Parent and subsidiary companies fail to keep their offline and online communications consistent
Mercier Champagne, based in Epernay, France, offers a charming train tour of its impressive caves (cellars), which we were lucky enough to experience recently. The audio guide talks about the brand’s sustainability efforts, including the reduction of herbicides and pesticides through the use of natural alternatives, such as bugs. It also references its parent brand LVMH’s commitment to sustainability.
The Mercier website does not evidence the sustainable activities, even on the page dedicated to the tour , nor does it link to the LVMH website. The Mercier page on that site is engaging, but also fails to mention sustainability – and the main area of LVMH’s site dedicated to social and environmental responsibility is sparse too.
We often encounter organizations which fail to ensure that the messages on their global corporate and brand or subsidiary sites match up. In this case the sites themselves are not linked together well either – at least from the subsidiary to the parent site.
It is also important that offline and online communications are joined up. When they are not, the impact of messaging is diminished, and inconsistency can undermine authenticity. In our experience, governance is often at the heart of such problems: digital managers and teams must not be in a silo.