Lesson Five: have a purpose.  "I am devoting next chapter of my life to this mission." whybecause it changes everything. it is the only way forward to grow brands sustainably. what do I mean by this? What it isn't: purpose based marketing is NOT "cause marketing". it works in some areas, but is not synonymous with it.  It is having inspirational, motiational reason for being for your brand and having all activity emanating from that.

No. 3, says Jim Stengel, is results, measured from sales, brand and people. No. 4 is creative, a blend of left-brained clients and right-brained agencies. He says P&G would not have gotten Advertiser of the Year at Cannes this year had they not put together the right blend of creative from both sides of the brain. Quoting from Daniel Pink's "Whole New Mind," he summarizes the author "gets it."

It ain't all about sales.  Lesson Three: Results.  "In our industry we tend to make things complicated, focusing on activities that don't drive brand.  Why are CMO tenures short; look at org designs across companies, and  they are all over the place: too much spend goes to short term and tactical and don't build loyalty and relationship with consumers.  Why do CEO's and CFO's -many of them- not value marketing.  Because too much we focus  on a  bustle of activities, not the few things that drive growth of brand.  Sales are important but if you don't look at other measures …

Engage your heart and mind in everything you do. What works for us in a rich personal relationship works for your customers, too. He's asking for input: trust, respect, fun, honest, passion, integrity, generosity, wit, humor, spontenaity, love. Nice list. If we used all of this, we'd do things different and -- importantly, I add -- measure things differently. Jim Stengel is pointing to Apple, Nike, Amazon as examples here. Southwest Airlines "just committed to service, friendliness and to wit and humor." Does this sound soft? In P&G, he says, we do an awful lot of …

Lesson Two: Engage your heart and mind in everything you do.  We need balance. "Too often as industry we approach everything with head not heart. we often talk within P&G of personal relationship as a metaphor for marketing.  How many of us internalzie that and apply it to how we approach business and customers." Stengel, brought in audience participation:  What's characteristic of great relationship: trust, respect, love, humor, were some of the responses.  "If we thought about everything we do in marketing, if they all tried to emenate from this idea of great relationship we would do and measure …

I have learned in my career that the most importnt legacy is impact you will have with the people you work with. "We all have rough months, rough years, which blend together, but you will remember is relationships and people."  He says he remembers visiting John Pepper when he was only six months in, and he took time to talk and counsel him.  "People have told me I'm too accessible, people can see me too easily.  But that's what you need. I'd ask, are you taking the time to be a mentor to people most important to your business."

Jim Stengel, former global marketing officer at P&G, is a marketer and a man in a funky ad for Old Spice Rock Star. "Pick your poison," he challenges the viewer. Very amusing! He says Weiden + Kennedy was behind the clever locker room commercial. He's threatening audience interaction now as he begins his speech to kick off the conference this morning. In 1983 he joined P&G and has a remarkable growth story to tell.  He will present five lessons learned kind of because he was born on 5/5/55. Lesson No. 1, the biggest, he says: Put people …

Jim Stengel, P&G's former global marketing director is the last time with us as PG leader, Lessons he's learned.  It's all about growth. "I joined in 1983 as brand assistant, we were $11 billion in sales, now are $83.5 in sales and with 24 $1 billion dollar brands. So it's steady and sustainable and remarkable growth journey."  He says it's  all about growth in terms of waht the company stands for.  "we have a tendency to overcomplicate things. the simpler the better, the simpler the more profound." He said the last caveat: a commencement address, not valedictorian, a spring …

Short and long-term growth is critical.  Coca-Cola how to balance short term sales and profit goals. NA research revealed frustrattion on this. 73% of marketers say it is tougher now than five to ten yeas ago to balance short and long term goals. Marketrs say 96% of senior management see generating immediates sales profits as critical versus 60% who see long term as such. Leaders of Coke have have tried to deal with this with partnerhsip for success initiative, linking finance and marketing for sustained proficutivity.  which drives both long term brand equity and short term revenues.  It has …

Tomorrow at 9 a.m., Marketing Daily reporter Karl Greenberg and I will be interviewed by a radio station brick-and-mortared right down the hall. Doug Zanger and his cohort want us to provide perspective. We will be delighted. Tune in! After I gave him my card, Doug asked me where my family was from in Italy. He said his family was from Bari. "Guess who else's family is from Bari," I dared him. "Bob Liodice (ceo of the ANA)." Doug was thrilled to know that. I have a feeling we'll be hearing more about the Liodice family soon. …