Maverick is a communications consultancy

that makes anything complex sound simple; anything simple sound important.

We do this through our ability to strategize and to execute flawlessly against it using earned, shared and owned media


The Events

that are relevant to the communities that matter to us and our clients.


Corporate Communications


Crisis and Issues Management


Media Relations


Consumer Brand Building


Corporate Training


Digital and Social Engagement




Media Monitoring





What Multinational Companies Can Do to Align Support for Social Issues in Different Markets

We have seen countless articles making a case for companies to take a stand on social issues. A recent study featured by Adweek, for instance, found that the majority of consumers want to see not only brands but also CEOs and executives weigh in on these issues.

When it comes to multinational companies, however, how do they navigate the complex social expectations in different markets, especially those such as Indonesia with hypersensitive audiences?

Take Starbucks for example. Last year, CEO Howard Schultz announced the company’s support for same-sex marriages. While other parts of the world celebrated, a significant portion of Indonesian netizens hit their keyboards, calling on their friends and families to boycott the coffee chain behemoth.

More recently, Unilever’s ice cream brand, Wall’s, faced a similar quandary. A picture of Wall’s Golden Gaytime ice cream, covered in rainbow colored rice crisps went viral online. It unleashed the fury of conservative groups in Indonesia, who had Unilever pegged as a “LGBTQ-supporting company”.

The fact is, the special rainbow version was sold only in Australia and only for a limited time in support of the 2017 Mardi Gras Festival. The combination of the word “gay” in its name and the rainbow color was, however, enough to trigger calls for boycott in the country with growing trend of conservatism.

What Unilever Indonesia did in the face of such potential crisis was to distance itself from the offensive product locally, and assure Indonesians that it respects the country’s “cultural norms and religious values”. In its statement, Unilever also went further and reminded the consumers that the products it sells in the country were all halal.

The statement worked to diffuse the anger of the Indonesian netizens but it did not sit so well with more progressive customers globally. To some of them, it read as though the company turned its back away from its global values.

So, how can these multinational companies align their stance across different markets in a way that doesn’t betray its values?

And, what to do when caring turns into crisis?

To us, there are four key points to consider when a multinational company is thinking of adopting a public stance on critical social issues:


1. Define your core values

Approach the decision not as riding on a trend (“LGBTQ movement is trendy right now; I want my brand to hop onboard.”). Instead, approach it only as part of an exercise to define your corporate character, including your core values and how they relate to your business.

What is it that you truly believe in as a company? It can be equal opportunity for all. It can be diversity. It can be the protection of the earth for generations to come. 


2. Activate with consistency globally, but translate for local context

Once you define your core values, it will be clearer to map out how you need to activate them.

The key is to repeat and demonstrate this belief consistently across the business. When you talk to your employees, when you talk to your consumers, when you talk to other stakeholders. The actual words of what you say, and the ways you say it, may differ from market to market – but the underlying belief should persist.

Activating these values can then include determining what social issues are in line with your belief. You will then need to decide whether you want to take up this issue globally, or one specifically in certain markets and another in the rest.

If you believe in, say, diversity, you may choose to specifically support LGBTQ movement in countries like the United States, but not in countries that criminalize it – as interference in which may have a legal effect on you. Instead, in those countries, you can identify what other critical issues in the diversity corridor that you can support.


3. Be prepared for crisis-like situations

When you take a stand on critical social issues, it usually means you either agree or disagree with someone. A potential crisis arising from attacks by the other side, therefore, is more a matter of “when” than “if”.

To minimize disruption to your business, you will need to be prepared. The earliest and the simplest step is to have a standby statement. Not only for the media, but also for relevant stakeholders including your customers on social media.

This is especially important because we don’t live in a vacuum; a support to an issue in one country, although meant only in that specific local context, can carry over to other countries and be a problem there.

Therefore, when developing such statement, you need to ensure that you go back to your core values, so you do not end up betraying them. Your core values are the glue that tie the issues you may show or not show public support for in different markets.

For example, we tweaked Unilever’s statement to be:

“It is Unilever’s belief globally that we respect diversity and equality of every human. At the same time, we respect Indonesian culture and religious values and norms as we have been here for 84 years. We always ensure that our products, activities and campaigns in Indonesia are suitable for Indonesians from different backgrounds. That’s why we did not sell, promote, or communicate products that may not be in line with Indonesian culture and religious values.”


4. Trust your local operations when a crisis happens

Lastly, when a crisis breaks out in a particular market, listen to your local team. They are the people on the ground who know best what the dynamics and the nuances are like there. Offer them support and provide them with the necessary tools or resources but trust their local insights.


Written by Mira Febri Mellya and Marsha Imaniara 

Maverick Crisis Working Group

Revisi Undang-Undang Kitab Undang-Undang Hukum Pidana

DPR membatalkan pengesahan UU KUHP pada 12 Februari lalu karena desakan yang kuat dari masyarakat. Bahkan isu ini menarik perhatian wartawan asing dan dibahas dalam diskusi panel Jakarta Foreign Correspondent Club.

DPR akan kembali membahas RUU KUHP ini setelah reses selesai pada 4 Maret 2018. RUU KUHP telah diajukan sejak 2012 dan hingga kini belum disahkan karena banyaknya pasal-pasal kontroversial. Rancangan UU KUHP dinilai banyak mengandung berbagai pasal kontroversial seperti:

  • Pasal Penghinaan Presiden, pasal yang sudah dicabut oleh MK pada 2006 lalu kembali masuk pada Rancangan KUHP kali ini
  • Pasal contempt of court yang mengancam kebebasan pers, wartawan dilarang menuliskan berita yang dapat mempengaruhi jalannya persidangan/independensi hakim. Pasal ini juga dapat mengancam konsultan PR yang sedang menjalankan kasus-kasus litigasi
  • Pasal Kesehatan Reproduksi, orang yang mensosialisasikan alat kontrasepsi dapat dipenjara. Ini mengancam petugas sosialisasi bahaya HIV/AIDS.
  • Pasal Zina, pasal ini dapat mengancam korban pemerkosaan dipenjara, karena pelaku bisa saja bilang tindakan atas dasar suka sama suka. Pasal ini juiga dapat digunakan jika ada orang tua yang tidak menerima anaknya berhubungan seksual secara konsensual dengan pasangannya sehingga mereka dapat melaporkan pasangan si anak atau anaknya sendiri
  • Legalisasi judi selama mendapatkan izin

Ditulis oleh Iwan Kurniawan, konsultan Maverick sebagai bagian dari peningkatan pemahaman Maverick atas isu-isu terkini yang terjadi di Indonesia.

Bahaya Laten Keluarga Cendana

Keluarga Cendana terlihat kembali memasuki panggung politik nasional. Putra dan putri mantan Presiden Suharto aktif memimpin partai barunya masing-masing, sementara mantan menantu Presiden Suharto, Prabowo memimpin salah satu partai oposisi pemerintah terkuat.

Komisi Pemilihan Umum telah menetapkan 14 Partai yang lolos verifikasi dan menjadi peserta pemilu 2019 mendatang. Daftarnya sesuai nomor urut partai adalah:

Nomor 1: Partai Kebangkitan Bangsa (PKB)

Nomor 2: Partai Gerakan Indonesia Raya (Gerindra)

Nomor 3: Partai Demokrasi Indonesia Perjuangan (PDIP)

Nomor 4: Partai Golongan Karya (Golkar)

Nomor 5:  Partai Nasional Demokrat (Nasdem)

Nomor 6: Partai Garuda

Nomor 7: Partai Berkarya

Nomor 8: Partai Keadilan Sejahtera

Nomor 9: Partai Persatuan Indonesia (Perindo)

Nomor 10: Partai Persatuan Pembangunan (PPP)

Nomor 11: Partai Solidaritas Indonesia (PSI)

Nomor 12: Partai Amanat Nasional (PAN)

Nomor 13: Partai Hati Nurani Rakyat (Hanura)

Nomor 14: Partai Demokrat

Dari daftar di atas ada empat partai baru yang akan meramaikan panggung politik Indonesia, yaitu:

Partai Garuda (Gerakan Perubahan Indonesia)

Didirikan pada 16 April 2015, dengan Ketua Umum Ahmad Ridha Sabana dan Sekretaris Jenderal Abdullah Mansyuri. Siapa mereka? Di luar politik, Ridha Sabana adalah Presiden Direktur PT Cipta Televisi Pendidikan Indonesia (TPI), versi Mbak Tutut, puteri Presiden Soeharto. Seperti yang kita tahu TPI yang sekarang ini berubah menjadi MNC TV setelah sebelumnya ada sengketa antara Mbak Tutut dan Hary Tanoe. Hary Tanoe memenangkan sengketa di Badan Arbitrase Nasional (BANI) sedangkan Mbak Tutut menang sengketa di MA. Kasus ini masih bergulir hingga saat ini.

Di sisi lain, Abdullah Mansyuri merupakan Ketua Ikatan Pedagang Pasar Indonesia (IKAPPI).

Partai Berkarya

Partai Berkarya merupakan reinkarnasi dari Partai Nasional Republik yang gagal lolos verifikasi KPU untuk mengikuti Pemilu 2014. Partai Berkarya dipimpin oleh Neneng A. Tutty, dan posisi Sekretaris Jenderal dijabat oleh Badaruddin Andi Picunang. Ketua Majelis Tinggi dan Dewan Pembina Partai dipegang oleh Hutomo Mandala Putra atau Tommy Soeharto dan berkantor di bekas gedung perusahaan Pecatu Graha, yang juga miliki Tommy Soeharto.

Neneng A. Tutty merupakan artis film layar lebar pada tahun 1980-an. Kiprahnya di politik ditandai dengan memimpin Laskar Merah Putih, ormas yang juga mencantumkan nama Tommy Soeharto sebagai Ketua Dewan Pembina. Setelah menjadi ketua umum Laskar Merah Putih, Neneng A. Tutty lalu menjadi ketua Partai Nasional Republik, yang kini menjelma menjadi Partai Berkarya.

Sementara Badaruddin Andi Picunang merupakan mantan politisi Golkar dengan posisi terakhir Wasekjen DPP AMPI Golkar (2015).

Partai Solidaritas Indonesia (PSI)

Partai ini diketuai oleh mantan presenter berita Grace Natalie. Partai ini cenderung mengambil target partisipan kalangan anak muda, perempuan dan lintas agama. Tokoh-tokoh partai ini menggunakan media sosial Twitter dan Facebook secara aktif untuk mengajak warga muda dalam berpartisipasi dalam kegiatan politik. Sebagai contoh adalah dengan menciptakan hashtag pada jejaring sosial seperti #Merdeka100Persen saat HUT RI ke 70 dan #KepoinPilkada saat Pilkada serentak pada Desember 2015 yang lalu.

Ada aturan internal di mana pengurus partai dibatasi maksimal 45 tahun,  saat ini pengurus daerah partai rata-rata berumur 20-30 tahun. Selain itu Partai ini tidak mau bertumpu kepada seorang tokoh untuk mengangkat nama partai, seperti partai politik lain kebanyakan. Partai ini juga mengklaim transparansi sumbangan finansial, khususnya memisahkan pengaruh bisnis dari operasional partai.

Nama-nama beken yang ada di PSI adalah:

  • Isyana Bagoes Oka (Mantan Presenter)
  • Tsamara Amany (politikus muda yang melejit namanya karena twitwar dengan Fahri Hamzah terkait pemberantasan korupsi)
  • Giring Ganesha (Vokalis Nidji)
  • Mohamad Guntur Romli (Aktivis NU)
  • Hariyanto Arbi (Atlet Bulutangkis)

Partai Perindo

Ini tidak usah dijelasin lah ya? sudah tahu kan owner Partai ini siapa? Hary Tanoesoedibjo.

Ditulis oleh Iwan Kurniawan, konsultan Maverick sebagai bagian dari peningkatan pemahaman Maverick atas isu-isu terkini yang terjadi di Indonesia.

“The Maverick team imbues the perfect PR combination of passionate pitching and commercial thinking.

The team has an innate ability to understand their client’s philosophy and work hard to develop campaigns that resonate locally while protecting the client’s ethos. The Maverick team was a key player in the successful launch of Dyson in Indonesia; meticulously organizing press visits, launch event and product review program. With it garnering first rate coverage.”

Sarah Arts
Sarah Arts PR Manager, Dyson Southeast Asia

“I’m glad to be supported by a group of professional and reliable people such as the Maverick team.

 They know how to handle crisis composedly, are able to deliver what is promised and agreed, and always willing to go extra miles to achieve our objectives. We can always depend on the Maverick team to come up and share insights about communications & media strategies. By the end of the day, all those qualities are what make us see the Maverick team as more of a partner than client-agency relationship.”

Viona Ong
Viona Ong Brand Manager, Heineken Indonesia

“We worked together with Maverick through a difficult situation,

 but Maverick’s professionalism, availability, and composure managed to help us contain the damage, going beyond communications strategy. Also, the quality of their work remained consistent, helping us not just to manage the situation, but also to create an awareness for our newest product as an effort to move on from the situation.”

Erditya Nur Arfah
Erditya Nur Arfah Corporate Marketing Senior Manager, Bluebird Group

“Working with the Maverick team has been a wonderful pleasure.

We have always been looking for a partner that not only knew what we needed, but could also augment our strategy and take our brand to the next level in Indonesia. We are happy to have a highly committed and forward-thinking team that is equally passionate for our brand and business. Not only do they understand every assignment, they are always prepared with great ideas, sound counsel and strategic advice.”

Ada Sarah Yen
Ada Sarah Yen Senior Marketing Executive, Sennheiser Asia

“Maverick has shown great integrity during years of partnership, is able to deliver results and exceeds expectations at times.

As a partner Maverick also went further than just receiving and executing requests. They were able to balance our views on occasions, even though it was different from our initial decision. The team was always responsive and able to talk through different channels, from conventional media, digital media, and even social media influencers and communities.”

Arra Primanta
Arra Primanta FormerMarketing Public Relations Manager, PT HM Sampoerna Tbk.

“We have been working together for more than two years.

 Maverick is a professional PR partner proven in resolving crisis management and maintaining OPPO’s good reputation in Indonesia. We hope the cooperation will continue so in the future we will have better outcomes and result in the increase of people’s awareness of OPPO brand in the Indonesian market.”

Aryo Meidianto
Aryo Meidianto Media Engagement, OPPO Indonesia

“Maverick has been working with Airbus Group over the last 10 years.

 I’ve always been impressed by their high quality work and their ability to provide flawless execution under challenging conditions. The work undertaken by Maverick has certainly played a key role in enhancing the awareness of Airbus Groups and its products in the Indonesian market.”

Jose Jacinto Monge Bravo
Jose Jacinto Monge Bravo President Director, PT Airbus Group Indonesia