This document is an employee handbook for Crispin Porter + Bogusky, an advertising agency. It welcomes new employees and explains that while some may love working there and others may hate it, the experience will be memorable. It defines the agency's broad view of advertising as anything that promotes their clients, not just traditional media. It emphasizes the agency's strong culture and the passion, confidence, and work ethic needed to generate great ideas even when original ideas fail. It frames the work as operating like a factory to produce marketing products and stresses the importance of execution over simply discussing ideas.
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
You will learn what you need to avoid so that your presentation will be a block buster and investors or customers will be thrilled BUYING and not being bored to death.
That ensures that your presentation will be as famous as the Pyramids of Giza.
Truffle Talent Digital Summit 2015: Briefing and feeding back to creativesJonny Watson
I few home truths about how best to brief and feed back to creatives - from the point of view of someone you could never fire...
Premiered at the Truffle Talent Digital Summit 2015, aboard HMS President.
I'm sorry to say that Slideshare doesn't play animated gifs or animations so it's not the same as seeing me deliver this live.
Slideshare doesn't do notes very well either so I've embedded them in the relevant slides.
I'm nice like that.
Where Is My Mind? – Risking Security & Finding Sanity by Leaving Big Business...Bennett King
This talk was originally given at Chicago Camps' Prototypes, Process, & Play in August 2018.
The slides offer the pains earned and lessons learned in my move out of big business and into a small design agency, Konrad+King.
This is AND CO's Employee Handbook. We update this book every couple month to reflect our latest updates in learning and beliefs.
A company's product and reputation is a direct outcome of a company's culture. And a strong culture is created by common beliefs, not Ping Pong tables.
BT Business recently commissioned a number of case studies on successful start-ups from across the country, in order to give budding entrepreneurs a valuable insight into the world of business start-ups. For more case studies and further information on this topic check out www.insight.bt.com.
How to become an unstoppable launch machine - breakfast briefing October 2014...fivebyfive
As a launch marketing agency, we’ve worked on launches for products and services in many different sectors, to many different audiences across many different channels. Every launch is different.
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The rapid changes in the advertising industry may feel like the ad-pocalypse is upon us, but embracing the revolution and partnering with strategic thinkers can help connect brands to customers today and tomorrow.
The Employee Handbook for People who Make People™People
At People, our employees work in what we call a 'Culture of Innovation'. This incredibly creative approach to working has brought us some of the best ideas we've ever seen. View handbook and learn how we do it.
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Become a StickyNote Ninja
Kate Rutter
UX Week 2008
http://stickynoteninja.com/wp-content/uploads/2008/08/_ap_UXWeek_2008_08-2008-StickyNinja_postdeck.pdf
Nokia brand & design priorities
Keith Pardy & Alastair Curtis
Nokia Capital Markets Day 2006
http://media.corporate-ir.net/media_files/irol/10/107224/Keith_Pardy_Alastair_Curtis_CMD2006.pdf
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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(i.e., industry structure in the language of economics).
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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2. Welcome
WELCOME TO YOUR FIRST DAY AT
CRISPIN PORTER + BOGUSKY.
We hope that your time here will be everything you ever hoped for. For some, this will
become home. For others, it will be a step along the way to something else. Most of
you will love it. Some of you will hate it. But few will forget it. This place has a way of
burrowing inside your skin and taking up residence there. But one thing is for sure.
If you stick around for any length of time, you will be convinced that the denizens of
our hallways know more about creating advertising than just about anybody.
+ BOGUSKY EMPLOYEE HANDBOOK + BOGUSKY EMPLOYEE HANDBOOK
// : PAGE 00 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004 // : PAGE 01 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004
3. WHAT IS ADVERTISING? This is an ad
When most people think of advertising they think of magazine ads, television
commercials and billboards. We think it’s anything that makes our clients famous.
That is our job. And we make creative content that makes that happen. Then we
think of ways to distribute that creative content. It might be through an online film,
an event on the street, a book or something we can’t even imagine yet.
Every person here and every client we have needs to be aware that while traditional
media advertising is important and will get done, what’s arguably more important
is the stuff that orbits around the traditional stuff. Like the message on the company
voice mail. The T-shirt we mail to every employee. The idea for a great new product.
The bumper sticker every customer gets handed to them on a certain day. The
cool new website flashpage.The letter to every member of Congress petitioning
for a new national holiday. This is how brands are built now.
To us, it’s all advertising. So now when you read the term “advertising” in this
handbook, you know what we mean.
+ BOGUSKY EMPLOYEE HANDBOOK + BOGUSKY EMPLOYEE HANDBOOK
// : PAGE 02 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004 // : PAGE 03 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004
4. THE SECRET TO GOOD WORK. WE ASK THAT YOU DON’T:
Most advertising agencies are different. But we’re different than most. We have Throw sand.
a strong culture that we all are very proud and protective of. It is the reason why Be selfish.
it’s easier to do great work here than at the majority of other ad agencies. Doing Disparage others.
great advertising is not complicated. In fact, it’s simple. Extremely hard and Talk shit.
time-consuming, but simple. The hard part is removing the complications and Duck responsibility.
obstacles that get in the way. We do everything we can to minimize the things Play the busy card.
that block the creation of great advertising, but the reality is, there will be many Leave others hanging.
days when advertising feels like a hard punch in the gut. It takes a special person Make excuses.
to succeed here, one who has a passion, confidence and work ethic to believe Disappear.
in their ability to come up with more great ideas if and when their original great Make promises you don’t keep.
idea dies. And ideas do die here. On every account. In every department. Great, Say it can’t be done.
groundbreaking ideas die horribly sad deaths. But what makes us better than
most is our ability to go back to the well and come up with more, better and
even greater ideas. There. Now you know our secret. Go ahead and tell everyone
you know. Because the fact is, most agencies and companies are not willing to
JUMPING ON HAND GRENADES.
expend the effort it takes to be great. They look for shortcuts when there are no
shortcuts. People who understand this and have the aforementioned passion, There is usually a fairly large portion of work on each and every plate here.
confidence and work ethic tend to have very successful careers here. Getting all that work done in the time allotted can sometimes be a challenge,
but our unwritten policy has always been to drop whatever we’re doing when
somebody needs our help. Maybe they will come right out and ask for help.
Or maybe you just notice that something isn’t getting done so you pitch in
until it is done. The reason we do this is simple. The person you help today
may be the person you need help from on that fateful day when a hand
grenade rolls into your office.
+ BOGUSKY EMPLOYEE HANDBOOK + BOGUSKY EMPLOYEE HANDBOOK
// : PAGE 04 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004 // : PAGE 05 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004
5. HENRY FORD DID NOT INVENT THE The Factory
MODERN ADVERTISING AGENCY.
We are a factory. A factory that makes marketing products. No matter what
department you are in, you are in the business of making these products. Although
there are aspects of service in everything we do for our clients, we don’t think of
this as a service business. Some advertising agencies, perhaps even one you’ve
worked for, do describe it that way. And maybe that’s why they are so willing to
create faulty advertising if that’s what their client wants. We call that malicious
obedience. Our dedication to creating a strong product has to be even stronger
than most manufacturing companies. People who work at car companies know
that the car they will build today will be exactly like the car they built yesterday.
That’s not the case with us. What we did yesterday has no bearing on what we’ll do
today. Some days we’re pretty good. Other days, we’re an unstoppable force. The
trick is to string together more of the latter. To be successful, we have to approach
every single day like it will be our defining moment. Because that is the reality.
WE DO STUFF.
We don’t talk about it, or have a meeting about it, or e-mail each other about it if
we’re not going to do it. Brilliant thinking not executed is literally worthless. No
amount of PowerPoint presentations can substitute for work not done. People
who do things are the people who change the world. You are in the game here.
There are no sidelines.
+ BOGUSKY EMPLOYEE HANDBOOK + BOGUSKY EMPLOYEE HANDBOOK
// : PAGE 06 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004 // : PAGE 07 // : CRISPIN PORTER // : VERSION 4.0 // : APR 2004
6. WE ARE A WORK IN PROGRESS.
Surfboard
Our culture is strong and resilient but it is by no means finished. We believe we can
be better and if we didn’t believe it, there would basically be no reason to get out of
bed in the morning. The point is, we want to change for the better and simply by
being here, you are a part of our culture and an agent of change for our future.
THE DEFINITION OF A GOOD MEETING.
A good meeting is one from which you leave with a clear understanding of what
to do next. Sometimes it’s more work. More ads. A new media plan. A slightly
altered strategy. Additional research. These are all good scenarios. Having to do
more work is not a failure. Work is what we do.
THEN AGAIN, WE DON’T LOVE MEETINGS.
And we absolutely hate long meetings. Most agencies are really good at having
long meetings in the conference room with lots of people in attendance, and really
bad at having spontaneous meetings that spring up when a few people pass in
the hallway and start talking about an idea for a client. We tend to be the other
way around. If we could, we would do away with meetings but sometimes they
are necessary. The problem we have with meetings is that the actual doing can’t
start until the meeting stops. And meetings have a way of dragging on. It’s simple
physics. An object in motion tends to stay in motion until acted upon by an outside
force.
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7. So we like meetings that are short and to the point. The shorter the better. If
Guide
you’re in a meeting that’s dragging on and keeping you from the important business
of doing something, say the word “pineapple.” This is the official agency code
word that means, “Let’s wrap this up.” Now you know another one of our secrets.
YOUR SENSEI.
When you begin here you will be assigned a sensei. This is a Japanese word that
means teacher and that is what you can expect from your sensei. It is up to your
sensei to make sure you are as successful as you can be during your time here.
Your sensei has been selected based on his or her knowledge of the CP+B culture.
Most importantly, your sensei will be in a different department than you. We have
found that departments are necessary to get the work done, but we have also
found that the more people ignore departmental boundaries, the better it is for
the work. That’s why it is always a good idea when media people come up with
creative ideas, and creatives come up with planning solutions, and production
people come up with media ideas, and so on and so forth. For this cross-pollination
to happen, you will have to become comfortable in the other departments and
what they do. Your sensei will help with one department but the rest is up to you.
Use your sensei. Call them when you don’t know the best way to get something
done or how to deal with a specific person and they will help. Ask them to teach
you karate and they will be of no use. Soon, you’ll be wise enough to take the
pebble from your sensei’s hand and the student will become the teacher.
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8. AD PEOPLE. THE BEST IDEA IS BOSS.
This is something that you will often hear in the hallways at CP+B. It means that
These are the weird and wonderful people who are at the core of any great agency.
Just because you work at an ad agency doesn’t make you an ad person. First, ad an idea is judged solely on its own merit. A good idea can come from anywhere,
people really love ads. They like to talk about them. They like to read about them. from any person in any department at any level. If you’ve been here a long time,
They like to see them. And they love being involved in their creation. Second, ad if you’re overdue, or if you’ve worked on that account longer than anyone, that
people are deeply interested in the advertising industry.They know which agencies doesn’t matter. And just because a person’s title is associate creative director or
have what accounts, they know which people are doing great things at other agencies. management supervisor doesn’t necessarily mean their ideas are automatically
They know what the trends are and they follow accounts on the move. They are weighted more toward the good end of the scale. We hope that this attitude creates
emotionally involved in what they do. If you’re an ad person, you have a career a wonderfully liberating environment where great ideas gush forth freely from
here. If you’re not an ad person, you have a job. Whichever one you are, it’s each and every person. Or at least an environment where you feel like you can
worth taking the time to learn about the ad industry. It’s like the old saying goes: contribute even though you’re not running the place.
the worst day in an ad agency beats the best day a bank ever had.
SUPPLIERS ARE IMPORTANT AND
WORK IS A BAD WORD TO SHOULD BE TREATED WITH RESPECT.
EXPLAIN WHAT WE DO. One thing that bad agencies have in common is their tendency to bully and beat
If what you are doing seems like work, you’re either in the wrong industry or up suppliers. Perhaps it is a natural reaction to pick on someone smaller than you
you’re not doing it right. Talk to your sensei. Your time here should feel less like after you’ve been picked on. We tend to treat suppliers like fellow employees. The
digging a ditch and more like a challenging game of chess. advertising business is contained within a small, small circle and word gets around
about how you behave within that circle. We want to be the kind of agency that
suppliers want to work with, regardless of budget, or timing, or scope of the
job, just because they’ve heard we’re great to work with.
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9. IS IT SOUP YET?
Clipboards
We feel that we excel at the big things, like coming up with great ideas and then
executing them brilliantly. What we sometimes fail at is the little things, like meeting
deadlines. Which is too bad, because if you allow this to happen, you undo all the
good. We need to focus on deadlines from the start and do whatever is humanly
possible to meet them. And if that fails, we need to alert everyone as far in
advance as possible that a looming deadline is in danger of being missed. A client
will understand if they’re called a day or two before they’re expecting work to
say it’s not brilliant enough for them to see. They won’t understand if they’re
called five minutes before they’re expecting work to cross their desk. Undoubtedly,
they’ve alerted their bosses and coworkers to the existence of this deadline and
they don’t appreciate us making them look like chumps.
During the Civil War, there was an infamous POW camp at Andersonville, Georgia.
Due to a wartime shortage of building materials, the camp had no fence around it. So
to keep the prisoners inside, the general in charge drew a line in the dirt around the
camp. He told the prisoners that this was the “dead-line” and if anyone crossed it, they
would be shot and killed on sight. Now that we know the serious background of the
word “deadline” maybe we can treat our own deadlines more seriously.
GOAL-ORIENTED PLAY.
We are a loose organization without a lot of rules. Many agencies will say how
fun and casual they are, then hand out a thick binder filled with all sorts of things
you’re forbidden to do. That’s not us. The trap some may fall into is seeing the
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10. casualness around them and mistakenly interpret that as permission to approach
Movement
their job with less than 100% focus and effort. When, in fact, the total opposite is
true. We prefer a casual atmosphere because we feel it makes our work better.
The scientists who split the atom at Los Alamos were always playing practical
jokes on each other. But please don’t go off splitting atoms or anything.
THE THEORY OF MONEY RELATIVITY.
There is a tendency in our business to have amnesia when it comes to the value
of money. A lot of people tend to think advertising money is less like real money
and more like Monopoly money. It’s truly bizarre for someone to work night and
day for an entire year to earn a salary of $50,000 and then remark that they “only”
have $50,000 to shoot a photo. We constantly remind ourselves to keep money in
context. With $100,000, you could build a very nice house and live in it forever.
Or, with that same amount of money, you could shoot a TV spot that’s 30 seconds
long and will run for a few months and then go away forever. Don’t lose perspective.
It is never just a number. It’s real money.
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11. SPEND, BUT SPEND WISELY.
Doll Head
This is a true story. For MINI, we had an idea to insert an unscented air freshener
into magazines. It would be shaped like a MINI and have a little string attached to it,
just like the little pine-tree shaped air fresheners you see at the car wash. So
everyone is pulling together to make this unscented air freshener in the shape
of a MINI until someone noticed that the little loop of string was going to cost
$100,000. And that person asked, was this the smartest way to spend $100k?
Would the string do $100k worth of work for MINI? Would that $100k be put to
better use somewhere else? And the answers turned out to be no, no and yes.
ADS ON THE WALL.
Although it’s not uncommon for agencies to have framed ads decorating their
hallways and lobbies, we don’t have any. The reason is simple: by the time we
got around to framing an ad, we would already have newer ads, and since
you’re only as good as the most recent thing you’ve done, the framed ad would
not represent our “best” work. And so, according to the law of infinite regression,
our best work would, by definition, be impossible to display. If you want to see
good work, don’t look in the hallway, look on your desk. Hopefully you’ll see
some there. If not, look on a desk near you.
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12. COMPANY SECRETS.
Onward
The only advantage we have over the agencies we compete with, is the strength
of our ideas. And those ideas ultimately become the advantage our clients have
over the companies they compete with. And while it’s good to be excited about
our ideas, letting your excitement power your lips is about the worst offense you
can commit against yourself, the people around you and your clients.
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