Weed said Unilever is purposely using the term “people” and “not consumers” as part of its shift from targeting to serving the people who consume its brands.
He cited three areas of immediate focus for the company to make the transition, including:
* A need to simplify the matrix of “mobile, social and data.”
* Unlocking, recruiting and rewarding the best creative talent to help communicate Unilever’s brand messages to people.
* “Scaling up,” which Weed described as marketing that “leads as brands, not as channels.”
To that latter point, Weed showed a case study of Unilever’s “Project Sunlight” campaign, which embodies Unilever’s corporate mission of helping to build a more sustainable future. He noted that the campaign was executed by 12 disparate agency and media partners, which made it a complex integration task to orchestrate.
One of the problems with the approach, he said, is that while “specialty” agencies or media partners collaborate well in terms of the overall integration, their focus is on making the greatest impact with their area of specialty.
“What I want is a 110% solution for the brand, even if it is an 85% solution for mobile and a 95% solution for social,” he said, after noting that the specialists are prone to trying to achieve a “110% solution” for their specialty.