Windtunnel Marketing (Internationalist Conf, NYC, April 2011)
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A brief provocation that today's advertisers are failing sufficiently to prioritize the qualities of difference and distinctiveness.
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Windtunnel Marketing (Internationalist Conf, NYC, April 2011)
- 1. THE ANTI WIND TUNNEL MARKETING MOVEMENT
- 3. WHEN DID ALL THE ADS START LOOKING THE SAME?
- 8. THE CLASSIC COMMUNICATIONS MODEL RELEVANT DIFFERENT BEHAVIORAL CHANGE
- 9. THE DOMINANT COMMUNICATIONS MODEL RELEVANT DIFFERENT BEHAVIORAL CHANGE
- 10. WE HAVE FORGOTTEN THE POWER OF DIFFERENCE
- 11. SO WHAT?
- 12. IT ALL BECOMES A GAME OF RESOURCE –BIGGEST MEDIA BUDGET, DISTRIBUTION, NETWORK OR SALES TEAM WINS
- 13. “ Marketplace clutter takes 5 forms. Product clutter. Feature clutter. Advertising clutter. Message clutter. Media clutter. ” “ The human mind deals with clutter in the best way it can – by blocking most of it out ”
- 14. WE ’ RE IN DANGER OF RE-LIVING OUR ERRORS
- 15. SAME OLA.....
- 16. Kim ’ s create your own flavor examples, plus ben and jerry ’ s do the world a flavor, Kettle Chips create a chip challenge. Overlay black box saying ‘ Same UGC ’ SAME UGC....
- 17. SAME TOOLS…
- 18. SAME CONTENT…
- 21. GENERAL QUESTIONS How long did it take to compile this FAQ? I have another question what email address do I use to contact you? Is it true that Teux Deux is the 16th greatest invention of all time? What are the other 15 greatest inventions? A long time. So read it. Before you email us, read this FAQ and give our demo videos a watch. If you ask a question that is already available here, you won ’ t get a response. Yes. We can ’ t go into detail, but we can say that #6 is Nutella.
- 23. GLOBALIZATION
- 24. THE PROFESSIONALISATION OF MARKETING
- 25. CODIFICATION OF BEST PRACTICE
- 26. SAME CREATIVE DEVELOPMENT MODEL = SAME OUTPUT CONSUMER GROUPS – INSIGHT DISCOVERY STRATEGIC & CREATIVE DEVELOPMENT CONSUMER GROUPS – CREATIVE TESTING CONSUMER SURVEY – CREATIVE TESTING
- 27. SO WHERE DO WE GO FROM HERE?
- 28. 1. HIRE DIFFERENCE Spencer Stuart 2010 data shows < 30% CMOs hired from outside their current industry
- 29. ‘ I know you ’ ve got experience in the baked goods and bread category … but do you have any in sliced bread? ’ Account Man at interview with potential new boss (New York Circa 1972) Client inquiry, Singapore
- 30. 2. BUDGET FOR EXPERIMENTATION
- 31. 3. REWARD RISK
- 33. 5. JUDGEMENT-BASED DECISION MAKING
- 35. ‘ I love this work. It ’ s on brief, on brand and really engaging. Let ’ s move straight to research. ’ Client -Anon
- 36. ANALYSIS PARALYSIS? ‘ In business we value most highly that which we can measure most precisely... ...consequently we often invest huge amounts in being precisely wrong rather than seeking to be approximately right. ’ Sir John Banham President of the CBI
- 37. 6. HURRY UP Too much time creates room for caveats, committees and complacency. Speed can be liberating, exciting, invigorating.
- 38. THE 40/70 RULE ‘ Don ’ t take action if you only have enough information to give you less than 40% chance of being right. But don ’ t wait until you have enough facts to be 100% sure, because by then it is almost always too late. Once the information is in the 40 to 70 range , go with your gut. ’ Gen (Ret) Colin Powell, Secretary of State
- 40. THANK YOU
Editor's Notes
- My provocation: that when it comes to the development of advertising around the world today, there is a common and widespread failure of perspective. Will kick off by playing 3 commercials
- Commercials include Virgin mobile parody of telecom commercials, Kotex parody of sanitary protection commercials Obviously the points is that such commercials exist and that we all recognize the codes so well, whether in Latam, N America, Europe, Asia…. A concerning situation
- All this is an effect akin to that of the windtunnels used in modern-day automobile design. Aim of windtunnel = to increase car’s sleekness and aerodynamics, thus boosting power and efficiency. But side effect seems to be streamlining that’s shaved away many cars’ distinctive and interesting external features. The cars too – they seem to look more and more alike today don’t they? Hence BBH call for ‘anti-windtunnel marketing’ movement. A recommitment to the pursuit of difference and distinctiveness.
- Certainly when I was taught marketing theory the basic assumption was the need for both relevance (=> motivating, relatable, understandable) AND difference (=> set apart vs competitors but also stand out and draw attention)
- The applied model today seems more like this cf previous examples
- Why it’s always mattered: without the ‘unfair advantage’ of highly distinctive, highly differentiated work, advertising/marketing success mostly just a matter of whoever has the biggest resources
- And surely importance of this issue greater than ever today: a world characterized by excessive supply and clutter. And human reaction to excess complexity/choice is to cut it out. Now more than ever, the challenge of simply standing out is phenomenal.
- So far, have been showing examples of traditional advertising, paid media mass channels. Equally concerning: this problem seems to be being repeated and replicated as we market brands using newer digital channels, platforms, environments My personal experience in recent months working in luxury auto segments: similar tone/content in each brand’s Twitter stream, and lots of Facebook content overlap eg racetrack footage, car designer interviews, road tests vs closest competitors, ‘what’s your favorite drive?’/’what was your first XX brand?’ etc
- Eg hotel brands’ traditional advertising for years: lots of shots of beautiful pools/beaches/rooms/smiling couples/friendly locals But category OLA not looking like a big leap forward…
- How many more food/drink brands are going to invite us to help create and/or choose their next flavor variant?
- Eg all food brands’ recipe generator apps/tools, and seasonal recipe features.
- Eg cosmetic brands’ ‘how to’ makeover videos. All with celebrity make up artist, requisite ‘smoky eyes’ demo, YouTube channel home etc
- Of course: some of this is of course category TABLESTAKES….but couldn’t there still be more originality of approach, style, perspective……..
- Eg Jason Schwartzman ‘how to’ video demo of the New Yorker iPad app. Totally fresh.
- eg TeuxDeux FAQ section. Surely if you can add difference and originality to FAQ, you can add it to an online display ad or Facebook page?
- Reasons for this situation many and various. But I think a lot to do with the process by which we develop most advertising nowadays. We all know the Einstein quote: do the same things, get the same results My experience with many categories, brands, clients leads me to believe that advertising development processes are more similar than different….
- This possibly partly due to movement to globalize operations. An unanticipated by product. Globablization requires alignment and harmonization. So has tended to push us into more consistent, more systematized, more repetitive processes and behaviors
- And…..laudable desire to raise standards of marketing, to identify and replicate best practise…..has resulted too in the increasingly repetitive development process
- Codification and systematization of work processes
- This is not necessarily wrong practice per se. But maybe it BECOMES wrong when repeated often enough…..
- Different backgrounds and experiences = different perspective CMO effect probably echoed lower down in marketing organizations Worth embracing totally new types of people and sets of experience
- The polar opposite attitude…
- Allocate specific funds for pursuit of the new, the unproven, the untried Eg Wendy Clark’s 70-20-10 budget allocation system at TCCC. 70% trad channels/20% digital/10% must be experimental, unproven approaches
- Internal comms that explicitly encourages risk eg Unilever ‘Learning to Love Risk’ program a few years ago. High investment, coupled with internal reward scheme for boldest risks – which did not have to be biggest successes in market
- Canvas the perspective of those who are talented, expert and innovative – but in a different sphere Eg I’ve seen a car manufacturer learn from a hotel chain, a financial services brand from a clothing retailer This sort of perspective relatively common at Exec Board level (eg I think Mickey Drexler, merchandiser extraordinaire, sits on Exec Board of Apple) but not so widely embraced lower down
- Difference requires a willingness to make decisions without definitive evidence. Because by definition, a data set based on prior experience is unlikely to be available – and parallel examples are likely to be hard to come by Decision-making based on judgment and even intuition, not just research
- Some examples of radically innovative advertising that’s delivered radically excellent results. WE can all think of more. Know from personal experience that in several of these cases decision to proceed was made without definitive proof of in-market success from market research, and sometimes in face of apparent evidence to the contrary. Plus have strong anecdotal evidence for several other egs
- A depressingly common response
- Of course, speed can sometimes compromise quality – but too much time can have a different negative effect. Allows for hesitation, compromise, qualification, shaving off the edges….
- BBH’s first ad set the tone not just for Levi ’ s but also for us. An ad to introduce the radical innovation of black denim jeans (!) in Europe in 1982. Our guiding principle since has been to Zag whilst others Zig. Hence adopting the black sheep as our logo Hence the Black Sheep which is at the heart of our culture So, consistently ground breaking work and an alternative model of agency operation