Plus: SMU’s attempt to kill its ‘Pony Up’ rally cry a possible Cracker Barrel moment; Trump announces more tariffs.
Canadian outdoor apparel brand Arc’teryx recently launched a dramatic marketing campaign involving fireworks over Tibet, a region with profound environmental and political sensitivities.
The display attracted blowback from environmental groups, activists and media observers who criticized the spectacle as tone-deaf and hypocritical given the brand’s positioning as an environmental advocate.
In response, Arc’teryx issued an apology and pledged to assess impact through third parties.
On Facebook, they wrote the move was “in direct opposition to our commitment to outdoor spaces” and “We’re addressing this directly with the local artist involved, our team in China, and will change the way we work to ensure this doesn’t happen again.” The brand added that they’re continuing to “mitigate the environmental and social impacts of this event.”
In a separate post written in Chinese, CNBC reports that Arc’teryx explained the stunt was supposed to “raise awareness of local culture at high altitudes” but that the project didn’t go as intended.
The visual artist and collaborator behind the stunt, Cai Guoqiang, who previously worked on Beijing’s 2008 Olympics displays, apologized for his role, saying he “humbly accepts all criticisms,” acknowledging that there were “many oversights on our part.”
Local authorities are now investigating whether any environmental boundaries were crossed.
Why it matters: The unfolding crisis highlights where Arc’teryx’s core values depart from its actions.
When stunts like this contradict the very thing the brand stands for, the reputational damage is magnified because the backlash calls brand credibility into question.
Arc’teryx acknowledged the error in their apology but did little to explain how they would move forward avoiding similar mistakes.
Audiences are likely to forgive riskier creative stunts if it’s consistent with brand mission, so long as they don’t feel it’s performative or opportunistic. In this case, Arc’teryx missed the mark altogether.
This shows the importance of running new ideas through some filters, potentially considering: Does it reinforce who we are or undermine it? Once trust in a brand’s values erodes, rebuilding it becomes exponentially harder.
Above all, brand boldness must never outpace empathy, due diligence or reputational guardrails.
Editor’s Top Reads:
- Southern Methodist University’s leadership attempted to retire the school’s “Pony Up” rallying cry, but the move sparked fierce backlash from students, alumni and fans, upending what they likely saw as a strategic refresh. SMU’s board chair, David Miller, declared that “Pony Up has died a natural death,” citing a desire to emphasize a more aggressive Mustang image, but supporters erupted on social media, in student government resolutions, and via on-campus protest, calling the idea a “Cracker Barrel moment,” The Wall Street Journal reports. Emotional identity and brand symbols carry weight. We’ve learned from Cracker Barrel’s logo snafu how the impact from even a seemingly small change can escalate beyond control. Brands must actively listen to stakeholders to avoid losing trust or stepping too far away from their core identity and what makes them unique. In this case, SMU’s leadership appears to have misjudged how deeply “Pony Up” was woven into SMU identity and is now scrambling to contain reputational fallout.
- President Donald Trump recently announced sweeping new tariffs that will take effect on Oct. 1. These include imposing a 100% duty on branded pharmaceuticals, 25% on heavy trucks and up to 50% on furniture and cabinetry, The New York Times reports. The administration qualifies some exemptions: for example, drugmakers who are building U.S. plants, but leaves key terms vague, with Trump pointing to “unfair outside competition” and calling imports into the U.S. “large-scale flooding.” Meanwhile, industry groups warn the moves threaten supply chains, consumer prices and could have legal pushback. For affected brands, this moment shows some critical factors. Clarity and transparency will matter moving forward. How brands explain these changes to stakeholders will be a key factor in protecting their own reputations, even with ambiguity from government on why these tariffs are necessary.
- The U.S. Department of Health and Human Services recently resurrected a 2017 Tylenol tweet that advised against its use during pregnancy. HHS posted it to X with the caption, “No caption needed,” using the tweet to bolster claims that acetaminophen is linked to autism when used during pregnancy (claims that are scientifically unproven and widely challenged). In its own response, Tylenol’s parent company Kenvue pushed back, clarifying that the brand’s official guidance aligns with current medical consensus, and arguing the tweet was “taken out of context,” according to NYT. Kenvue said the response was “incomplete and did not address our full guidance on the safe use of Tylenol which has not changed: Acetaminophen is the safest pain reliever option for pregnant women as needed throughout their entire pregnancy.” The drugmakers are facing an uphill battle as government leaders continue to orchestrate a campaign against them. Tylenol could have managed this more proactively by clarifying what the context of the tweet was more plainly. Brands should anticipate risk from old content, then review and maintain context for social posts, especially in areas prone to controversy. In the digital age, every past post is potential ammunition and particularly, brands in health, pharma or similarly sensitive sectors should maintain a ready-to-deploy crisis response.
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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