To say that marketing has changed in the last few years would be to put it quite mildly.

Marketing has been rocked, shaken, stirred, knocked for a loop and turned completely upside down not just by the Internet, but by the emergence of social media as an informational, educational and conversational platform leveraged by the masses.

Watch this short video and learn what to do about it before it’s too late…

This “blog post on video” was recorded on September 13, 2009 on Old Connecticut Path (overlooking the Massachusetts Turnpike) in Framingham, MA. It’s an adaptation of a post I wrote earlier this year called “Who Moved My Customers,” which you can read in its entirety here.

After more than 26 months and 62,000 words, I’ve decided to give this blog a rest.

It may not be the end for A New Marketing Commentator, but it will be at least a short hiatus.

Thank you so much for your support, love and friendship. As much as you’ve given me, I hope I’ve given you even more in return.

Bob Cargill
Copywriter and Creative Director
May 10, 2006

Bob’s Bio and Contact Information
Bob’s Work History (Resume)
Bob’s Speaking History
Bob’s Commercial Portfolio
Bob’s Nonprofit Portfolio
Bob’s Interactive Portfolio

Tags: Bob Cargill copywriter creative director copywriting creative direction blogger direct marketing advertising marketing A New Marketing Commentator

“Too many folks think “branding” is what airlines do when they repaint the planes every few years, or what banks do when they refresh all the signage in their lobbies and reengineer their logos,” write Bill Schley and Carl Nichols, Jr. (partners at david, inc., an international brand consulting firm), in Chapter Two of “Why Johnny Can’t Brand: Rediscovering the Lost Art of the Big Idea.”

“In the airlines’ case, they spend millions to update the image on the tails of their airplanes,” add Schley and Nichols. “Then they arrive late, stick you in a cramped seat with your knees bumping the food tray, charge you $1,000 more than the guy sitting next to you because you committed the crime of not including a Saturday night stay, and lose your %$##@%!!! luggage! The experience, value impression, and relative position in the passenger’s mind remain exactly the same.”

The authors continue…

Friends, this is not branding in our terms. This is paint on the surface of branding. Branding is about finding a specific IDEA that you stand for, finding a way to own that idea in a credible way, and ultimately building total trust that you will always deliver. It’s about your walk – well before your talk. You make physical, material adjustments to your product, service, and market conduct as necessary to align with that idea. Then you tell the world. And then, if you want to repaint the planes, be out guest.

Even in the world of theater, what actors say is less important than what they do. That’s why any director will tell you, “Action is character.” In our world, action is branding.

They can say that again. All too often during the course of my career I’ve been on the creative end of some mighty powerful branding campaign, only to have the client not live up to its end of the bargain. Like actors – heck, like people in general – ultimately, a client’s actions speak louder than words (and, in this case, pictures, too).

Branding is a shared responsibility between agency and client. All the award-winning copy and design in the world — and, yes, even a fresh coat of paint — can’t save a product or service that fails to meet expectations.

In this new day and age, when advertisers and marketers are being forced to relinquish control to a much savvier consumer, you have to keep it real. You can’t say one thing and do another. You can’t say you’re better at doing this-and-that unless you really are the cat’s meow. If you can’t say what you mean and mean what you say, you’ll do more harm than good in the mind of the marketplace.

To learn more about “Why Johnny Can’t Brand: Rediscovering the Lost Art of the Big Idea” by Bill Schley and Carl Nichols, Jr., and to purchase the book, click here.

Tags: branding direct marketing marketing advertising Why Johnny Can’t Brand ads ad agencies advertising agencies david, inc.

If you’ve ever been between jobs, you know how much of a challenge it is to stand out in a crowd of those who are ambitiously jockeying for the same gig.

After all, chances are you’re just one of dozens, if not hundreds, with relatively similar credentials in line for that one plum position.

And unless you know someone in a corner office who can grant you the inside track, the odds of your resume getting past the gatekeepers and in the hands of the top dog are slim to none, never mind getting your foot in the door for an interview.

With that said, in addition to going about my new job search in all the usual ways – posting my resume on online job boards such as Monster and Talent Zoo, mining Craigslist for that rare golden opportunity, speaking to a slew of professional recruiters and touching base with practically everyone I know in the business – I thought I would do for myself what I’ve been doing for clients for so long and put together my own little direct mail campaign, asking for a meeting with those whom I would like to work for in the worst way.

Of course, a simple letter alone just wasn’t going to cut it. A prospective employer wouldn’t stand for anything less than a solicitation out of the ordinary from a creative guy like me. Not only did I need to come up with a compelling offer, but I also needed to present it in a refreshingly different way.

A Cup of Coffee to Wake up My Audience

Given my desire to have a face-to-face meeting with each of my prospects, I settled on a Starbucks Card as a means of coaxing them into sitting down for a cup of coffee with me.

But the strategy for commanding my audience’s attention didn’t stop there. I wanted to speak to those on the receiving end of this unique, self-promotional campaign at a level they would appreciate — not just as some guy looking for a job, but as a knowledgeable industry peer. My appeal needed to be relevant to the reader, not simply self-serving. The last thing I wanted was for the Starbucks Card to be perceived as just another gratuitous come-on from an overzealous stranger.

Malcolm Gladwell’s “Blink”

Well, coincidentally I recently finished reading “Blink” (the latest book by Malcolm Gladwell, author of the landmark bestseller, “The Tipping Point”), which is all about making choices based on instinct, “in the blink of an eye.” At some point in the book, Gladwell even goes so far as to suggest that job interviews would be conducted differently if people were to rely more on their gut feelings.

Writing to my audience about “Blink” would be as much of interest to them as helpful to me in getting my message across.

Now all I had to worry about was the execution. As much fun as I wanted to have with this campaign, I still wanted to keep it simple, and printing the following message on a Starbucks napkin (as though I had written it — impromptu — over a cup of coffee) helped me achieve both of these objectives…

If you’ve read Blink, the latest book by Malcolm Gladwell (author of The Tipping Point), you know that some of the best decisions are made in an instant – in the blink of an eye. I hope this is one of them. I hope you decide – without hesitation – to sit down with me for a cup of coffee. I would like to show you my portfolio and talk about how I might be able to contribute to the success of Company Name as a creative director, copywriter, blogger and strategic marketing consultant. Please – take your instincts seriously and let’s get together soon. Thanks.

Tucked inside the napkin were both the Starbucks Card and a small piece of card stock featuring this short excerpt from “Blink”…

“There are lots of books that tackle broad themes, that analyze the world from great remove. This is not one of them. Blink is concerned with the very smallest components of our everyday lives – the content and origin of those instantaneous impressions and conclusions that spontaneously arise whenever we meet a new person or confront a complex situation or have to make a decision under conditions of stress. When it comes to the task of understanding ourselves and our world, I think we pay too much attention to those grand themes and too little to the particulars of those fleeting moments. But what would happen if we took our instincts seriously? What if we stopped scanning the horizon with our binoculars and began instead examining our own decision making and behavior through the most powerful of microscopes? I think that would change the way wars are fought, the kinds of products we see on our shelves, the kinds of movies that get made, the way police officers are trained, the way couples are counseled, the way job interviews are conducted, and on and on. And if we were to combine all those little changes, we would end up with a different and better world. I believe – and I hope that by the end of this book you will believe it as well – that the task of making sense of ourselves and our behavior requires that we acknowledge there can be as much value in the blink of an eye as in months of rational analysis.”*

*Excerpted from “Blink: The Power of Thinking Without Thinking” (pp. 16-17), by Malcolm Gladwell (Little, Brown and Company)

Needless to say, I couldn’t help but highlight in yellow the line about job interviews – this was no time for subtlety.

All of the above – the paper napkin, the Starbucks Card and the book excerpt – were mailed in a handsome, cream white A-7 (7” X 5-1/4”) envelope that I bought over the counter at The Paper Store. And on the envelope itself, not only did I print the word B-L-I-N-K in big, block letters, but I also added a ring-like, dried coffee stain, introducing the two creative concepts that were the foundation of a campaign that will hopefully land me a new job as a creative director, copywriter, blogger and strategic marketing consultant.

Time will tell how well this campaign will fare. I mailed the first round of letters just a few days ago. But whether or not anyone responds affirmatively to my request for an interview, I’ll at least be able to rest assured knowing I’ve shown those who are calling the shots not only how much I care about my work, but also how strongly I feel about working for them.

Bob’s Work History

Bob’s Public Speaking History

Tags: direct mail direct marketing copywriter Bob Cargill marketing Malcolm Gladwell Blink Starbucks creative director careers jobs employment

In an article published recently in his firm’s newsletter, David Baker, Principal of ReCourses, Inc., a management consulting firm that works exclusively with public relations, advertising, and design firms, makes the rather startling claim that “your clients care more about how the work is managed and delivered than the work itself.”

At first, that notion may seem preposterous to many of us agency folks, especially those of us who toil away in the creative department day in and day out. After all, why would our clients care how we get it done, as long we get it done well?

However, having had the opportunity to have met David before and to have been on the receiving end of his professional advice, I’m inclined to defer to his experience and expertise on the matter (especially after reading his thesis below)…

What Staffing Decisions Have the Greatest Impact on Clients?
By David Baker, Principal, ReCourses

Your clients care more about how the work is managed and delivered than the work itself.

Many of you are going to disagree with that statement, and I’m fine with that, but I wanted to put it in a separate paragraph just to be very clear about what I’ve noticed when listening to hundreds of your clients over the years. Yes, I can’t count how many times they’ve told me that they place great value on an agency that “gets it” in their ability to listen, push the envelope appropriately, and consistently hit home runs out of the park. But the work itself just needs to be good enough (that is not a negative in spite of the way it sounds), while the management and delivery of that work needs to be remarkable.

Here are some of the forces that are working against that premise.

1) First, your employees care about the work they do. So much, in fact, that they find it very difficult to apply a measured effort to each project, instead lavishing great amounts of attention on everything, whether the client is paying for it or not. Their work is informed by their own very high standard rather than what the client would find acceptable. If any particular client isn’t willing to pay for what the employee wants to do, the actual target becomes “the book” or the “body of work” that will be used to snag deserving clients later. This is a good problem to have, but it can be difficult to make money in this environment, and those who are managing and delivering the work will have a real challenge in hitting budgets and deadlines.

2) Second, your industry doesn’t give out awards for great traffic or great account service. They should, but they don’t. Nearly every award is centered around the admiration of peers instead of the admiration of clients.

3) Third, hardly anybody starts a firm like yours as an expert in traffic, production management, or account service. Instead, you started as an expert technician in something, whether public relations, advertising, design, account planning, copywriting, media planning, or whatever. So from the very beginning you set out to sell THAT. This thing you did was the core competency and all the rest was fluff. Chances are you didn’t even feel comfortable charging (or charging enough) for the services that were wrapped around that core competency, and perhaps you even hid them in estimates and invoices.

Sometimes the people who allow you to do great work need a lot more attention than the people who do the work that you sell. These folks are the offensive line who allow the quarterback and running back to move the ball down the field. It’s a thankless job to help other people succeed, but a great offensive line can make even a mediocre quarterback look pretty good. Yet a great quarterback is nothing without a strong offensive line.

You know what else? Nearly every mistake you’ll make in structuring roles at your firm will relate in some way to how you handle the coordinating of the work you do and the interfacing between the firm and your client. These employees are the core of what clients value and notice.

Your clients care more about how the work is managed and delivered than the work itself. Do your staffing decisions take this into account?

Recourses offers a free email subscription service that provides its constituents with business advice on managing a small communications firm. To learn more about David Baker and Recourses, and to sign up for this free service, click here.

If you know of an organization that’s looking for an experienced direct marketer and enthusiastic, entrepreneurial creative director, copywriter, blogger and public speaker, I know of someone who fits the bill.

Moi.

Yes, I’m here to tell you that even though my employment with one company has just recently come to an end, I have no intention whatsoever of letting even a few blades of grass grow like a contagion under my feet.

Given such urgency and resolve, I have already touched base with my network of friends and colleagues in the terrestrial world, letting them know of my availability and desire to land a new full-time job – or contract assignment – as soon as possible.

And, of course, I’ve been wading my way through Monster, Talent Zoo and Craigslist on a regular basis.

So now it’s time for me to put the word out in the blogosphere.

I’ve been blessed to have worked with some great people at some stellar organizations in the past, but I’m hopeful that the next step in my career will be to an even higher rung on the proverbial corporate ladder.

Wherever I land, I hope it’s a place that recognizes the need to leverage the effectiveness of traditional, time-tested marketing principles with the power of the latest new conversational media tools, consequently embracing a sense of both immediacy and transparency, two of the most important hallmarks of successful brand communications campaigns today.

Wherever I land, I hope it’s a place teeming with brilliant creative minds and bold, farsighted agents of change who can at least relate to such groundbreaking business tomes as “The Cluetrain Manifesto,” “The Tipping Point,” “The Virtual Handshake” and “Life After the 30-Second Spot,” not to mention the thought leadership of luminaries the likes of Seth Godin, Tom Peters, Steve Rubel and Amy Gahran.

In exchange for such synergy and simpatico, I vow to give my next employer every last ounce of my whole professional being.

I vow to wield my skills in the areas of creative direction, communications and strategic consulting to help lead this organization through the minefields of change and into the promised land of new marketing nirvana, where it can be gleefully at one with its employees, partners and constituents alike.

This, as I stand at the crossroads of change in an industry that has been surprisingly slow to adapt and adopt, is my career imperative, my own personal brand mantra, my clarion call to any potential employer who will listen and accede to my dream of a new and even better way of doing my work.

Bob’s Work History

Bob’s Public Speaking History

In the November/December 2005 issue of NEDMA News, John Pannell, Founder and President of Newport Creative Communications (which, in the spirit of full disclosure, is the agency for which I work), questions the traditional client-agency RFP process.

John Pannell
Founder and President of Newport Creative Communications

“Personally, I don’t think nonprofit organizations should be making any big decisions about the future of their fundraising programs based on proposals received from a short list of direct response fundraising agencies,” writes John.

“Don’t send out that RFP and trust that the best proposal necessarily represents the best agency for you. Don’t fool yourself into thinking that your suitors’ references aren’t carefully selected to provide only the most flattering recommendations. Don’t mistake charisma for capability or promises for results.”

His suggestion?

“Clearly, there are many good agencies out there. But instead of asking for a proposal, why not ask for a test package? It’s quick, easy and objective. And the best part is you can use the results as a basis for your decision.”

Adds John: “The bottom line is that proposals have their shortcomings, while testing provides objective, conclusive evidence of an agency’s capabilities. After testing has been completed, you may discover that your current agency is doing a fantastic job for you. You may find a way to improve your direct mail fundraising program. Or you may find that it really is time for a change.”

To read John Pannell’s article, “I Would Like to Propose a Test,” in its entirety, click here.

“I Would Like to Propose a Test,” by John Pannell, Founder and President of Newport Creative Communications, originally appeared in the September 2005 issue of FundRaising Success magazine.