I
grew up with Coca-Cola and am somewhat addicted to it myself.
If Coke's strategy is: Coca-Cola represents the entire spectrum
of American Values. It's bigger than sparkling sugar water. It
has the opportunity to succeed where our government has failed.
The product as Goodwill Ambassador. Then maybe Coke should
go back to the days of making us feel good. How about the
Coke Christmas song: "I'd like to teach the world to sing, in
perfect harmony...: kinda thing. Or the Mean Joe Green jersey
ad which makes us feel good about doing something nice for someone
maybe not so nice. I saw the "From American with Love" ad and
am not impressed with it at all. It in no way moves me or awakens
a feeling in me that makes me want a Coke. Just something
to think about. Martha P.
So
it was back to the drawing board for the "DoubleThink"
team. But not back to Malibu.
This time we spent the afternoon working at two tables in a food
court of a Vietnamese Super Market in the largely Chinese community
of Monterey Park just east of east L.A. Different vibe, different
results.
This
project incited me to increase my position in Coca-Cola stock last
week. It will never be a better buy than it is right now. So,
my first task, was to become actively engaged, as a shareholder,
in increasing the Value Perception of the company's flagship product,
Coke Classic by digging up everything I could on the brand. A
Shareholders got to do what a shareholder's got to do, right?
Armed
with a new dossier of global product and market info, our "Double-Think"
team worked on discovering and defining the powerful product-based,
"Brand Character" inherent in Coca-Cola Classic. We
went in to discover the prime motivator that will compel the current
Coke Classic faithful into becoming active ( as opposed to passive)
brand ambassadors. We went in to uncover "who" rather
than "what", defines the true personification of Brand
Coke Classic? Our team set out to seek this Brand persona out.
And, this is the Brand Personality that emerged. Even with those
well known curves, Today's global Brand Coke Classic persona was
both decidedly male as well as determinedly female. Gender alone
does not define the brand character of Coca-Cola Classic. We
discovered that chronologically, Brand Coke Classic is neither vibrantly
young or venerably old. Age alone does not define the brand
character of Coca-Cola Classic.. Geographically, Brand Coke Classic
is a citizen of the world, yet uniquely American in nature.
Uniquely
American. Our first clue in defining and developing the brand character
that best personifies Coca-Cola Classic. The support for our
position was referenced by a new study from the Harvard Business
Review that stated "What we didn't find was anti-American sentiment
that colored judgments about U.S.-based global brands. Since American
companies dominate the international market, critics have charged
that they run roughshod over indigenous cultures in other countries.
Champions of free trade have countered that people in other nations
want to partake of the great American dream, and global brands like
Coke, McDonald's, and Nike provide access to it."
These
findings led us to firmly believe that it is this powerful, memorable
and universally understood quality of being uniquely American that
can and will provide Coke Classic with this exceptional global demand
creation opportunity. The opportunity exists to create demand
by being uniquely American and stepping up where public policy,
years of diplomacy and global media reach have fallen short. The
opportunity to create demand by being uniquely American and celebrating
on a universal scale, all that is admirable, inspirational and compelling
about who we are and what we stand for, as people and as products
of those people. There seems to be support for this positioning
from our readers overseas.
First
let me congratulate you on saving an icon like Coke from the clutches
of traditional agencies. I have worked as a copywriter and a creative
director at a number of large agencies in India and ever since
our economy opened up in 1993, the work here has gone from bad
to worse. Cookie-cutter solutions hawked by the multinationals
fail in a country with 800 languages and dialects. Coke is
bleeding in India. Why? Simply because it did not stick to its
core value: an American icon. It tried to "Indianize" itself.
I wish you and your team the best for the future. Sunil
from Mumbai, India
And
the first responses to this weeks campaign from the Ad Industry
Press who got an "Early Bird" preview on Tuesday:
First
impression...brilliant! And the first impression is what matters
most. I'm going to let it sink in now!
Steve Hall, AdRant
I
just wanted to tell you how much I enjoy reading your MadAveNew
column -- and I'm a fan of the new Coke work.
Randi Schmelzer, Adweek
We
believe that the Brand Character of Coca Cola Classic is that of
being American. Not just any American. Not even every American.
But a unique personality. Unique in all the world. Judge for yourself.
Meet our brand characterization of Coca-Cola Classic, ( with a guest
appearance from our Landlord,) click here.
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Madison
Avenue's Tower of Babel. So sometimes
you actually get hooked into going to these God-awful industry
conferences that promise the world but end up delivering drivel
and shopping bags full of worthless chotchas.
The
Interactive Advertising World Conference and Expo last
week actually wound up delivering something of value. I had
always been surprised when I would come up time and time again
with the shortfall of Madison Avenue agencies embracing
the wonders of digital technology.
For
years I've been doing my TV commercial storyboards in Flash.
Swiped photos set to animation, sound and music tracks done
to time, all for a fraction of the cost of agency rendered
storyboards and video-edited ripomatics. Amazingly, many of
my agency clients still say, "Gee whiz. How'd you do that?"
Same thing with stuff done in Photoshop.
Now
finally, some of the brightest minds on the Avenue are fessing
up to the technology gap between practitioners of traditional
advertising and the increasing importance of the Internet
as an advertising medium.
Chris
Wall, ECD at Ogilvy & Mather, New York on the IBM
account, claimed of traditional creatives and agencies, "It's
a slow burn ... It's too slow for me, personally. People aren't
willing to throw it all away; they've been too invested
in the old model,"
Ann
Hayden, executive creative director at Young & Rubicam, New
York, stated that her agency was "not anywhere near
where we need to be in terms of creating multidisciplinary
creative teams and cultivating online creative talent. "We
have people who are brilliant craftsmen at one media. It's
tough."
In
an article covering the event, MediaPost's Media Daily
News quoted Eric Hirschberg, managing partner and executive
creative director at Interpublic's Deutsch, Los Angeles,
as saying that the future of advertising will be about choice
and customization, and that creative departments will be charged
with engaging consumers, no matter what the media. "Advertising
has been changing forever; it's all about salesmanship and
making human connections in a new way in a new medium, ( at
Deutsch.)There's no traditional. There's no online."
If you were with us last week you read that Eric's client
at Mitsubishi just pulled out of Network television
in disgust and placed his bets on interactive advertising.
All
of this hand wringing just proves the point that Madison
Avenue is generally dead from the neck up. R/GA's Bob
Greenberg said it best when he warned that 18- to-24-year-olds
will drive creative--no matter what the media-- and noted
that this generation is growing up with the ability to switch
easily among various media.
|
The
Most Horrible Day Of My Life.
Everybody
has bad hair days. Sometimes it goes way beyond that. Like the guy
who was managing director at Kantor/ Fitzgerald who overslept
on the morning of 9/11 and found himself rolling down the Westside
Highway at the very minute Bin Laden's boys parked their jet in
his lobby. Or the three porn stars who contracted HIV from the same
guy working without a net.
My
personal best for worst is not nearly as life and death. But
it sure made me wish I was dead before the day was out. When
I was a kid I had a lot of jobs. But my first real job came when
I was 19. At that tender age I ran away from home to join the circus.
Well, something like that. I left New York to move to Detroit as
the first Art Director for a young startup founded by an auto factory
worker and the son of a construction contractor. The company had
just changed its name from Tamla to Motown Records. Yeah, that
Motown.
At
the time, "the company," as everybody called it back then, was doing
business out of three adjoined bungalows on West Grand Blvd., just
a stone's throw from the GM Building. They had one record climbing
the charts ("Shop Around" by The Miracles) and their
basement 4-track studio was working around the clock to turn-out
product for the growing demand for "The Motown Sound."
A
19 yr. old working at Motown. How bad can that get? Plenty bad.
It was my second week on the job. I worked for Berry Gordy Jr's
eldest sister, Esther Edwards ( who would later become the
highest paid woman in America) the power behind the throne. It was
the day of my first photo shoot and Mrs. Edwards ( always Mrs. Edwards
and Mr. Gordy, even until this day) who ran the art department along
with ITMI, their powerhouse talent management arm, wanted photos
on a new group. Gladys Knight and the Pips. I was instructed
to go to the back of the building and bring around Mrs. Edwards
powder blue brand spanking new 1967 Caddie convertible, so that
Gladys and two of the three Pips could be taken to the location
in style.
Everything
was going great. I slid behind the wheel. Sank two inches into the
plush white leather upholstered seats. Turned on the whisper smooth
DeVille ignition. Slipped the car into reverse and eased backwards
until my first heart attack of the day. You have no idea what
a horrible sound the rear quarter panel of a brand new Cadillac
can make when it comes in contact with the rear bumper of a Ford
pickup truck. Especially, if the only sound anyone can hear
for blocks is the rhythm tracks of something called "Baby Love"
booming out of the basement studio at "Hitsville, USA" as
the Motown complex was referred to.
So,
since I couldn't hear what I was doing, I kept right on doing it,
until I noticed two of the Mail Room guys ( later to be known as
"The Spinners") waving frantically for me to stop the car.
The look on their faces said it all. They looked at me. They
looked down the side of the blue Caddie. They looked at me again
and shook their heads, with that unmistakable look of D.O.A. The
driver's door opened and the eldest Gordy brother, Fuller signaled
for me to get out of the car. He got the car untangled from the
bumper and left it running in the alleyway behind Hitsville. By
this time I had drawn quite a crowd. Temps, Tops, Vandellas,
Marvelettes they were all there to witness my embarrassment.
But don't worry. The worst day was young yet. It had a whole
lot worse to get.
Before
I could pull the gouged Caddie around to the front of the building,
a large tow truck from the Charles Daglish Cadillac Dealership was
backing it's way down the alley. In just the few minutes since I
had raked my bosses car, the dealership had been called and a brand
new Caddie convertible was sitting out front with Gladys and two
thirds of the Pips comfortably ensconced. A company driver was firmly
stationed behind the wheel and Frank Dandridge the photographer
was signaling for me to hurry up and get into his rental car for
the trek to the location.
The
album was to be the debut release for Gladys Knight and the Pips
on the Motown Label. "Just Arrived" was the title and the
cover was to show Gladys and the guys sitting in the driver's seats
of four brand new Cadillacs still loaded on autoloader rail cars
leaving the Cadillac factory just west of Detroit. Everything had
been set up through GM's Public Relations Department. The weather
was freezing but the sky was crystal blue.
We
arrived at the designated spot right on time and the Plant manager
informed us that the string of autoloaders we were to shoot on were
half a mile up the tracks on the other side of a railroad underpass.
It seemed that the train crew had passed into overtime before they
could deliver the cars to the factory gate and had abandoned their
train an hour earlier. To make matters worse, Gladys and her Pips
had to be on a 4pm flight to Las Vegas in less than two hours. So
we sat. And we sat. Finally, a call was placed to the local
office of the Pennsylvania Railroad to find out where the new train
crew was. Apparently nobody had told the PRR their train was abandoned
and the earliest they could get a crew would be the next morning.
This is where a bad day got elevated to the vaunted status of
"Worst Day."
Frank
Dandridge just happened to remember me saying that I had worked
for the railroad during the summer months as a kid. He asked, pointing
to the massive black diesel locomotives burbling at idle up the
tracks from us, "Can you run those things?" Like a fool, I nodded
yes. Frank trotted over to the Plant Manager and after a few
shrugs from the PM, Frank pointed to the cab of the waiting locomotives.
The next thing I know, I'm breaking every rule in the book and every
law on the books, releasing the air brakes on the train of twenty
or so autoloader cars and notching the throttle into run4 to coax
the train towards the factory gates.
The
rails were still a little damp from an earlier shower so their was
a bit of wheel slip. I hit the sanders and notched back on the throttle
until I could feel the locomotives gaining traction. Then I opened
the throttle all the way to run7 and the 6000hp EMD engines began
to thunder forward. I looked up the track and to my surprise I
saw the same look of horror on the faces of the two plant managers
and the photographer that I had seen earlier, in back of Hitsville.
Even one of the Pips was backing away from the oncoming train with
a look of dred. I wasted no time dumping the air into an emergency
brake application and slamming the throttle shut. I leaned out the
cab window to follow their panic-stricken pointing. I looked
back to discover that I had made convertibles out of eight brand
new Coupe DeVille hardtops.
The
eight sheered roofs and shattered glass windshields lay on the tracks
under the underpass. It wasn't until later that night that we discovered
that the reason the train crew had bailed was because the underpass
was too low for the autoloaders to clear and the PRR dispatchers
had decided to let the train lay dead until a new crew could run
it around the underpass via a route with higher clearances.
The
factory manager saved the day when he called the PRR dispatcher
and the police to report that a train had gone "runaway." I didn't
escape that easy. When I got back to "Hitsville" I found that I
had been given a new nick name as a result of the days events. "JunkYard."
The only person in the history of the Motown Record Company to
send 9 brand new Cadillacs to the Junkyard in just one day.
Stay
Tuned.
|
MARKETERS
FROM
THE FOLLOWING COMPANIES
READ
MADISON AVENEW:
OGILVY
& MATHER
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THE MARTIN AGENCY
TBWA CHAIT/DAY
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McCANN-ERICKSON
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PUBLICIS
FOOTE,CONE,BELDING
GREY ADVERTISING
HILL, HOLIDAY
ADRANTS
NEW YORK TIMES
CHICAGO TRIBUNE
NEW YORK OBSERVER
BRANDWEEK
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LAS VEGAS REVIEW JOURNAL
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COX NEWSPAPERS
PUBLIC INTEREST NETWORK
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HOUGHTON
MIFFIN COMPANY
REUTERS INFORMATION
BANK
OF AMERICA
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THE PRINCIPAL FINANCIAL GROUP
INDYMAC BANCORP
GUARDIAN LIFE INSURANCE
KMPG/PEAT
MARWICK
DEAN WITTER
VERISIGN
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AUTOMATIC DATA PROCESSING
GENERAL MOTORS
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FORD MOTOR CO
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CHRYSLER
MOTORS CORP
MICROSOFT CORP
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CISCO SYSTEMS
IBM CORPORATION
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THE LIMITED, INC.
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CO.
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INTERNATIONAL CREATIVE MANAGEMENT
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And
You.
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