Wednesday, September 10, 2014

12053: Kraft’s Obvious Content Success.

Advertising Age reported Kraft Director of Data, Content and Media Julie Fleischer declared her company gets four times better ROI from content than advertising. Well, no shit—although, hopefully, other brands won’t look at the statistic and suddenly think marketing dollars should be shifted from advertising to content creation. A brand like Kraft inherently offers content that the public is literally and figuratively hungry for, primarily in the form of cooking tips and recipes. In Kraft’s case, there’s no way advertising will ever beat content’s ROI. The challenge for the overwhelming majority of brands is that there is no inherently relevant and valuable content to present to the public. And trying to force content and conversations on people leads to lousy ROI and worse. Hell, look what happened when former Kraft brand DiGiorno pizza tried to be relevant on Twitter. All of which makes Fleischer’s declarations and best practices obvious to some and useless to most.

Kraft Says It Gets Four Times Better ROI from Content Than Ads

Food Marketer Offers Best Practices for Content Marketing

By Jack Neff

Kraft Foods has been doing content marketing for decades—its 18-year-old Food & Family magazine once mailed free to one in 10 U.S. households was later converted to paid circulation and is still beats such titles as Food & Wine, according to Julie Fleischer, the company’s director of data, content and media.

But it was only two years ago, when Kraft split from Mondelez, that the company really started getting its act together in content, said Ms. Fleischer in a keynote speech at the Content Marketing World in Cleveland on Tuesday. Kraft now generates the equivalent of 1.1 billion ad impressions a year and a four-times-better return on investment through content-marketing than through even targeted advertising, she said.

Ms. Fleischer, the Content Marketing Institute’s “Content Marketer of the Year” for 2014, said one key to Kraft’s success has been thinking of content in some ways the same as paid advertising.

Ms. Fleischer calls the approach “relentlessly pursuing worthiness.” But she said Facebook and other social media actually have led many marketers to de-value content by thinking of the distribution as free.

“It’s not about putting something out every day to be part of the conversation,” Ms. Fleischer said, adding that Kraft believes brands shouldn’t post content they don’t deem worth of paying to distribute.

“The days of free organic reach are rapidly coming to an end,” she said. “If you wouldn’t spend money behind it, then why do it? It’s shouting into the wind without making a sound. How many of us are guilty of being slaves to a calendar or posting cadence?”

Other keys Ms. Fleischer sees to success in content marketing include:

Market to individuals, not segments

Kraft tracks 22,000 attributes of the more than 100 million annual visitors to its websites and has merged its content and data-management platforms. The data is used to power the increasingly individually addressable advertising Kraft does through its programmatic media buying, which Ms. Fleisher eventually expects to account for the majority of the company’s buys.

Pay attention to trends and apply them quickly

If Parmesan roasted potatoes and green velvet cupcakes are doing well organically on Pinterest, then Kraft adds them to beta tests for promoted pins as well.

Realize that content and advertising are inextricably linked

Content outperforms advertising in terms of engagement, Ms. Fleischer said, “but relevant content programmed strategically with your advertising makes your advertising work harder for you.”

12052: Panera Picks White-Bread Shop.

Adweek reported Panera awarded its account to Anomaly after a shootout involving other unidentified agencies. The new shop succeeds Cramer-Krasselt, whose CEO claimed to have fired the client earlier this year. Panera officials begged to differ, insisting C-K simply declined to participate in the review. The spectacle was akin to watching a spousal spat on any Real Housewives series; that is, no one really gave a shit. And the review would not have qualified as interesting enough even for The Pitch. Seriously, can anyone name six items on Panera’s menu—or a handful of ads created by Anomaly? Looking forward to a campaign that’s as stale as, well, Panera Bread.

Panera Finds a New Lead Creative Agency

Anomaly succeeds Cramer-Krasselt on the business

By Andrew McMains

Anomaly has entered the casual restaurant space.

The New York shop has landed lead creative responsibilities on Panera Bread after a review, outstripping two other agencies that the chain did not identify. Media spending on the assignment is estimated at more than $90 million.

The new agency succeeds Cramer-Krasselt, which had worked on the brand for two years. Mullen was Panera’s lead agency before that. Panera CMO Michael Simon acknowledged the turnover but said, “In the end, the work has to deliver the business goals.” And in Anomaly, he feels he has found a shop that can do just that.

Anomaly’s past work for the likes of Budweiser and Dick’s Sporting Goods put the MDC Partners shop on Panera’s initial consideration list, but it was its strategic thinking and ability to deliver more than just advertising (content, new product ideas, etc.) that set it apart from other contenders, according to Simon.

The challenge facing Panera (and most fast-casual restaurants) is to move beyond what the chain serves and establish an emotional bond with consumers. Easier said than done, but Simon believes the idea Anomaly pitched in the review represents a starting point for getting there.

“We’re in the refining stages of the campaign, but I’m probably as excited about this as certainly anything I’ve seen at Panera,” said Simon, who has worked at the chain since 2009. “It does all the things that we’re looking for in creating a big idea, really showcasing our differentiation—both with our food and the experience of Panera—in a really emotional, compelling way.”

The new agency’s first campaign is expected in the first quarter of next year.

Media planning and buying were not part of the review and remain at WPP Group’s Maxus in New York.

Tuesday, September 09, 2014

12051: Hair, Culture And Commerce.

From The New York Times…

Black Women Find a Growing Business Opportunity: Care for Their Hair

By Vivian Yee

Not much seems unusual about Judian and Kadeian Brown’s storefront in a tidy plaza off Church Avenue in Flatbush, Brooklyn, a neighborhood where every block seems to have its own African hair-braiding salon.

Posters of African-American women with long, sleek hair fill the window. Round jars of shea butter belly up to slender boxes of hair dye on the shelves. Wigs perch on mannequin heads.

What makes Black Girls Divine Beauty Supply and Salon’s visitors do a double-take is the skin color of the proprietors. “I go, ‘Look at all the faces on the boxes,’” said Judian Brown, recalling other shopkeepers’ and customers’ surprise when they realize she is not an employee, but the owner. “Who should be owning these stores?”

The Brown sisters’ is one small shop in a multibillion-dollar industry, centered on something that is both a point of pride and a political flash point for black women: their hair. But the Browns are among only a few hundred black owners of the roughly 10,000 stores that sell hair products like relaxers, curl creams, wigs and hair weaves to black women, not just in New York but across the country. The vast majority have Korean-American owners, a phenomenon dating back to the 1970s that has stoked tensions between black consumers and Korean businesspeople over what some black people see as one ethnic group profiting from, yet shutting out, another.

A growing awareness of this imbalance has spurred more black people to hang out their own shingles. The people producing the products have changed, too: As “going natural” — abandoning artificially smoothed hair in favor of naturally textured curls and braids — has become more popular and the Internet has expanded, black entrepreneurs, most of them women, are claiming a bigger share of the shelves in women’s medicine cabinets.

“We’re aware of where our dollars are going, we’re aware of the power of our dollars, we’re aware of the cultural significance of the way that we choose to wear our hair,” said Patrice Grell Yursik, the founder of Afrobella, a popular natural-hair blog. “There’s been a lot of taking back the power, and a lot of that is from the Internet.”

Dozens of bloggers flock to industry shows to test new products, review them for their readers and spread the word on social media. Hundreds of thousands of women watch natural hairstyle tutorials on YouTube. Rochelle Graham-Campbell’s line, Alikay Naturals, which she has marketed through her YouTube videos, is among the most successful of the homegrown brands, including Curls and Oyin Handmade, that have gained traction online and earned a spot on retail shelves.

Still, nothing beats brick-and-mortar stores for convenience, and the chance to touch and sniff the creams, which has prompted groups like the Beauty Supply Institute, in Atlanta, to start training blacks to open their own stores.

The ownership question has been fraught for years. Some black customers complain that Korean managers follow them around their stores as if suspecting they will steal. Some black shopkeepers accuse wholesalers and wig manufacturers, most of which are owned by Koreans, of refusing to do business with anyone but other Koreans.

A 2006 documentary about Koreans’ dominance of the industry by Aron Ranen spurred some black women to join boycotts of Korean-owned stores. Mr. Ranen has chronicled one case in Pittsburg, Calif., in which a black store owner was accused of setting fire to a nearby Korean-owned store.

Korean immigrants began entering the American hair business in the 1960s, when wigs were among South Korea’s top exports. Hair-care retail was not much of a leap.

And competition was scant: Until midcentury, many black women bought products from door-to-door saleswomen. Few stores were devoted to hair products. White flight closed many white-owned storefronts, clearing the way for Korean shops.

“A lot of people think these people were taking it away from black owners, but that’s not the case,” said Lori Tharps, a co-author of the book “Hair Story: Untangling the Roots of Black Hair in America.”

“They were creating new businesses,” she said. “And they were doing it in places where nobody else wanted to open a store.”

A saying among Korean immigrants has it that “whoever picks you up at the airport is the one who will give you a job,” whether in beauty supplies or in other Korean-dominated businesses like greengroceries or nail salons.

That proved true for Tony Park, 45, who owns Sugar Beauty Supply on Flatbush Avenue in Prospect-Lefferts Gardens, Brooklyn. Like many other Korean shopkeepers, he got his start in the industry working for a friend’s store after moving to the United States. He saved up to open his own store around four years ago: The American dream, Mr. Park called it.

He explained the Korean connection to the industry simply: “Most wholesalers are Korean. They can speak Korean; I can speak Korean.” (As labor costs rose in South Korea, wig production moved to China and settled more recently elsewhere in Asia, where labor is cheap. Koreans still own many manufacturers.)

Kaysong Lee, the publisher of Beauty Times, an industry publication written in both Korean and English, said he was shocked by the simmering anger directed at Korean owners, many of whom turned to the business after they were shut out of traditional career paths because of the language barrier. He argued in a Beauty Times column in March that the competition between Korean-run stores had driven down prices for black consumers.

“Despite many challenges, Korean-Americans opened their businesses in the heart of African-American communities and made available quality beauty-related products at low prices,” he wrote. “It does not make any sense to treat these hardworking Korean-American business owners as a band of criminals.”

Black people running their own stores say that securing accounts with the major Korean wholesalers can be tough, because they require retailers to buy in bulk to qualify for discounts. For first-time Korean owners, who can join forces with established owners or split costs with other retailers, the way is often smoother, not the least because the wholesalers sometimes offer easier terms to other Koreans.

Outside Detroit, Princess Hill is opening her second beauty supply store catering to black women in an area where black-owned businesses like hers are scarce, part of what she calls a movement to “take the power back from people who made you powerless.”

She found that she would have to order 10,000 berets to qualify for a 50 percent discount and free shipping — an impossible deal, given that she might sell 100 berets in a year.

As a result, she said, customers may complain that “our products can be a quarter more, or even 50 cents or a dollar, than the Korean stores, and they don’t really understand why.” Other black proprietors face complaints about not stocking enough products.

But younger, natural-haired black consumers — “naturalistas,” as some call them — are more aware than ever of where their dollars go, and what goes in their hair.

They are women like Corinthia Alvarez, 25, a nursing student in Brooklyn, who spends up to a few hours a day scrolling through Instagram, watching YouTube videos and reading reviews to learn about new products and styles, and then trying them herself. Her hair can cost her as much as $80 a month.

“You have your phone bill, you have your cable bill and then you have to buy your hair products,” she said on a recent afternoon outside the Hair Shop on Fulton Street in Downtown Brooklyn, where mannequin faces peered alluringly from behind their curtains of false hair in a dozen styles and colors. “Melah” wore a swoop of blond-streaked strands, “Jessy” a coppery-red bob; platinum-blond ringlets cascaded down “Yara’s” shoulders.

Ms. Alvarez’s newest acquisition: Curls “crème brule” whipped curl cream. “I take a lot of pride in my hair,” she said. “If my hair doesn’t look nice, I don’t feel like I’m pretty.”

In South Florida, Ms. Graham-Campbell of Alikay Naturals recently made the biggest announcement of her career to her nearly 100,000 YouTube subscribers: Her line of organic hair creams, oils and conditioners for black women, products she had cooked up in her kitchen, was hitting the shelves of Target stores.

Ms. Graham-Campbell, 27, started her business with $100 as a college student, marketing her products on YouTube and selling them on Etsy. Now her videos can draw as many as 200,000 views from fans. “They want to know, who’s the face behind the brand?” she said. “Are you able to relate to my hair, are you able to relate to my struggles and to my journey of being natural?”

Most of all, she said, she loves hearing from women who notice her photo on Alikay bottles. They tell her that they tell their children: “Someone that looks like you makes that product.”

Jiha Ham contributed reporting.

12050: Hawking For White Girls.

Came across the 2012-2013 advertisement for Atlanta Hawks Cheerleaders depicted above and couldn’t help but think of Bruce Levenson’s 2012 memo, wherein the recently resigned owner noted “the cheerleaders are black” before stating, “I have been open with our executive team about these concerns. I have told them I want some white cheerleaders…”

Was the ad actually part of a diversity recruitment campaign designed to find the White women Levenson demanded?

Monday, September 08, 2014

12049: Hawks Need Black Ad Agency.

Wanted to comment further on the racist memo sent by Atlanta Hawks owner Bruce Levenson, as well as the punishment delivered to Hawks general manager Danny Ferry for his cultural cluelessness.

First, the Hawks’ chances of winning the NBA Championship in 2015 are less than zero—and not because LeBron James and Kevin Love are now in Cleveland. No, the team will not nab a trophy for the same reason the Los Angeles Clippers didn’t reach the Finals in 2014: Offensive Karma.

In 2011, MultiCultClassics identified Offensive Karma as a key driver to a team’s downfall. Offensive Karma is defined by a team’s display of offensiveness in the form of words or actions rooted in bigotry, discrimination and ignorance—which then leads to the team’s ultimate demise in the championship tourney. Donald Sterling sealed the Clippers’ fate last season. Bruce Levenson and Danny Ferry executed a pickaninny-and-roll to doom the Hawks for the upcoming season.

Not sure why Ferry is only being disciplined for dissing Luol Deng. After all, Ferry was the recipient of Levenson’s 2012 memo, and he apparently kept it secret for years. It’s safe to presume Ferry responded to Levenson, as one does not usually ignore your owner-boss. For Ferry’s sake, let’s hope he didn’t reply with a text, email or some other retrievable form that could hurt him.

That aside, the next big question involves the future advertising and marketing of the Atlanta Hawks. The Clippers hired a new AOR, allegedly to create fresh branding to distance the team from the PR damage exacted by Sterling. Will the Hawks draw up a similar game plan? If so, it’s time to consider MultiCultClassics’ suggestion to bring in a minority advertising agency.

According to a lazy Google search, the Hawks are currently being serviced by a company named CSE, which specializes in sports marketing. But how well was this place performing if Levenson felt the need to conduct his own research and analysis on the fans?

In the Hawks’ case, it makes even more sense to draft a minority shop—and preferably a Black firm. If Levenson was correct in his memo, the team has a huge Black audience; hence, the Hawks could benefit from recruiting adpeople who hold expertise in connecting with Blacks. Plus, everyone knows Blacks love basketball.

12048: Hawks GM Called For Foul Too.

From USA TODAY…

Hawks GM Danny Ferry’s comments about Luol Deng led to owner’s ouster

By Jeff Zillgitt, USA TODAY Sports

Atlanta Hawks general manager Danny Ferry’s comments that were deemed offensive and racist by team CEO Steve Koonin were made about veteran NBA forward Luol Deng, a person familiar with the details told USA TODAY Sports. Those comments sparked an investigation that ultimately led majority owner Bruce Levenson to say he’s selling his stake in the team.

The person requested anonymity because he was not authorized to speak publicly about the sensitive nature of the situation.

Reading from a player profile report compiled from input by multiple internal and external sources, Ferry said Deng, “is still a young guy overall. He is a good guy overall. But he is not perfect. He’s got some African in him. And I don’t say that in a bad way,” according to the person.

Ferry will be punished by the Hawks, too, according to the person familiar with the situation. Ferry could have avoided the situation by editing or not reading that comment about Deng.

Deng, who from Sudan, is considered one of the hardest workers in the NBA and one of the league’s good guys. In April, he was given the J. Walter Kennedy Citizenship Award. He is a two-time All-Star and spent the first nine-plus years of his career with the Chicago Bulls. He was traded to Cleveland last season and signed with the Miami Heat this summer.

Ferry apologized to Deng’s agent, Ron Shade, according to Yahoo Sports.

Ferry’s comments were made during a basketball operations meeting to discuss free agents and a team owner flagged the comment. Ferry’s words triggered the internal investigation which unearthed Levenson’s 2012 e-mail in which he made multiple racially insensitive comments about Hawks fans.

Levenson said Sunday he will sell his controlling interest in the Hawks. In an apologetic news release, Levenson said, “If you’re angry about what I wrote, you should be. I’m angry at myself, too. It was inflammatory nonsense. We all may have subtle biases and preconceptions when it comes to race, but my role as a leader is to challenge them, not to validate or accommodate those who might hold them.

“I have said repeatedly that the NBA should have zero tolerance for racism, and I strongly believe that to be true. That is why I voluntarily reported my inappropriate e-mail to the NBA.”

Acting NBPA executive director Ron Klempner released a statement regarding the issue with the Hawks Monday.

“We’ve had continuing discussions with the league office about the incidents of disturbing statements attributed to representatives of the Atlanta Hawks’ franchise. We recognize that there is an ongoing investigation regarding the circumstances, and we will continue to monitor these events and take any action we deem appropriate.”

12047: Unpaid Interns Unite!

Unpaid interns, you might be owed $$$ by a stogie-chomping Old White Guy.

Sunday, September 07, 2014

12046: Serena Williams Turns 18.

U.S. Open 2014: Serena Williams, Queen of Queens, Beats Caroline Wozniacki for 18th Major Title.

12045: Digiday’s Boomer Flip-Flop.

Digiday published a report titled, “The Boomers in 5 charts: Marketers, ignore them at their own risk”—presenting an argument for targeting the elder audience. Yet whenever the blog comments on boomer adpeople, it illustrates stories with the most unflattering, stereotypical images possible—or verbalizes disrespect and disdain for veteran employees—ultimately displaying a hugely anti-boomer attitude bordering on ageism. On the flip side, Digiday takes every opportunity to praise and even award millennials. Wonder if the Digiday staff reflects the diversity of the major high-tech companies they revere—and/or matches the exclusivity of the traditional advertising agencies they abhor.

12044: Another NBA Sterling Performance.

From USA TODAY…

Bruce Levenson will sell Atlanta Hawks after releasing racist e-mail

By Adi Joseph, USA TODAY Sports

Atlanta Hawks controlling owner Bruce Levenson has self-reported to the NBA that he sent a racist e-mail in August 2012 and will sell his interest in the team.

Levenson reported the e-mail to the NBA in July, almost two years after it was sent but while the league was deep in litigation over the now-completed sale of the Los Angeles Clippers. The investigation was ongoing when Levenson decided to leave the team.

The e-mail, to Hawks President Danny Ferry, details Levenson’s belief that the Hawks’ fan base was too heavily African-American. (Scroll down for full text of the e-mail.)

“I wrote an e-mail two years ago that was inappropriate and offensive,” Levenson said in a Hawks news release Sunday morning. “I trivialized our fans by making clichéd assumptions about their interests (i.e., hip hop vs. country, white vs. black cheerleaders, etc.) and by stereotyping their perceptions of one another (i.e., that white fans might be afraid of our black fans). By focusing on race, I also sent the unintentional and hurtful message that our white fans are more valuable than our black fans.”

Levenson was one of the strongest critics among owners of Donald Sterling, the Clippers owner who was recorded making racist comments and quickly banned for life from the league.

Levenson is stepping down, effective immediately. Hawks CEO Steve Koonin, who joined the team in April after leading Turner Entertainment, will take over team operations.

The NBA will look for a buyer now. Former Microsoft CEO Steve Ballmer set a high bar in purchasing the Clippers for $2 billion from the Sterling family, but the Hawks likely won’t draw that level of interest.

“Prior to the completion of the investigation, Mr. Levenson notified me last evening that he had decided to sell his controlling interest in the Atlanta Hawks,” NBA Commissioner Adam Silver said in an NBA news release. “As Mr. Levenson acknowledged, the views he expressed are entirely unacceptable and are in stark contrast to the core principles of the National Basketball Association. He shared with me how truly remorseful he is for using those hurtful words and how apologetic he is to the entire NBA family — fans, players, team employees, business partners and fellow team owners — for having diverted attention away from our game.”

Levenson has been the Hawks’ governor and controlling owner since 2004.

FULL TEXT OF THE E-MAIL (via the Hawks):

From: Bruce Levenson

Sent: 8/25/2012 11:47:02 PM

Subject: Re: Business/Game ops

1. from day one i have been impressed with the friendliness and professionalism of the arena staff—food vendors, ushers, ticket takers, etc. in our early years when i would bring folks from dc they were blown away by the contrast between abe pollin’s arena and philips. some of this is attributable to southern hospital and manners but bob and his staff do a good job of training. To this day, I can not get the ushers to call me Bruce yet they insist on me calling them by their first names.

2. the non-premium area food is better than most arenas, though that is not saying much. i think there is room for improvement and creativity. Levy is our food vendor so we don’t have much control but they have been good partners. i have wished we had some inconic offereing like boog’s barbeque at the baseball stadium in balt.

3. our new restaurant, red, just opened so too early for me to give you my thoughts.

4. Regarding game ops, i need to start with some background. for the first couple of years we owned the team, i didn’t much focus on game ops. then one day a light bulb went off. when digging into why our season ticket base is so small, i was told it is because we can’t get 35-55 white males and corporations to buy season tixs and they are the primary demo for season tickets around the league. when i pushed further, folks generally shrugged their shoulders. then i start looking around our arena during games and notice the following:

• it’s 70 pct black

• the cheerleaders are black

• the music is hip hop

• at the bars it’s 90 pct black

• there are few fathers and sons at the games

• we are doing after game concerts to attract more fans and the concerts are either hip hop or gospel.

Then i start looking around at other arenas. It is completely different. Even DC with its affluent black community never has more than 15 pct black audience.

Before we bought the hawks and for those couple years immediately after in an effort to make the arena look full (at the nba’s urging) thousands and thousands of tickets were being giving away, predominantly in the black community, adding to the overwhelming black audience.

My theory is that the black crowd scared away the whites and there are simply not enough affluent black fans to build a signficant season ticket base. Please dont get me wrong. There was nothing threatening going on in the arean back then. i never felt uncomfortable, but i think southern whites simply were not comfortable being in an arena or at a bar where they were in the minority. On fan sites i would read comments about how dangerous it is around philips yet in our 9 years, i don’t know of a mugging or even a pick pocket incident. This was just racist garbage. When I hear some people saying the arena is in the wrong place I think it is code for there are too many blacks at the games.

I have been open with our executive team about these concerns. I have told them I want some white cheerleaders and while i don’t care what the color of the artist is, i want the music to be music familiar to a 40 year old white guy if that’s our season tixs demo. i have also balked when every fan picked out of crowd to shoot shots in some time out contest is black. I have even bitched that the kiss cam is too black.

Gradually things have changed. My unscientific guess is that our crowd is 40 pct black now, still four to five times all other teams. And my further guess is that 40 pct still feels like 70 pet to some whites at our games. Our bars are still overwhelmingly black.

This is obviously a sensitive topic, but sadly i think it is far and way the number one reason our season ticket base is so low.

And many of our black fans don’t have the spendable income which explains why our f&b and merchandise sales are so low. At all white thrasher games sales were nearly triple what they are at hawks games (the extra intermission explains some of that but not all).

Regardless of what time a game starts, we have the latest arriving crowd in the league. It often looks and sounds empty when the team takes the floor.

In the past two years, we have created a section of rowdy college students that has been a big plus. And we do a lot of very clever stuff during time outs to entertain the crowd. Our kiss cam is better done than any in the league.

We have all the same halftime acts that other arenas have but i question whether they make sense. people are on their cell phones during half time. i wonder if flashing on the scoreboard “$2 off on hot dogs during halftime tonight” just as the half ends would be a better use of our halftime dollars and make the fans happier.

We do all the usual giveways and the fans are usually their loudest when our spirit crew takes the floor to give away t-shirts. It pisses me off that they will yell louder for a t-shirt then for our players.

Our player intro is flat. We manufacture a lot of noise but because of the late arriving crowd and the fact that a lot of blacks dont seem to go as crazy cheering (another one of my theories) as whites, it is not great. Even when we have just returned from winnng four straight on the road, i am one of the few people in the arena standing and cheering when our team takes the floor. Bob has kicked around ideas like having the starters coming down aisles rather than off the bench during intros. Sounds cool but may highlight all the empty seats at the start of games.

Not enough of our fans wear hawks jerseys to games. i have just begun to push for ideas like discount food lines for folks wearing jerseys, special entrances, etc. I think we need a committed and perhaps incentivized fan club. We need to realize atl is simply different than every other city. Just adopting nba best practices is not enough. we have to create our own.

I am rambling and could probably go on forever. If you have any specific areas you would like my thoughts on, let me know.

Best,

Bruce

ps—I have cc’d todd and ed so they can chime in with additional or different thoughts.

Sent from my iPad

12043: Tuning Out TV Expert.

MediaWeek published a dim-witted perspective from Thinkbox Chair Tess Alps, calling on all adpeople to band together and clean up online advertising.

What makes Alps’ viewpoint so annoying? For starters, she leads Thinkbox, a company primarily focused on promoting TV. Alps wrote, “Before you think I’m having a competitive snipe, remember that increasing amounts of TV ads will be consumed online. This matters to every one of us.” Somebody tell Alps that the overwhelming majority of TV ads online are unwelcome shit that most folks don’t even want to watch on TV.

In her global praise of advertising, Alps gushed, “But we know [consumers] can—and do—love ads in particular: meerkats, floating beds, boys impatient for Christmas. Not just TV; they like outdoor ads brightening up cities and magazines’ ads are part of the reason for buying them.” These lines prove that watching too much TV—as Alps likely does in her line of work—makes you an idiot.

The main blow was delivered when Alps opined, “I’d like to believe every part of our industry strives to make advertising not just tolerated but accepted and, ideally, welcomed. It doesn’t feel like that online; most advertising I see behaves more like cowboy builders: bish-bosh quality, barely legal and with the certain knowledge that it can’t be traced. It feels like an industry that does not believe it has much future so goes to squeeze out every penny now.” Um, advertising by nature is not welcomed—it seeks to interrupt, disrupt and seize consumers’ attention. And while it’s easy to point out the poor quality of online ads, the same critiques can be directed towards TV ads. Simply consider commercials for pharmaceuticals, local car dealerships, legal services, financial institutions, household cleaning products, exercise devices, political campaigns, etc.—in addition to infomercials and TV programs that are essentially product placement vehicles.

Alps completely crushed her own credibility by stating, “I apologise to those striving to make online advertising a beautiful thing, but you’re being drowned out. Maybe because I’m 60, I only see ads for raspberry ketone, dental implants and sofas from a website I briefly visited last month. No space here to dissect addressable advertising and how creepy and insulting it can be, but 300 million people using Adblock Plus says something is broken.” Sorry, Ms. Alps, but you’re digitally ignorant—and perhaps a dinosaur too. Please put down the remote (as well as the raspberry ketone) and read The Open Brand for general enlightenment. Oh, and Adblock Plus is also a popular tool for eliminating those pesky TV ads online.

MultiCultClassics has consistently argued that digital practitioners should not be allowed anywhere near a TV project. On the flip side, TV enthusiasts like Alps should not be permitted access to a mouse and/or digital initiatives—and they absolutely have no business making stupid suggestions on how to save the World Wide Web.

Ad money should go towards cleaning up

It is time to stop moaning and use our collective influence to achieve the advertising environments we need.

By Tess Alps

I’ve had low-grade anxiety about this for ages, but a brilliant mea culpa in The Atlantic by Ethan Zuckerman, the director of the MIT Center for Civic Media, titled “The internet’s original sin”, brought it into focus.

Then there was the Financial Times article exposing online fraud and, in The Observer, John Naughton had a pop at the surveillance culture online.

“This” is the parlous state of online advertising. Before you think I’m having a competitive snipe, remember that increasing amounts of TV ads will be consumed online. This matters to every one of us.

We don’t expect people to say they love advertising, even if they can be nudged into articulating its rational benefits. But we know they can — and do — love ads in particular: meerkats, floating beds, boys impatient for Christmas. Not just TV; they like outdoor ads brightening up cities and magazines’ ads are part of the reason for buying them. It’s a fair exchange — but also a delicate balance.

I’d like to believe every part of our industry strives to make advertising not just tolerated but accepted and, ideally, welcomed. It doesn’t feel like that online; most advertising I see behaves more like cowboy builders: bish-bosh quality, barely legal and with the certain knowledge that it can’t be traced. It feels like an industry that does not believe it has much future so goes to squeeze out every penny now.

Zuckerman puts this down to the “investor story”, where advertising revenue and traffic are hyped to drive the short-term share price; excessive frequency, uncloseable pop-ups, click-bait and fraud are just some consequences.

I apologise to those striving to make online advertising a beautiful thing, but you’re being drowned out. Maybe because I’m 60, I only see ads for raspberry ketone, dental implants and sofas from a website I briefly visited last month. No space here to dissect addressable advertising and how creepy and insulting it can be, but 300 million people using Adblock Plus says something is broken.

I downloaded a free game app recently. After every move, I was served the same ad. Eventually, I paid 69p for the ad-free version. Effectively, some advertiser was allowing its ads to be used as punishment to promote an ad-free format. We are fast teaching people to become militant advertising avoiders.

Zuckerman’s conclusion is that we have damaged online advertising to such an extent that it must be abandoned. But surely we can collectively solve this? No-one has a better incentive. Talking is good and there are plenty of industry forums for that.

But nothing talks like money, so let’s use our investments to encourage the online advertising we want for the long term. Brands and agencies should reward only media owners doing the right thing: treating data and intellectual property respectfully and allowing independent traffic audits. Let’s not allow content to become commoditised by pricing all views as equal within superficial programmatic algorithms.

Moderation in all things: some frequency, some personalization, etc is good. Media owners must say no more often.

Even if we did just those modest things, the situation would immediately improve, and we could start to rebuild an online advertising landscape to be proud of.

Tess Alps is the chair of Thinkbox

Saturday, September 06, 2014

12042: Channeling Diversity On TV.

From The New York Times…

Diversity in Action, as Well as in Words

ABC Aims for Diversity with Shows Like ‘Black-ish’ and ‘Fresh Off the Boat’

By Bill Carter

It seems like a parody put together by a coalition of the activist groups that have dogged television networks for years about their halfhearted (or less) commitment to presenting a range of racial and ethnic groups among their series:

On Wednesday, a black family comedy; on Friday, a Hispanic family comedy; in midseason, an Asian family comedy; on Thursday, an anticipated new drama starring a standout black actress; and all the way through, an assortment of show creators just as diverse as the casts.

This is ABC’s actual new-season plan, and it is not one of those developments that seem to sweep over television all at the same time. The other new-season entries are hardly a festival of nonwhite faces. (One notable exception: the critical favorite “Jane the Virgin” on CW.) CBS, for example, pressed for evidence of diversity among its continuing lead roles, could come up with only one name: Lucy Liu, a star of “Elementary.”

“We did go out with a mission this year to reflect America,” said Paul Lee, the head of programming for ABC. The network sent a message to show creators in every shade and range of ethnicity: Bring us a personal story about people like you.

The result is that medley of comedies: “Black-ish,” created by Kenya Barris and its star, Anthony Anderson, about a successful African-American dad trying to ensure that his increasingly homogenized kids don’t forget their heritage, a story straight from Mr. Barris’s own experience; “Cristela,” created by the comic Cristela Alonzo, about a Latino family that does not always celebrate a young woman’s ambitions, exactly what happened in the star’s own life; and “Fresh Off the Boat,” based on the chef Eddie Huang’s memoir about his Taiwanese family’s experiences after emigrating to the United States.

ABC’s big drama for fall, “How to Get Away With Murder” will look to duplicate the success of “Scandal” with another black female lead, Viola Davis. Shonda Rhimes, the network’s prolific show creator known for her diverse casts (starting with “Grey’s Anatomy”) is an executive producer of this one as well. And John Ridley, the Oscar-winning writer of “12 Years a Slave,” has created the midseason drama “American Crime,” which will be deeply immersed in a racially charged murder case.

Mr. Lee said ABC was doubling down on what has already been working. “We’ve championed faces like Sofia Vergara on ‘Modern Family’ and Kerry Washington on ‘Scandal’ for a long time,” he said. “But here we really made a concerted effort to bring in these show runners. It’s an exciting plate. It’s not just diverse, it’s extremely authentic.”

He referred to the emphasis the creators, especially of the comedies, are putting on stories from their own experiences. “The specificity is everything,” Mr. Lee said.

Often, shows with ethnic casts have pronounced themselves generic at heart. Mr. Barris of “Black-ish” said: “I didn’t want to tell a story about a family that happened to be black, but about a family that was actually black. I felt like race was being talked about less than ever, when I feel it should be talked about more.”

Not in confrontational ways, he said, but in the way it takes place in his own home, with his children and wife, who is a doctor like the wife on the show, played by Tracee Ellis Ross. Mr. Barris and Mr. Anderson, who were joined in the production by Larry Wilmore of “The Daily Show” (and soon “The Minority Report,” the coming successor on Comedy Central to “The Colbert Report”), pitched the show to many networks. Mr. Lee won them over “by convincing us that what he wanted was complete honesty,” Mr. Barris said.

Ms. Alonzo’s script was turned down at first, but she wound up making a presentation tape instead of a full pilot, one that demonstrated how the comedy could match her experience. Mr. Lee noted how moved he was to hear Ms. Alonzo’s family spent eight years as squatters in an abandoned Texas diner. “Her comedy is so completely in the moment,” he said. “That’s what we were looking for.”

The question is why ABC alone seemed to be comprehensive in seeking material like this. Mr. Barris noted that black Americans are among the heaviest media consumers in the country, and the demographic inroads by the Hispanic population are well known.

Robert Thompson, who teaches courses in television at the S. I. Newhouse School of Public Communications at Syracuse University, said: “It is amazing it has taken so long for television to figure some of these things out. Look at some of the biggest shows of all time: ‘Cosby’ and ‘Roots.’ Then it takes Shonda Rhimes to convince the networks that diversity might be a good business model.”

Ms. Alonzo echoed the sentiment. “It feels weird to say ABC is being so edgy by trying to show an accurate representation of our country,” she said. “They’ve been edgy by not being edgy, by being realistic.”

What could account for the apparent reluctance by some networks to make this kind of commitment? A former network program executive told a story about “The Bernie Mac Show,” a trenchant black comedy that ended its run on Fox in 2006. (Mr. Wilmore created it.) The executive, who has since left the network and asked not to be identified because he still works in TV, said the show’s run was curtailed because advertisers would not pay high rates for the lower-income viewers who were a part of its audience.

Mr. Lee dismissed that example as irrelevant to ABC. “Look at how valuable our shows like ‘Scandal’ are,” he said. “They sell all over the world.”

Mr. Barris noted that ABC could hardly have concerns about selling the “Black-ish” audience to advertisers, because “they put us on the schedule after the show with the top rates on television.” (“Black-ish” will play Wednesdays after “Modern Family.”) He added: “Hollywood is not about black and white. It’s about green. They know there is money to be made with this show.”

Not that ad rates are the only risk involved. Both Mr. Barris and Ms. Alonzo conceded they felt some pressure to reflect their ethnic groups accurately.

Ms. Alonzo said, “Nobody wants to fail and have people say: ‘Oh remember when they tried to do those shows about real people, and they didn’t work?’”

And Mr. Barris said, “I don’t want to let my people down, or comedy, down.”

The key to avoiding that is, of course, being funny. “The better the show, the better the chance of succeeding,” Mr. Lee said. “But if you can be lucky enough to reflect America when you do succeed, all the better.”

Reflecting America could impose other challenges. For any Hispanic series, Mr. Thompson said, the contentious issue of immigration is an unavoidable topic. “To not reference that issue would make the show look like a throwback to days when Gomer Pyle could be in the Marines in the 1960s and not mention Vietnam,” he said. (Ms. Alonzo said her show would cover all the topics a family might encounter.)

And then there is the seemingly intractable issue of racial conflict that played like ominous theme music to the summer. Mr. Barris said his show, for all its emphasis on being funny, could probably not ignore the undercurrents from events. “Look at what’s gone on in Ferguson and with Donald Sterling,” he said, referring to the protests after a policeman shot an unarmed black teenager in Ferguson, Mo., and to the owner of the Los Angeles Clippers, who was forced to sell the team following his racially charged comments.

“We’re trying to be a comedy that is funny,” Mr. Barris said, “but if while doing that, we can actually make people think about some things, that’s not something bad.” He added: “It’s a time when we really need to start looking at our country and saying as a country we are a lot of different parts but it’s the sum that makes us strong. That’s why diversity is such a perfect thing.”

12041: Serena Williams Is The Greatest.

From USA TODAY…

Serena Williams ready to put stamp on greatest female athletic career

By Christine Brennan, USA TODAY Sports

Fifteen years after she won her first U.S. Open singles title as a 17-year-old, Serena Williams will try to win her sixth on Sunday. If she does, if she defeats a rejuvenated Caroline Wozniacki to win the 18th Grand Slam singles title of her career, it will be time to pose a serious sports question:

Is Williams the greatest female athlete of all time?

Or, perhaps better said: Isn’t she already?

Williams has been at or near the top of her sport longer than almost any other athlete, male or female, has ever been at or near the top of his or hers. She has earned more prize money — over $56 million — than any female athlete, ever. She has been ranked No. 1 on six separate occasions, including now. She is the most recent player, man or woman, to hold all four Grand Slam singles titles simultaneously (she did it in 2002–03).

And this sport that she’s dominating? It’s the most competitive sport women play, with stellar athletes coming out of the woodwork all over the globe, something that just doesn’t happen (at least not yet) in most women’s sports.

Others certainly have dominated tennis. The names are legendary: Martina Navratilova, Steffi Graf, Chris Evert and Billie Jean King, among others.

But let’s look at the era in which Serena has been on top. It’s the most competitive time in the history of women’s tennis, with all due respect to the greats of the past and what they could (and couldn’t) do with their wooden rackets.

This is true of any women’s sport, actually. Due to the massive increase in interest, coaching, training and money in girls’ and women’s sports in the United States due to Title IX, today is the best, most competitive day in the history of every girls’ and women’s sport — until tomorrow.

So, at the most competitive time in the history of the most competitive women’s sport, Williams has been the most dominant player. For 15 years, from ages 17 to 32. Through injury and illness, some more mysterious than others. With an awe-inspiring physique and power that have set new standards for female athletes of today, and beyond. Through times of good sportsmanship — and bad. Against all comers, old and new, including her sister Venus, another one of the best there ever was, with seven Grand Slam singles titles herself.

I think I’m about to rest my case.

But first, a nod to the past.

In 1999, ESPN named its 100 greatest North American athletes of the 20th century. These were the female athletes appearing on the list: Babe Didrikson (10th place overall), Navratilova (19th), Jackie Joyner-Kersee (23rd), Wilma Rudolph (41st), Evert (50th), King (59th), Althea Gibson (65th) and Bonnie Blair (69th).

Full disclosure: I was an on-air participant in this series, but was not a voter who helped select the list. If I had been, I would have moved up Joyner-Kersee and King. Joyner-Kersee, a three-time Olympic gold medalist in the heptathlon and long jump, took on the East Germans and Soviets in their heyday and beat them at their own game, no small feat.

As for the pioneering King, without her legendary victory over Bobby Riggs in 1973, Title IX would have suffered far longer than it did from a lack of attention and implementation by our high schools and colleges.

In the 15 years since that list was compiled, more names have bubbled to the surface: Mia Hamm, Abby Wambach, Sheryl Swoopes, Lisa Leslie, Diana Taurasi, Annika Sorenstam, Missy Franklin and Gabby Douglas, to name a few.

Past and present, they’re all worthy, but none has so remarkably risen above her competition, time and again, as the best of them all, Serena Williams.

12040: Fade From Black.

At YouTube, the Guinness Africa Made From Black video is getting quite a few charges of racism. Wonder how long it will take before Guinness shuts down the comments feature. And it’s a safe bet the White guys at Abbott Mead Vickers BBDO are scratching their heads and/or accusing the associates from BBDO offices in Africa—who worked “in conjunction” on the campaign—of dropping the ball. Another clear example of cross-cultural magic at work.

Friday, September 05, 2014

12039: RPA LAC AOR.

Advertising Age reported the Los Angeles Clippers named RPA as its AOR, allegedly after a review involving unidentified agencies. Ad Age noted the review took place after the Donald Sterling debacle, which might have inspired the team to seek a new branding direction to distance itself from the racist happenings. Apparently, no one considered MultiCultClassics’ suggestion to select a minority agency to handle the account.

So what is known about the inclusiveness and cultural competence at the winning White advertising agency? Hard to say. The RPA website proclaims, “We champion Whitespace.” Yikes. Maybe Donald Sterling got a vote in the final hiring decision…? Additionally, there’s a section on diversity; however, it mostly features content that doesn’t specifically show the actual diversity at RPA. Instead, there’s a lot of blah-blah-blah including the contention that “diversity and inclusion are our top priorities,” the sponsorship of minority internship programs in the community and partnering with the AAF’s Mosaic Center, the 4As and ADCOLOR®. The photo accompanying RPA internships seems pretty Asian-friendly. Oh, and RPA has a Diversity and Inclusion Task Force. But overall, there’s no strong evidence of a bona fide progressive culture. In fact, the culture section looks rather vanilla.

Los Angeles Clippers Name RPA New Agency After Review

Team Sought Help for Brand After Sterling Scandal

By Maureen Morrison

The Los Angeles Clippers have named RPA the team’s new agency after a review that came on the heels of the scandal around racist comments from now-former owner Donald Sterling.

RPA will be responsible for strategy, creative, media planning and buying, digital and social marketing, as well as branded entertainment. Ultimately, the agency will be responsible for producing work that helps reposition the team’s brand after the Sterling fiasco this spring.

The review began this summer and was conducted by Pile & Co. HeilBrice, an independent agency in Irvine, Calif., had been working with the Clippers since 1999.

“The Los Angeles Clippers will start the 2014–2015 season with a new creative platform that will be promoted across media channels,” the team said in a statement. “ Exact timing is still being established, but a campaign will most likely start in late September or early October.

RPA will help the franchise become “a first-class sports and entertainment brand,” said Kirt Danner, senior VP-group account director at RPA, in a statement. “The soon-to-launch campaign will help the franchise stand out and seize this unique opportunity to gain a competitive edge and increase its fan base.” A spokesman for the Clippers did not immediately respond to a request for comment.

When the request for proposals was sent out to agencies, it did not contain much detail in terms of why the team is looking for a new agency, but it seemed that the team was seeking to distance itself from the Sterling scandal and refresh its brand. According to the RFP, the team sought agencies with relevant experience in “rebuilding an established, well-known brand” and able to expand a client’s target audience and create sales-driving retail work.

The NBA banned Mr. Sterling for life and fined him $2.5 million after recordings of the owner spouting racist epithets became public just as the team was trying to mount a playoff run. Mr. Sterling’s estranged wife, Shelley Sterling, struck a deal in May to sell the team to former Microsoft CEO Steve Ballmer for a whopping $2 billion after she conferred with a team of doctors who determined that Mr. Sterling was mentally unfit. Mr. Ballmer was confirmed as the new owner in August.

RPA recently was named the agency for oil company Arco, and began a campaign in July. In August, the agency lost the digital Honda account to a Publicis-Razorfish team after a review that began in January. RPA, whose relationship with Honda is approaching the three-decade mark, still handles Honda creative, and kept that account after a review that wrapped up in March 2013.

The Clippers, according to Kantar Media, are not hefty measured-media spenders. The team spent $433,500 in 2013, down from $615,100 in 2012.

12038: Google Gifts Girls.

From The New York Daily News…

EXCLUSIVE: Google to donate $190K to train black, Latino teen girls in computer programming

Google will announce Saturday a donation to the Black Girls initiative, which will teach 75 black and Latina teens how to build a mobile app in one day. The goal is to diversify the white, male-dominated tech industry.

By Stephen Rex Brown

The city’s next generation of female computer programmers are in for a big download — of nearly $200,000.

Google will announce Saturday a donation of $190,000 to the Black Girls Code initiative, which seeks to diversify the white, male-dominated tech industry.

Saturday’s bilingual session at Google’s Chelsea headquarters will teach 75 black and Latina 12- to 17-year-olds how to build a mobile app in one day.

“Our goal is to change the face of technology by showing the world that girls of color can code and do so much more,” said Kimberly Bryant, founder of the nonprofit with seven chapters across the country and one in Johannesberg, South Africa.

The six-hour session will use a simple development kit that allows the amateur coders to create apps using programming “blocks” similar to puzzle pieces. Each block represents different commands and functions that, when combined, animate a program.

The New York City outpost of Black Girls Code is the fastest-growing of the bunch, and the Google grant will allow the tech group to hire its first full-time employees in the city.

William Floyd, head of external affairs for Google in New York, said the search giant had a vested interest in fostering a more diverse group of potential hires.

“For New York to grow as a tech center, we need to deepen and diversify the talent pool and build a pipeline for diverse groups to become involved in the industry,” Floyd said.

Statistics have shown that a large percentage of female students in middle school have a strong interest in math and science, but that by the time those same students reach college a mere 3% are still keen on those fields. The initiative aligns with the city’s investment in STEM — science, technology, engineering and math — in public schools.

Schools Chancellor Carmen Fariña and Mayor de Blasio have frequently spoken about the importance of having students ready for STEM-related fields like health care and computer programming, which are growing at twice the rate as other sectors, according to U.S. Department of Commerce statistics.

As the tech industry booms, it has simultaneously come under criticism for a lack of diversity. Google disclosed in May that its staff is 61% white and 70% male.

12037: Anti-Social Sentiments.

Traditional advertising is dying,” proclaimed pathetic pap published at Digiday. The bearer of bad news was Inside Social CEO Brewster Stanislaw, who heralded the arrival of social. Any traditional advertising practitioners who bothered reading the column likely let out a collective “Bwahahahaha!” Now, most professionals don’t know Brewster Stanislaw from Punky Brewster—and Punky probably has more credibility. Plus, Inside Social wouldn’t ordinarily warrant a mention on even AgencySpy (and ironically, the deadly dull company website could benefit from some traditional advertising tactics). But given Digiday’s penchant for hating all things related to traditional advertising, Stanislaw was awarded a soapbox. Too bad Stanislaw’s perspective reads like a bad PowerPoint presentation. Hell, it was probably excerpted from the PowerPoint slides of his firm’s capabilities deck. In the end, Stanislaw’s post begs the question, “How come a social guru is clueless about engaging audiences online?”

Traditional advertising is dying (and that’s just fine)

By Brewster Stanislaw

Brewster Stanislaw is the CEO of Inside Social.

Advertising is more alive today than it’s ever been. But traditional advertising is dying a slow, painful and very public death.

And the reason is simple: Consumers want, and expect, to be heard.

Unfortunately, traditional advertising doesn’t permit a two-way relationship, because it’s based on the premise of broadcast: the one-to-many paradigm. This means that the advertiser can only make an impression or get attention — in print, radio, television, and even some forms of digital — by talking to (or at) the consumer.

The consumer can’t communicate back, and that’s why traditional advertising is dying.

Enter social. Now, consumers and advertisers can engage and share in an interesting, interactive conversation that makes bi-directionality possible. In this way, social is digital word-of-mouth at scale –- and, after all, consumers trust word-of-mouth above all other marketing media.

Brands can now rely on their loyal customers, who are effectively brand advocates, to determine the messaging that works best organically in the social space. If a tweet resonates with fans, a brand can then use its marketing dollars to facilitate this organic sharing among consumers and amplify it in order to drive sales. Audi’s #wantanr8 campaign is a good case in point here: Customers are incentivized to share the hashtag in order to win a drive.

Unobtrusive native advertising, which seamlessly follows the form and function of the user experience it’s placed in, is far more effective than traditional advertising in facilitating this interaction, because consumers hate being marketed to, and because they want advertising that blends with the content and experiences they’re consuming.

And, when it appears in a social context, native advertising is especially powerful, giving brands the best chance for sincere two-way consumer communication, which is critical for sales conversion today.

Social is particularly effective for two reasons. First, brands can leverage existing organic content to create sponsored native ads. And, second, they can create and distribute content that mimics what has worked organically.

There’s a set of challenges here, though.

First and foremost, brands need to start thinking like consumers and understanding how their customers are sharing and consuming content.

Traditional advertising creation requires talented marketers, artists, designers and copywriters sitting in offices and using their intelligence and skill to anticipate what will resonate with the target customer group. But now with social, advertisers can leverage existing and ongoing conversations among their audience, find what’s effective, and repackage the work so it’s fully branded. Regardless, though, the creative process starts with the customer, rather than ending with it.

The key here, however, is that brands must see themselves as publishers in order to succeed with this strategy. And, if brands think of themselves as publishers instead of advertisers, they must start to create content optimized for conversation -– not content optimized for broadcast.

GE gets it, as evidenced by its content portal, with on-brand stories about investing in Africa and closing the STEM gender gap. Coca-Cola’s homepage also looks like an editorial hub, with stories about “underrated” college football towns and a tour of old drive-through movie theaters.

Because consumer word-of-mouth is the most powerful way to drive sales, and social is the embodiment of this process, brands should focus on facilitating the creation of these vital conversations. This is exactly what Sephora is doing with its active community boards. But to be really successful, brands must also fully understand the potential of amplification — identifying the organic content that is proving effective and increasing its distribution.

One way to do this is by finding all user-generated content and pushing it via social channels (both owned and paid), as well as showcasing it on other digital properties. In other words, driving word-of-mouth in a branded, packaged and holistic way so that it has the reach a brand needs.

The best part of this is that advertising will actually benefit the consumer –- which is unprecedented in the history of marketing –- because suddenly the marketing isn’t marketing at all; it’s engagement with desired, organic content.

That clearly spells the death of traditional advertising.

Thursday, September 04, 2014

12036: Delayed WTF 29—Lévy’s Lunacy.

MultiCultClassics is often occupied with real work. As a result, a handful of events occur without the expected blog commentary. This limited series—Delayed WTF—seeks to make belated amends for the absence of malice.

The news that Publicis acquired digital agency Nurun for $125 million inspired a quick examination of an interview with Publicis CEO Maurice Lévy that Campaign published in July.

Still smarting from the proposed marriage gone awry with Omnicom, Lévy remarked, “I have some good memories and some bad memories, and I’m moving ahead now and building the future. We are all moving into the future. We are fierce competitors. Everyone wants to kill the other one. We will do our best to win market share and develop something new, strong, different.”

There are a few red flags flapping in lovelorn Lévy’s words. For roughly a year, Lévy and Omnicom CEO John Wren boasted that Publicis Omnicom Groupe would represent a totally fresh enterprise designed to compete with entities such as Google versus other advertising holding companies. Additionally, despite failing to consummate the relationship, Lévy continues to express a desire to “develop something new, strong, different.” After a monumental break-up, it’s usually a good idea to reflect and regroup—and avoid making any major decisions too quickly. Yet upon aborting the engagement, Lévy is acting like a stereotypical spurned fiancé. That is, he goes right out and proceeds to hook up with the same types of partners he was bedding before falling in love with Wren. It’s as if Lévy is regressing through a series of rebound girlfriends. There’s absolutely nothing new, strong or different about what he’s doing. It’s all just desperate and pathetic.

The Campaign interview added, “Lévy is looking for a ‘diplomatic’ solution for Publicis’ future—he has asked all the chief executives and their teams to come up with ideas for ‘how the future should be’.” Now he wants to be the benevolent diplomat? After initially playing dictator, informing his troops that he and Wren were merging, Lévy suddenly wants everyone to gaze into their personal Magic 8-Ball® and tell him how things should be? As if any of the CEOs might actually have a clue for the future.

Lévy also proclaimed, “We have today the largest digital penetration of any agency in the world and we will be even more digital in the future. We will be much more an Internet company than an advertising group. That’s clear. The way we will be organising our agencies and the investment we will be making is not something that we have discussed, and it will not necessarily lead to any change in our organisation. It may, but it may also not.” Huh? That sounds like a spurned fiancé who’s spent too much time drowning his sorrows at the local tavern. Wonder how the Publicis advertising agencies—who have always enjoyed the greatest power and authority in the network—feel about the notion of becoming “much more an Internet company than an advertising group.”

Regarding the Nurun purchase, Lévy gushed, “The acquisition of Nurun is another step forward in strengthening our world-class digital operations. Nurun’s expertise, based on a combination of design and new technologies, will not only bring widely-recognized talent and capabilities to our clients, but also strengthen Publicis Groupe’s digital global presence.” Um, has anyone scanned the Nurun website lately? Check out a case study too. The place is as far away from an advertising agency as possible, and it’s not even similar to the shitty digital agencies Publicis brags about (e.g., Razorfish or Digitas). Herein lies an inherent problem with the buying binges that Lévy and his fellow holding company CEOs have conducted over the years. There is simply no evidence of smooth merging and collaboration between companies within the networks. Indeed, digital remains a “below-the-line” discipline across the board. Advertising agencies and digital agencies operate from different business models—and the two are rarely teaming up in a unified fashion. Need proof? Review Team Sprint or compare the Cheerios work done by Saatchi versus the dreck from Digitas. The grand concept of integration is a damned delusion.

There is a Japanese proverb that states, “Vision without action is a daydream. Action without vision is a nightmare.” Lévy is a jilted dinosaur doing too much daydreaming and executing too many nightmarish deals.

Wednesday, September 03, 2014

12035: Lowell Thompson—Allmerican.

Lowell Thompson writes: “My latest attempt to save U.S. …from ourselves.” To learn more, click here.

12034: Sprint Seeks Creative Saviors.

Adweek reported Sprint is seeking a new creative agency. Why bother? Over the years, Sprint has hired some of the top shops—as well as some of the bottom (e.g., Leo Burnett, Digitas and the incumbent shithole)—and always failed to move the sales needle. Innovative advertising is not the answer for the bombing brand.

In January, SoftBank CEO Masayoshi Son was quoted as saying, “At one recent meeting, I learned that our advertising at Sprint was not cost-effective. This made me quite angry. Sprint spends a large amount of money on advertising every year, but its effects have been almost negligible. … I directed the Sprint executives to terminate all existing contracts with the company’s advertising agencies. We will shortly start from scratch on advertising, with new agents also making proposals.” Okay, but it looks like Son forced the birth of the Frobinson framily, so his creative judgment is questionable at best—and shitty at least.

Given the international diversity at Sprint—from the Midwestern troops to the Bolivian Sprint CEO to the Japanese SoftBank CEO—perhaps it’s time to look beyond the U.S. White agencies. Then again, a galaxy-wide search would probably not identify candidates qualified to resuscitate Sprint.

Sprint Looks for New Creative Lead Agency

Search said to focus on TV work

By Noreen O’Leary

Sprint is looking for a new creative lead agency, sources said. The review is said to be focused on above-the line marketing, much of which is spent on TV. The telecommunications company spends about $800 million annually on measured media but it could not be determined how much of that amount is invested in television advertising.

In late 2011, the Overland Park, Kansas company unexpectedly shifted its account from Goodby, Silverstein & Partners to “Team Sprint,” a unit comprised of Publicis Groupe agencies and led by DigitasLBi. While the Publicis digital shop initially worked with corporate sibling Leo Burnett, which produced Sprint TV commercials, more recently the marketer has moved that assignment to start-up Figliulo & Partners to handle TV spots. (ARC/Leo Burnett continues to handle Sprint’s shopper marketing.)

It’s not clear if the current search also includes digital work handled by DigitasLBi.

The agency search is not entirely a surprise given critical comments the CEO of Sprint’s new parent Softbank made at the beginning of this year: Writing in a January guest column for Nikkei Asian Review, Masayoshi Son said “At one recent meeting, I learned that our advertising at Sprint was not cost-effective. This made me quite angry. Sprint spends a large amount of money on advertising every year, but its effects have been almost negligible.” The executive continued: “I directed the Sprint executives to terminate all existing contracts with the company’s advertising agencies. We will shortly start from scratch on advertising, with new agents also making proposals.”

DigitasLBi and Figliulo, started last fall by former TBWA\Chiat\Day N.Y. chief creative officer Mark Figliulo, could not be reached for comment. A Burnett rep declined to comment, referring calls to Sprint execs who did not respond to an inquiry.

Tuesday, September 02, 2014

12033: Funky Turns Forty.

The DuSable Museum in Chicago presents Funky Turns Forty. According to the website, “This special exhibition commemorates the 40th anniversaries of 1970’s Saturday Morning cartoons that featured positive Black characters for the first time in television history. The exhibition includes original production pieces and drawings used to produce these cartoons. Also included are images from the animated opening to Soul Train and two of the few Black cast/Black focused animated features that have been produced since the 1970’s, BeBe’s Kids (1992) and Our Friend Martin (1999).”

12032: Rethinking The Fairest Of All.

From The Wall Street Journal…

Will New Ad Guidelines Change India’s Light-Skin Obsession?

By Shanoor Seervai

A young woman in an Indian television commercial airing now is reluctant to be caught on camera as her fair-skinned friends take selfies at a café.

“In a moment, I’ll be photo ready,” says the woman, shown applying Procter & Gamble Co.’s Olay Natural White cream. The announcer intones: “From the first use, get an instant glow. With seven fairness benefits.”

Ads for skin-lightening cosmetics have for years played on some Indians’ insecurities about their skin tone, helping create a $600-million-year-business in the South Asian country.

Some of the most cringe-worthy commercials, however, may soon be disappearing. India’s ad watchdog this week issued new guidelines barring spots that portray dark-skinned people negatively.

The Advertising Standards Council of India says people with dark skin shouldn’t be shown as “unsuccessful in any aspect of life,” especially “in relation to being attractive to the opposite sex, matrimony, job placement, promotions and other prospects.”

“Because of the proliferation of products — more than a dozen brands and even for men — there was a need to say something specific about ads not being disparaging to people with darker skin,” said Partha Rakshit, the ad council’s chairman.

Mr. Rakshit said ads by the big consumer-products firms, including Hindustan Unilever, had become less pointed lately. But problems with some advertisers and a rising number of complaints by offended consumers prompted the new guidelines.

Procter & Gamble said it agrees with and will comply with the new guidelines.

Hindustan Unilever, 52%-owned by Unilever PLC, said it was consulted in the creation of the new guidelines and will comply with them. The company sells skin lighteners under its Fair & Lovely brand. “We are fully committed to these guidelines,” a company spokesman said.

Advertisers that fail to comply with the guidelines can be forced to take commercials off cable television under India’s cable-TV rules. The new guidelines apply to regular advertisements and infomercials, which critics say are more likely to offer negative portrayals of darker-skinned people.

So-called fairness creams, skin bleaches and lotions have flourished in India. Bollywood superstar Shah Rukh Khan and cricket heartthrob Virat Kohli are both big promoters of men’s fairness products.

An Indian pharmaceutical company even markets a feminine hygiene product called Clean & Dry Intimate Wash, which it says “restores discolored skin, giving it a fair, glowing look.”

A commercial for that product depicts a woman being ignored by a man. But after she starts using the wash — the results of which are illustrated with a drawing showing shadows disappearing from a woman’s crotch — he can’t keep his hands off her.

A spokesman for the company declined to comment on whether the product whitens skin.

The preference for lighter skin leads men and women to boast of fair skin in matrimonial ads in the hope of securing a match. “V. fair handsome govt. doctor seeks suitable bride” and “slim and fair bride wanted” are some recent examples in ads in the Hindu newspaper.

Nandita Das, a Bollywood actress who is the face of the Dark Is Beautiful campaign that battles prejudice against people with dark skin, says the new ad guidelines are a step in the right direction to rein in an industry that has created a “dark-skin complex” to make money.

“Too many young girls and now boys are losing their confidence,” because Indian society and advertising glorifies lighter skin tones, she said in an emailed statement.

Advertising executives say that the new guidelines aren’t likely to hurt sales of whitening products.

“I have always believed you can sell a beauty product to a woman without making her feel less beautiful,” said Zenobia Pithawalla, executive creative director at advertising firm Ogilvy & Mather. “When you sell a fairness product, what you are really selling is hope.”

Ms. Pithawalla said the guidelines say that dark skin shouldn’t be shown as a problem. “However nothing stops a brand from making ‘skin darkening’ a concern,” she said, referring to darkening from sun exposure or pollution.

In a 2010 ad for Hindustan Unilever’s Fair & Lovely, a young woman looks dejected after losing out in a dance audition. Her victorious — and fair-complexioned — rival offers some advice: Use skin-whitening cream.

“You’re so talented, why should you be behind the curtain?” the winning dancer says in the commercial from 2010, handing over a tube of Fair & Lovely lotion. “Here, take this.”

Corrections and Amplifications: A previous version of this article said the new guidelines for fairness ads do not apply to infomercials. On Thursday the Ministry of Information and Broadcasting told broadcasters they would apply to infomercials as well.

Monday, September 01, 2014

12031: Pharmaceutical Bull Shift.

Pharmaceutical companies are so crafty at creating paranoia around symptoms and even semi-fabricating conditions. Ever heard of SWD—Shift Work Disorder—which can lead to excessive sleepiness (ES) on the job for people toiling outside the standard 9-to-5 daytime hours? According to the website:

SWD is a medical condition where your work schedule is out of sync with your body’s internal sleep-wake cycle. Your sleep-wake cycle is affected by your body’s circadian rhythm, which works by environmental cues, such as light.

• Daylight promotes wakefulness

• Darkness signals the body to sleep

Maybe it would be easier to take this all more seriously if the campaign theme had a more straightforward and sincere tone versus Get Your Shift Together. And why is it damn near impossible to intuitively figure out the proposed treatment—NUVIGIL® (armodafinil)—which can only be accessed via a separate website? A shift worker suffering from SWD and ES would probably have an extra tough time finding the information they need.

12030: Subway Yoga Positions.

Saw the Subway ad above and found the headline peculiar—it almost reads as if the sandwich maker’s bread has been sitting on the store racks for years. Later discovered it’s part of a campaign to spotlight Subway bread. For Subway to build a concept around the outer part of a sandwich would be like Mickey D’s hyping sesame seed buns or Chipotle singing the praises of its flour tortillas.

Further Google searches showed Subway took a recent PR hit over bread ingredients, including a chemical—Azodicarbonamide—typically used to make yoga mats. The chemical is actually called out in the TV spot.

As luck would have it, Subway ran a Latino spot with a yoga theme a few years ago.

And of course, there’s at least one parody spot playing off the Azodicarbonamide controversy.

Can’t believe no one thought to team up Jared with this woman for a commercial.