Nick Jefferson is managing director at Gyro
At least on one reading, the creative heart of our industry has been knifed; violently, and by one of its own.
The Guardian ran a piece on the results of a two year study undertaken by neuroscientists at the University of Utah who – shock horror – have come to the conclusion that the right-brain/left-brain dichotomy that has underpinned so much of agency-land for more than half a century is no more than a myth.
One of the most difficult aspects of working on the brand-advertising-marketing spectrum is the management of opinion. There’s even something ironic about writing this blog. It is ‘merely’ my opinion.
I am wary when I hear someone saying ‘Oh, that’s just subjective’. It’s fashionable to seek compromise and consensus but what isn’t subjective? I would argue that there’s really no such thing as objectivity. If someone believes that the moon is made out of ping pong balls and wallpaper paste, then for them at least, that’s the absolute truth. Read More
There are only 370 words in the Hippocratic Oath.
Just 272 in the Gettysburg Address (first delivered 150 years today).
And a mere 112 in Shakespeare’s Sonnet 18.
It seems that it’s possible to capture Life, Liberty and Love in less than one page.
So why do some people in our industry struggle to do the same with Liquor, Lotteries and Lard?
Digital is so brilliant but it’s such a mess. That’s why we need media and awards to help sort the wheat from the chaff so we know what we need to spend our coin and energy on.
Novelty-driven campaign microsite with no connection to the brand narrative, or considered content strategy, building audience and equity over the long term? It’s hard for anyone to make these kinds of decisions in the complex space we’re in, so reference points are key to navigation.
Within my workplace, my love of print and OOH (out of home) advertising is no secret. As media, when they’re done well, they captivate me. These media can hit me with a message in one fell swoop but also give me time to process and to reflect. They’re also more budget friendly than TV and, for this reason, preferred by those with a smaller spend, or to support to an existing TV campaign.
Let’s imagine you’re a big, successful British brand. A famous one. A much admired one. A much-loved one. Let’s imagine that it’s coming up to Christmas and you have several million pounds to spend. Let’s say…oooh…£6 million. Read More
One of the great clichés of our time is that companies should do more to put the consumer at the centre of their organisation. Like most truisms, it contains a certain amount of …um… Truth. Corporations need to remember who pay their bills and do more to understand their end-users.
I get this. I’m a planner, after all. The general sentiment is correct. But I wonder if this particular mantra has an unintentional and completely contrary effect? I worry that all too often, “putting the consumer at the heart of the organisation” results in over-thinking, and imagining that they are more interested in our brand than they really are. After all, if consumers are literally in the middle, they’re surrounded by our products, deep within our factories, encircled by our staff, right?
Wrong. The reality is that most people could not give a toss about our brands or products. Even our heaviest users are typically other companies’ customers too. And as for advertising, they barely recall any of it (and even then, only at the fuzzy level allowed by our brains’ low involvement processing).
So I’m going to be heretical. Maybe you shouldn’t put the customer at the heart of your organisation. Instead, perhaps you should imagine them on the periphery. Disinterested, unengaged, uninformed. Occasionally glancing in, but far more often, looking away.
This will mean you start from a far more realistic position. But it will also force you to embrace much more imaginative, and effective, solutions. Because it’s only once you’ve grasped how insignificant we all are, that you’ll see the need to do something significant.
Nick Jefferson is the Managing Director of Gyro London
‘Thought leadership’. I’m sick of it. Along with ‘storytelling’ and ‘Big Data’, it has to rank as one of the most ubiquitous and annoying clichés of 2013. Every event, every written piece, every fatuous conference presentation – ‘thought leadership this, thought leadership that’.
It’s not that I don’t believe in thought leadership. Far from it. I’m a passionate advocate for it. It’s just that, as with most things in life (true agency integration being one of them, by the way), if you’re talking about it, you’re probably not doing it.
Matt Fiorentino is director of marketing at Visible Measures
The new iPad Air videos Apple featured during its iPad announcement last week won’t be going viral. Don’t get me wrong – they’re beautifully shot and tell a sweeping high-level story of how people all over the world are engaging with Apple’s products. They have an ethereal quality to them, like they’re lighter than air. They’re perfect for TV and a nice complement to the product itself. And, like most Apple ads, they’ll do fine online.