Back In The Good Old Dayz.

The Journey To Great.

The Wherewithal Of A Legend.

Laugh Out Loud.

The Battle For Coca-Cola

The Battle For Coca-Cola
Rages On.

Ain't Nothing Like
The Real Thing, Maybe.

Last Blast Of Cool.

The Death Of Advertising.

Working Twice As Hard

I Don't Mean To Say
I Told You So, But...

Global Cooling

It Is Futile to Resist,

Are Consumers Smarter
Then We Are?.

The Four Great Myths
Of Global Branding.

Mr Bevis Butts Heads
with Mitsubishi

Agility In The Marketplace

Mitsu Who?

The Best Laid Plans
Of Mice And Men.

The Future As I See It.

 

 

Ain't Nothing Like The Real Thing, Maybe. Let me see if I got this straight. Four weeks ago there was no such thing as "DoubleThink" except in the great Eric Blair masterpiece ( "1984.") Now "DoubleThink" and it's "A Cool American" campaign are being written up in the ad trades and I'm getting e-mail from Stewart Elliott of the New York Times and Kenneth Hein of BrandWeek. Not only that, a very nice lady from AdWeek picked up lunch this past Monday.


VOLUME
SEVEN
WEDNESDAY
OCTOBER 6,
2004

Plus the readers are saying:

I LOVE IT!!! Wow, totally inspired! This has got to be it!!! I think the Coca-Cola leadership should be banging down your door. Your new devoted reader, Farley C.

I'm a good copywriter but it seems like my art directors are always having more fun. They go off on photo shoots and get to cast hot models. I get to dig around on the web and go to boring client briefings in smelly factories. How do I change careers-Bette W. Chicago

And former Coke people are saying "more power to you!" Such is the power of changing Perception to Reality. "DoubleThink" is now real. We've taken it from a brain fart to a group of like minded creative folks, to a team with a mission, to an exercise in global branding, to a news story, to a free lunch.

Buy the latest Art director's Annuals and steal ideas just like they do. Learn Quark and, Photoshop. Stay late and build your AD portfolio on your AD's G4. Get a new wardrobe. Learn to smoke dope at lunchtime. Get a new haircut. Send your book out. See how much less they pay Art directors. Then get over it and get back to work.-HW

The question on everybody's lips is, "What comes next? Well, of course the big question on the lips of all the press folk is, "What does Coke Management think about "A Cool American?" Well let me say right here and now, don't confuse me with anybody who gives a rat's butt wipe about what Coke Management thinks. If they have the time to mouse around on this website with their company swirling round the porcelin bus, they should all be put out to pasture.

This column has nothing to do with people like Mr. Fruit (CMO)and Mr. Isdell (CEO). These guys are up on the bridge running the ship.

This is a column for the Chief Petty Officers who happen to look to port side and see the iceberg comming up fast. This column is for the guys scoping out the life boats and saying maybe there is something I can use on my next tour of duty.

That's not to say that there are not a lot of people in the marketing department at Coke ( according to a guy who works there and swore me to secrecy.) She told me that they all had one burning question in common, in their Coke Cooler chat's. "What do you think they're gonna do for television?"

Well, they won't have long to wait. The television executions for "A Cool American" will be unveiled next Wednesday. To put it mildly, the "Cool American" spot is off da hook.

Working For A Living. Every now and then, I actually have to get up off my ass and go into a client's office and put in an honest day's work. The past five days were like that. Ad agencies play fast and loose with their work day. The Global 1000 enterprises that I work for, don't allow for such a caviler attitude.

This past week I was expected to show up at 9am and take work home when I left at 7 each night. Just like any other high-priced manager on the team. During those 10 hour days, I left the house at 7:30 am. Sweated through the rush hour traffic snarls that make life and work in the city a cursefest. Swilled down a Coke and a muffin before the first meeting of the day. Worked my brain to the bone, non-stop 'til noon. Grabbed something equally unhealthy at the company cafeteria and took it back to my desk, to get ready for the mid-day crisis that was sure to walk through my door before 2pm. Multitasked my way through meetings, conference calls, fire drills and death marches. Kissed up to the command structure. Became known as "that guy in Carole's Office." Used my cell phone because I could not for the life of me figure out the seven didget billing code to use the phone on my desk. Became driven insane trying to get my computer to send print commands to a document printer that was in the same hemisphere as my temporary office. Wore a security badge at all times. Didn't go to the bathroom because every door locked behind me and I would not be around long enough to be given an acess pass. Got and lost my e-mail because Earthlink Web Access e-mail sucks the big weenie. In other words,

I had to deal with the stuff that most of you take for granted every day of your working lives.

How quickly we forget what it's like to live and work in America, when you happen to be self-employed. After this past week's experience I have a few things to share with you who work from 9 to 5. First and foremost, realize your dreams and hopes of doing or developing or creating something that will allow you to quit your day job. If you don't love what you do for a living, what you do will ultimatly make you hate your life.

Get that screenplay out of the drawer and bring it back to life. Take that music, photography, Gormet Chef class or whatever and kickstart your way to a change for the better.

If the corporate life style suits you then embrace it like a Samurai.

There are a lot of people out there who are fired but don't yet know it, because the budget to replace them hasn't been approved or the proper excuse hasn't been found or just the damn paperwork hasn't caught up to them.

Get your damn ear to the ground, Bosco. Find out where you stand and take one step sideways before the piano drops. Finally and most importantly. Love your family more than your job. They will be the only ones on your team when it comes to an end. And it will come to an end. Bank on it. Head count is the one thing keeping your boss up at night. How can she do more with less.

In the past five days I did the copy and art direction on 14 commercials, 10 print ads, one 5 minute trade show film, and one in-store display. In the past five days the guy working in the office down the hall did the copy on trade ad. I report to the same person he does.

No matter what you do for a living, there is somebody out there like me who will out gun you at every turn. The minute that apples to apples comparison is made by your fearless leader your paycheck is at risk. This is not a scare tactic. This is a fact of life. Kiss your babies. Bring flowers to your wife. Rock your husband's world. In business, the only thing that counts is family.

The problem Is Not Knowing What the Problem Is. Although marketing techniques and technologies come and go, one thing has remained the same since Sidney Greenstreet and Gregory Peck faced off in "The Man In The Gray Flannel Suit". Marketing has been based upon numbers. How many? How much? How fast? How far? How Long? How Often? How come?

Answers to these and other critical questions about why people buy shit, has always been reduced to numerical coefficients and then qualified, quantified, projected and analysed. These Metrics and Matrixes have been the rule of thumb for decades.

For example, one of the latest trends in marketing is being touted as Lifetime-Value Modeling. ItŐs proponents are hailing it as "The Most Valuable Metric".

Here's how it's supposed to work. An Insurance Company wants to target prospects that will become profitable customers over the long term. The most profitable prospects are those who respond, are approved (i.e. low risk), pay the premium, persist for several years and even buy additional products and services. How do they propose the Insurance Company find such people? Lifetime-Value Modeling proposes that the Insurance Company begin by defining a Lifetime Value measure that consists of these key components.

Response. Arguably the key driver of profitability, they submit that response is higher when the prospect feels comfortable doing financial transactions through the mail. Why, because for the past five years the numbers show this to be the most effective way of reaching the prospect. What a crock. What the numbers don't show is the effect of the anthrax scare on the direct-response industry.

Approval. "Most-responsive" prospects are typically riskier than "less-responsive" prospects. In the above example, risk is defined as the risk of a death claim. It's critical to temper the response targeting with the predicted risk level. "Predicted" requires a numerical projection which may or may not factor in such change-related incidentals as the impact of a new drug for treating acne that has resulted in a sizable upswing in teen-suicides.

Activation. The prospect activates once he or she responds and is approved. Activation indicates that the first premium has been paid. Again, metrics based on an occurrence that happens this month but may not take into consideration such "real-world" changes as the massive layoffs in the airline and travel industry or the downfall of Enron and it's effect on the nation's public utility industry or political landscape.

Product Profitability. The core product being offered forms the basis for the value of the model. This value is discounted in today's dollars for the expected life of the customer. What projections could have anticipated the effect of 9/11 on the insurance industry as a whole, or this insurance company and it's product offerings in particular. Now, here comes the scary part.

Lifetime-Value Modeling proposes that these components and others be combined in an equation that calculates a Lifetime Value measure. The values are derived from past experience and used to score and rank new lists of prospects. The equation and specific components equals the probability of becoming an active account. This value is a probability derived from a predictive model that uses data from a past campaign. Logistic regression is used to create a model. (Logistic regression is a statistical technique that uses continuous values such as age and income to predict a binary outcome such as 'active' or 'non-active' account status.) This component combines response, approval and activation.

The target for the model becomes those accounts that responded in the past, were approved and activated (by paying the first premium) vs. all others. Risk is computed as an index value that represents an adjustment to the average for the risk of a death claim. These values are taken from historical research provided by the actuarial group. I told you this was scary.

Simply stated, this brand new Marketing Technique proposes to take performance metrics from the past to predict or project the Lifetime Value of a given customer in the future. A future subject to constant change. What is wrong with this picture?

In these times of constant change, it is time for a change in the way corporations approach the ways and means by which they market their products and services to an ever mobile menu of consumerŐs unmet wants, needs and desires.

In the 1960Ős Corporate America embraced the cultural revolution and replaced the tiny hammers in the head of Anacin commercials with the likes of "Think Small" for Volkswagen, "We Try Harder" for Avis, "I'm Stuck On Band-Aid" for Johnson & Johnson. Advertisers changed the creative face of their advertising because their audience was changing. They were changing their attitudes. They were changing their values. They were changing the ways in which they expressed their dissatisfaction with the status quo.

Where their fathers were once content venting their opinions in a tersely worded "letter to the Editor", these new consumers were out burning their bras and their draft cards in front of the network news cameras. They were Marching on Washington, sitting in and going to jail or heading for the Canadian Border.

When the cultural revolution hit Madison Avenue, the gray flannel suits and rep ties gave way to denim jeans and shoulder length hair. And commercials went from being an annoyance to becoming an art form. Today we are beset with a new cultural revolution. Where as the revolution of the 60's took place over a number of years, the revolutions of the 2000's take place over a matter of months. As in the 60's values are changing, attitudes are changing and most importantly; the ways in which people make their buying decisions are changing.

In today's world of change, metrics can only serve to tell you that your marketing efforts have failed. They can't tell you how. They can't tell you why. And they cannot project the way to solve the problem. That's why they need a new attitude on Madison Avenue. And you and I are just the fire-starters to give it to them.

On Being A Good Sport. There were a number of casualties at the past Olympics that no amount of misplaced "security" could have prevented. The greatest of these was the U.S. Basketball Team. What a bunch of losers.

"Personally, I think the NBA is image-challenged. I don't think some of the players at the Olympics sent the right signals," said Sam Sussman, vp and media director at Starcomm was quoted to say in the copy of AdWeek I got during my afore mentioned free lunch. Well duh.

Didn't send the right signals? those million dollar crybabies were a disgrace on so many levels it boggles the imagination. I give Iverson his right to wear gangsta braids and jail tats like he's all that and a bucket of nails. Fine. But when did it become Kosher for Professional-ranked atheletes to go up against amature ranked atheletes in global competition in the first place? Let alone, whine about getting their ass-kicked. In 2002 they placed sixth. Pitiful. Their coach Larry Brown gave the excuse that they only had two weeks to practice as a team.

Excuse me, but when did the NBA start playing a year long season? Was I out of the room when that happened? What became of the so-called "Dream Team?" Les Winkler of the Southern Illinoisian's wife( Illinois High School basketball coined the term "March Madness") put it best. Mrs. Winkler said that the 2004 Olympic Basketball team was a "Miracle in reverse." Hell, a couple players, including team captain Allen Iverson, were suspended for the Olympic team's first exhibition game for blowing off practice. This is a team that lost to Puerto Rico. If Puerto was a state it would have the lowest per capita income in the nation. This tells me these millionaires couldn't hold their own in a pick-up game in East Harlem.

But this column is not a sports column and what I know about basketball I learned from shooting 15 commercials with Karl Malone. ( Malone hates the game, never watches it and refuses to talk about it.) This column is about marketing. Starcom's Mr. Sussman also said that the situation wasn't dour enough to have any of our clients say that they don't want to advertise in NBA telecasts. So you take the Olympic fiasco, the Kobe vs Shaq travisty and put them against the sliding demos for men 18-45 on the networks and you have what many on Madison Avenue are touting as the "Ultimate Reality Show." Remember when competitive sports was held up as a symbol of all that was good and right with the American way of life? As Arsenio Hall would say, "Hmmmmm?"

 

Stay Tuned.

 

MARKETERS FROM
THE FOLLOWING COMPANIES
READ MADISON AVENEW:

OGILVY & MATHER
MULLEN ADVERTISING
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TBWA CHAIT/DAY
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McCANN-ERICKSON
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PUBLICIS
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ADRANTS
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BRANDWEEK
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BANK OF AMERICA
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MICROSOFT CORP
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IBM CORPORATION
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ESTEE LAUDER COMPANIES
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BOEING
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20TH CENTURY FOX
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CAA
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DELTA AIR LINES
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SCHERING-PLOUGH CORP.

And You.

     
       

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

THE FINE PRINT

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