A week ago we posited several reasons why Hill Holliday Chairman Mike Sheehan, who was only in the role for a few months of a promised two-year stint, left the agency so quickly. One of the reasons was that Sheehan was taking on a role at the Boston Globe. Today that has come to fruition with the announcement that Sheehan will become the CEO of The Boston Globe. John Henry, who purchased the paper in October, will assume the role of publisher. Prior to taking on the role of CEO, Sheehan, 53, was working with the Globe as a consultant on ad sales. "I'm excited about the opportunity to work for John Henry, whose track record at transforming Boston institutions is unblemished," Sheehan said. "I would never bet against John Henry's ability to turn Boston Globe Media into something spectacular in very short order."
Oh, and that violent PSA created by Perth ad agency Henry & Aaron for the Learn For Life Foundation which to date has achieved
close to 9 million views on YouTube and coverage from every major media outlet? Fake. Learn For Life does not exist and the whole thing was just a promotion for the agency. We all fell for it hook,
line and sinker. Thoughts? Was this brilliant or inexcusably lame?
Boston-based Allen & Gerritsen has a Web series they call #AFewGoodMinutes. It's a video series chronicling intimate conversations with innovators in pop culture and marketing. So far, the series has had discussions with Donnie Wahlberg, PepsiCo Global Head of Digital Shiv Singh, JetBlue SVP Marty St. George, Russell Simmons, Google Creative Lab CCO Robert Wong and Warby Parker Co-Founder Neil Blumenthal. This week, Allen & Gerritsen EVP Joel Idelson sits down with Elle Creative Director Joe Zee to discuss the cutthroat business of marketing and advertising and the "individual" culture of Elle.
Horizon Media Founder and CEO (for 25 years) Bill Koenigsberg has a few things to say about Publicis and Omnicom and the whole "bigger is better" thing. Of the merger giving Publicis Omnicom Group tremendous access to Big Data and an edge over the competition, Koenigsberg says, "I don't buy that. The data that Publicis and Omnicom will have is derived from their own backyard. Will clients allow them to trade on that data? How much is proprietary from each individual client, and how much they can actually open up and make decisions on, from a larger universe, is yet to be seen." And on why he thinks his agency is much better suited to handle big clients like the Burger King account they just won, Koenigsberg adds: "Because we haven't built the company through acquisitions, we're incredibly integrated, we're not distracted by corporate intricacies, and decision-making is faster."
Okay -- now back to your regularly scheduled Super Bowl coverage.
David Murdico, creative director and managing partner of Supercool Creative Agency puts forth a solid argument as to why startups should pay agencies more than brands do for the same work.
First of all, he notes a startup is an unknown entity and no one has ever heard of it before making it all the more difficult to create the necessary marketing program to achieve awareness and sale. He notes startups are generally more demanding than established brand marketers, often times because so much is at stake.
Perhaps the biggest problem area when it comes to crafting marketing for a startup is that up until the point the startup reached out to an agency, everything about the startup has, thus far, operated in an echo chamber with scant few nodding and bobbing their heads in agreement without truly vetting the idea or how the idea will be perceived in the real world.
Another challenge when working with a startup? They tend to change their mind a lot about, well, everything. And that can be a gigantic time suck. Check out Murdico's entire list here and file it away in your back pocket for use the next time you consider working with a startup.
This is gold! Gold, I tell you! And it's arrived just in time. As we all mourn the loss of our beloved Mad Men characters, they have been given renewed life, in the form of a Tumblr blog, as
digital natives spewing all the usual buzzword bingo that's so prevalent in today's marketing landscape.
Taking on the form of animated gifs, we have Don informing his secretary: "The future of advertising is socially integrated digital platforms." We have Peggy commending a co-worker saying: "Nice branded social post, bro." We have Don asking Peggy: "But does it work as a pre-roll." We have Don reacting to a proposed "Tinder-powered drone." We have Pete telling Don: "The CTRs need optimizing for behavioral targeting of Millennials."
And on and on and on. Brilliance.
Oh for f*ck's sake! Stop. Just please stop! Every ridiculous addition to the CxO title space just dumbs down the importance of the core four: CEO, CFO, COO and CIO. Maybe you can add CMO and CCO to
that list -- but chief data officer? Chief customer officer? And now...wait for it...chief native officer?
Yeah. Chief native officer. Or at least that's what Forbes Contributor Daniel Newman would like to see instituted. Newman argues that the merging of paid and earned media requires this CxO style oversight.
He furthers his point, writing: "The biggest reason to get a Native Officer is that while digital agencies and publishers work together, they don’t necessarily do so as a team. In fact, there are instances where they don’t see eye to eye. While publishers are great at creating content, they can treat branded content like a 'second-class citizen.' On the other hand, digital agencies consider themselves star content creators for brands. In such circumstances, there’s a pressing need for a 'dedicated task force' to exploit native ads to their fullest potential. The CNO should lead this pack, guiding the brand towards rewarding native advertising campaigns and best practices."
So what say you? Do we need the chief native officer?
Sort of like food brands still pimping low fat/no fat products when studies clearly indicate the human body needs fat, the office management world is still pimping open office space when many studies have shown it's a less productive solution than
more traditional office space.
That's not stopping the latest trend in office space, the Superwide. Superwide office space is large, one floor office space consisting of 100,000 square feet or more. Of the trend, Brookfield Property Partners Senior VP Duncan McCuaig said: “Large floors are absolutely in demand.” And “right now there is very little of this product in the city,” he added, referring to Manhattan.
Adam Kansler, managing director at financial data company Markit, loves the open office concept and says: “There’s something that gets lost” when a company is on multiple floors. You don’t get the same random moments of seeing someone from across the way, hearing that they’re working on a project, and saying, ‘Oh, I’m going to stop by.’ ”