The Musings Of An Opinionated Sod [Help Me Grow!]


If You Want Sustainable Success, Don’t Hold On Too Tightly …

Brands love to say they know their customers.

They love to go on about the research they do to ‘get’ the needs of the people who use them.

And some genuinely do. Looking to understand how people live not just how they use, choose or buy their brand or a competitive product.

But sadly this group seem far more in the minority these days … with the preference being to outsource research needs to a ‘for profit’ external partner, who are asked to provide answers to drive immediate sales rather than to build long-term understanding.

Don’t get me wrong, I’m a massive fan of research, but I’m reading far too much that seems to be about telling the client what they want to hear rather than what they need to understand.

To be fair, that is also true of agencies as well, and so much of that is because a lot of companies have already decided what they want to do and say and they expect everyone else to fall in line with it. And I get it, in a quest to streamline process and maximise productivity, that makes perfect sense.

Except it doesn’t.

Because as George used to say ALL THE TIME, it’s like going to the doctor and prescribing your own medicine. And as much as people/brands may think they know what’s wrong, that doesn’t mean they know how to fix it …

Agencies and research companies should be paid for their independent thinking and approach to solving problems NOT paid to execute what someone else wants the solution to be. The great tragedy of brand communication these days is that somehow, independent thinking has been labelled as dangerous when the real danger is when there isn’t any.

When solutions are decided by financial hierarchy rather than expertise – and by expertise, I mean that in terms of what an organisation is actually an expert on, rather than what they think they are – you tend to end up with a pile of shit that then ignites a game of blame storming.

Here’s a perfect example of it …

Now I appreciate printer, photocopier, fax [?!!!] sales must be very difficult.

I get companies may only give them a second thought when they go wrong or run out of ink.

But … but … who the fuck approved this shit?

I mean, it’s bad enough they say they know what we need – which makes them sound like some sleazy office colleague – but then they come out with this gem of bollocks.

“Like twins who understand each other completely”.

What??? WHAT???

Apart from the fact it’s utterly, utterly pants. if they really had a telepathic understanding of ‘what we need’, surely they wouldn’t have to pay to have this shit printed in a magazine and they’d just turn up at their customers office with the requirements of their machine – even before their customer knew they needed it.

But that’s not the case because they don’t know their customers, they don’t know what they need and they sure as shit don’t know how to communicate to them.

I get people think communication and creativity is easy.

I get people think they know their customers better than anyone else.

I get they want everything to be as efficient as is physically possible.

But if anything should tell them what they think and what is true are very different, it’s rubbish ads like this. And while I appreciate this is especially bad, there’s a whole lot more expensive versions of this wherever you look.

Great creativity and research is born from independent thinking.

A desire to create value by giving you what you need not what you want.

Which is why companies who place greater value on what they can make their agency partners do – including how they do the job, how many people can do involved in job and how long they’re allowed to do if for – the more complicit they are when things are less effective than they could be.

I’m not saying agencies and research companies are perfect.

And they sure-as-hell aren’t all the same standard and quality.

But they’re much better when they can give you truth and possibilities than blind complicity.

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The Great Effectiveness Swindle …

There’s so many agencies, consultancies and self-appointed guru’s out there who talk about how to be successful at business.

They all have their models, eco-systems, philosophies and proof points.

And yet so few have ever done it for themselves.

They’ve chosen to ‘succeed’ under the safety-net of anothers money, reputation or effort.

That doesn’t mean what they do or think doesn’t have value – of course it does – but it also doesn’t mean their viewpoint is the only one worth counting.

And yet, every single bloody day, that’s how it is presented.

Recently someone wrote a piece on how they had used their proprietary research methodology on a Cannes winning TV ad and declared it would not deliver sustainable growth for the brand in question.

Putting aside the fact they were judging work that had won a creativity award rather than an effectiveness one … the thing I found funny was their confidence in proclaiming their view was the ultimate view.

I am not doubting their smarts.

I am not doubting their data.

But I am doubting their breadth of business appreciation.

And yet somehow, the voices of a few have positioned themselves as the be-all and end-all of effectiveness.

Don’t follow us and you fail.
Don’t follow us and your brand will lose.
Don’t follow us and you will be labeled foolish.

Now I am not denying these people do have a lot of experience and lessons we can learn from, but they’re not infallible.

But that’s how the industry approaches them.

Lording them like they are Yoda’s of the future.

But they’re not.

Don’t get me wrong, they are very good at evaluating effectiveness from a particular perspective and set of behaviours. Offering advice that can be hugely important in the decision making process.

But there’s a whole host of brands and business that have adopted totally different models and achieved ‘effectiveness and success’ that leaves others far behind.

Incredible sustainable success.

From Liquid Death to SKP-S to Gentle Monster to Vollebak to Metallica to name but a few.

Oh I know what some will say …

“They’re niche”“they’re young”“they’re not that successful”.

And to those people I would say maybe you don’t know what you’re talking about … because in just that list, it includes the biggest selling brand on Amazon, the fastest selling brand in their category on earth and the second most successful American band in history.

But there were two things that really brought the issue of mindset narrowcasting to me …

The first was the launch of a book that was basically about creating future customer desire for your brand/business.

Now there’s nothing wrong with that … but no shit Sherlock.

Has the market got so short-sighted and insular that the idea of doing things that also drive your future value and desirability become a revelation?

It’s literally the most basic entrepreneur mindset, and yet it was presented like it was Newton discovering the laws of gravity.

This person is super smart.

They’ve done a lot of good stuff.

But it just feels the actions of some in the industry are driven by the fetishisation of icon status … even though, ironically, what it does is highlight their experience may be narrower than they realise.

But at least the book had good stuff in there.

Stuff that could help people with some of the basics.

A desire to look forward rather than get lost in the optimisation circle-jerk.

This next one was a whole lot worse.

Recently an ex-employer of mine went to see a current client of mine.

Specifically the founder and CEO.

Apparently they went in to tell him he was missing out on a whole host of business and they could help him get more.

They then proceeded to present a massive document on how they would do it.

He looked at them and told them it was very interesting but they were wrong.

He told them their premise was based on a business approach he doesn’t follow or believe in.

A business approach that didn’t reflect the industry he was in, only the industry they were in.

He then informed them he had the most profitable store on the planet and so while he appreciated their time, he had faith in his approach and it was serving him well.

But it gets better.

As they were leaving – and I’ve been told this is true by someone who was apparently there – the person showing them out informed them their boss had a personal net worth of US$36 billion and based on their companies current share price, that meant he was more valuable than their entire group.

Was it an asshole thing to do?

Yep.

Do I absolutely love it?

Oh yeah.

Will I get in trouble for telling this?

Errrrrm, probably.

My point is the industry has decided ‘effectiveness’ can only be achieved and measured in one way and any deviation from that is immediately discounted or considered ‘flawed’.

Often by people who have never actually built a world leading business themselves.

Again, I am not dismissing the importance of what is being said, it’s HUGELY important – which is why I’m proud we won the Cannes/Warc effectiveness Grand Prix – but, and it’s a huge one, if we think that’s the only model and only use that one ‘model’, then we are literally adopting a single approach to solve every one of our clients every problems.

One.

That’s insane.

Not just because it’s stupid but because if everyone adopts the same approach, then impact will be influenced far more by spend and distribution that strategy.

Please note I am absolutely not saying we should burn the models or philosophies or systems that have proven their value to drive business. No. Absolutely not. I’m just saying we shouldn’t be praying at the feet of them … especially when many are simply focused on creating steady impact rather than spectacular.

Yes, I know ‘spectacular’ has a lifespan – which is why innovation is so important – but so many brands out there either aim for the middle … reinforced by processes, protocols and rules defined as ‘best practice’ by people in a particular industry … or they bake-in ‘limitation’ into their potential because they’ve blindly adopted rules they never challenge or explore from other industries or entrepreneurs.

At the end of the day, if a brand like Liquid Death can become the biggest selling water brand on Amazon because they found a way to make men actually want to drink water through a model and approach that is not only radically different to what so many of the industry experts say is ‘the only way’ … but is the opposite of it … then your brand may be inhibiting itself by following a model designed to make you fit in with it, rather than redefine how it fits in with you.

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Some Agencies Have Dogs …
August 22, 2022, 8:15 am
Filed under: Agency Culture, Colenso, Comment, New Zealand

… we have goats.

Or said another way …

How do you say you’re an agency in NZ without saying you’re an agency in NZ.

And yes, I have been told the look on it’s face suggests it’s seen a fox, so keep your comments to yourself, thank you very much.

Have a great week, I’m off to talk to the animals. And the goat. Boom Tish.

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Valued Rather Than Value …

I’ve written a bunch about clients who have gone out of their way to make me feel valued.

Like the signed Wayne Rooney shirt I was given to give to a cab driver I met in Atlanta.

Or the green M&M’s so I could live out my Van Halen fantasies when they asked me to do a talk with little notice.

Or the years supply of Coke Zero because they knew I really, really love it.

Or the amazing custom built guitar with unique detailing to say goodbye when I left China.

Or – most recently – that photograph at the top of this post.

Of Rick Rubin with the Beastie Boys outside Radio City in NYC by Josh Cheuse.

From 1985.

Autographed by all.

Which was a gift from the management team of musical gods.

Like, what the hell?!

Yes, I know this means I have a lot of clients that are obviously bonkers, but the most valuable thing they did with all this was teach me the difference between valued and value.

Because with all these clients, I was a pain in the arse to them.

I demanded a lot from them.

We would ‘debate’ over stuff.

And yet, rather than complain about me, they let me know they appreciated it.

Because they knew the reason for it was because I wanted them to win better.

And I did. And do.

Because win better is not about simply ‘fulfilling the requirements of the client brief at a price that represents value for money’ … it’s about pushing for change, standards and possibility.

Because when you do that, you open the door to work that can take you to totally new places with totally new possibilities.

Now I’m not saying it’s easy.

Nor am I saying I’m the only one who does it.

Weigel is the master of it.
Wieden was built on it.
And Colenso haven’t won agency of the decade twice in a row by accident.

But what is common to all is dealing in truth rather than pandering to ego.

Playing up to standards rather than down to compromise.

Having the hard conversations rather than the convenient ones.

And with this means sometimes having to deal with gut-wrenching fails.

But here’s the thing, I’ve learned …

Great clients want great. Great thinking. Great ideas. Great results.

But it’s more than just wanting it …

They actively encourage it and help it through their systems.

They are transparent and honest while being open and ambitious.

They rely as much on their experience and taste as they do their research processes.

So even if things don’t quite end up where you all hoped, they understand, appreciate and protect what you did together and keep internal minds focused on what it achieved rather than just what it didn’t.

And they do this by not just looking at the numbers, but the audience.

And when I say that, I don’t mean they define their ‘customers’ in some faceless, colour-coded, generic set of terms.

They know and invest in understanding the sub-culture of their category and brand.

Not just what they buy.

Or how they use product.

But what the hell is going on in their life.

Because it’s not just about ‘shifting product’, it’s also creating change.

Something that opens up the future rather than just continually trades from the middle.

My old Nike client, Simon Pestridge – who I’m so happy is my client again – said something to me once I’ve held on to.

“Middle management want to be told they’re right, senior management want to know how to be better”

Because he is so good, he didn’t realise how he behaves is not representative of all senior management. But in my experience, it is of the truly great.

And that’s why they don’t look at value simply in terms of ‘economic return x input cost’, they look at it in terms of ‘are you making us better’.

The industry seems to have forgotten that.

Too many appear to have chosen pandering as a business model.

Too many bosses demands compliance rather than curiousity.

And that’s what we need to change …

Because challenging the client doesn’t mean you are an asshole.

It means you give a fuck.

Play to be valued.

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Magic Inside …

Timo Kiuru has written a book on creative leadership.

He said …

“I wanted to find out how the leaders of the most creative organisations in the world do their job. I contacted people I had a lot of respect for and was very thankful for their time. I interviewed countless leaders.

It was hard to narrow them down, but this book includes the fascinating stories of 15 of those inspirational people – stories that dig into your very soul. I hope that the book will encourage readers to be braver in their search for that something special”

One of the people he interviewed is me.

Hahahahahahahahahahahahahahahahahahaha.

He’s utterly misguided but my parents would be so proud of me. For once.

So thanks Timo and all the colleagues, agencies and clients I’ve worked with who somehow fooled him into thinking it had anything to do with me.

You can find out more [without having to read me] by clicking here.

And yes, I fully appreciate this is a #UnhumbleBrag … but in my defence, I’m from Nottingham and the only books we tend to be mentioned in are a Police Officers.

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