and instead see your failures as building muscle for your next attempt. Why I’ve decided to stop playing the “safe” Black professional role in corporate America Bethenny Frankel on her latest business ventures and how she became a self-made mogul Only three of 26 Obamacare-era nonprofit health insurance co-ops will soon remain
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New Mexico Health Connections’ decision to close at year’s end will leave just three of the 23 nonprofit health insurance co-ops that sprung from the Affordable Care Act.
One co-op serves customers in Maine, another in Wisconsin, and the third operates in Idaho and Montana and will move into Wyoming next year. All made money in 2019 after having survived several rocky years, according to data filed with the National Association of Insurance Commissioners.
They are also all in line to receive tens of millions of dollars from the federal government under an April Supreme Court ruling that said the government inappropriately withheld billions from insurers meant to help cushion losses from 2014 through 2016, the first three years of the ACA marketplaces. While those payments were intended to help any insurers losing money, it was vitally important to the co-ops because they had the least financial backing.
Lauded as a way to boost competition among insurers and hold down prices on the Obamacare exchanges, the co-ops had more than 1 million people enrolled in 26 states at their peak in 2015. Today, they cover about 128,000 people, just 1% of the 11 million Obamacare enrollees who get coverage through the exchanges.
The nonprofit organizations were a last-minute addition to the 2010 health law to satisfy Democratic lawmakers who had failed to secure a public option health plan — one set up and run by the government — on the marketplaces. Congress provided $2 billion in startup loans. But nearly all the co-ops struggled to compete with established carriers, which already had more money and recognized brands.
State insurance officials and health experts are hopeful the last three co-ops will survive.
“These are the three little miracles,” said Sabrina Corlette, a research professor and co-director of the Center on Health Insurance Reforms at Georgetown University, in Washington, D.C. Maine aided in Supreme Court victory
The Maine co-op, Community Health Options, helped bring competition to the state’s market, which has had trouble at times attracting insurance carriers, said Eric Cioppa, who heads the state’s bureau of insurance.
“The plan has added a level of stability and has been a positive for Maine,” he said.
The co-op has about 28,000 members — down from about 75,000 in 2015 — and is building up its financial reserves, Cioppa said. Community Health Options is one of three insurers in the Obamacare marketplace in Maine, the minimum number experts say is needed to ensure vibrant competition.
Kevin Lewis, CEO of the plan, attributed its survival to several factors, including an initial profit in 2014, the year the ACA marketplaces opened, that put the plan on a secure footing before several years of losses. He also credited bringing most functions of the health plan in-house rather than contracting out, diversifying to sell plans to small and large employers, and securing lower rates from two health systems during a couple of difficult years.
Jay Gould, 60, a member who offers the plan to workers at his small grocery in Clinton, has been happy with the plan. “They have great customer service, and it’s good to know when I am talking to someone that they are from Maine,” he said.
Central Aroostook Association, a Presque Isle nonprofit that helps children with intellectual disabilities, switched to the co-op last year to save 20% on its health premiums, said administrator Tammi Easler. Having a Maine insurer means any issues can be dealt with quickly, she said. “They are readily available, and I never have to wait on hold for an hour.”
The co-op, which made a $25 million profit each of the past two years, has proposed dropping its average premiums by about 14% in 2021, Lewis said.
Community Health was one of the lead plaintiffs in the case before the Supreme Court and expects to get $59 million in back payments from the settlement.
The federal decision to suspend those so-called risk corridor payments — designed to help health plans recover some of their losses — was one of the factors that caused many of the co-ops to fail, Corlette said. Republican critics of the ACA, however, blame poor management by the plans and lack of oversight by the Obama administration.
Insurers are in talks with the Trump administration about whether the $13 billion due the carriers must be added to their 2020 balance sheet or could be counted toward operations from prior years. This year, insurers are generally banking large profits since many people have delayed non-urgent care because of the COVID-19 pandemic. Since the ACA limits insurers’ profit margins, adding that federal windfall to this year’s ledger might mean many insurers would have to pay out most of the money to their consumers. If the money is applied to earlier years, the insurers could likely keep more of it to add to their reserves. Too much competition in New Mexico
The Supreme Court ruling came too late for New Mexico Health Connections, which lost nearly $60 million from 2015 to 2017. The co-op would have received $43 million in overdue payments, but, in an effort to raise needed cash, it sold that debt to another insurer in 2017 for a much smaller amount.
Marlene Baca, CEO of the co-op, which made a $439,000 profit in 2019, said its goal of bringing competition into the market was achieved, since five other companies will be enrolling customers this fall for 2021. Yet, that competition eventually led to the plan’s decision to end operations, announced last month.
With only 14,000 members, it made no sense to continue operating due to high fixed administrative costs, she said. Her plan was also hurt by the slumping economy this year, which pushed many state residents out of work and made more than 3,000 members eligible for Medicaid, the state-federal health program for the poor.
“We did our very best,” Baca said, noting that her company is closing with enough money to pay its outstanding health claims. Many other co-ops that shuttered were closed out by their states and unable to meet all their debts to health providers, she said.
Montana’s Co-Op Is Expanding
The Mountain Health Co-Op, with about 32,000 members, has just two competitors in its home state of Montana and four in Idaho.
A big factor behind its survival was that the plan received a $15 million loan in 2016 from St. Luke’s Health System, Idaho’s largest hospital provider, said CEO Richard Miltenberger. Although he wasn’t working for the co-op at that time, Miltenberger said, it is his understanding that the hospital wanted to help keep competition in that marketplace.
The co-op is expecting $57 million from the Supreme Court victory.
“We are in excellent shape,” Miltenberger said. The plan, which paid back the St. Luke’s loan and made a $15 million profit in 2019, added vision benefits this year and is offering a dental exam benefit for next year. It’s also providing most insulin and medications for asthma and chronic obstructive pulmonary disease to members without any copayment to help ensure compliance.
The insurer is moving into Wyoming for 2021, which will end the Blue Cross plan monopoly in that state’s Obamacare marketplace, he said. Wisconsin’s mystery donor
Wisconsin’s Common Ground Healthcare Cooperative was on the verge of ending operations in 2016 when itreceived a lifesaving $30 million loan, said CEO Cathy Mahaffey. The insurer has refused to identify the benefactor other than to say it was not a person or company doing business with the plan.
In 2018, Common Ground was the only health plan in seven northeastern Wisconsin counties, she said. Today, the co-op has about 54,000 members and faces competition from two to five carriers in the 20 counties where it operates.
Common Ground, which recorded a $73 million profit last year, expects to receive about $95 million from the Supreme Court case victory.
Wisconsin’s decision not to expand Medicaid under the health law has benefited the co-op because people with incomes from 100% to 138% of the federal poverty level ($12,760 to $17,609 for an individual) are ineligible for Medicaid and must stay with marketplace plans for coverage. In states that expanded Medicaid, everyone with incomes under 138% of the poverty level is eligible.
Another factor was its decision in 2016 to eliminate the broad provider network offering and sell a plan offering only a narrow network of doctors and hospitals, allowing it to benefit from lower rates from its providers , according to Mahaffey.
“We are very strong financially,” she said.
KHN (Kaiser Health News) is a nonprofit news service covering health issues. It is an editorially independent program of KFF (Kaiser Family Foundation) that is not affiliated with Kaiser Permanente. Gutting this federal program could undermine Americans’ confidence in a COVID vaccine
We may have a coronavirus vaccine as soon as this fall. But millions of Americans already say they won’t get it. More than six in 10 adults think any first-generation COVID-19 vaccine will pose either a “large” or “moderate” risk to their health , according to a new Ipsos survey.
That’s concerning, given that decades of scientific evidence prove just how safe vaccines are. A vaccine offers the best chance of ending the pandemic. Boosting public confidence in them is crucial.
Unfortunately, federal officials are doing just the opposite. Late last month, the Department of Health and Human Services issued a draft rule that would gut the National Vaccine Injury Compensation Program, a little-known initiative that provides payment to the very few people harmed by vaccines.
Scaling back the program would hurt not just those who have been injured but the many more people who count on vaccines to protect them from dangerous diseases.
Few medical advances have saved more lives than vaccines. For example, measles infected nearly 4 million Americans—and killed hundreds—every year before a vaccine was created in the 1960s . Today, the CDC says measles has been effectively “ eliminated from the United States ” thanks to the MMR shot. The flu vaccine, meanwhile, prevents millions of people from contracting influenza annually and saves thousands of lives.
Just like any other medicine, vaccines can cause side effects. Usually, they’re mild. But on rare occasions, more serious side effects—including life-threatening reactions, diseases, or debilitating shoulder injuries from the vaccine’s contents and improper injections—can occur.
Until the late 1980s, these injuries sparked lawsuits. Juries awarded such large payouts to several parents whose infants were injured by the pertussis vaccine that drug companies ceased production for fear of further litigation.
Policymakers rightly feared that lawsuits like these would chill vaccine development—and lead to more sickness and death in the long run. So Congress passed a law indemnifying drug companies and health care providers from vaccine-related liabilities.
At the same time, lawmakers created the National Vaccine Injury Compensation Program, which reimburses people harmed by vaccines for their medical bills, lost wages, and additional pain and suffering. Since 1988, the program has paid out more than $4.3 billion to about 7,400 qualifying victims.
The standards for the program are exacting. More than 60% of adjudicated petitions have been rejected by the court that oversees the program. For every million doses of vaccine distributed, one person receives compensation .
The program has been enormously successful. It enables drug companies to confidently invest in vaccine development. It encourages doctors and nurses to inoculate their patients without fear of a malpractice suit. And it reassures patients they’ll be compensated (my law firm works on such cases), on the off chance they do experience a serious reaction.
The draft rule undermines all three of those objectives. It does so by attempting to delete an injury from the list of those eligible for compensation. That injury just so happens to be the most common : “shoulder injury related to vaccine administration,” or SIRVA.
More than half of all claims that come before the program are for SIRVA. These injuries—which include rotator cuff tears, tendonitis, bursitis, and frozen shoulder—occur when doctors or nurses inject patients too high in the shoulder or choose an inappropriate needle length, and the vaccine causes an inflammatory reaction resulting in injury. People afflicted with SIRVA can require painful surgeries to recover and may lose use of their arms for months or years.
There’s no new science to justify removing SIRVA from the list of covered injuries. But federal officials are struggling with a backlog of claims against the program. Scrapping the most common source of claims would certainly help clear that backlog—at the expense of people who are suffering.
The move could also hamstring public health officials’ efforts to roll out widespread immunization programs against the coronavirus or any other vaccine-preventable disease. If people fear they won’t have recourse if they’re harmed by a vaccine, they won’t get inoculated.
At a time when more than 150,000 Americans have died from COVID-19, the last thing the government should do is give people an excuse to forgo vaccination.
Preserving the National Vaccine Injury Compensation Program is one of the best ways to ensure widespread participation by doctors, nurses, and patients in vaccination campaigns. Federal officials must rethink their proposed changes to the program.
Leah Durant is a Washington, D.C.-based vaccine injury attorney. More opinion in Fortune : We won’t have a true economic recovery until we tackle the racial wealth gap Levi Strauss CEO: We can’t solve racial inequality if gun violence and voter disenfranchisement persist I’m a Black Fortune 500 CEO. Here are 4 principles to guide companies in combating systemic racism What I learned from 5 years of cleaning airplanes in the middle of the night
Ed. note: This story was reported, written, and edited prior to the COVID-19 pandemic.
Photographer Madison “Max” Pittman books at least one wedding a week using Instagram.
In fact, she used Instagram exclusively for the first nine months of her business, Max McQueen Photo, as she built out her website and established her online presence. Now that she does have a portfolio website, Pittman still finds Instagram to be the most lucrative tool. And increasingly, she says, her clients have grown up with the Internet. If they book everything from restaurant reservations to a date with an app, they expect to book a wedding photographer that way, too.
“People instantly know if they like my style and approach just by looking at my Instagram, and they know they can connect with me within a few seconds over direct messaging,” Pittman says of her Instagram profile, @maxmcqueenphoto. “I can send them links to my full galleries, photos, even posts by other vendors who I enjoy working with super easily.”
And she’s not alone. An overwhelming number of wedding professionals, from stationers and musicians to event planners, say that Instagram is the most important platform for their marketing. Gone are the days when couples would meet with wedding vendors in person to discuss details. Today’s couples are searching for, following, and even booking their wedding vendors via Instagram. Direct messages have become the new phone calls, and the feed is the new portfolio. Pittman’s clients, Nick and Shannon, booked her via Instagram for their city hall nuptials. “All communication was over the app from the beginning,” she says. Max McQueen Photo
“The Instagram rabbit hole is a real thing, especially for engaged couples,” explains Marcy Blum, the event planner behind Marcy Blum Associates. “The platform is very visual. It’s very easy for a couple to see a wedding or design that resonates with them. Most couples will check out a planner’s Instagram before they are even interested in communicating with them.”
Blum is one of the top planners in the business and has more than 35 years of experience. She has more than 58,000 followers at @marcyblum. She’s embraced Instagram as a way to connect with millennial couples, many of whom are at the marriage stage, and showcase her brand, particularly her sense of humor.
“I write copy for everything,” Blum says of her posts, which a team helps plan and execute. “There are too many accounts that I follow, and the verbiage reads like a press release.”
Blum brings up an important perk of the platform versus other digital mediums: the ability to be authentic and personal. It’s the reason fellow event planner and designer Jove Meyer also aligns his company with Instagram—he goes as far to say that the social media brand powers his business. Jove Meyer Events (@jovemeyer) specializes in bold, modern celebrations and prioritizes collaborating with businesses run by women, people of color, and members of the LGBTQ+ community. Meyer says he doesn’t like to be put into a box and is attracted to clients who don’t either; Instagram’s free expression means they can easily find one another. He regularly receives direct messages inquiring about his services.
“Email feels so formal, text seems too personal, but Instagram is a fun way to chat about various subjects,” Meyer says, noting he will talk about non-wedding-related topics with current and prospective clients. “If we put ourselves out there, we have to be ready to be social and engage.” Social contracts
Most wedding professionals—especially those who work with couples spending hundreds of thousands of dollars on their weddings—run their own business profiles. Brian Buonassissi, a destination event DJ who goes by DJ Brian B, says he “lives off Instagram” as part of his bookings. He gets four to five inquiries a week at @djbrianbofficial. “Connecting is a lot easier than many other platforms because this is both where the content creator and viewers are living,” he says. Part of his success is that he sticks to a formula for his posts and Instagram stories that reinforce he’s a “normal human not a huge corporation,” like some wedding entertainment companies. He appears daily to talk to his 11,500 followers on stories about his upcoming gigs, travel hiccups, and empowering fellow DJs. “My posting buckets are travel, music, and packed dance floors—that’s it,” Buonassissi adds.
Nearly 80% of wedding planning is done online, according to WeddingWire’s Newlywed Report, and wedding professionals often share, anecdotally, that couples want to hire vendors who feel like friends. Wendy El-Khoury, founder and director of Wedded Wonderland, an online wedding marketplace (@weddedwonderland), says couples look for emotional connections when booking wedding vendors. The fact that Instagram and direct messaging allow for immediate contact with the business owner and casual relationship building makes it the perfect place for the two entities to meet.
While a wedding caterer or florist is used to contracts and booking procedures, it’s likely the first time that a couple is hiring service professionals. Kaleigh Wiese, founder of event branding and stationery company Meldeen (@meldeenink), says the human component of Instagram puts millennial couples at ease when reaching out for something as anxiety-ridden and emotionally charged as wedding planning. Once they feel the vendor is less of a stranger, the couple is more easily swayed to a conversation over the phone to talk about how something unique can be created for them. Getting the couple to a phone call is important for final booking because so much of the wedding is tailored to a couple’s specific tastes, and emails are needed for sending official documents like contracts and invoices.
Each wedding professional has a system for converting the client from Instagram to a live conversation, but not until they feel a valid relationship after conversing online. Additionally, they all go over basics—including availability and style—via direct message. It’s vital, Meyer says, that pros do respond quickly; Instagram shows both parties in a conversation which messages have been seen.
There are other social media platforms that play a role in wedding marketing. Blum says that Facebook is best for her B2B relationships with other vendors, and Buonassissi uses YouTube to show videos of DJ sets and has a podcast about event music. Both Meyer and Pittman agree Pinterest has a huge sway with wedding decor and photography. And mobile payments are on the rise, says Wiese, who has seen a huge uptick in requests to pay by Venmo. “Many of our clients have never had a checkbook,” she explains. “They like that it’s instant; they keep a pool of money in their Venmo like a bank account.”
Wedding vendors who aren’t utilizing these platforms are slowly being left behind as the younger generation embraces social media as a way to find and book their weddings. Many sessions at wedding industry conferences and meet-ups include social media topics, and webinars and blogs abound with information on how vendors can better execute an Instagram strategy. For many, though, it’s simple: Just be themselves, and the couples will find them (with the help of hashtags). “Some industry peers don’t see it as a professional way of doing business,” El-Khoury says. “I say, it’s all about the context of communication, not mode. Millennials and Gen-Z will, without a doubt, continue using social media for decision-making and product purchases. This is how they connect with businesses.” More must-read stories from Fortune : Couples spend thousands on a wedding photographer for that perfect shot
Ed. note: This story was reported, written, and edited prior to the COVID-19 pandemic.
Photographer Jose Villa regularly flies around the world to shoot couples’ wedding celebrations, whether it’s a castle in Tuscany, a ballroom in Malaysia, or a private estate in Napa Valley.
But he’s more than just a guy with a camera. He commands tens of thousands of dollars for his time and his talent, one so in demand that he shot Priyanka Chopra and Nick Jonas’ multi-day wedding in India, snapped Hailey Baldwin and Justin Bieber’s “I dos” in South Carolina, hopped in a hot air balloon above vineyards to capture a wedding guest excursion in wine country, and spent seven days covering a destination wedding in Thailand. One recent gig took place across three different locations, including a beach town in the south of France and New York City.
It may seem like a crazy cost for “the big day,” but the fact is that most wedding photography today is no longer shooting one eight-hour event at a single location. It includes everything from engagement photos and pre-wedding shoots to bridal luncheons, rehearsal dinners, portrait lounges, afterparties, and even honeymoons—then, of course, the editing of thousands of images. For luxury weddings that cost six figures—or more—there may be several days of events, and destination weddings often mean hopping on long-haul flights and posting up at five-star resorts. Villa even has a team of shooters that assist and photograph from multiple angles. Clane Gessel specializes in fine art wedding photography. Clane Gessel Photography
For photographers, weddings have become a very lucrative business.
“It’s not a backyard game anymore,” explains photographer Shawn Connell. “The skill of the photographer matters. Ten years ago, it used to be business people in weddings. But now it’s brilliant talent at the top of their game, with creative gear and equipment, which are pushing the definition of how to record a celebration.”
Wedding photography is practically a given for most couples, with 89% hiring a photographer, according to WeddingWire’s 2020 Newlywed Report . By comparison, 87% hire a caterer and 70% hire a florist. It’s also one of the biggest line items in terms of cost. The average couple spends $28,000 on the wedding, with $2,400 on a photographer. Those numbers, though, don’t accurately reflect a large portion of clients on the higher end of the scale, say luxury wedding photographers, who charge anywhere from $10,000 to $50,000 for their services. Their clients are often spending hundreds of thousands, or even millions, on their celebration.
It has pushed wedding photographers into an elite league of their own, each carving out what specialty sets them apart. For Villa, it’s shooting film in a land of digital, and for Connell, it’s style. He forgoes posed shots in favor of a photojournalistic approach to the wedding. “It’s about moving quickly to capture portraits as the couple is moving naturally or the events unfold,” Connell says.
For Philip Van Nostrand, it’s all about his personality connecting with his clients. “Just because a photographer shows a great photo on Instagram doesn’t mean they are a great person to work with,” he says. Or, they are known for special add-ons: Gurminder Banga now sells a branded “Banga Booth” portrait studio for weddings, and Clane Gessel will book a fine art shoot, setting off to a cenote in Mexico or beaches of Kauai to capture the perfect shot.
“Wedding photography has always been the pinnacle of social photography, and it’s evolution parallels society’s evolution,” Gessel says. “Millennials and Generation Z see the value in traditions, but they are seeking curated pieces of art rather than just doing it because it’s what’s always been done.” Beyond weddings, photographers will travel with couples for engagement shoots and on the honeymoon—for a pretty price. Clane Gessel Photography
Part of that big shift in weddings is technology. Now that everyone has a camera in his or her pocket means that couples don’t want wedding images that a guest could take on an iPhone. If a couple is paying for a photographer, they want to see that value in the creativity, skill, and service. This hasn’t hurt photography, say photographers, who actually believe that social media has pushed them to think beyond the old school mentality. “Apps like Instagram and Pinterest have taught us what one great image at a wedding can be,” Gessel says, noting that as couples have learned to discern between a person with a camera and an artist, the demand for skilled wedding photography has skyrocketed.
One big request? His fine art shoots. Gessel, whose work has also graced the cover of National Geographic , began applying the same composition rules from his landscape photography to his wedding business. It’s so popular that couples carve out time in the itinerary to make a shoot happen, often with the help of drones. He shot a couple’s wedding in South Africa, only to meet them in Namibia the following week for a fine art shoot on their honeymoon. Today’s wedding photographers command up to $50,000 per event. Clane Gessel Photography
Villa started out in photography before digital became a thing. He stuck with film through it all, and now finds that couples seek him out since he continues to shoot with his 25-year-old Contax 645. (That said, he sometimes has a use for digital and since launched namesake presets that give a film look to digital images that he sells online.) He has also adapted to the growing demands of his clients, whether they want to be subject of their own styled shoot or simply geek out on photography.
“These clients really, really love photography, and even do photography as a hobby,” Villa says. “They love film so we connect on that level.” Those clients, he said, are the ones who may also have the budget for elaborate photoshoots to document their love. One recent couple hired Villa and his team, along with a stylist, designer dresses, and herd of horses, to do a couples shoot in Camargue, France, then Paris, and on to New York. “They lived this beautiful fantasy,” he adds. “It’s becoming a lot more common.” A wedding shoot in shoot in Camargue, France. Jose Villa
It’s not always serious photoshoots; sometimes, it’s for the guest experience. As photo booths gained popularity at receptions, Gurminder Banga stepped up that offering for his business, Banga Studios: he produces a model-esque shoot for every guest. Dubbed the Banga Booth, it’s an elaborate studio set with wind machines instead of kitschy props and a live photographer rather than a button. He calls the activation an “experiential portrait lounge,” and the photos do indeed look more glamorous than your standard booth. “It’s engaging and captivating,” Banga says. “Whether it’s a power stance or a hair flip, the idea is to capture beauty and confidence in the guest.” The Banga Booth costs around $6,000.
The requests keep growing. Van Nostrand is now being asked to photograph engagement parties, something he typically didn’t do in his previous eight years in the business. Villa has inquiries to shoot bridal luncheons, private gatherings for the wedding parties, and even facials at a spa leading up to a ceremony and reception. On Flytographer, a booking platform for local photographers around the world, you’ll find numerous profiles advertising honeymoon shoots.
“I used to shoot 60 weddings a year, be there for eight hours and you’re done,” Villa says. “Now these weddings are so over the top. We’re talking five, seven days, sometimes multiple cities. I can only focus on a good 15 [weddings].”
“It takes me a day or two to recover,” he adds with a laugh. A happy couple crossing the Brooklyn Bridge in New York, N.Y. Clane Gessel Photography
The job isn’t easy. To start, carrying around two or three cameras for 12-plus hours at once is physically strenuous. Villa explains that while he may pull long hours, the real work starts after the last wedding guest leaves. He spends 60 hours, on average, editing photos for a two or three-day event. Sometimes there’s an additional 20 or 30 hours just for retouching. It’s a part of the job that clients don’t think about when they hear the price.
That’s also why it takes a few weeks for most couples to get the full wedding album. If a couple wants the images earlier, they can pay a premium as the photographer needs to hire additional editors to turn it around so quickly. Some top wedding photographers, like Connell and Gessel, have included this small perk: a teaser set of images they send to the couple within the first 24 hours.
“We can shoot portraits all day, but don’t,” Gessel says. “You’re not so much defining a moment in time as you are defining a relationship. There’s an insane amount of talent out there, and I’m pleased to see the demand grow as couples become more educated about what wedding photography can be.” More must-read stories from Fortune :
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It’s not the easiest time to be a female CEO, says Aileen Lee.
The longtime venture capitalist—who is also known for coining the term “unicorn” for private companies valued at $1 billion or more—says that the stressful moment we’re all living in has led people to be more critical of female and young CEOs than they would be otherwise.
“You’ve just got to be super careful about everything you do because people are just looking to throw stones at every female CEO out there,” says Lee, who is the founder of venture capital firm Cowboy Ventures. Subscribe to The Broadsheet , a daily brief for and about the world’s most powerful women, delivered free to your inbox.
It’s one of the many matters she hopes she can help Guild Education co-founder and CEO Rachel Carlson navigate. Lee was an early investor in the education technology startup that hit unicorn status last year. The two spoke last week as part of Fortune Most Powerful Women’s “Paying It Forward” virtual series.
Guild works with companies to offer tuition reimbursement, online programs, and degrees to their employees. And Carlson says that one of her challenges right now is being a mission-driven company amid the pandemic. “Our employees expect more out of us, and that’s okay” she said, “but in this chapter it’s been really, really hard to acknowledge when we can’t do as much as we had hoped.”
Carlson gave the example of childcare. Guild is building a daycare center, but it can’t open due to COVID-19. “At the end of the day there’s only so many things I can do to step into the homes of our employees,” she says.
During the session, Carlson and Lee offered up some tips to startup founders. Don’t wait to be perfect
Carlson says that she knew a lot about Lee before the two met—she’d heard her speak in one of her Stanford business school classes, and she had a classmate who worked for her. But Lee was the last person Carlson talked to in the entire fundraising cycle because she wanted to make sure she’d perfected her pitch before she connected with the people she admired most. “I’ve slowly gotten better at that,” she says.
Lee notes that despite what’s going on in the broader economy, it’s a “total bull market all the time” in tech-related business. “Investors are more open than ever to basically see you early and give you feedback,” she says, adding that startups may get offers sooner than they expect because people are “quite preemptive nowadays.” Don’t wait until your idea or pitch deck is perfect, she says, before meeting with a small handful of people. Look for advisors, not just investors
Carlson says she’s learned that building relationships can be powerful, but that doesn’t mean relationships with 100 investors. Get to know a few people well—not because you want them to invest in your next round but because they can help you look around the next corner. Build a board that meets your needs
Carlson says early on, whenever Lee or Michael Dearing, one of her professors at Stanford, would give her a piece of advice, she felt like it was the gospel. She would go home and tell her now-husband about it and lay awake at night thinking about it.
At one point, she decided that she should move the business to her hometown of Denver, where she knew she wanted to raise her family. But Dearing told her, “That’s like leaving Italy in the Renaissance. You’re in San Francisco for a reason.” She went home told her husband, “Okay, we can’t move to Denver.” She says she’s learned how to bring board members the right topics but not with “0% conviction or 100% conviction,” and identify where she wants their help refining her thought process. (She did, in fact, move to Denver.)
Lee says that boards are essential in helping articulate the key risks to the business and in identifying areas where the business should accelerate. The big question to ask is, “What are the skill sets you need to have around the table,” she says. As the company scales, you want to change who’s on the board to meet your new needs. “A shared value system and a level of trust is really important because it’s easy to get sideways,” she says. Find investors and customers who fit your mission
Carlson says that she was always transparent with every investor that Guild was going to be a B-corp , which balance purpose and profit. The company is now pursuing becoming a public benefit corporation, which has a legal framework that holds a company accountable for its bottom line from profit and social impact perspective. “It sets a bar for us,” Carlson says. “It’s really helped lay the table stakes of what we believe in and care about.”
A year and a half ago, Carlson says Guild was in conversation with a pizza chain, when its CEO said some racist things. Guild didn’t want to deny frontline pizza delivery staff the chance to participate in the program, but also didn’t want to be “band-aid tied to simply helping them repair their brand,” Carlson says. Guild ended up walking because the chain didn’t have the budget. “These are tough conversations you have to have internally,” she says.
Lee says that in tech in particular, there are lots of challenges around gender and inclusion of underrepresented groups. She says Cowboy Ventures will have a conversation with a potential portfolio company, and say, “Tech has a bad reputation for a good reason.” If they partner up, “we’re partnering to build a modern company that has an inclusive culture and goes out of its way to hire and take chances on people and build a diverse team. You have to be down for that.” Inside the lavish world of weddings in the United Arab Emirates
Ed. note: This story was reported, written, and edited prior to the COVID-19 pandemic.
When New York-based wedding planner and designer Preston Bailey was first asked to work on a wedding in the Middle East more than 20 years ago, he admits he was surprised. The royal client had seen his book in London and inquired.
Bailey, however, didn’t know much about working in that part of the world. Fast forward to the present and his company regularly puts on elaborate celebrations in the Middle East, frequently in the United Arab Emirates.
“These weddings are very special for the simple reason that most of my clients are exposed to extraordinary luxury and talent,” says Bailey. “They hire us [because] they’ll love to see a design that’s never been done before. They are amazingly creative, not only in decor, but art installations and technology taken to another level.” Dubai is increasingly branding itself as a luxury wedding destination. Abdulaziz Alnoman
Weddings in the UAE are often lavish, even deemed over-the-top by western standards, and it’s a quickly growing segment of the luxury wedding industry. Budgets can range anywhere from $80,000 to $250,000, on average. The culture and guest count, though, play a big role: some local Emirati weddings bring in 1,500-plus guests and multi-day Indian destination weddings in Dubai and Abu Dhabi can command six figures or more. It’s this high-end clientele pool where wedding professionals see the opportunity; so much so that Engage Summits hosted a luxury wedding conference in Dubai in March 2020, bringing together 250 attendees from 31 countries to see what UAE weddings are all about.
“It’s amazing to see how advanced the whole wedding event business has become in the Middle East,” says planner Colin Cowie, who has put events on in the UAE, Saudi Arabia, and Qatar with his company Colin Cowie Lifestyle. “There is an incredible infrastructure that exists where they can do anything, build anything, and hire anyone. They want the cache; they are very brand-conscious and class-conscious.”
The key is transformation: converting a basic room, such as a hotel ballroom or an industrial structure, into a dream land. It’s full of over-the-top amenities such as millions of imported flowers for massive installations, dinner with fine-dining chefs, elaborate dessert setups, and themed bars for everything from designer perfume to cheese from around the world. It may all live in a temporary structure built specifically for the wedding. Sometimes there are additional structures just to house the materials, like air-conditioned warehouses for boxes of botanicals. For Bailey, he’s crafted ceilings featuring millions of hanging crystals and entire floors made of fresh flowers. Zainab Alsalih, founder and director of Carousel Weddings and Events in Dubai. Daniella Baptista
“The size of these weddings makes it difficult to do weddings in outdoor spaces, so we are often asked to recreate outdoor themes indoors, such as a garden or Italian meadow,” says Zainab Alsalih, founder and creative director of Dubai-based Carousel Weddings and Events . She notes that noise restrictions, weather, and privacy concerns also impact the decision to largely host Middle Eastern weddings inside. “We have had weddings with 500 living orange trees to recreate a Sevillian orange grove and custom chandeliers with flying crystal birds,” Alsalih says.
It’s not an easy task. Alsalih has booked venues weeks in advance for build-outs of massive installations, including theater-like stages for the bride and groom to sit. There may be another stage for a surprise performer or live musicians. Food is an important element, so fantastic culinary displays are expected as are floral arrangements, with couples spending upward of $500,000 on florals alone to be flown in from Africa or Holland. It all boils down to the idea of personalization. Each and every wedding has to be truly unique and personal in the tight-knit community that is the UAE. A reflective catwalk centers the ballroom in this wedding reception designed by Abdulaziz Alnoman. Abdulaziz Alnoman
Wedding designer Abdulaziz Alnoman explains that it’s important to go above and beyond expectations, and the market of vendors has followed suit. It used to be that flower shops handled arrangements for weddings organized by a family member; now it’s a team of creative designers like himself. “Designers are now providing as many services as possible to create a complete aesthetic,” says Alnoman, who works throughout the Middle East from a home base of Jeddah, Saudi Arabia. “Weddings feature specific materials chosen according to a client’s particular theme and taste.”
“Most of the time there is no actual ceremony; it’s just a big party,” explains Dubai-based photographer Daniella Baptista. She’s captured weddings in the UAE for a decade and says no two have been the same. Baptista literally, not figuratively, entered through the rabbit hole for an Alice in Wonderland -themed event and documented the first wedding ever at the Dubai Opera, which included an all-female orchestra. And Baptista has photographed weddings from various religious and cultural backgrounds, including Christian, Hindu, Chinese, and Muslim.
One challenge is that many local weddings must think creatively about the segregation of men and women. Middle Eastern weddings vary based on how conservative the family may be. Traditionally, women and men are separated for the party, with men having a small gathering with the groom and women celebrating with an over-the-top reception filled with performances, chocolate tastings, and designer outfits. The ballrooms may be side-by-side, but the two groups won’t see one another. That’s changing, says Alsalih, as some couples are opting for mixed gender receptions. The couple may even enter in a grand procession with musicians and dancers; she noted that it’s trendy to have a song composed using the couple’s names. In either case, it’s a community affair and that means average wedding sizes are much higher than in the U.S. or other western countries. It’s not uncommon to have a guest list exceed 1,000 people.
Hospitality is integral to weddings. Every event includes hostesses who offer guests sweet treats and tea, help guests to lounges, and generally provide a smiling face. Planner Bibi Hayat explained that there is “every type of bar except the traditional one.” Chai, coffee, chocolate, cheese, and perfume are common. (Most of these weddings do not include alcohol.) Bathrooms turn into glam zones and desserts can feature the best licorice in the world or even a branded Ladurèe macaron station. It extends to the guest experience outside of the reception. Alsalih’s couples have booked yacht cruises, desert safaris, and even takeovers of luxury hotel spas for their friends and family. Laying down new ballroom carpet, decor installations that take weeks to build, private transfers via helicopter—these are just a few of the many amenities booked into Emirati weddings. Abdulaziz Alnoman
The destination wedding business is growing, too. Vandana Mohan, founder of The Wedding Design Company in New Delhi, India, says that the UAE has become a major market for Indian weddings thanks to its proximity to the country and great range of hotels and resorts; there is always one to fit the budget. Indian weddings are also known to have large guest lists and the massive properties can easily accommodate the group. Beyond that, though, the UAE is home to many Indians who live and work among the ex-pat community. Indians feel comfortable there, and, she adds, it’s easy to find Indian food for the celebration. Plus, the visa process is seamless.
Cowie shared that some of the UAE’s luxury weddings are not that different from other high-end weddings in other parts of the world in terms of services, but it’s the scale that’s actually mind blowing—and sets them apart. His most recent event in the Middle East had 4,500 guests and plenty of custom decor elements. “The scale of creating that type of luxury for four and half thousand people turns weddings into a million-dollar event,” he says, noting it’s sometimes more. “The level of quality and service is far more sophisticated, far chicer, and far more elegant than what we’re doing in the west. They want the very best, and they’re willing to pay for it.” More must-read stories from Fortune :
—Will coronavirus finally get Americans to embrace the bidet ?—Listen to Leadership Next , a Fortune podcast examining the evolving role of CEO— Italian winemakers grapple with the coronavirus lockdown Trump’s ‘wrong track’ gambit: The president is betting that the worse Americans feel, the more likely they are to reelect him
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On January 20, 2017, President Donald Trump stood at the West front of the U.S. Capitol and delivered what historians described as “ one of the most ominous inaugural addresses ever .” As the rain began to fall, timed cinematically to the start of the President’s remarks, Trump offered a dark and despairing portrait of the country he was about to lead—a landscape of “rusted out factories scattered like tombstones,” a nation infested with crime and marauding gangs. Vowed the newly sworn-in Commander-in-Chief: “ This American carnage stops right here and stops right now .”
Some 43 months later, as Trump strives to make the case for reelection, he and others in his campaign and Administration are still painting that same picture of American carnage—calling daily attention to the “ violent mayhem “ that they claim is still laying waste to a big chunk of the country.
In June, in the placid Rose Garden of the White House, the President lamented that “our nation has been gripped by professional anarchists , violent mobs, arsonists, looters, criminals, rioters, Antifa, and others.” On July 4th, in the shadow of South Dakota’s Mount Rushmore, he spoke of “ angry mobs “ unleashing a “wave of violent crime in our cities.” In August, at a Republican National Convention replete with high-decibel alarms, Trump intoned about the “ violence and danger in the streets “ and warned of anarchists “ripping down our statues and monuments right outside.”
The difference between now and Inauguration Day 2017, of course, is that Trump is no longer the swaggering outsider insisting that only he can fix what’s broken—he’s the man in charge who, if we’re to believe his own rhetoric, has allowed lawlessness and chaos to fester. For a “hire me again” strategy, it’s an unorthodox message to promote.
“What we’ve seen historically is that incumbents running for reelection try to convince people that things are good,” says Jeffrey Jones , a senior editor and researcher at Gallup, the venerable polling company. The argument is “Elect me for four more years, so we can keep this going,” he says. “Obviously, it’s harder to do when things aren’t going as well. But yes, it does seem unusual trying to convince people that things are bad . I guess maybe that goes back to 2016 and how he got elected in the first place.”
Trump, to be sure, isn’t trying to convince voters that things are terrible and terrifying everywhere —just in the cities and states led by Democrats . But that number is hardly negligible. Consider that nearly two-thirds of the 100 largest cities in America—places that generally serve as the economic centers of the majority of states in the union, both red and blue—have Democratic mayors. Eight of every 10 Americans, around 250 million people, live in an “urbanized area,” according to the U.S. Census Bureau . So when the president rails against the “ smoldering ruins of Minneapolis , the violent anarchy of Portland and the bloodstained sidewalks of Chicago,” as he did at a late August rally in Scranton, Pa., there is inevitably a risk that it will reflect upon Trump’s own ability to lead the country as a whole.
Some of the collateral damage from the president’s latest American carnage campaign, in fact, can be seen in Gallup’s “ U.S. Satisfaction “ survey, which the firm has been conducting since 1979. In the most recent poll (July 30 through August 12), a mere 13% of the 1,031 respondents said they were “satisfied by the way things are going” in the country, compared with 84% who said they were dissatisfied—the lowest positive measure recorded since the financial crisis in 2008.
For comparison, in the days leading up to the 2012 election, when President Obama was seeking a second term, the satisfaction index was at 33%, which was then the lowest level for any reelected incumbent. (Former one-term presidents Jimmy Carter and George H.W. Bush both faced electorates whose satisfaction levels were wallowing in the teens and low 20s when they lost their reelection bids, Jones says.)
Trump’s rating is down precipitously from February—before the novel coronavirus began its lethal swing through the U.S., before the shutdown, before unemployment soared to the moon—when 45% expressed satisfaction with the direction of the country, the highest level during Trump’s presidency so far.
More striking still is the decline over that five-month span in the share of Republicans who feel confident about where America is headed (see chart). In the Feb. 3-16 poll, 80% of Republicans surveyed said they were satisfied with the direction of the country. By the poll ending Aug. 12, that share had fallen to 25%. Democrats dropped from 13% satisfied to 4% over the same period; independent voters, from 38% to 12%. (Another survey is currently in the field, Jones says, which will reflect some of the impact of both political conventions; so it’s possible that the Republican mood may brighten some.)
Other polling firms phrase the question in a slightly different way, asking whether people “feel that things in this country are heading in the right direction…or heading down the wrong track?” Here, too, the share of Americans who believe we’re on the “wrong track” hit a nearly seven-year high on Aug. 3, according to the average of such polls calculated by the website Realclearpolitics . On that date, the average for the wrong-track share was 70.7%, the highest percentage since October 2013. As of Sept. 5, in the wake of the conventions and some other tightening poll numbers, that figure has dipped to 65.8%. In late February, by contrast, fewer than 55% of Americans felt that we were headed the wrong way.
While the share of Republicans saying, specifically, that the country is on the “wrong track” is generally lower than it is in the Gallup satisfaction survey, the numbers here are striking as well. In the Sept. 2 Reuters/Ipsos tracker , 35% of Republican voters (and 78% of independents) gave a thumbs down to the country’s direction. Morning Consult and Politico , meanwhile, pegged the share of disaffected Republicans at 44% in their August tracker, though the percentage of GOP women expressing the same dismay was a red-flag-waving 51%.
As bad as those numbers might seem for the Trump camp, however, there’s little likelihood that the president’s campaign will abandon the strategy. Indeed, they’re almost certain to double down on it.
“To run as an incumbent, you have two options that you can hope for. One is that it’s a referendum and you can say, ‘I’m great. Reelect me.’ The second is that it’s a choice,” says Norman Ornstein , a resident scholar at the American Enterprise Institute and a contributing editor for the Atlantic , who has written extensively about American politics. “Right now, it’s a referendum. Trump is trying to make it a choice.”
On most levels, framing the election as a choice is unlikely to help him. In poll after poll this summer, voters have consistently said they believe former Vice President Joe Biden would do a better job than the incumbent on the most pressing of issues, from responding to racial inequality to tackling the coronavirus. Biden has also gained ground on the question of who would be a more able shepherd of the economy, drawing mostly even with the president on that front.
But one area where the Trump camp can move the fulcrum is in the amorphous category of fear.
“Trump knows that there were significant numbers of college-educated suburban white voters, many of them long-time Republicans who supported him [in 2016] in places like Bucks County, Pennsylvania, in the suburbs of Detroit, in the suburbs of Milwaukee, and elsewhere, who then abandoned him and the Republicans in 2018,” says Ornstein. “And what he’s hoping he can do is to get a sufficient number of them scared at violence in the cities—and the fear that it could spread to their suburbs—to come back to him.”
“I’m skeptical of that strategy,” Ornstein adds. “The idea that people will believe this is what Biden’s America will bring when it’s what Trump’s America is already bringing is not going to fly terribly well.” (Worth noting: In the eight years that Biden served as vice president under Obama, the violent crime rate actually fell 13.1% and property crime dropped 23.7%, according to the FBI’s Uniformed Crime Reporting .) “Still, you know, you can’t say that it will be a complete failure,” he says. “There’s always the chance that it will turn some of those votes at the margins back towards the president or at least get them not to vote.”
In a game of inches—as the 2016 battle for the electoral college was—that could make the difference. More politics coverage from Fortune : COVID-19 has another long-term side effect: A shrinking tax base If you choose virtual learning for your kids, you’ll likely be disqualified from expanded paid leave from the government Levi Strauss’s Chip Bergh on why he’s taking his most direct stance yet against structural racism The CEO striving to make vintage, secondhand clothing as popular as fast fashion
This is an installment in a special series, Startup Year One , interviewing startup founders about the major lessons they learned in the immediate aftermath of their businesses’ first year of operation.
A Harvard College and Harvard Business School graduate, Shilla Kim-Parker launched her career as an investment banking analyst at J.P. Morgan . Kim-Parker went on to lead the strategy and business development group at Lincoln Center for the Performing Arts, where she helped launch new business verticals including fashion, publishing, visual arts, food, and consulting.
Driven by environmental concerns, Kim-Parker saw an opportunity to create a space that would aid in the reduction of pollution in the fashion landscape. Passionate with a desire to help local small businesses—which are majority-owned by women—survive in a fiercely competitive, digital-first world by reaching new consumers worldwide, Parker cofounded retail startup Thrilling in 2018.
Thrilling scours vintage boutiques and secondhand stores nationwide, curating a selection of one-of-a-kind items while also supporting small businesses. The Los Angeles–based company promotes an environmentally friendly approach to fashion by encouraging shoppers to fall (back) in love with vintage.
On the heels of announcing a major partnership with Banana Republic , Fortune recently spoke with CEO and cofounder Kim-Parker to learn more about her business, the lessons learned, the hurdles overcome, and plans for the next year.
The following interview Thrilling CEO and founder Shilla Kim-Parker Courtesy of Thrilling
Fortune: From investment banking with J.P. Morgan in London to leading strategy at Lincoln Center in New York City, opening a vintage clothing business seems like a dramatic departure from your previous work experiences. What inspired you to launch Thrilling? How does Thrilling source its inventory?
Kim-Parker: Throughout all the twists and turns of my career, I had been drawn toward the idea of building something with my own two hands, so to speak. While my jobs have all been all-consuming, whenever I had spare moments I would scribble down ideas, noodle over business plans, even conduct small pilots and experiments. The idea for Thrilling evolved over years, until finally, at 36 years old, pregnant with my second child, I felt compelled to quit my dream job at Disney/ABC to launch it.
I grew up secondhand shopping; for me, it’s simply shopping. It’s not only great value, but I absolutely love the thrill of the hunt. You’re finding gems that you know you’ll treasure forever, that are unique, interesting, well-made, and delightful.
I have also become quite energized about the impact of the apparel industry on the environment, and the relationship many shoppers now have with clothes; we have almost come to see them as disposable. Not only does the apparel-production process consume massive amounts of natural resources, the industry is one of the leading contributors to global warming.
We have honestly made enough clothing to last humanity for generations. It’s just a matter of making all that clothing discoverable, accessible, and appealing.
The final part of my motivation for Thrilling is that I am passionate about supporting small businesses. I come from small-business owners: My grandparents started the first black-owned business (a dry cleaners) in Kinston, N.C., in the 1950s. They battled harassment, discrimination, and a wall of socio-political opposition. Nevertheless, they survived and thrived for nearly 40 years.
Thrilling enables small mom-and-pop shops to sell online, reach new customers and geographies, and generate critical new sources of revenue, especially important during a pandemic. Thrilling is a Black-owned digital marketplace for vintage shopping sourced from local stores across the United States. Courtesy of Thrilling
When shoppers think of secondhand stores, they might think of consignment stores, and they might think of thrift shops. But Thrilling is billed as a more modern approach to secondhand shopping. What does that look like, and what is Thrilling doing differently to attract shoppers?
There are more secondhand stores across the U.S. than there are Starbucks and McDonald’s combined, and yet 99% of their inventory is completely offline. We created a technology and an operational process that allows us, working hand in hand with the store owner, to put their inventory online, often for the very first time. That means that whether you’re in Topeka, or Tokyo, or Toronto you can finally shop an amazing vintage boutique in Portland. Or if you’re looking for something in particular—a denim jacket, or maxi dress, or pair of boots—you’ll be able to search vintage inventory across the U.S. and find the item you need, and filter by size or color preference.
We also create collections based on season, or what we are seeing is trending based on search data. For example, we recently launched a vintage caftan collection, which was enormously popular. They’re perfect for hot summer months, and they’re an easy way to feel stylish. Other examples of recent collections: bridal, tie-dye, slips, plus-size. Thrilling promotes an environmentally friendly approach to fashion by encouraging shoppers to fall (back) in love with vintage. Courtesy of Thrilling
Retailers have taken quite a hit during the pandemic. How has business fared in the resale and vintage space? Do you find customers looking for certain types of clothes or styles over others?
Our sales have grown 50% month over month, every month since January. We have definitely seen that shoppers are voting with their dollars in terms of spending with companies that align with their values. They’re looking for eco-friendly alternatives to fast fashion without sacrificing style. Most of our stores are also women-owned or BIPOC-owned, and there’s been a growing awareness to not only support local indie shops but to also support traditionally marginalized communities.
No surprise, there’s been a trend away from formal event–oriented wear, but other than that there hasn’t been much change. Our shoppers have always loved bright colors and patterns, well-made designs, and unique artistry—anything that helps authentically express their personalities and individuality. A model wearing a dress sold at one of Thrilling’s vintage locations. Courtesy of Thrilling
Thrilling recently launched a collaboration with Banana Republic to promote sustainability in fashion. But the Gap Inc. subsidiary could easily fall within the category of fast fashion, which is the antithesis of sustainability. What does the collaboration hope to promote and achieve?
Banana Republic was a small vintage shop in Mill Valley, Calif., in 1978, started by wife and husband Patricia and Mel Ziegler. It eventually became the first successful chain of vintage shops in the U.S., until Gap acquired them in 1983.
The company approached us with a sincere desire to honor their roots and support small mom-and-pop vintage shops across the U.S. Environmental impacts seem also top of mind for the company; Gap Inc. has announced initiatives to substantially improve their supply chain and production processes.
The collaboration consisted of Thrilling curating a collection, aligned with Banana Republic’s style guidelines, from our partner stores. Banana Republic would then use their platform and megaphone to help shed light on our store partners, and also generate sales of the collection.
We launched one month into the pandemic. At that time, Thrilling had announced that we would not take commission on any sales on our site for at least two months so that every dollar could go back to these stores who were all struggling to survive. To their credit, Banana Republic matched our offer, and they also gave up all commission on every sale for that collection.
Post-pandemic and five years down the road, where do you see Thrilling in the market?
I am hoping that secondhand shopping becomes a habit for everyone. And whenever an impulse or need to shop arises for any consumer, they think of secondhand first. And that it is not viewed as a marginalized activity, but just merely as “shopping.” It’s on Thrilling, and the other incredible companies in the space, to continue to make secondhand shopping as appealing, as relevant, and as accessible as possible so that everyone has no choice but to participate. More must-read lifestyle coverage from Fortune : 9 new books to read in September Apple’s iPhone sales have lagged in India for years. It’s only now unleashing its branding firepower
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On Aug. 22, 2008, crowds gathered at phone stores across India to catch a glimpse of the iPhone 3G launch, the first-ever smartphone to be sold in the country. In Mumbai, a phone vendor even marked the occasion with showers of confetti and cheerleaders.
Before the launch, Apple’s then chief operating officer Tim Cook said in a statement that he “couldn’t wait” to get the “iPhone 3G to millions of mobile customers in India.”
The iPhone made a flashy and highly-anticipated entrance to the Indian market, where Apple sold the devices through Indian carriers Bharti Airtel and Vodafone India. But in the 12 years since, Apple’s captured just 2% of India’s smartphone market, which now totals a half billion users . By contrast, it owns 46% of the market in the U.S. and 8.5% in China. Subscribe to Eastworld for weekly insight on what’s dominating business in Asia, delivered free to your inbox.
Apple was eager to arrive in India, but the country has been a somewhat inhospitable host. Until last year, India banned foreign retailers from selling products directly unless they sourced at least 30% of their goods from India. The rule meant Apple could not open physical or online stores in India, forcing it to rely on third-party sellers and neutralizing its branding firepower.
But now a series of changes—deregulation, India’s anti-China actions, and shifts in Apple’s supply chain—are poised to reshape India’s smartphone, market, perhaps in the iPhone maker’s favor. India’s 30% rule
India first introduced the 30% rule for foreign retailers in 2012, after previously banning foreign standalone shops entirely.
The restrictions were aimed at promoting Indian-made goods, but they hamstrung brands like Apple, which sources 48% of its products’ component parts from China. Apple did not respond to requests for comment for this article.
Without a direct avenue to customers, Apple has been at the mercy of third-party sellers. Sixty-nine percentof its products are sold at physical third-party retailers, and the rest through e-commerce companies like Amazon and Flipkart, says Shilpi Jain, an analyst at Counterpoint research. An artist performing during the launch of new iPhone 7 at world showroom DLF promenade at Vansant Kunj on Oct. 7, 2016 in New Delhi. The store is one of many third-party retailers Apple has relied on to sell its products in India. S Burmaula/Hindustan Times via Getty Images
Physical retailers “prioritize inventory that sells the fastest,” meaning that they often stockpile fewer Apple items than cheaper, often Chinese-made, products, says Abishur Prakash, a technology and geopolitical analyst at consulting firm Center for Innovating the Future. Therefore, Apple products in India “have never received the attention that Apple places on them in its stores,” he said.
The reliance on third parties also has hindered customer efforts to repair iPhones. In 2019, Buzzfeed reported that Apple’s third-party retailers are often unable to provide even simple fixes.
India’s restrictions have been such an impediment to the Cupertino-based giant that CEO Tim Cook personally waged a campaign to change them. In June 2017, Reuters reported that Cook raised the issue in a meeting with India Prime Minister Narendra Modi in Washington, D.C. In pushing for the rule change, Cook credited Indian developers with creating roughly 100,000 apps on Apple’s app store, which generated upwards of 740,000 jobs in India, according to Reuters .
Other foreign retailers like home furnishings giant Ikea also lobbied for a roll-back of the regulations, but Ambareesh Baliga, an independent market analyst in Mumbai, says Apple’s overtures likely carried extra weight given its prominence and Cook’s direct appeal to Modi.
In late August 2019, India relented, announcing that single-brand retailers could now set up their own online and physical stores without meeting the 30% made-in-India threshold.
“The changes will result in India becoming a more attractive [foreign direct investment] destination, leading to benefits of increased investments, employment, and growth,” Piyush Goyal, India’s commerce minister, said at the time.
Apple heaped praise on Modi’s administration for the move.
“We appreciate the support and hard work by Prime Minister Modi and his team to make this possible,” an Apple spokesperson said . Cook has also credited the Trump administration for intervening on Apple’s behalf and urging the Indian government to change the policy. Apple CEO Tim Cook speaks with U.S. President Donald Trump at the White House in March 2019. Apple credited the Trump administration with helping convince India to lift rules that had restricted how Apple sold products in India. Al Drago/Bloomberg via Getty Images
The company immediately indicated its intent to open its own stores in the country. “We’re eager to serve [Indian customers] online and in-store with the same experience and care that Apple customers around the world enjoy,” the spokesperson said.
The plans materialized quickly.
In February, Cook announced that Apple would open its first retail store in India in 2021. “We like to do things our way,” Cook said of opening the first brick-and-mortar store in India on an earnings call .
And last week, Bloomberg reported that the American tech giant plans to open an online store for Indiathis month.
The physical store, in particular, will introduce Indians to the ‘Apple experience’—sleek product displays, Instagramable design features, doting store employees—that has enchanted customers elsewhere. “The rush to place an order for a new iPhone online or lining up for hours outside a physical store speak to the power of Apple brand and the critical role the stores play,” said Prakash. Opening stores in India represents an “unparalleled” opportunity for Apple, since it will be able to “develop roots” in the country, he said.
The store openings, Jain says, will offer Apple the chance to finally “connect with its customers” and grow a “loyal customer base.” Price point
Still, Apple has to navigate what is arguably its biggest hurdle in India: its phones are among the most expensive on the market.
In 2019, the average smartphone sold in India cost roughly $160 , whereas iPhones range from $400 to over $1,000. The disparity helps explain why Apple holds a 49% share of the premium smartphone market in India but only 2% of the overall market.
Its main competitors are Chinese smartphone makers, four of which—Xiaomi, vivo, realme, and OPPO—combined to sell nearly half of all smartphones in India in the second quarter of 2020, according to the International Data Corporation . Chinese smartphones sold in India are less expensive—Xiaomi’s cheapest model costs about $75—plus, the Chinese brands have tailored their strategies to India by relocating supply chains to the country and investing in research and development centers and local distribution partners , says Sanchit vir Gogia, CEO of digital advisory firm Greyhound Research in Mumbai.
By comparison, “Apple hasn’t done justice to [the Indian market],” vir Gogia said.
Apple attempted to make inroads with its cheaper iPhone SE in India in 2016 . But at $400, the model’s specs did not “compare well” with Chinese phones of the same price, Baliga said.
Apple’s phone sales in India reportedly rose 23% to 3.2 million in 2017 , the year after it introduced the iPhone SE launch, but in 2018, they sunk 50%.
Like its Chinese rivals, Apple is now concentrating more of its supply chain in India. It began assembling the SE model at a plant in Chennai in 2017, and confirmed in August that it will assemble the latest 2020 version in India too. That news followed reports in July that Apple would assemble some new iPhone 11s in the country. Goyal, the Indian commerce minister, has confirmed the iPhone 11 report; it will be the first time Apple has produced its premium iPhone model in India.
Apple’s efforts to assemble more iPhones in India will help it avoid the 20% tariffs that India imposes on imported smartphones, which has the potential to lower the handsets’ price points. (The cost of tariffs are often passed on to consumers.) Border clash fallout
Apple does have one distinct advantage over its Chinese rivals that’s become relevant only recently: it’s not Chinese.
After Chinese and Indian troops clashed in a deadly border dispute in June, political parties and citizens in India issued calls to boycott Chinese goods . The Indian government banned 59 Chinese apps from app stores in India, citing security concerns . This week, the Indian government banned another 118 Chinese apps as border tensions reignited. Amid those actions, there’s evidence that China’s dominance in India’s smartphone market may be fading. Congress party supporters protest Chinese-made goods in Kolkata on June 18, 2020. A border clash between Indian and Chinese troops has raised anti-China sentiment in India. DIBYANGSHU SARKAR/AFP via Getty Images
When accounting for all Chinese phone makers, Counterpoint research estimated that in the spring of 2020 Chinese firms controlled a record 81% of India’s smartphone sales , a share that fell to 72% in the summer.
The drop is due, in part, to “growing anti-China sentiment that was compounded by stringent actions taken by the government,” Jain said.
“[India’s] flareup with China makes India incredibly attractive for Apple,” says Prakash. “As Indian consumers seek alternatives [to Chinese goods], Apple can offer its lineup of products and services.” Fresh competition
In addition to Chinese smartphone makers, Apple faces competition from other American tech firms that are now eyeing the samemarket.
In July, Google announced a $4.5 billion investment in Indian tech conglomerate Jio Platforms, which includes plans to produce a new, cheap smartphone. Google and Jio have not said how much the phone will cost, but Counterpoint research projects that they will likely sell it for less than $140 .
“Together we are excited to rethink, from the ground up, how millions of users in India can become owners of smartphones,” Google said at the time .
Apple is looking to establish itself anew in India—but it’s not the only one. More must-read international coverage from Fortune : The humbling of Europe’s most-hyped startup incubator: Rocket Internet

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