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A copy, A Day! Solomon Tsitsuashvili Inspires Us This Morning

Copywriter of life! I need this type of inspiration o jare, this brilliant guy challenged himself to write an ad everyday for 365 days for different random brands based on their history and presence. Come rain, come shine, come drunk, come sober, no excuses yo! He has 127 more days to go!! Almost there, Godspeed Solomon.  Let’s enjoy some of his works below!

Very well done Solomon!





Abc News


Air Canada - When Donald Trump Was Elected A President.


Toyota Prius








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Blog Share: Why Is Advertising Important to Businesses?

As far back as Ancient Egypt, advertising has served a critical purpose in the business world by enabling sellers to effectively compete with one another for the attention of buyers. Whether the goods and services your company provides are a necessity, a luxury or just a bit of whimsy, you can’t rely on a one-time announcement or word-of-mouth chatter to keep a steady stream of customers. A strong commitment to advertising is as much an external call to action as it is an internal reinforcement to your sales team


The primary objective of advertising is to get the word out that you have something exciting to offer, says George Felton, author of “Advertising: Concept and Copy.” It can be anything from an upcoming entertainment event you’re promoting, a new product line you’re selling, a political campaign you’re managing, the expansion of an existing platform of services or officially hanging out a shingle for your first business. Whether your promotion takes the form of print ads, commercials, billboards or handbills, the content adheres to the rules of journalism by identifying who, what, when, where and why.


Advertising helps to raise your target demographic’s awareness of issues with which they may be unfamiliar as well as educate them on the related benefits of your product or service. A popular example of this is the health care industry. If, for instance, a consumer watches a television commercial in which someone describes aches and pains that are similar to those experienced by the viewer, the ad not only identifies a probable cause but suggests a potential remedy or treatment option to discuss with her doctor.


Advertising invites your target audience to evaluate how your product or service measures up against your competitors, says Gerard Tellis, author of “Effective Advertising: Understanding When, How, and Why Advertising Works.” Demonstrations of household cleaning products are a good example of this because they provide compelling visual evidence of which product does a faster and more effective job of tackling stubborn stains. Political ads are another example of how advertising serves up side-by-side comparisons of the candidates’ qualifications and voting records for readers and viewers to make informed choices at the polls.


An ongoing advertising campaign is essential in reminding your existing customers that you’re still around, say Kenneth Roman and Jane Maas, authors of “How to Advertise.” In a troubled economy where so many shops, restaurants and companies are going out of business, maintaining a strong presence through regular ads, fliers, postcards, events and a dynamic website is invaluable for long-term relationships. This also serves to attract new customers who may not have been in need of your products or services when you first opened but are now pleased to have their memories jogged.


When people ask your employees where they’re working, the latter will likely feel better about their jobs if the reaction to their reply is, “Wow! I’ve heard a lot of great things about that store” instead of “Nope, never heard of it” or “Oh, are they still around?” Investing in an advertising plan keeps your business an active part of the conversational vocabulary and community buzz. This, in turn, gives your workers a sense of pride and emotional ownership in an enterprise that’s generating positive feelings and name recognition.

DO you have any other pointers? Please comment below. xoxo


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Blog Share:The 4 Digital Trends That Are Reshaping Advertising

People know a great ad when they see one, but getting that ad to right people at the right time is an art unto itself. As innovation in advertising technology renders old tactics obsolete, it also opens new opportunities to reach your audience.

The central questions in digital advertising today are: Where will people listen? What content will they engage with? How do I reach them? The answers are key to understanding four trends that are shaping the industry.

1. Mobile video advertising.

Mobile video consumption is growing rapidly and providing advertisers with a way to reach consumers when they are paying attention. Between Q3 2012 and Q3 2014, smartphone and tablet video consumption grew 400 percent and now accounts for 30 percent of all online videos played, according to Ooyala’s Global Video Index. This trend has been helped along by the expansion of fast 4G/LTE coverage. The bigger iPhone 6 screen and the popularity of other ‘phablets’ (large-screen smartphones) also reflect the growing importance of mobile video. As phablets saturate the market, they will in turn feed the growth of mobile video.

Mobile video viewers are what you might call a “captive” audience. When TV commercials begin, people look down at their phones. On the bus or subway, people focus on their digital screens instead of the ads passing by in the cityscape. When radio ads begin, people change the station. However, when people are already looking at their smartphone, nothing is going to distract them. Use mobile video ads to take advantage of this undivided attention.


2. Native advertising.

When websites feature advertisements that emulate the content and style of their own site, we consider it native advertising. Native ad spending will climb from $3.2 billion in 2014 to $8.8 billion by 2018, largely because advertisers are seeing above average engagement with this format, according to an eMarketer forecast.

Native ads are typically long-form blog posts, infographics or videos that aim to inform, entertain and inspire people without directly promoting a product. For example, a banner ad from a clothing retailer might promote a winter clothing sale, but a native ad from the same retailer might discuss winter fashion tips instead. Typically, native ads are tagged with a disclaimer such as “sponsored content”, “paid post” or “promoted by”.

If you’re targeting millennials, who tend to be put off by “salesy” ad content, consider native advertising. Now that publishers are partnering with advertisers in the production process (i.e. helping them write and edit), it’s easy to get expert help.


3. Viewable impressions.

Until recently, digital advertisers were very susceptible to fraud. Many were misled into paying for bottom-of-the-page ads that no one scrolled down far enough to see. “Click fraud” was also a huge risk. Essentially, some people realized they could run up their competitors’ advertising bills by creating computer programs (“bots”) that automatically click ads. This practice became so rampant that fraudulent bot traffic may have cost the advertising industry as much as $11.6 billion in 2014. Thankfully, new viewability technology and an advertising model called “viewable impressions” are eradicating both of these problems.

With viewable impressions, advertisers are only charged if the ad appears on a user’s screen for a minimum duration. According to the industry standard, for a display ad to count as a viewable impression, 50 percent of the pixels have to appear on the screen for a minimum of one second. For video, 50 percent of pixels have to appear for a minimum of two seconds. Bots can’t create fraudulent viewable impressions because they can’t complete the actions that distinguish a genuine user view from a false one.

However, in many cases, one or two seconds isn’t nearly enough time to engage a viewer. When you purchase viewable impressions, make sure you have the option to buy guaranteed time slots (e.g. five, 10 or 20 seconds), especially if you plan to run video ads. If you purchased a 10 second slot, you’d only be charged if your ad was continuously viewable for ten seconds or longer. The rate you pay reflects the total amount of time your audience spends with the advertisement.


4. Behavioral data.

New channels, tactics and payments models will only serve your marketing efforts if ads reach the right people. Rather than spending your budget on a large set of consumers, you can more efficiently use behavioral data to target people who fit your customer persona.

While advertisers commonly target individual websites where they expect their customer to hang out, behavioral data improves upon this approach by allowing you to target groups of people across multiple advertising properties. Behavioral targeting providers can profile a group (e.g. mothers with young kids) based on an analysis of online searches, Internet browsing habits, purchasing history and much more. If you’re targeting specific types of consumers, behavioral data can mean the difference between a bungled campaign and a huge victory.

Mobile video ads, native advertising, viewable impressions and behavioral targeting are the defining trends in digital advertising. The strategies that worked for advertisers for the past five years won’t work indefinitely. As these trends illustrate, the channels are continually changing, and the audience on the other end has new habits and preferences. Get the most out of your advertising spend by testing these new four strategies and discovering what works for you.


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Evolving Consumer Culture within the Nigerian Market: Mobolaji Caxton -Martins

One of the reasons brand management is a really exciting and dynamic profession is because of the peculiarities associated with the consumer in different cultures. In May 13, 1931, Neil H. McElroy drafted the famous 800 word memo which has come to define modern day brand management. In the memo, McElroy argued that companies should assign a separate marketing team to each individual product brand, as if it were a separate business. This is despite a “house of brands” or “endorsed” brand architecture. The Brand Man memo stated a few things which hinge on succeeding through an understanding of consumer culture;

o  Where Brand Development is heavy and where it is progressing, examine carefully the combination of efforts that seem to be clicking and try to apply it to other territories that are comparable.

o  Study the past promotional and advertising history of the brand, study the territory personally at first hand – both dealers and consumers in order to find out the trouble.

o  After uncovering the weakness, develop a plan that can be applied to this local sore spot. It is necessary, of course, not simply to work out the plan but also to be sure that the amount of money proposed can be expected to produce results at a reasonable cost per case.

While brand marketing has evolved quite a lot over the years, the origin still emphasizes how fundamental “consumer culture” is to successful planning. This brings me to one of my earliest definitions of a brand which says that “a brand is a strategic cultural idea“. Another popular marketing quote says that “culture eats strategy for breakfast”. I personally don’t see any brand being successful without a thorough understanding of its consumers and this just begs the question; who exactly is the consumer?

A lot of marketing professionals are probably conversant with the socio-economic classification of A, B, C1, C2, D and E. While this might have been a great learning template to understand the consumer, I believe there should be a more innovative way for insight analysis in these recent times. While business owners are adopting new technology to improve their products and services, we as admen should be developing new tools to understand the consumer. Below is a sample consumer profile;

Vivian is a senior procurement officer in a foreign exploration and petroleum company doing business in Nigeria. She is 39years old and from one of the Niger-Delta states. She is one of two daughters of her parents and her elder sister is married to a politician back in the region. Vivian owns a serviced apartment in 1004 and stays with her bestie Michelle who is an interior decorator with clients in Lagos, Abuja and Port-harcourt. Vivian is unmarried but very much in love with Michelle in a way that society does not approve. She attends one of the famous local churches where the men perm their hair as she has been told that this will be a great place to find a husband. Her friend Michelle is more globally inclined as she was born in Dundee so she really doesn’t care and lives her life the way she deems fit. Some of Vivian’s colleagues suspect that she is dodgy but feel like it’s none of their business. Vivian hardly cooks at home and believes in eating out and getting food delivered from her favorite spots using the upcoming apps. Her experience with the men in church shows that they are only out to get her money so she has given up on that and just wakes up every day to live her life. She hates driving so is frequent user of the popular rider company in Nigeria. She also attends the gym every weekend to keep shape and is a member of a running club. She goes to a members-only lounge sometimes when she’s bored of staying at home. She never misses her holidays which she mostly takes with Michelle and she’s always looking for new places to go each year. She has had a few advances from men at work but they are all married and she knows even if she agrees it would only be for fun.

Vivian’s profile has been cut short for the purpose of this article, however, the point being brought out here is that, understanding Vivian as a consumer isn’t something that can be done via desktop research. A lot of people might not even believe a consumer like Vivian exists. As Neil McElroy said, it is necessary to study the territory at first-hand; both dealers and consumers. The profile above highlights various aspects of Vivian’s life which are touch points for businesses and brands to engage with her. They include but are not limited to her residence, her sexual orientation, her career, her vacation interests, her healthy lifestyle, her preference for social hangouts, religious inclination, etc. All of these are pointers to how a brand could choose to engage Vivian and this has become more psychographic than demographic.

My thoughts are, the best way to understand the consumer brackets that exist today require a lot of innovation. I have found that Nollywood is constantly churning out stories and while some of these could be clearly unintelligent, they do have some societal truth in them. Ad men should adopt a more out of office approach to observe at first-hand the current trends and profile-types that exist. Templates would certainly do no good at this stage. I look forward to products being developed from intelligent insights and trend reports; some sort of research and development if I could say. It is necessary to understand that the consumer is changing every day and right now there are Nigerian consumer brackets that have totally been ignored because people believe they do not exist. Further to this, the strategies being used to address some consumer brackets are inefficient because the insights are only scratching the surface. In the end, this is about producing results at a reasonable cost.

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Professionalism in the Client – Agency Relationship in Nigeria: What’s really wrong?- Mobolaji Caxton-Martins

‘A few weeks ago, I shared an experience I had with a client who had instructed that I modify some aspects of the target audience profile I had used in a communications strategy document because he felt they were against his religious beliefs. My reaction to the client was that his objection was purely sentimental and unprofessional. I asked if he could spare an hour after work and we could go over his objections. During this meet-up, I took him to a lounge on the Island and we went over the entire presentation again, this time it was just a discussion on various points, I explained to him that what he was objecting to was fickle and more importantly very fundamental to the entire strategy which he excitedly approved of. While we discussed these points, I showed him a real example of the target audience profile he was uncomfortable with in a chap who was seated by the bar, I explained to him that the goal was to understand the mindset of this chap and what would make other people with a similar state of mind convert to customers of his product. I was determined to explain the marketing dynamics in a way that he will understand and approve and in this, I succeeded. More so in a way that he had a new found appreciation for marketing communications and the intelligence required to practice. This experience brought up another topic of professionalism in the client-agency relationship in Nigeria and a lot of colleagues had their own views about this.

I agree that this relationship has suffered quite a lot in our market and dare I say that the agencies have come off worse for this. Some people blame the unethical competition between agencies for this, others blame incompetent account managers and brand managers likewise. My thoughts are far reaching on this subject. I’d like to say at this point that I am fortunate enough to have worked on both sides and my experience on both ends have been just as exciting as rewarding. I would highlight a few points here which I think might help create a more efficient relationship.

Specialized Account Managers: In my experience, agencies always claim that they have a dedicated team for their clients but this is hardly the case. This same team is dedicated to at least six other clients across different economic sectors thus affecting the quality of service delivery to all the six clients. There is also no real investment in the agency’s people to understand the business of the client. I do understand that the core prerogative of the agency is in understanding the consumer but most times, it’s difficult to interpret to this consumer if you do not understand the product/service. A bit of innovation needs to be in play here; attend regular business seminars for these sectors, infuse your team with sector-specific specialists who are passionate about communication, subscribe to reports and journals for these sectors, request for a refresher from the client at least bi- annually and in the same vein the agency can do this for the client. This will go a long way in projecting thought leadership by the agency.

Standard billing and SLAs: Agencies bill for everything asides time. I learnt really early in my career that one of the most important things to bill a client for is time. This makes the client respect you and accord you as a professional. While it’s great to pursue retainers to ensure profitability, I must say that retainership also comes with a great deal of responsibility. In the quest for a retainership, every aspect should be detailed in a signed service level agreement. This way, the client doesn’t send a brief and ask you to revert tomorrow. Also in the same vein, the agency need not wait for the client to send a brief when competition has launched a new product, new sector regulations have been introduced or consumer culture has evolved. Agencies need to be proactive in this respect.

Product Development: A lot of clients are guilty of this. I’ve always wondered why it is so difficult to involve the agency in the product creation process so they can provide viable insights about the consumer that these products are being developed for. It could be quite depressing when a product has already been created and then a communications brief is sent to the agency and the messaging has to be forced. Innovation needs to be a tool for utilization here; creating product experiences which truly address / predict a need or are tailored to consumer culture is one of the reasons Steve Jobs will always be remembered as a marketing genius. We should take advantage of these opportunities.

Measurement of ROI: The days are far gone when agencies would only discuss awareness created or show change in perception via some sample group discussions. Marketing spend needs to be justified by ROI and clients need to begin to create accessible channels to their sales network where communication can be analyzed for impact and results otherwise we are all just dancing in the rain. We need to be more intelligent with our communications by providing channels to assess which media apertures created the most impact for which consumer segment. Collecting feedback from our customers, building a community of loyalists with real data, incorporating rewards and motivating referrals. If anything, digital has made all of these easier and we should always strive to create a cycle where offline and online channels are integrated to ensure measurement and trackability of results. ROE should also be something that is measured and reported by the client as success.

These are e a few aspects which I think if worked on by both parties, will help in developing a more efficient, professional and mutually beneficial relationship. Look forward to peer feedback and comments.


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What You Should Be Reading As An Ad Person!

Digiday did us all a favor by taking the initiative to ask top execs in the ad industry what literature we should be reading as Ad people and here’s a list they came up with. You’re welcome!! 🙂

Ogilvy on Advertising” by David Ogilvy

As the title suggests, this is the father of advertising’s book on all things advertising–complete with Ogilvy’s wisdom and real-life examples from his career.

“An obvious choice, sure, and on everyone’s list, but I’m always surprised at the number of people in our business who have never picked it up. If you haven’t read this, you need to, and if you have, it’s probably a good time for a refresher. This is a book that never goes out of style.” –Darryl Ohrt, founder, Mash+Studio, former executive creative director at Carrot Creative

The Copywriter’s Handbook” by Robert W. Bly

Like other essential writing guidebooks, this one offers tips and techniques for different kinds of copy-writing that is persuasive. The latest edition has been updated to include copy-writing for the Internet age.

“You may not be a copywriter. But chances are, you’re often in the position of having to “just come up with a placeholder for now”. And we all know that some clients fall in love with “placeholders” and they make their way to launch. On top of this, imagine your emails and PowerPoint presentations with words that actually helped to sell your ideas. We’re all copywriters. Some are just more experienced than others.” –Ohrt

Milton Glaser: Graphic Design” by Milton Glaser

The man behind the iconic “I ♥ NY” logo, famed graphic designer Milton Glaser shares his knowledge and techniques on graphic design.

“Whether you’re a designer or not, design touches everything that’s great and everything that’s important. The more you know about how things work, the smarter you’ll be.” –Ohrt

Thinking, Fast and Slow” by Daniel Kahneman

Winner of the National Academy of Sciences Best Book Award in 2012, a New York Times bestseller and winner of other awards and accolades, this informative book by Nobel Prize winner and psychologist Daniel Kahneman delves into how the two parts of our minds work.

“This is a fascinating, comprehensive and utterly readable summary of all we know today about the way humans really think and make decisions, which is very different from most of what we assume. It’s an amazing book, with vivid examples and explanations throughout.How could anyone in the ad industry not benefit from better insight into how humans think and decide?” –Emma Cookson, chairman, BBH

Bill Bernbach’s Book” by Bob Levenson

A look at one of DDB’s founders, Bill Bernbach, and his creative approach to and theories on advertising. The book includes detailed looks into campaigns and their histories.

“Despite the fact that DDB was primarily a print agency and print is slowly dying, Bernbach’s brilliance and succinct observations about the power and importance of creative ideas remains incredibly relevant today. Even in light of our data driven world.  In fact, he said this, which continues to make perfect sense: “To keep your ads fresh, you’ve got to keep yourself fresh. Live in the current idiom and you will create in it.” Applies as much to the digital age as to the print age.” –Edward Boches, chief innovation officer, Mullen

Where Good Ideas Come From” by Steven Johnson

Writer Steven Johnson takes and expansive  look at innovation and where inspiration and good ideas come from. Johnson looks back through history, from Darwin to Miles Davis to Google, and takes into account biological, cultural and environmental factors that all contribute to coming up with innovative ideas.

“It has nothing, yet everything, to do with advertising today. Now more than ever we have to work collaboratively with multiple disciplines.  Understanding concepts like the “slow hunch,” or more importantly the importance of collisions and the physical spaces that encourage them can change for the better everything from the brief, to the team to the office layout.” –Boches

Insanely Simple” by Ken Segall

Ken Segall, former creative director at TBWA/Chiat/Day, Apple’s ad agency, takes his unique perspective and experience working with Steve Jobs and Apple to explain how simplicity on all levels of the organization was at the core of Apple’s success.

“We’ve all read Walter Isaacson’s biography of Steve Jobs. But Ken’s book offers rich insight to how Jobs made creative decisions. It’s also an explanation of why, despite wishing and trying, most agencies and their clients can never even approximate Apple’s beautiful product design or it’s simple and elegant advertising. It’s not about execution or creative approaches. It’s about a culture that is so deeply understood and adhered to that it logically leads to kind of work we have all studied and admired for years, but failed to replicate ourselves.” –Boches

The Lean Startup” by Eric Ries

Entrepreneur and author of the popular blog Startup Lessons Learned, Eric Ries offers his model for successful startups that are lean, agile and creative.

“While most agencies now embrace creating utility, content and value versus just messages, many retain the old processes that drove the making of TV commercials and ads. Learning to invent, to iterate, to fail fast, to pivot are essential to staying relevant and attracting the kind of people who want to make things. Ries’s popular book offers some valuable lessons in working faster, unlearning linear thinking, and letting early users tell you if your idea even works.” –Boches

The Art of War” by Sun Tzu

Over 2,000 years old, this Chinese military treatise by Sun Tzu, a high-ranking military general, strategist and tactician, is still widely read by students and businessmen today. The book’s 13 chapters examine not only battlefield tactics and military theory, but also related economic, political, and psychological factors.

“Strategy is about the sustainable advantage that you can deploy, and 900-years ago this Samurai Master outlined a timeless framework for winning when life and death is at stake. For agencies and brands that focus too much on the battles versus winning the long war, there are strong lessons here. Not the least of which is that situations change but people largely do not; excel creatively at the former to win with the latter.” –Mark Silva,  CEO, Ryse

Advertising Media Planning” by Jack Z. Sissors and Roger Baron

Jack Z. Sissors was a professor of media planning and strategy at Northwestern University and also worked at Leo Burnett. Roger Baron is senior vp and director of media research at DRAFTFCB. Their book explains the complexities of media planning and provides academic research and best practices to back it up.

“It has been the bible — and college textbook — for over 30 years. This is the book you read if you want to know about media planning.” –David L. Smith, CEO, Mediasmith

From Those Wonderful Folks Who Gave You Pearl Harbor: Front-Line Dispatches from the Advertising War” by Jerry Della Femina (MY PERSONAL FAV)

Another book from one of advertising’s OG’s, Jerry Della Femina, from the trenches of the industry in its heyday. Full of anecdotes and looks inside campaigns and the life style of ad execs in the 60’s.

“This is a very real and humorous perspective of the advertising industry during the Mad Men era.” — Smith

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Blog Share:What Creative Leaders Do

To create a culture where ideas rule, you must become a Creative Leader. There is a premium on originality. Building creative environments, inspiring creative ideas, finding creative solutions — these are the signatures of peak performing organizations. I call this the SuperVUCA challenge, the drive to create outcomes that are V-ibrant, U-nreal, C-razy, and A-stounding. In a SuperVUCA world, the crazies reign and the speed demons rule.

Here are the four primary things Creative Leaders do:

Change the Language

In making Winston Churchill an honorary citizen of the United States, President John F. Kennedy said: “He mobilized the English language and sent it into battle.” Revolution begins with language. Change the language and you can change everything. If you want people to join you, work for you, partner with you, buy from you, talk about you, speed your cause, then you need language that inspires people.

Apple is a strong example: Think Different; Stay hungry. Stay foolish; Why join the Navy when you can be a pirate? Popular potent examples range from Once a Marine Always a Marine, to Inspire a Generation, to I Love New York, to I Have a Dream. Dr. Martin Luther King, Jr. did not say “I have a nightmare.” He said: “I have a dream.” We need a dream. We need to inspire a worldwide movement of personal activations that is irresistible.

Have Lots of Ideas

A growth company is an ideas company, an ideas company has an ideas culture, and an ideas culture means leaders running lots of ideas continuously. The winner of today is not the company bent on one big idea. It is the company with the most ideas. It is the company with a non-stop production line of small ideas day after day.

Double Nobel Prize winner Dr. Linus Pauling said the way to get a good idea is to have lots of ideas. A Creative Leader has a plethora of ideas. In this Age of Now, you have to be relentless about having ideas. I get asked all the time what the future holds. I don’t have a clue.

Neither does anyone who says they do. You can’t see the future, so hack your way in. The hacker recognizes that big ideas are scarce, strung out over time, and investment-hungry. Get to your big idea by having lots of small ideas and testing them quickly, cheaply, and widely. Chances are your customer or your audience will turn one of your 20 small ideas into a big one. Chances are someone will try to stop you too. Ideas are fragile and most organizations murder them at birth. Keep yours moving, adjust them on the fly, and don’t let the “Abominable No-Man” get his ghastly hands on them. The big idea is often stumbled on or found one degree away from where you are now. For example, the moving assembly line for putting cars together came from stumbling upon how animal carcasses were being taken apart. The success of Apple was trial-and-error. Apple overcame a series of often humiliating hurdles and failures with incremental change.

This enabled Apple to permanently change the way we look at personal computers, purchase music, edit video, and watch animated movies. If you create a culture with lots of ideas then you are a Creative Leader. A Creative Leader recognizes that ideas have unlimited power.

Surprise With the Obvious

A Creative Leader surprises with the obvious. A surprisingly obvious idea is one staring you in the face. It just makes sense. It springs the lock. It makes you say: “Why didn’t I think of that?” It is now obvious that people would buy single songs online from iTunes, but it wasn’t obvious to the music companies. Now it’s become obvious that you shouldn’t need to own music to get all the music you love. Surprise!

The whole “sharing economy” is surprisingly obvious. So is the on-demand future of video that is starting to flow through our screens. Technology is the enabler, but behind each leap is someone who unlocked what makes sense.

The leap from “like” to “love” in business was staring me in the face. Lovemarks is a surprisingly obvious idea. People decide with their emotions no matter how much they rationalize. Analyze all you want. Do your research. Make your shortlist. Arrive at flawless logic. In that unbridled moment you choose a husband, a wife, a friend, a house, a car, a dog, a whatever — what happens? Reason goes out the window. Emotion decides. Love trumps. Love binds too.

Fail Fast, Learn Fast, Fix Fast

I believe in Tom Peters’s credo “Test fast, fail fast, adjust fast.” Creative Leaders act now and ask for permission later. They fail fast, learn fast, fix fast. This is how creativity gets airborne. Failing is just a step on the road to what works. When you find what works, that’s called winning.

They’re not so far apart. The important part is the fixing and learning. Without change, there is only repetition. As someone said, a genius is someone who makes the same mistake once. I learned about velocity in my first job at Mary Quant. I worked for Mary Quant for three years, opening new markets for her cosmetics line. You had to be decisive, intuitive, but most of all, fast. We had nine months to conceive, produce, launch, sell, and then discontinue a complete line. We got better at it.

Creative Leaders anticipate failure. They eliminate fear of failure to encourage more ideas. Spare me the perfectionists who never get it wrong or, worse still, the conservatives who never take a risk. All business is a leap of faith. Execute now, or you will be executed. Fail fast, learn fast, fix fast. A good game is a fast game.

Excerpted from 64 Shots: Leadership in a Crazy World (powerHouse Books, June 21, 2016) by Kevin Roberts, Chairman Saatchi & Saatchi and Head Coach Publicis Groupe.


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Blog Share:Game of Agencies Imagines What Game of Thrones Characters Would Do at an Agency Which GOT character are you? By Rebecca Cullers

Haha, nicely done!!

Indian digital agency Chimp&z has figured out who each Game of Thrones character would be if they were advertising professionals. As a bonus, they even imagined who the clients are. With perfectly selected quotes and adorable vector graphics, they make the best case I’ve seen for a Mad Men GOT crossover series. I mean, I’d watch it.

1. Jon Snow as HR because he knows nothing

On one hand, this selection doesn’t make sense because Snow’s the one dude clued in enough to try to unite all the factions against the real threat shambling towards the Wall. On the other hand, he’s a cute but under-laid and under-equipped do-gooder—you know, exactly like HR.

2. Cersei Lannister as creative director

So, she sleeps with her brother and her cousin and whoever else it takes to get the job done, is a raging alcoholic with daddy issues, and is prepared to burn down the whole damn office in a fit of paranoia? Maybe that stuff fits. But what about weirdly coming to sympathize with her after working with her for several years?

3. Grey Worm as art director

Honest, loyal, profoundly deadly with spear and short sword. Not a bad thing to be compared to. Shame about the whole de-balling thing.

4. The Unsullied as designers

With a cast this ridiculously bloated, they could have easily chosen Illirio or Gryff or something. Then again, the Unsullied were the ones in Meeren without a clue of how to deal with the “creative challenges” posed by the Sons of the Harpy. I definitely get the whole “Do whatever the client demands in your joyless struggle to produce material” thing.

5. Tyrion Lannister as copywriter

OK, now that’s just shameless pandering. As a copywriter, I approve.

6. Mace Tyrell, media

I mean, the Tyrells have the one mostly untouched piece of ground in the whole Five Kingdoms, and have more resources than anybody else in Westeros. So in a way, the comparison works.

7. Petyr Baelish, strategist

Kind of an obvious one here. But this also suggests your strategist is the sort of person who will talk you into your own beheading, run your firm into the ground, jump ship at the critical moment to advance themselves, and get ironically killed in the last season.

8. Varys, client servicing

Kinda badass? Yes. “Spirit animal”? No. And apparently someone who has a powerful friend in some other firm who is plotting to help you overthrow yours.

9. Three-Eyed Raven, SEO specialist

So, to meet with him about content, you’ll have to hike across the frozen wasteland for two books or so, while getting chased by corpsicles. And then he will tease your ass with critical information, only to be “forcibly retired” before we can finally have any theories confirmed once and for all.

10. Ramsay, client No. 1

OK, fair. But seems like Joffrey would have been the more obvious choice.

11. Melisandre, client No. 2

So client No. 2 occasionally screws you but at least gives birth to shadow babies who stab your enemies?

12. Sam, intern

OK, fairly obvious. At least it wasn’t Sansa, for God’s sake.

I think Arya Stark would make a good account manager though, her resilience and determination to succeed regardless of how bleak the future seems is worthy of emulating and an important skill for an account manager to possess.

Posted in Blog Share

Blog Share: How to Market Your Agency When You’re Way Too Busy: 15 Tips

15 Tips for Marketing Your Agency When You’re Way Too Busy according to Jami Oetting of

1) Focus on a few key activities.

Being productive doesn’t mean accomplishing all 542 things you’ve added to your to-do list. It’s about focusing on the activities that will have the largest impact on driving new leads and new clients to your agency. Try to pick projects that genuinely excite you, as you’ll be more likely to actually accomplish them.

At the beginning of each month or quarter, list your three or five most important projects and priorities for the coming weeks. Then, define the individual tasks for each project, which can be broken up into weekly projects. This will help you to stay on track for meeting your marketing goals while preventing you from becoming overwhelmed and giving up on marketing as you balance other priorities.

2) Include time to complete metrics with your task list.

One helpful way to make the most use of your time during the day is to get more clarity around how long it will take you to do the things on your to-do list. If you know that you need to schedule social media posts, and this only take around 10 minutes to do, you can easily do this in-between meetings or while waiting for a client to call back. If you’ve identified that a project — such as creating a landing page — will take closer to two hours, then block time off on your calendar to complete the project.

3) Create a schedule for writing one blog post per week.

If one of your goals is to write more content for your blog or for guest post submissions, create a schedule for writing a post per week.

Block off time on your calendar each morning to write, edit, and promote your content.

Here’s a sample schedule:

  • Day 1: Write a first draft.
  • Day 2: Review, rework, and edit post.
  • Day 3: Create images for the post and for sharing on social media.
  • Day 4: Upload your content, publish, and promote it on social networks, through email, to influencers, etc.
  • Day 5: Brainstorm your next article idea and do initial research.

With this approach, you only have to devote 30 minutes to an hour each day, and you’ll slowly but surely finish that blog post.

4) Reuse your blog posts.

It’s a good idea to repackage some of your highest performing blog posts into ebooks. You can do this proactively by determining a topic that you could explore as a series of blog posts. Once you’ve published the posts, combine the text, add more research, images, and information to make it a product that is truly unique. This shouldn’t take more than a few more hours, and then you’ve got a new content offer — one you know will perform well as it was a top performing blog post — that you can promote and generate new leads with.

5) Republish your blog posts on LinkedIn or Medium.

You could also republish your blog content on LinkedIn or Medium to drive conversations with new audiences. This can help you to get the most out of the content you create and attract prospects to your brand on different channels. Plus, it takes very little time to copy and paste, fix formatting issues, and publish on another platform.

Be sure to follow Medium’s guidelines for preventing SEO problems from duplicate content. On LinkedIn, include a link back to the original piece. Check out this piece for more information on syndications and republishing content on these platforms.

6) Optimize a high-performing landing page.

If you’ve got a ton of landing pages, all that were created years ago or poorly done, it can be a more productive use of your time to optimize your top performing pages, rather than spend the hours necessary to create an entirely new campaign.

In less than 30 minutes each week, you could:

  • Tweak the headline
  • Shorten the copy and rework it to be more persuasive and descriptive
  • Test out different form lengths and questions
  • Test call-to-action copy and design
  • Make the landing page more shareable
  • Improve the visuals
  • Remove website navigation, unrelated sidebars and copy, and other distractions from the main CTA
  • Revise the kickback (or thank-you) email and include an CTA to an offer that drives the prospect further down the funnel

7) Share content published by your prospects.

Marketing your agency on a 1:1 basis can be a valuable way to introduce your agency to new high-value prospects and nurture these relationships. Consider creating an RSS feed or signing up for Google Alerts on your prospective clients. When an executive publishes a guest post, writes a piece on LinkedIn, or the company receives a favorable press mention, share the content or write a quick note to the prospect to tell them congrats or ask a follow-up question. This is a light-touch way to stay connected and show that your agency is taking an active interest in the brand’s success.

8) Take back control of your day.

According to a 10-year study conducted by McKinsey, when you’re in “flow,” you perform five times above your normal productivity level. And it takes 25 minutes to return to productivity after an interruption. It’s no wonder you get to 5:00 p.m., and it seems like you haven’t gotten anything done.

I know you can’t completely escape meetings and interruptions, but you can set boundaries. Create time slots on your calendar that show when you are “Available to Book for Meetings.” This could be afternoons if you are more productive in the mornings, or you could break it up so that you are available for two hours in the morning and a few hours in the late afternoon. The point is to create a chunk of time that is for working on the company, marketing the agency, and other business growth-oriented projects.

You could also create “office hours” each day where anyone on the team can book 10 minutes of your time to discuss client issues, problems, and concerns. Try to corral interruptions into one block of time where you can effectively deal with them.

In addition, audit your calendar for recurring meetings that are unnecessary and unproductive, and delete the ones that are a waste of time.

9) Get the entire agency tweeting.

Use a tool such as GaggleAmp or send weekly emails with click-to-tweet links promoting your recent blog posts, campaign launches, and promotions you would like your team to share. Your team members should be advocates for your brand, helping to increase brand awareness and drive new leads to your agency.

10) Reshare popular content.

An easy way to drive more social media traffic to your site is to analyze which content performed well on Twitter, LinkedIn, or Facebook, and then to reshare that content. Check your social media analytics or management tool and sort by clicks or interactions or shares or whatever metric matters most to your brand.

Credit: and Jami Oetting 


Posted in Blog Share

Blog Share:How to Save Your Client Relationships From the Chaos of Agency Change

Agency changes due to mergers and acquisitions, account wins, account losses, and staff turnovers have a direct impact on the clients’ day-to-day experience of working with an agency. Overlay that with changes driven by the advances of technology both in media and in processes. It’s easy for agency leadership to become so focused on managing what’s happening within the agency that they overlook how their clients may perceive the changes. Before you know it, the stage is set for serious client relationship problems.


How to Manage the Chaos of Agency Change

We often talk to clients who don’t buy in to their agency’s changes and don’t see them as being good for their business. They can be skeptical and apprehensive. That’s why agency leadership needs to step up their game during times of change to understand and manage a client’s perception of what’s happening.

The 5 Cs of Change Management

There are five important tools that agencies can use to successfully manage their client’s perception of change and strengthen the relationship.

1) Consciousness

Be conscious of the fact that your change does impact the client. Even if you feel it shouldn’t or even if it’s a change for the better, your client will have a point of view. So put yourself in their shoes, anticipate objections, and be sensitive to your clients’ interpretations, right or wrong.

2) Communication

Clients are more comfortable when they know that change is coming. Advance discussions about timelines and reasons behind the change will help your client ease into the transition. On the flipside, make sure that your own agency people are outwardly supportive of the change and not fueling the fire of the client’s concerns.

3) Collaboration

Clients often feel better about change when they have a chance to collaborate and feel that their needs have been taken into consideration. Collaboration isn’t just to manage perceptions. We’ve found that collaboration before and during change can lead to better improvements for all involved.

4) Commitment

Clients see through changes that are transparent or temporary. Your agency must show a commitment to the changes. Credibility can be easily lost when change is announced or promised to clients and then not followed through. You have to be committed to your plan.

5) Confidence

Your agency has worked hard to establish trust. It is critically important during times of change that you continue to instill confidence. Make sure there are some small wins for the client early on as a result of the change to earn their confidence and to demonstrate how the change is good for them. Wherever possible, measure results early and often.

Agency-driven changes are a necessity to remain competitive and to best serve your clients. But you need to ask yourself: How will my clients react to this change?

Check in with your clients to understand their perception of agency-driven changes — even if you believe the change is for their own good. It’s one important, but often overlooked, component that can help ensure your agency’s change initiatives are successful and your client relationships long-lasting.

Written by Dory Ford