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We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
radical (adj.) thoroughgoing or extreme,
especially as regards change from accepted or traditional forms: a radical change in the policy of a company. favoring drastic political, economic, or social reforms: radical ideas; radical and anarchistic ideologues. Source: Merriam-Webster
radical (adj.) of or going
to the root or origin; fundamental: a radical difference Source: Merriam-Webster
What we’re doing isn’t working
“In most cateogries, a brand’s market share is stationary” Brands in 4 out of 5 categories seen as increasingly homogenous Less than 1 in 10 ads seen as different 3 x $ spent on price cutting compared to brand building in CPG Source: Andrew Ehrenberg; Copernicus Consulting; McKinsey
We’re less valued by clients
1 out of 4 clients don’t believe what we do boosts corporate profitability 3 out of 5 clients think we don’t offer good value for money 2 out of 5 think we don’t work well in a team 1 in 10 think we are doing a good job in evolving our services for the digital age Source: IPA/ISBA; CMO Council 2010
We’re finding it hard to
find and retain the best talent Not just low starting salaries but ‘low degree of difficulty’ Spend less on training and development per person than Starbucks spend on their baristas Less than 1 in 2 employees believe their agency is committed to continuous development Source: AAAA
“The task of any imaginative
agency, any creative company, is to understand and serve its client’s business problem. Too often, our business has sliced and diced its tasks in the style of a sub- prime mortgage bundler. A corporate task set by the chief executive, reframed as a comms task by the marketing director, refined by the brand consultancy and reduced by the ad agency to the stuff advertising can do: grow awareness, nurture engagement. Too many links, too indirect and weak a connection between commercial possibilities and creative resolution.” - Laurence Green, Founding Partner of 101
"Square is elegant. The user's flow
through payment or application has been reduced to the fewest possible steps; the app has minimal features. He espouses a tremendously attractive belief that good industrial design wins customers' trust by disappearing."
Google Books Blogspot Youtube Google
Google Google Scholar 411 Search Google Docs Organize the world’s information Google and make it Shopping universally accessible and Google useful. labs Chrome Browser Google Maps Google.org Google sketch Fossil fuel Challenge Source: John Grant, ‘The Brand Innovation Manifesto’
“Like any company we require
a profit to stay in business. But it is not the reason we are in business. The thing that has not changed from day one is the desire to make people think about the world we live in. This is, and always will be, why we are in business.” Dave Hieatt