Wants and Needs

Life comes down to wants and needs. Those things we have to have and those we would would like to have. What we require and what we desire.

Marketing is about setting up the want and need equation. Giving consumers the right amount of honest information in relevant and entertaining formats so they can make sound decisions.

Brands that are indispensable have become both a want and a need. That is the place to be … a brand that is both required and desired.

Brand Consultancies, Do This

Four years ago, I wrote the article, Branding Needs Rebranding. In hindsight, the title was a tad misleading because it covered the lack of differentiation and delivery between brand consultancies, it was not an indictment of the entirety of branding. I argued, branding is largely premised on differentiation, so shouldn’t the consultancies be different?

Today, the processes and methodologies of branding and rebranding from consultancies remain the same. Meanwhile, many of the larger consultancies have undergone different kinds of change. Prominent ones have left poor-performing markets and shuttered practice areas where margins grew slim.

Those under the large holding companies have been grouped together for synergies, more on the cost side, than revenue growth. This cycle of consolidation and rationalization is nothing new in the larger communications industry, but it could be less severe or avoided…more on that in a bit.

Let’s set the stage by looking back. Prior to 2000, branding was a nascent practice and profession. Then it exploded. Books, conferences, job titles, and businesses sprung up around brand. The sad fact is, “brand” became a buzzword and consultancies focused on building repeatable processes and methodologies, creating an uninspired assembly line of parity. Brand became ubiquitous but lost its edge.

Same Process, Same Result
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Why the Agency World Loved and Hated Mad Men

This post originally appeared on HubSpot’s Agency Post.

In 2007, I was brand new to the storied advertising agency DDB, having been appointed Chief Communications Officer. One of the first memos that hit my desk was a “heads up” that Doyle Dane Bernbach was going to be featured in a new television series. Creator Matthew Weiner had consulted with the agency prior to production and my arrival, but we did not know how the agency was to be treated in the storyline for Mad Men.

Fast-forward all these years, and I am happy to say that DDB fared the best in the quips and portrayals of Madison Avenue agencies (McCann was continuously trashed, BBDO had a short bad turn). I can honestly say that I would have watched and been loyal to the show regardless of my employer or career. It is an amazing trip through my adolescence and profession, as well as, our shared history and pop culture.

Now that the show has long been finished, I’m feeling nostalgic for all of the nostalgia the show provided. Mad Men was cleverly premised on investigating the past by monitoring the effect of change. Throughout, we witnessed our troubled public and private lives, personal struggle, and even surrender in the face of social upheaval.

Booze = Good

And Now, a Word From Our Sponsors

The series addressed race, gender roles, war, free love, assassinations, office politics, infidelity, addiction, and occasionally, advertising. On the last subject, it has been surprising that so little discussion has taken place on the impact mass production coupled with mass advertising had on society. This commercialism turned people into consumers and products into brands, and we have never been the same. 

Nor did the series adequately tackle the quality of advertising in the period. In the 1960s, advertising became a game of more, not better. In The Idea Writers: Copywriting in a New Media and Marketing Era, Teressa Iezzi writes:

For every Think Small (a DDB campaign for Volkswagen) in the 1960s, there was a bottomless bowl of the same insufferable dross that’s served up on any given commercial break and that covers the ground from forgettable waste of everyone’s time and money to actively annoying disincentive to ever buy the product being advertised.

It is amazing that, given the volume of work from this era, each notable agency can cite only a small number of standout campaigns. For Ogilvy & Mather, it is The Man in the Hathaway Shirt who sported a black eye patch adding mystery to his decision to wear only Hathaway shirts. The roguish adventurer drove sport cars, sailed yachts, courted women, held an elephant’s tusk, and inspected a shotgun all in the same crisp white shirt. 

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The Best Defunct Company Logos

Some are instantly recognizable while others verge on being lost to history. The list is neither exhaustive or scientific, it is highly subjective like so much of branding. If you have some cool ones to add, let us know.

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When Commerce Met Art

As my readers know, I am a huge fan of marketing history (to the point of being supremely nerdy). Over the past few years, I went back through the centuries to find great stories for my book, Why Marketing Works. That research missed a very cool tale that I am happy now to share. It involves Walter Paepcke and his company, Container Corporation of America (CCA).

When just 25, Paepcke inherited his father’s Chicago-based wooden crate empire. Predicting the shift to a consumer goods economy requiring smaller, lighter packaging, he moved production from wooden crates to corrugated paperboard containers. He bought a bunch of other packaging suppliers along with paper mills to ensure vertical integration and founded CCA in 1926. One smart fellow…as you will learn (read to the end to see how he and his wife are responsible for the popularity of the town of Aspen).

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Marketing is a Human Activity

Marketing-Jeff-Swystun

This article originally appeared in WPP’s Sparksheet.

As bots become more and more prevalent, as brands take an aggressive approach to social media, and as everyone drowns in data, it’s worth remembering that successful marketing has always been about one thing only: a personal connection.

Every marketer is bombarded with overwhelming and conflicting information. Most companies (and marketers) can barely digest the data they produce let alone turn it into actionable insights and strategy. Add the utopian promise of Big Data and we have a real issue because the most sophisticated systems will never spit out a marketing roadmap. More importantly, we must never forget that marketing is an intensely human activity.

There are an ever-increasing raft of studies, rankings and surveys that pelt the marketing community every day. In branding alone there are now 294 studies tracked on the website, Ranking the Brands. Most of these are celebratory lists pitting brands against each other on one dimension or another. And the tech industry is an expert at producing reports that skew towards ‘technology-as-savior’ conclusions. Add on consumer and market research studies and marketers are now buried in elephant-size data dumps.

Marketers have forgotten how to segment and to clearly understand the wants and needs of consumers. Marketers know this but get distracted by shiny new toys and theories promising better performance.

The practice and profession of marketing has never changed. It has always been predicated on human behavior. It exists to understand consumer’s motives and give them justification for making a purchase. Everything else either supports or erodes this fact.

The relationship between brand and consumer was pretty much a fair relationship until the Mad Men, mass communication era. That marked a point when brands took the appearance of control through the ubiquity of advertising. This went on for a few decades then the balance of power shifted back towards consumers…but was then interrupted by the advent of social media.

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Losing Sleep: The Mattress Industry is Burning

There is an adage in the advertising business. Don’t sell the mattress, sell the sleep. The lesson being, showcase the benefit, not the features. It is a smart guidance for anyone selling anything. If you are an internet provider, you do not feature “speed” alone, you show the customer what they can do with that speed and the time saved.

Selling the sleep is something the exploding mattress industry has failed to take to heart. What prompted me to write this was a whopping 8-page ad in the latest issue of Entrepreneur magazine. This spread is from the Tomorrow mattress company. It is a curious piece of traditional advertising for an on-line disruptor. The print ad looks like a software seller’s website.

It starts by extolling a host of company virtues: expertise, innovation, commitment…and American made. When it comes to the product, the “hybrid mattress combines the pressure-relieving comfort of memory foam and the unbeatable support of individually wrapped coils for deep, uninterrupted sleep.” Tomorrow is selling a messy mix of features and benefits in lofty language (their strategy and copywriting need help).

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Palessi is an Indictment of Our Times

You may have seen this clever, compelling, and creative campaign from Payless, the discount shoe chain. Payless took over a former Armani store in a Santa Monica mall. The chain stocked it with an array of their $19.99 pumps and $39.99 boots. Then they invited groups of so-called “Influencers” to the grand opening of the faux retail brand, “Palessi”.

The event attracted tons of media…

AdWeek:Payless Opened a Fake Luxury Store, ‘Palessi,’ to See How Much People Would Pay for $20 Shoes, The answer? A hell of a lot

CNN:Payless dupes fashion influencers into buying $640 shoes

CTV News:Payless Tricks Social Media Influencers into Paying $600 for $20 shoes

Fortune:Payless Opened a Fake Luxury Store With $600 Shoes

USA Today: Payless marked up discount shoes to $600 at luxury event ‘Palessi’    

AdWeek reported, “Party goers, having no idea they were looking at discount staples from the mall scene, said they’d pay hundreds of dollars for the stylish shoes, praising the look, materials and workmanship. Top offer: $640, which translates to an 1,800 percent markup, and Palessi sold about $3,000 worth of product in the first few hours of the stunt.”

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Hiring the Right CMO

It has been called the most dangerous title in business and many pundits have suggested it does not work and should be banished. No role in the last fifteen years has been scrutinized and debated more than the Chief Marketing Officer. Businesses have struggled with the title and role since it was first coined not too long ago.

I remember working in Price Waterhouse’s Marketing and Customer Management practice when I first saw it referenced in the mid 1990’s. I think I danced a nerdy marketing jig. My excitement was shared by marketing practitioners who long thought our services were poorly understood, inaccurately recognized, and under valued.

The hope was this executive position would set the record straight and have uber impact within a business. What happened and continues to take place are huge assumptions and unrealistic expectations placed on the CMO that almost always result in disappointment. Of course, I have seen situations and models work but I have witnessed many more fail.

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Ad Agency Survival: Obsess About Loyalty

The company, Access Development, tracked and recorded, has shared every publicly available piece of data available concerning customer engagement and loyalty. They call it the Ultimate Collection of Loyalty Statistics. These data points, insights and themes are interesting unto themselves but add up to one big fat fact they did not note…any marketing business or agency is in the business of loyalty.

I mean advertising agencies, marketing consultancies, public relations firms, market research bureaus, digital agencies, performance marketing shops, telemarketers, brand consultancies, social media marketers, media buying services, promotional material providers, influencer and celebrity marketing 200464106-001advisors…well, you get the idea. Any agency, firm or service that is in the business of marketing exists for one purpose. Of course, this includes those prescient to be specifically in the business of loyalty marketing.

The past, present and future of marketing has and will always hinge on loyalty. No company wants a one-time customer. Even businesses selling bomb shelters in the 1950’s wanted a client’s second home or to upgrade the first. Apple wants to sell customers a new cellphone every time there is a new release or every 22 months which is the smartphone adoption average.

Agencies and consultancies continue to talk about brand positioning, awareness, consideration and trial. Important stuff for sure but only the start. All efforts and spend should have loyalty as the end goal. Anything else is a dodge, a feint, a run from the real focus and fight.

Not one single advertising agency, brand consultancy, PR firm, media buyer is really talking about loyalty.

I see not one single advertising agency, brand consultancy, PR firm, media buyer talking about loyalty. This leads to churn, inefficiency, ineffectiveness and the regurgitation of the same ideas whose only result is a client’s frustration and dissatisfaction…and poor results.

Why spend money on branding and advertising if not to have repeat customers?

Let me say it again, no company wants a one-time customer. That is why marketing’s purpose is loyalty. You only need to give a cursory examination of Access Development’s aggregation to arrive at the same conclusion. We thank them for the following…and for also proving loyalty programs are a tactic not a strategy.

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