Posts Tagged ‘Thinking’
The Discipline of Targeting
This topic has been rolling around in my noggin for quite some time, and after watching last night’s episode of Mad Men (3:2), I decided it was time to go ahead and put pencil to paper. Or keyboard to blog. Whichever suits your fancy. So here’s the crux of it: good consumer targeting takes remarkable discipline from both the agency and the client. Allow me to explain.
As marketing professionals we should always be able to watch a spot on TV and immediately decipher the target audience. Beer spots: men. Lifetime promos: women. It should be that easy, but it’s not. Why? Ineffective and inefficient targeting. I was watching TV the other night and a spot for a certain brand of yogurt comes on. The main character is an attractive young woman shopping at a grocery store. Shes very flirty with the camera, the setup is way over the top and the ending is downright odd. To my maleness, there was sexuality in play from the character. My wife, who is a retired account director herself, totally missed it. She just thought it was weird to end a spot like that. But to the trained male eye, there was far too much “naughtiness” in the spot for it to be accidental. From my point of view, the spot came off as if it was the result of dude-think: a bunch of guys sitting around concepting and ending up on something that appealed more to them than it does the target audience. OR, it could be that the client was a dude and chose something that skewed more to his liking than the target audience.
In recent years, I’ve noticed too many brands suffer from something very similar that I like to call “Cocktail Party Syndrome.” This popular condition is when marketers try to make a brand more palatable for their cocktail party friends than to be true to the brand’s actual and potential target audience. It’s hard for an egotistical creative director, account director or even CMO to look their swanky friends in the eye and proudly say, “We just cut new price/items shells for Brand X, and I think it’s really going to shake things up in the lower-income rural markets of the Great Plains.” That’s not cool. What’s cool is to say, “We’re totally reinventing our target audience. We want the brand to be the Target of our industry. We’re shifting from a lower-income based consumer to a middle and upper income individual. They have more disposable income anyway, right?” That sounds awesome to your peers because you sound like a trailblazer. But it takes a disciplined, strategic mind to have the gumption to know your target audience and stay focused on the business at hand. Despite how much fun it would potentially be to take it there, not every brand will be Target or Apple or VW or Chipotle or even Burger King. The solutions that have transformed good brands into great brands arent prescriptive because brand maintenance is not as simple as one solution fits all.
I look at Wal-Mart and Olive Garden as excellent examples of knowing your audience and speaking to them. Wal-Mart had a few missteps over the last few years, but they totally have it down now. Olive Garden, while not appealing to me, appeals to their audience and has the consistent growth to prove it.
I re-reference Mad Men again. The model of “Men want her and women want to be her” is completely false, and we have absolutely grown past this as an industry. However, it takes incredible discipline for individuals in advertising to not fall into this mindset when your target audience is not yourself. Its ok to create work that doesnt appeal to you. Its all about being objective versus subjective. And thats an entirely different post altogether.
5 out of 100 is pretty sad
In the most recent issue of Fast Company, they released their list of the 100 most creative people in business. Of the esteemed 100, only 5 of them work for a company that does “marketing” of any variety:
32: Lee Clow, TBWA
39: Greg Hahn, BBDO
59: Noah Brier, Barbarian Group
81 & 82: Karin Hibma & Michael Cronan, Cronan
So, um, wow. I thought we were supposed to be the most creative people in business? What happened here? I thought marketing was the marriage of creativity and business; that we were tasked with creatively solving business problems; that the greater ad industry was the helm of creativity. Not so, according to FC.
For this, I believe there are 2 reasons. The first is far more jaded and less plausible, but requires thought, nonetheless.
1. Is it possible that the marketing industry is far more isolated from the rest of the business world that the people we consider “rock stars” of the industry are really little more than peons in the greater business world? I think it’s highly likely. Look more closely at the names chosen. Clow is an obvious pick, since he is the Michael Corleone to Ogilvy’s Vito Corleone status. Throw somebody in from BBDO, since that’s about the only agency that most people have ever heard of (courtesy of foppish depictions of ad agencies in film. I loved Alan Alda saying “BBD and O” in What Women Want). Do ten minutes of digging past Crispin, and you’ll find Barbarian Group. And, throw in an under the radar name like Cronan, and you’ve covered your bases. And make sure you leave out Bogusky. FC has had an absurd man crush (much like most of us in the biz) on AB for quite a while now. After the big splashy feature last year and the full page blurb 18 months ago, people will begin to think they pump him up because Microsoft (CP+B’s big ole client) has a pretty hefty media buy with the magazine.
Plausible? Eh, maybe. Probable? Sure. If you’re a tad jaded.
Or, there’s the other option.
2. It’s more obvious than ever that the ad industry as a whole has grown embarrassingly stale. Most of our business models are as stale as the rehashed rehashed ideas we continue to sell clients and expect them to throw money at us because we’re creative. At least we tell the we are.
For me, this theory holds a lot more water. Think about it, the basic agency model has barely evolved since the 1960s. Watch Mad Men, and you get a sense of what most agencies are still like that. (Creative team + Account team) x Media team = Agency Model. Outside of a few noteworthy shops (Mother, Creative Orchestra), we still hire people who do one thing well and throw them together with other people that do one thing well and expect a certain outcome. And we as a group are still held creatively hostage by the invoice that our clients may or may not sign based on how the last client meeting went. Until we break these two basic molds, marketers will never live up to their potential.
We should hire multi-talented, smart people who are both creative and business savvy. We should work with clients that respect the value of a good strategic partner, but first we must re-earn that title. We still have a lot of work to overcome the Charlatan stereotype that we will do or say anything for money, because the reality is that stereotype is still resoundingly true.
So, why is it that if we are so creative that we don’t focus that energy on our own business model? I have 2 explanations. 1. It’s scary. 2. Most advertising/marketing folks are bad businessmen. They mostly don’t understand it, outside of the context of a brand. If they did, things would be way different.
Hopefully, it’s just the first reason. But I have my doubts.
The Agency Equation
So, I’ve done a bit of thinking lately, and I think I’ve come up with the ultimate equation to determine the success of an ad agency. Ready?
Success is directly proportional to the number of people who are tasked with nothing but thinking.
Allow myself to explain, er, myself. The biggest and brightest agencies in the world have enormous overhead. Sometimes that pays for trendy locations in the meat-packing district of their city or for raiding the Herman Miller warehouse in order to furnish said trendy office locale, but inevitably there will be people listed as “admin” on their payrolls that make them truly world class.
I was at the Retail Advertising Conference in Las Vegas last week, and I had the privilege of hearing Zain Raj of Euro RSCG. Mr Raj is a brilliant thinker in the context of retail marketing; he truly understands what people are looking for in a brand and how to translate that into positive numbers. I don’t know this for certain, but I feel pretty sure that Zain is not on any one particular account, nor is he fettered with day to day account responsibilities that so saddle the rest of us. No, Zain Raj is most likely allowed to spend each day philosophizing, reading and researching the industry and coming to conclusions that serve the good of ALL their clients. That, in turn, allows Euro RSCG to attract many more clients because the caliber of his thinking is so stinking high. Then, he write a book or two. Agencies around the world read it, emulate it, quote it and want to work with him and for him. It’s a viciously awesome cycle that stands to benefit the likes of the conglomerate ad agencies and stands to ruin the mid-sized independent shops across the US.
JWT has a similar figure in the brilliant Marian Salzman, their Chief Trend Officer. Marian drops bombs of strategy and insight into the lives of all their employees weekly, helping make their practices better and keeping their clients happier. It’s a great system to have.
All this really goes to support my theory that the mid-sized, regional agency is going the way of the mid-sized, regional department, grocery or CNG stores. I think instead of sticking that money in your pocket or adding new admin staff, adding thinkers to the dole would do far more for the long-term health of an agency.