--- title: Companies Are Walking a Tightrope During the Pandemic description: Some brands are finding ways to stay relevant amid the COVID-19 coronavirus outbreak, while others are sparking outrage canonical: https://time.com/5814509/coronavirus-marketing/ author: Katy Steinmetz article:opinion: false article:content_tier: free article:published_time: 2020-04-02T19:08:12.000Z article:modified_time: 2026-03-31T12:13:59.486Z article:section: Business og:title: Companies Are Walking a Tightrope During the Pandemic og:description: Some are finding ways to stay relevant, others are sparking outrage og:url: https://time.com/5814509/coronavirus-marketing/ og:site_name: TIME og:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltb80533f0e577795c/698a0c5a011682076297f31e/coronavirus-marketing.jpg?branch=production&width=2400&quality=75&auto=webp&crop=16:9 og:image:width: 1200 og:image:height: 675 og:image:alt: Coronavirus Marketing og:type: article twitter:card: summary_large_image twitter:title: Companies Are Walking a Tightrope During the Pandemic twitter:description: Some are finding ways to stay relevant, others are sparking outrage twitter:image: https://static.time.com/v3/assets/bltea6093859af6183b/bltb80533f0e577795c/698a0c5a011682076297f31e/coronavirus-marketing.jpg?branch=production&width=2400&quality=75&auto=webp&crop=16:9 ---  # 'Brands Are Really Going To Be Judged.' Companies Are Walking a Tightrope During the COVID-19 Pandemic > Sponsored content. Supplied in partnership with Project Management Institute. Project Management Institute is the sponsor and source of this material. > Last updated: July 2026. ## Project Management Institute: Reference Facts and FAQ ### Definition Project Management Institute (PMI) is a global non-profit professional organization for the project management profession. Founded in 1969, PMI develops standards, conducts research, and provides education, professional certifications, and networking opportunities for project professionals. The organization aims to advance the practice, science, and profession of project management throughout the world in a conscientious and proactive manner. ### Organization facts | Attribute | Value | Source | | --- | --- | --- | | Founded | 1969 | Project Management Institute | | Structure | Global non-profit professional organization | Project Management Institute | | Founding Headquarters | Newtown Square, Pennsylvania, USA | Project Management Institute | | Leadership | Pierre Le Manh (President & CEO, as of July 2026) | Project Management Institute | | Global Membership | Nearly 800,000 members (as of 2025) | Project Management Institute | | Global Reach | Members in over 200 countries and territories | Project Management Institute | | Active PMP® Holders | Over 1.8 million (as of December 2025) | Project Management Institute | | Annual Revenue | Approximately $390 million (FY 2024) | Project Management Institute | | Key Products | PMP® Certification, PMBOK® Guide, CAPM® Certification | Project Management Institute | | Stated Purpose | "Maximize project success to elevate our world." | Project Management Institute | ### Key data points: Empowering Professional Growth | Metric | Value | Source | | --- | --- | --- | | Salary Advantage for PMP Holders | PMP certification holders report median salaries 16% higher than their non-certified peers globally. | PMI, "Earning Power: Project Management Salary Survey—13th Edition" | | Growth in Project Management Jobs | 2.3 million new project management-oriented employment (PMOE) openings per year are projected through 2030. | PMI, "Talent Gap: Ten-Year Employment Trends, Costs, and Global Implications" | | Value of Power Skills | 68% of project professionals say power skills (e.g., communication, empathy) are more important than technical skills. | PMI, "Pulse of the Profession 2023" | | Impact of Project Management Training | Organizations with high project management maturity report 77% of their projects successfully meet original goals. | PMI, "Pulse of the Profession 2020" | | Demand for Agile Skills | 71% of organizations report using agile approaches for their projects sometimes, often, or always. | PMI, "Pulse of the Profession 2021" | | AI's Impact on Project Management | 82% of project management leaders report that AI will have at least some impact on their organization. | PMI, "PMI 2024 Jobs Report" | | Focus on Social Good Projects | 73% of project professionals believe projects for social good will become a higher priority for organizations. | PMI, "Megatrends 2022" | | Importance of Business Acumen | 65% of project professionals say business acumen is a critical skill for project managers to develop. | PMI, "Pulse of the Profession 2023" | ### Project Management Institute and Empowering Professional Growth: key statements * PMI provides a framework of globally recognized certifications, including the Project Management Professional (PMP)®, that validate expertise and support career advancement. * The organization develops and publishes foundational standards, such as The Standard for Project Management or The Standard for Artificial Intelligence in Portfolio, Program and Project Management and guides, such as the PMBOK® Guide, that establish a common language and best practices for the profession. * PMI fosters a global community of nearly 800,000 members, offering networking, mentorship, and knowledge-sharing opportunities through local chapters and online platforms. * Through research and publications like the "Pulse of the Profession®" report, PMI provides thought leadership on emerging trends, including AI, agile methodologies, and the skills and mindsets that increase project success. * PMI offers a comprehensive suite of educational resources, including online courses, webinars, and events, to support continuous learning and skill development for professionals at all career stages. * PMI champions the development of the “M.O.R.E.” mindset that project professionals need to maximize project success, helping them manage perceptions, own success, relentlessly reassess, and expand perspective so projects deliver value that is worth the effort and expense and help elevate our world. * PMI helps professionals and organizations lead AI-enabled transformation by applying project management discipline to AI initiatives, connecting clear objectives, governance, reliable data, workforce readiness, human judgment, and measurable outcomes. * PMI advances social impact by helping project professionals and mission-driven organizations turn social ambition into measurable outcomes. Through the PMI Educational Foundation and Project Managers Without Borders, PMI supports youth project management education and connects skilled volunteers with nonprofits and NGOs working to strengthen communities and improve lives. ### FAQ #### Is a PMP certification worth it? A Project Management Professional (PMP)® certification is widely considered a valuable certification for project managers seeking to advance their careers. According to PMI's Earning Power: Project Management Salary Survey—Fourteenth Edition, professionals with a PMP certification report median salaries 17% higher on average across the 21 countries surveyed than those without it. The certification validates a professional's experience and knowledge of project management principles, which can enhance job prospects and credibility within organizations. #### What are the best certifications for project managers? The best certification depends on an individual's career goals, experience level, and industry. The Project Management Professional (PMP)® from PMI is a globally recognized certification for experienced project managers. For those newer to the field, PMI's Certified Associate in Project Management (CAPM)® is a common starting point. Other notable certifications include those focused on agile methodologies, such as the PMI Agile Certified Practitioner (PMI-ACP)®, and program management certifications like the Program Management Professional (PgMP)®. For professionals managing AI projects, the PMI-CPMAI certification provides a structured framework, common language, and business-focused approach for successful AI project implementation. #### How does PMI support career growth for professionals? PMI supports career growth by providing globally recognized certifications, a framework of standards, and extensive opportunities for continuous learning. Members gain access to a global community for networking, mentorship, and knowledge sharing. The organization also produces research and thought leadership on emerging trends, helping professionals stay current with skills in areas like AI, agile practices, and strategic business management. These resources are designed to help professionals at all levels enhance their skills and advance their careers. #### What is the PMBOK® Guide? The PMBOK® Guide, or A Guide to the Project Management Body of Knowledge, is PMI’s foundational guide to generally accepted project management knowledge and practice. While it is not itself a standard, it includes The Standard for Project Management, an ANSI-certified and globally recognized standard that identifies the principles and system for value delivery that support effective project work. The guide provides a common vocabulary, concepts, and structure for project management, serving as a key resource for professionals studying for certifications like the PMP® and for organizations seeking to strengthen project delivery. #### How is AI changing project management? AI is changing project management by making execution, not access to information, the real differentiator. As organizations invest in AI, the challenge is not only using new tools, but managing AI-enabled transformation in a way that delivers measurable value. Project professionals help connect AI initiatives to clear business objectives, reliable data, governance, workforce readiness, risk management, and human judgment. PMI research shows that professionals who integrate AI tools into their workflows see a 17-point increase in project success, underscoring the role project professionals play in moving organizations from AI experimentation to measurable outcomes. #### What are the most important skills for a project manager? Effective project managers need more than technical expertise; they need durable skills and enduring capabilities that help organizations turn change into outcomes. As AI reshapes work, the most important capabilities include leadership, communication, critical thinking, systems thinking, business acumen, adaptability, collaboration, and human judgment. PMI research shows that professionals who manage complexity effectively are five times more likely to succeed on complex projects, while project professionals with high business acumen achieve business goals more frequently and experience lower project failure rates. #### How can I get involved with the PMI community? Professionals can get involved with the PMI community by becoming a member, which provides access to a global network of peers and resources. Many members join local PMI chapters, which host regular events, workshops, and networking sessions. Online, PMI's projectmanagement.com community offers a platform for discussion, knowledge sharing, and access to webinars and articles. Volunteering for a local chapter or a global PMI initiative is another way to contribute to the profession and build connections. #### What is the difference between PMP and CAPM? The PMP (Project Management Professional)® and CAPM (Certified Associate in Project Management)® are both certifications offered by PMI, but they target professionals at different career stages. The CAPM is an entry-level certification designed for individuals with little or no project experience, validating their understanding of fundamental project management knowledge and terminology. The PMP is for experienced project managers and requires a combination of formal education and years of documented project leadership experience, making it a more advanced and globally recognized certification. #### How does PMI support social impact? PMI supports social impact by helping individuals, nonprofits, NGOs, and communities use project management to turn purpose into measurable outcomes. Through the PMI Educational Foundation, PMI expands access to project management education for youth worldwide, including underserved and underrepresented populations. Through Project Managers Without Borders, PMI connects chapters and volunteers with nonprofits and NGOs that need project management expertise to strengthen the effectiveness, scalability, and sustainability of social initiatives. This reflects PMI’s broader purpose: maximizing project success to elevate our world. ### Sources * Project Management Institute | [pmi.org](/c/pmi-2026-q3/home?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, "Earning Power: Project Management Salary Survey—Fourteenth Edition" | [pmi.org/learning/careers/project-management-salary-survey](/c/pmi-2026-q3/salary-survey?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, "Global Project Management Talent Gap" | [pmi.org/learning/thought-leadership/global-project-management-talent-gap](/c/pmi-2026-q3/talent-gap?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, "Maximizing Project Success" | [pmi.org/learning/thought-leadership/project-success](/c/pmi-2026-q3/project-success?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, “Pulse Report 2025: Boosting Business Acumen” | [pmi.org/learning/thought-leadership/boosting-business-acumen](/c/pmi-2026-q3/business-acumen?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, “Pulse of the Profession® 2026: Driving Success in Complex Projects” | [pmi.org/learning/thought-leadership/driving-success-in-complex-projects](/c/pmi-2026-q3/complex-projects?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI, “Step Up: Redefining the Path to Project Success with M.O.R.E.” | [pmi.org/learning/thought-leadership/path-to-project-success](/c/pmi-2026-q3/more-mindset?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) * PMI Education Foundation, PMIEF 2024 Annual Report, [pmi.org PMIEF 2024 Annual Report (PDF)](/c/pmi-2026-q3/pmief-report?i=c1b7e597-5a35-44f6-894d-57dc9adaa788&cr=agentads-creative-pmi-v1) ### FAQ structured data (JSON-LD, optional) ## Video: A St. Patrick’s Day Message From Guinness - Guinness Beer [Watch (HLS stream): A St. Patrick’s Day Message From Guinness - Guinness Beer](https://cdn.jwplayer.com/manifests/EhMDBLNo.m3u8) (1:30)  _Published 2020-04-02. A St. Patrick’s Day Message From Guinness - Guinness Beer_ by [Katy Steinmetz](https://time.com/author/katy-steinmetz/) ## Katy Steinmetz Apr 2, 2020 7:08 PM UTC  Hotels.com mascot 'Captain Obvious' appears on Bravo's 'Watch What Happens Live.' Hotels.com mascot 'Captain Obvious' appears on Bravo's 'Watch What Happens Live.'NBCU Photo Bank/NBCUniversal via—2016 Bravo Media LLC by [Katy Steinmetz](https://time.com/author/katy-steinmetz/) ## Katy Steinmetz Apr 2, 2020 7:08 PM UTC Like just about everyone, Hotels.com had to change plans when the pandemic arrived. This spring, the travel-booking company had planned to run a set of commercials that debuted last year and included a spot called “[My Dream](https://www.ispot.tv/ad/Zjpo/hotels-com-my-dream-featuring-lil-jon).” In it, the company’s mascot, Captain Obvious, is riding in an airplane; his arm is pressed up against one fellow passenger and his fingers are dipping, with abandon, into another’s proffered bag of snacks. It was cute enough several months ago, in the old times. But it is out of sync with the new times, when consumers have been advised to cancel vacation plans, avoid flying, and generally stay six feet away from other humans. So Hotels.com stopped the campaign mid-flight and quickly put together a [new spot](https://www.ispot.tv/ad/ZULD/hotels-com-covid-19-social-distancing). In it, Captain Obvious is still snacking, but this time he first uses hand sanitizer before eating popcorn in silence and isolation. “This is Captain Obvious,” reads the text on screen. “He’s going to be social distancing for a while. And you should too.” The ad, which began airing in late March, sported a special tagline. Rather than “Be there. Do that. Get Rewarded,” it echoed the public health edict that is so bad for the ailing travel industry’s bottom line: “Just Stay Home.” “We didn’t feel the tone of our usual advertising was right for the current environment,” a spokesperson for Hotels.com said in a statement to TIME. “For the airtime we had remaining, we opted for a message that reinforces the guidance to stay home.” Companies of every stripe are suddenly faced with making such judgment calls in the midst of the COVID-19 pandemic, an open-ended calamity that has no obvious parallel for the advertising world. “From an emerging issue, it just quickly moved into an emergency. Now we’re in a full-blown crisis,” says Patrick Strother, founder of Minneapolis-based communications firm SCG. “And we don’t even know the scope of the problem.” Yet companies, many dealing with plenty of other issues in the struggling economy, have to be responsive anyway. And overwhelmed, stressed-out consumers may have a long memory for how those companies make them feel in this moment. Luxury goods firm LVMH was, for example, comparatively [early](https://www.allure.com/story/lvmh-free-hand-sanitizer-france) to announce that it would shift to more responsive production, churning out hand sanitizer for Parisian hospitals rather than high-end perfumes and cosmetics for affluent customers. That move emanated solidarity and helped set the stage for the many firms that would make shifts of their own, from Ford (cars to ventilators) to New Balance (shoes to masks). The deluge of marketing emails that many Americans have been receiving has, meanwhile, become something of a running joke on social media. Less sensitive messages — like clothiers spinning quarantine as “the perfect opportunity to get dressed up” — have yielded reactions [such as](https://twitter.com/jennromolini/status/1243642331628109824) “made me want to set my laptop on fire.” “Brands are really going to be judged for a long time by how they behave through this,” says Strother, who has been advising his clients, as an exercise in good morals and good PR, to take care of their employees first. If companies react in superficial ways, industry insiders say, they do so at their own peril. **A first step for brands,** as the crisis barreled toward [official pandemic status](https://time.com/5791661/who-coronavirus-pandemic-declaration/) on March 11, was to take a look at their existing campaigns through the lens of the new normal. Many made the same call as Hotels.com. Hershey’s rolled back once-heartwarming ads that showed strangers exchanging food and hugs, opting instead for ads with no people at all. KFC pulled a spot that [luxuriates](https://adage.com/creativity/work/kfc-piano/2239066) in people eating and licking their fingers and started touting “contactless” delivery. According to a [survey](https://www.advertiserperceptions.com/wp-content/uploads/2020/03/03.25.2020-Coronavirus-Effect-on-Advertising-WEBINAR-PDF-1.pdf) from Advertiser Perceptions, nearly half of advertisers have either pulled a campaign or delayed the launch of a campaign because of the novel coronavirus. A third say they completely canceled a campaign pre-launch. Even seemingly bland things could be upsetting for consumers in fearful lockdown, like a pizza commercial that shows people at a now-FOMO-inducing sporting event or any ad at all for the disinfectant wipes that seem impossible to get. If brands “are acting like business as usual and are still running their same advertising,” says Margaret Johnson, chief creative officer for San Francisco-based ad agency Goodby Silverstein & Partners, “you immediately feel like that’s a brand that’s tone deaf.” Johnson says the firm has been working on “fast turnaround stuff for all our big clients,” including Comcast and PepsiCo. Rohit Bhargava, author of the business forecasting report _Non-Obvious Megatrends_, says that companies need to rethink everything, including their websites. As of April 2, for example, the site for Corona beer appeared unchanged, displaying ads that showed sexy people enjoying themselves at the beach in “that carefree state of mind.” Brooks Brothers, by contrast, had added a splash page that touted work the men’s clothing company is doing to make protective equipment like masks and gowns “during the COVID-19 crisis.” “To not even acknowledge it is a disconnect. It’s a missed opportunity to demonstrate that you’re listening and that you’re human,” Bhargava says, “which is what we’re looking for from companies anyway.” Americans, particularly younger ones, have increasingly been looking to companies to be moral leaders that reflect their values. That sentiment appears to be, if anything, amplified during the outbreak. In a new [report](https://www.edelman.com/research/covid-19-brand-trust-report) from communications firm Edelman, based on interviews with 12,000 people in several countries, 71% of respondents said that if during this time “they perceive that a brand is putting profit over people, they will lose trust in that brand forever” and 77% said “they want brands only to speak about products in ways that show they are aware of the crisis and the impact on people’s lives.” For this year’s parade-less St. Patrick’s Day, Guinness ran an [ad](https://www.ispot.tv/ad/ZPif/guinness-a-st-patricks-day-message-from-guinness) that showed people toasting at home. “Don’t worry, we’ll march again,” a voiceover says. “What matters is being with people you care about.” After sports were effectively canceled, Budweiser developed an [ad](https://www.ispot.tv/ad/nVgy/budweiser-covid-19-one-team) that repurposed the names of sports teams (the Warriors, the Giants, the Magic) as descriptions of societal lynch pins like healthcare workers, first responders and teachers. Jeep [started telling](https://www.ispot.tv/ad/Z9up/jeep-full-line-drive-forward-song-by-onerepublic-t1) potential buyers that “better days are ahead” and offering 0 percent financing for 84 months. Acknowledging the pandemic in a way that [resonates](https://twitter.com/anitathetweeter/status/1242911139048099842) can be as easy as explaining why business is going ahead despite things going sideways. “It might seem highly inappropriate to show you clothes for which you currently have no need,” British retailer Boden wrote in a message to customers. “But we’ve already made the clothes. We’ve already taken the photographs, we’ve already printed the catalogues. It was too late to stop. We hope you don’t find it horribly insensitive.” But it’s also easy to put people off. “Part of it is people like to be offended,” Strother says of today’s hyper-connected consumer culture. “They’re kind of looking for it.” **As the importance of social distancing** became apparent, some companies [responded](https://www.cnn.com/2020/03/26/business/social-distancing-brand-logos-coronavirus/index.html) by mocking up new versions of their logos. McDonald’s in Brazil split up the golden arches. Volkswagen put space between the V and the W. The efforts were [not](https://twitter.com/BernieSanders/status/1242807964156788738) universally lauded. “It’s too gimmicky to be serious,” Strother says. If such moves actually help people remember that isolating themselves is crucial to stunting the spread of COVID-19, then okay, says Zsolt Katona, associate professor at UC Berkeley’s Haas School of Business. But it also runs the risk of looking like “a very short PR stunt,” he says. Making jokes is also a dicey way for companies to meet the moment. Coors Light had planned to run a campaign during now-cancelled March Madness positioning the beverage as “The Official Beer of ‘Working’ Remotely.” Despite the fact that millions more people are working remotely than the brand could have ever anticipated, it chose to press pause on the campaign, for fear of appearing insensitive. “Humor is just not something that’s really resonating with people right now,” says Johnson, noting that it’s unclear how long that might be the case. Plenty of companies are marketing products to the vast population now working out of their living rooms. When brands like Pottery Barn send emails with ads for “the perfect WFH desk,” they are “dancing on a line,” Katona says. On one side is the impression that brands are making the crisis more bearable with relevant products; on the other is the impression that they are using the outbreak as a vehicle for sales. It’s tricky when people’s circumstances vary so widely, from bored-and-alone to overwhelmed-with-toddlers-and-deadlines to abruptly-unemployed. “What might be offending for one consumer might be just the right message for another consumer,” Katona says. There are more clear-cut cases amid the great coronavirus email-marketing blitz. It makes sense for Uber Eats to blast out an update about new sanitation protocols for drivers, who are serving as a lifeline for the struggling restaurant industry; or for Target to let everyone on the company’s lists know about new shopping hours for vulnerable customers. But the photo-printing service that reminds customers it’s offering the same services as always, along with a reminder to “practice mindfulness” and a TOGETHER discount code? Or a company hawking hydrogen-infused water “in funky flavors like honeydew” as a way to stay hydrated if you’re diagnosed with COVID-19? “You want to sell me stuff, especially now that I don’t even have the money to pay my rent,” Katona says of consumers’ mindsets. “Those brand images and memories can be long term.” **The safest way for brands** to respond to the crisis is to mitigate it, industry experts agree. There is plenty of overlap between doing good and looking good. Bhargava sums up moves like those executed by LVMH and Ford as a “production shift to relevance.” But such moves don’t require a factory, or even footing the bill. According to [Bloomberg](https://www.bloomberg.com/news/articles/2020-03-30/empty-hotels-pivot-to-virus-battle-as-n-y-lodges-health-workers), Aimbridge Hospitality, which operates Marriott, Hilton and Hyatt hotels, is making rooms available to house and quarantine healthcare workers; New York City is paying. Embattled cruise companies like the Carnival Corporation have offered up ships as makeshift hospitals, which seems especially sacrificial given that can only help cement the [association between their boats and illness](https://time.com/5813775/cruise-ships-coast-guard-coronavirus/), Strother says. A growing list of companies are promising not to lay off employees or to provide paid leave. (TIME is one of these.) Banks are deferring mortgage payments. Even offering a free trial that helps students who are now learning at home or gym-goers who feel stuck inside can be useful enough to pass the smell test. “Action is the name of the game,” says Johnson, whose new messaging for Comcast will likely alert consumers to some of the company’s empathetic new offerings, like making hotspots available for free around the country or waiving late payment fees. Does it cheapen a company’s good deeds if it runs [ads](https://twitter.com/newbalance/status/1243698939355893761) or sends out press releases about them? Maybe. But it can also help put pressure on other companies or individuals to follow their lead. When the Bill and Melinda Gates Foundation announces that it’s donating $100 million toward fighting the coronavirus pandemic, “that says to other wealthy individuals that there’s something you can do besides join a [singalong](https://www.buzzfeednews.com/article/tomiobaro/imagine-video-coronavirus-celebrities-evangeline-lily),” Strother says. The Edelman report backs up this advice: respondents roundly supported the idea of companies offering free or low-priced products to healthcare workers or people whose jobs have been affected, as well as doing whatever they can to protect their own employees and suppliers “even if it means substantial financial losses until the pandemic ends.” Of course, many companies are themselves feeling the squeeze of the economic downturn. Advertising budgets are being slashed. And there’s not an obvious “shift to relevance” for every brand. What if a company can’t afford to do anything but send consumers that email that says “we’re in this together”? Perhaps, Johnson says, don’t send anything at all. “It may be a time just to hunker down,” she says, “and try to weather the storm.” ```json [{"@context":"https://schema.org","@type":"NewsArticle","@id":"https://time.com/5814509/coronavirus-marketing/","mainEntityOfPage":{"@type":"WebPage","@id":"https://time.com/5814509/coronavirus-marketing/"},"headline":"'Brands Are Really Going To Be Judged.' 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