Our agency sets out aways from the hustle and bustle, on a nice patch of wooded area.  If you think about that Robert Frost poem about the two roads diverged in a yellow wood, the path to our agency is definitely down the road less traveled by.  Whether “that has made all the difference,” I’m not sure.  But it does make for a great creative environment.  For some reason, the ideas flow a little better when you look out your window and see a stand of  trees–or a family of raccoons, like in footage below captured out of one of our office windows.

What is certain is that, when it comes to effective advertising, it just might pay to take the road less traveled by.  Sure, there are plenty of ads out there that try to claim the same great things, and attempt to shout louder than the others.  For me, the most memorable ads, the calls to action that strike me, stand apart from the rest and go places the others don’t.

When people first learn that I work in advertising, they often become enthusiastic. They want to talk about television commercials – the ones they love, and the ones they hate.

Then, they want to talk about Bewitched, or one of the dozens of other television shows and movies featuring ad agencies.

They want to know if we play most of the day. They ask if our clients buy every idea we present. And, they need to know what celebrities we have met over the years.

Sometimes, my new acquaintances say how exciting it must be to work in advertising.

They are right, of course. Even after many years, I still find our business fascinating. But, what I really love about the business is the part that rarely gets mentioned.

Recently, I had an opportunity to talk with a tulip grower in Amsterdam. We arrived just a week or so too late to see the glorious blooms of these famous flowers. So, I asked the grower – where are the tulips? He assured me that the plants were right on schedule, and the bulbs were ready to harvest. His response was a good one.

“For us,” he said. “It’s all about the bulbs.”

“Aha,” I thought. That isn’t so different from our business. Everyone wants to see the color…the show…the magic.

But, for those of us in the advertising business, it’s all about the story.

It’s about capturing the essence of a business, telling their story in an engaging way, and producing a desired action.

Yes, we have fun in our jobs. But, we work hard, too.
We meet well-known personalities. But, they tend to be real people underneath.
We present many ideas to our clients. Some they like. Others they reject.

In the end, it doesn’t matter how many dollars we spend to produce a dazzling TV commercial, or how much media we buy to reach the masses, or how many “clicks” we generate over the Internet. If the story isn’t right, the rest of the dollars are wasted.

That’s why, when people ask me what we do, I tell them simply: We are storytellers.

Of course, this is all from a writer’s perspective. Our graphic designers, media buyers and Internet marketers might tell something else is more important than the message.

The clients? Clients will say they just want results. But that’s another story.

In my ten years in advertising, I’ve helped sell health and wealth, college and knowledge, loans and phones, parts and charts, houses for spouses, flights and Web sites, crosses and sauces, tools and jewels and many other things that don’t happen to rhyme.

But I’ve never sold nothing.

What I mean is, I’ve never worked with a client who is so high up in the business stratosphere that there wasn’t a desperate need to focus their advertising on the benefits of their product or service because everyone on the planet already knows who they are and what they do.

Example: Nike. I’m trying to recall the last time I saw a Nike TV spot that pushed the supportiveness, comfort and athletic advantages their shoes provide. The ones I remember are built around superstar athletes (Michael Jordan), multi-talented superstar athletes (two-sport star Bo Jackson), freakish displays of talent by superstar athletes (Tiger Woods doing unbelievable tricks with his wedge and a golf ball), theme park rides conceptually based on the abilities of superstar athletes (The Michael Vick Experience), puppets of superstar athletes (2009’s Kobe Bryant and LeBron James spots, as well as the Li’l Penny spots from the ‘90s), and more. I think you get my drift. They’re entertaining spots, but even Spike Lee as iconic Nike spokesman Mars Blackmon would have to admit I’m right on this one — something is making Nike a ton of money, AND IT’S NOT THE SHOES.

Now obviously, these spots are selling “something”: awareness, brand image, the psychology of human experience. But those are all intangible things, not concrete features or benefits. And one could argue based on Nike’s continued success, that right now, those are actually more powerful motivators than the quality of the product itself. The question then becomes: Will there come a point when “ads for art’s sake,” or purely image-based advertising, won’t be enough for an industry leader like Nike to maintain their dominance?

My hunch is to say yes, and my reasoning is based on another titan of their respective industry, Bud Light. Entrenched in the upper tiers of the light beer market, Bud Light now has entire lines of TV advertising devoted solely to entertainment value. In one sense, their only challenge is making sure that the up-and-coming drinkers of the world remember that they exist when they’re getting their college friends to buy beer for them. Don’t believe me? Then I recommend you go back to this 2004 commercial that was the very first commercial shown during the Super Bowl that year:

At the same time, however, there are indicators that Bud Light does still feel a little bit of pressure from their competitors of the market. Hence, the launch of their “Drinkability” campaign, which is actually running parallel to their entertainment line of ads. According to their Web site, “Drinkability” is what separates them from other light beers, and represents ‘the perfect balance of flavor, filling and refreshment. It’s just the right taste the never fills you up and is easy going down.’ Perhaps I’m a little biased because I’m much more partial to microbrews, but that sure sounds like the alcoholic equivalent to rice cakes. (A little ironic, considering they actually use rice in the brewing of their beer.) Regardless it’s (to use a Bud Light adjective) refreshing to see the quality of their beer come front and center in their advertising once again.

It seems anti-climactic to say “Only time will tell whether a revolutionary shoe product will force Nike to bring the actual benefits of their shoes to the forefront of their advertising again,” but the reality is that only time will tell whether a revolutionary shoe product will force Nike to bring the actual benefits of their shoes to the forefront of their advertising again. In my experience, it’s the advertising that blends product benefits and creativity in a truly entertaining way that always seem to get the biggest praise from my friends and family who judge advertising from an outsider’s perspective. And while I don’t begrudge creatives who have the good fortune to be purveyors of “nothing,” I’m excited to see what happens when they have to start playing in a slightly smaller sandbox again.

“We want to do something that no one else has ever done!”

This is what Jeben Berg, creative director of cross-platform solutions for YouTube and Google, told me he hears several times a week from all types of companies.  Imagine being in his shoes, guiding the creative direction of one of the hottest social media platforms, tasked with coming up with the next viral video sensation…everyday.  Sounds pretty daunting.

I had the chance to have dinner with Berg last week when he was in town for a presentation to the Wichita American Marketing Association.  Listening to the challenges and triumphs of his team, my appreciation for the creative process was rekindled.  I am lucky to work with a group of very talented writers and designers.  Sometimes, I take the creative ideas for granted, and I know I shouldn’t do that.

I think it has to do with the nature of the advertising agency business.  The expectations levied upon agencies as being factories for new and innovative ways to reach audiences can lead us to think that great ideas can be manufactured like airplanes and automobiles.  The thing is, there is no great process that logically leads from one step to another and “Boom!” a winning creative idea rolls off the assembly line.

Coming up with good ideas is hard.  And the reality is that getting the idea is only half the battle.  Execution of that idea is just as critical.  Which made me think of those people who are brought an amazing idea and then asked, “How can we make this happen?”  That can be as stressful as having to come up with the idea in the first place.

I guess the point is that great advertising and creative work arrives at the mountaintop on the backs of a talented group of people each contributing their skills, either in creative conceptualizing or execution.  Many things must go right for success, but just a few wrong moves can mean disaster.  Therefore, when we see an ad that strikes us or visit a Web site that seems to get who we are, we should stop for a minute and think of everything that had to happen to bring us to that moment.

Photo courtesy of Flickr user Annais.

Stacks of phone books

If your company invests heavily in yellow page advertising, or relies on it for leads, then you had better be giving your Web site some attention. According to a study from Telmetrics, 44% of the leads generated by print yellow page ads come from a consumer going to the company’s Web site after reading the ad.

So, what does this mean for your Web site? Well, for one, it should do a great job of communicating your core brand promise and why people should choose you over the competition.

Second, it should be customer focused. Your consumer, whether they found your site by reading a yellow page ad, searching with Google or some other means, arrived with a particular problem or question. Does your site answer questions and provide solutions or is it just a static brochure with your contact information?

What this research really speaks to is marketing integration. It is no longer enough to execute on a single advertising tactic really well and neglect the rest of the consumer process. Companies must consider how their marketing tactics work together and how to benefit from the synergy of multi-media strategies.

Next time you look at that yellow page contract, take time to consider your Web presence. Unless you’re okay missing out on 44% of your potential leads, that is.

Photo courtest of Flickr user frankh.

In the March 9, 2009 edition of BtoB Magazine, Sean Callahan’s article “What Does the Future Hold For Print?” explores the decrease in the number of B2B publications.  According to MediaFinder, 257 publications folded in the two year period from 2007 to 2008.  January and February of 2009 saw 20 business publications close.  This trend should have B2B marketers asking tough questions about the place for trade publication  advertising in their long-term marketing plans.

In part, this downturn in B2B print publications can be attributed to the rise of B2B online advertising.  The attraction of  trade journals has always been the ability to target specific industry verticals and reach decision-makers.  With online tactics like search engine marketing and contextual advertising (to name a few), B2B marketers have been able to deliver their marketing messages to a targeted group of people who are actively searching for information.  They can often do this online for a fraction of the cost of advertising in a selection of trade publications, with substantially more measurement metrics to track advertising performance.  Trade journals no longer hold a monopoly on reaching industry segments.

Even popular print publications like PC Magazine, which led all trade publications in advertising revenue in 2008, have abandoned their print editions to focus on online properties.

So are trade journals dead?  No.  There will continue to be an appropriate place for trade journal advertising in the marketing mix.  These ads will still serve to generate awareness, strengthen brands and target decision makers.  What will need to change is the size of the marketing budget devoted to trade journals.

Something else to watch is the price of ad space in print publications.  With fewer publications in any given vertical, the remaining publications may feel that they have a larger share of the audience, and therefore will charge more.  B2B marketers would be wise to watch for these types of increases and review them on a case-by-case basis.

Everyone is talking about becoming more consumer-centric as we move into the New Year.

Case in point: The Lenox company. Here’s an organization one might categorize as a leader in their industry. They have been around since 1889. You know them — the first American china to be used in the White House?

Turns out they also own Department 56, where Christmas Village collectors go for all the best stuff.

You would think these folks would have the customer service model polished to perfection.

Think again.

A year ago, I broke a small accessory piece for a Village house that came from Department 56. I did what any computer-literate consumer would do — I sent an e-mail, requesting information about the replacement part. There was no response. None.

This year, I received an e-marketing message from Department 56. “Aha,” I thought, “they want me to be their customer.” So, I again became motivated to replace the broken part. Eagerly, I searched the website for the correct number, and I called. A recorded message informed me that the customer service representatives are available from 11 a.m. to 2 p.m. Central Standard Time. That’s right: 11-2. Hmmm.

So, I waited and called back at 11:20. This time, a recorded message informed me that the holidays are a busy time for them. There was no one available to take the call. I was asked to call back another time, when they might not be so busy.

This was becoming more entertaining by the minute.

Since there was no opportunity to leave a message, I e-mailed. (Just like I did last year.)

In the twinkling of an eye, there was a response. Happily, I opened their very Christmassy message. Here’s what it said:

“Tis the season to be busy! Santa’s elves are busy at this time of year and so are the Consumer Services representatives at Department 56. It may take a little longer to respond to your question so we appreciate your patience!
- Department 56 Consumer Services”

Yes! A response. They are way more consumer-centric than they were last Christmas.

Ok, I know it still isn’t an answer, but I still felt all warm and fuzzy inside. I think they really do care about customers like me. I have visions of a further communication from them in the near future … maybe February?

I’ll keep you posted.

A few minutes with … Susan Armstrong, President and CEO

01:24 p.m. Strolling across the building to Susan’s office, we practice our sales pitch in hopes of getting permission to sit and talk with her for a little bit. Taking a deep breath, we boldly stride in … only to find an empty desk. Empowered by the aura of leadership that courses throughout her office, we make the executive decision that “A Few Minutes without Susan” is less interesting than “A Few Minutes with Susan,” and should probably come back later.

02:30 We swing back by her office, and she’s finally returned. Unfortunately, she is already in a meeting with a vendor who has dropped by to do some work around the office. Drat.

02:45 From deep within our cubicle, we hear Susan’s voice ring out nearby. Investigating, we see that she has escorted the vendor into the kitchen area and should hopefully be wrapping things up. Mental note: be prepared to intercept her on her return trip.

03:00 We’re obviously working too hard. We miss the close of her conversation and she has somehow escaped back to her office, where she is already embroiled in deep conversation with John DeCesaro, one of our account executives. We consider sending a fake emergency text message to John, but decline to do so.

03:30 We begin to question the viability of this terrible, terrible idea. If we could fire ourselves, we would.

03:47 Aha! We’ve finally captured Susan in her office. She agrees to let us sit in, though wonders aloud if anything she does will be all that interesting. We assure her that isn’t a concern for us, because we’re mostly planning on making fun of her.

03:48 She gives us a quick recap of her background: journalist for the Hays Daily News; account executive for local agency Stephan Advertising; then the biggie, the launch of her own company, Armstrong Creative Services, in 1981. In 1992, the company’s name changed to Armstrong|Shank after the addition of Vice President and Creative Director Ed Shank. Now, 27 years later after its official launch, the company is still going strong and Susan is as busy as ever.

03:52 The intercom beeps in with a call — just the sort of thing we were hoping for. We watch intently as she transforms from accommodating boss into high-powered executive.

03:53 Susan is masterful on the phone, handling what is surely a crisis situation with a cool efficiency and calm demeanor. “It was my son,” she says after hanging up. “He wanted to know what’s for dinner.” True leadership on display.

3:54 A discussion of what a typical day is like for her ensues: Her mornings are where she does the majority of her planning, as afternoons are often spent attending to client needs — meetings, returning phone calls, e-mails and more. When not dealing directly with the client, her time revolves around strategic planning work for future projects, or being hunched over an adding machine on important budgets. Oftentimes, dealing with agency-centric concerns is pushed to evenings and weekends. As many business owners can attest to, it’s not easy being the boss. But she assures us that it’s definitely worthwhile.

04:05 The conversation pauses as a raccoon walks by Susan’s window.

04:07 Finally, we decide she’s put up with us long enough. We thank Susan and return to our cubicle, satisfied in the knowledge that we have successfully wasted the only quiet time she has had all day.

Today’s episode: “Scent technology”

Recently, I picked up a bottle of Red Zone, a men’s shower gel from the makers of Old Spice. Normally I’m a bar of soap and washcloth kind of guy, but due to a coupon/rebate combo this particular shower gel was practically free. Not quite as good as completely free, but still pretty good.

The next morning as I was taking my shower, I took a closer look at the product container. (By the way, does the phrase “taking a shower” make any sense at all? For the one who’s showering, there’s no “taking” involved in the process whatsoever. You don’t keep any of the water that sprays on you, and in fact, in the washing process, it actually takes microscopic bits of you with it. Then again, “taking a shower” is much less disturbing than the phrase “spraying down my lumpy, naked body,” so we’ll go with it for now.)

Anyway, examining the label to see what made this particular shower gel so special, I noticed this blurb underneath the Red Zone logo: “8-hour scent technology.”

**Snicker**

I get the point they are trying to make: this wondrous marvel of modern hygiene supposedly makes you smell good all day. But “scent technology?” IT’S A SHOWER GEL.

Granted, some advertising is built on overexaggeration and hyperbole. And it’s not the first time I’ve seen the word “technology” applied to products that have no mechanical, electronic or digital components of any kind. But that doesn’t mean I can’t still try to figure out why exactly it makes sense to people. Heck, if you want to go that route, I have built-in scent technology, too. The difference is that mine is powered by Taco Bell.

I suppose the important thing for Old Spice is that having a silly-sounding product descriptor hasn’t stopped me from using Red Zone each morning. Perhaps one of these days I’ll give myself the sniff test about 3:30 in the afternoon and see once and for all whether I should boycott it based on their 8-hour claim. But chances are even if I do find that my less-than-perfect body chemistry has caused a critical failure in the scent technology’s fragrance-emission systems before its 480-minute runtime has elapsed, I probably won’t complain too much.

Well, assuming I can get it for practically free again, that is.