Marketing’s double standard.

Posted by staceypilcher on Friday, May 11th, 2012 | No Comments

It is interesting when election year comes around, integrity seems to fly out the window.  Why is it that political marketers use a different playbook?  Falsehoods in political advertising are so prevalent we now have Factcheck.org and Flackcheck.org, both projects of the Annenberg Public Policy Center of the University of Pennsylvania. And PolitiFact, a Pulitzer Prize-winning operation of the Tampa Bay Times.

Factcheck.org is aimed at reducing the level of deception and confusion in U.S. politics – they watch and listen to ads, debates, speeches, interviews and then report of the factual accuracy.

Flackcheck.org debunks false political advertising and reviews how the media reports on political campaigns. They are also reminding broadcasters of their right to reject or require changes in political ads aired by super PACs.  (Candidate-produced advertising cannot be refused or censored even if it is inaccurate or defamatory. What? Yes, this is a federal law.)

And then there is the Fact Checker column in the Washington Post. The author Glenn Kessler, has recently issued a challenge to both Former Governor Mitt Romney and President Obama to “give a least one campaign speech, on a substantive policy issue, lasting at least 15 minutes, that does not contain a single factual error or misstatement. That means no sugar-coating of your record, no exaggerated claims about your opponent’s record, and no assertions that are technically true but lack crucial context.”

Fraudulent and deceptive marketing and advertising is not acceptable for any other product or service, just ask Reebok who is to refund $25 million for false advertising of the EasyTone and RunTone shoes.

Hopefully, in our lifetime, political marketers will be held to the same standard. What do you think?

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A comeback from almost certain death

Posted by staceypilcher on Friday, May 4th, 2012 | No Comments

In February 2000 the company was riding on top of a wave.  By November 2008 the stock had fallen 82%.  Death seemed imminent.  Was it mismanagement? Increased competition? According to the New York Times,  “. . .it filled its stores with stuff that people didn’t want.”

How is it that such a successful company loses its relevance?  The constant evolution of a concept, especially in fashion, is the number one rule for long-term success.  This requires a keen focus on the consumer to predict trends and stay fresh.  Brand foundations do not change, but how they are manifested does.

In this case, the brand “. . .offers inventive American style. Clean, classic clothing and accessories help customers express their individual sense of style.” In the 1990s this defined the khaki culture, but by the early 2000s consumers had moved on. Today the company is rethinking its products to help it deliver on its promise to offer “inventive American style”. And its stock is up nearly 54% so far this year. 

The Gap realized that its brand is not a logo, but the experience and products it delivers to consumers.

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Keep your head out of the sand.

Posted by staceypilcher on Wednesday, March 23rd, 2011 | No Comments

Why was 2010 such a banner year for the Publicis Groupe?  Is it Maurice Lévy, CEO? “The shock that the Internet caused is still not finished,” Mr Lévy says.  “We need to be ahead of the curve; otherwise we will not be able to accompany the client of tomorrow.”
Acquisitions:
2000 Saatchi & Saatchi
2001 Leo Burnett Worldwide
2007 Digitas (online marketing)
2008 Performics (search marketing)
2009 Razorfish (largest digital agency)

It’s not about being all things to all people – it’s about watching the trends and owning brands that are of the future. Advertising agencies are interesting entities, since it is their job to understand consumers and keep clients and their products relevant, yet they struggle to stay relevant themselves.  Agencies have always tried to be a one-stop shops, but now the industry is so specialized that no one agency can do it all.  It is important to work with a variety of talent. 

That’s why Lévy gets it.  Sales and margins improved in 2010 and the company purchased a PR firm in China and 49% of a talent agency in Brazil.  In 2011, it started by purchasing Chemistry agency in Brazil. Lévy doesn’t rebrand the companies he buys. He buys them so that his holding company has strength in the direction things are going.

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