Back In The Good Old Dayz.

The Journey To Great.

The Wherewithal Of A Legend.

Laugh Out Loud.

The Battle For Coca-Cola

The Battle For Coca-Cola
Rages On.

Ain't Nothing Like
The Real Thing, Maybe.

Last Blast Of Cool.

The Death Of Advertising.

Working Twice As Hard

I Don't Mean To Say
I Told You So, But...

Global Cooling

It Is Futile to Resist,

Are Consumers Smarter
Then We Are?.

The Four Great Myths
Of Global Branding.

Mr Bevis Butts Heads
with Mitsubishi

Agility In The Marketplace

Mitsu Who?

The Best Laid Plans
Of Mice And Men.

The Future As I See It.

 

 

The UnReal Thing How do I say this without sounding like a total putz. Deep in my heart, discounting the fact that these guys got me my 15 seconds of fame in the New York Times last month, I think the new Coke Campaign is truely dreadful. "Let's Get Real" premiered on the now bullet-proof "American Idol" show last night. If the acerbic Simon Cowell had my job, I'm sure he would agree that the all-girl garage band featured in the spot put only one thing to mind. Thank God those girls don't practice next door to my house. The spot went on forever (it was a :60) and the heavy-handed cutting and forced product interaction made me think I was watching a Sundance reject from five years ago. What could Brand Coca-Cola be thinking? Billy Davis, my old running buddy from Motown days and the genius behind "I'd like to teach the world to sing" must be twisting in his crypt at Forrest Lawn.


VOLUME
TWENTYONE
WEDNESDAY
JANUARY 19,
2005

Here, on what is arguably the biggest showcase for marginal to abominable vocal talent on the planet, Coke gives us a band that would make even Paula cringe. I can hear the pitch now. "No Chuck (Mr. Fruit to us) really. Here's the thing. These girls are like so not the Bangles. I mean they really could be the girls next door, you can't wait to wear themselves out. See. That's the whole point. They are MAKING IT REAL...Get it?" Now at that point, Mr. Fruit is suppsed to bury his head in his hands and a faithful assistant is supposed to show the Worldwide Executive Creative Director the door. No, really.

THIS BLOG IS SO COOL THAT I JUST WANT TO THANK YOU. THE ARTICALS ALWAYS MAKE ME THINK. JEFF D. MEMPHIS
T
hey make me think about how to come up with them - HW

EVERY TIME YOU OPEN YOUR MOUTH YOU SEEM TO PUT YOUR FOOT IN IT. WHAT MAKES YOU THINK PEOPLE IN ADVERTISING NEED YOU TO LOOK OVER OUR SHOULDER? WAYNE Q. NEW YORK

People in advertising - HW

That's the way it's supposed to go. This is Coca-Cola. This brand has been responsible for some of the greatest music in commercials. "Iconic" was the word Mr. Fruit used in his marching orders to the worldwide creative forces. "Iconic", not moronic. But that's just one person's opinion.

Of course, if you look at the performance of the stock ( which is all I really care about) you see that the new crew has been able to bottom out the nose dive of August and September, but flat is not my idea of performnce. And after seeing what the team did on their flagship media outlet, confidence is low.

But the un-reality is not stopping there. Can we talk about how Mcdonald's has apparently also lost its way. A McDonald's sandwich somehow miraculously falls from the skies and lands on the ground in front of two proto-slackers, who give the now-standard "what's up with dat?" smirk.Then one of them reaches down and examines the sandwich, as if contemplating an instant snack.

Bad Music for Coke. Road kill meals from McDonalds. The two historic leaders of the creative revolution in advertising. Is this is what they have come to? I give a lot of disrespect to lack-luster agency creative performance. With good reason. Take McDonald's for instance.

A few years ago, Keith Reinhard, head of DDB/Needham ( McDonald's Agency) was asked about the changing landscape of the agency business.

Reinhard's proposed solution to the problem was to suggest reinventing the entire industry.Ê "If we doen't," he stated, "we will become carpenters, as opposed to the architects we aspire to be."

Certainly there is no easy answer to the question of how to reinvent an entire industry, nor would the process be a painless one. Reinharted stated that "Agencies must change their entire structure, hire new people with different skills to the ones usually sought in ad agency executives, and find new revenue streams."But the key thing agencies need to do, according to Reinhard, was to find a way to charge for their core competency: the creation of ideas.

If this is indeed the case, and picking up burgers off the street is the product being charged for, then it is the buyers of these services that should be brought to task, for accepting such shabby workmanship. McDonald's woild never accept delivery of a deep fry cooker that leaked hot oil. How could they bring themselves to accept advertising that denegrated their product to the point of sidewalk litter?

But then Mr. Reinhard believes that advertising as a business is slow to change, and he laments the fact that managers worldwide have not been able to point out a client who hasn't changed their fundamental approach to business more than the agencies have. "Advertising is the most conservative industry," he says, "and we should be the most creative."

Where was he when the McDonald's creative group was being so creative with their product they positioned it as a side dish for road kill?

The Anatomy of "What's Next" Where does "What's Next" live and how do you get there first? This is not only an important thing to know, but fast becoming the only thing to know for Brands and Media who need to maintain their competitive edge. Understanding where to find "What's Next," is the sweet spot for everything from creative staffing to new product development at both the agency and Client level. After all, "What's Next" is the life blood of any Brand's longevity.

At the heart of"What's Next" lies the Neoculture, the progeny and genesis point where every trend is born. Who makes up the Neoculture? It starts with that part of the creative psyche that sets Innovators apart from the rest of us. Innovators don't even know ad agencies or brand managers exists.

Stealth is the only way that our world can even consider monitoring the Innovators without them realizing they're being monitored.

"What's Next" begins its journey outward from the Innovators by capturing the awareness of the Visionaries. The Visionaries are the Evangelists of Style. They are the second, third and fourth people to realize when a practice is deemed "worthy" and the second, third and fourth people to know when it's "ovah". So-called "Trend spotters" live among the Visionaries and report back to the "trusted advisors" of we "suits" what may or may not be worthy of our attention.

Early Adopters wouldn't know an Innovator if they ran into one in a sidewalk crap game. "What's Next" has several circles to influence before the Early Adoptors even begin to have a clue. Next in line are the Cool. The Cool have been around since forever and would never-ever refer to themselves as "cool." But shit, everybody knows, that is exactly what ( not who) they are. Their only job in life is to validate what is acceptable and what is unacceptable among their particular sub-species. And that value judgement can range from a new line of Java open source code to the valve settings on a high performance engine, to the acceptable color of lipstick for neon lit after hours joints.

They "know," therefore they "are". Chances are it was a cool that turned you on to your first experience with Miles Davis back in Junior High.

Trend Spotters are the lifestyle search engines that ID's "What's Next". They immerse themselves within the Neoculture and rapidly become the semi conductor for the Neoculture movements worth infiltrating. The Mission of the trend Spotter is to become the authoritative resource and programming voice for each of the Neoculture movements that infiltrate from the various subcultures to total cultural dispersion. They work from the underground up

"What's Next" is what's "cool" to the Early Adapters. The Early Adapters take what's cool and adapt it to a broader lifestyle application.

For example, "file sharing" was a cool technology to the Java Programmers Neoculture. Innovators within the NeoCulture put the file sharing protocol together with the MP3 algorhythm and certain cools within the Southern California Visionary community begin swapping tunes.

One of those Visionaries branded this "trend" as something called "Napster." Trend Spotters in the Unsigned Band Neoculture spread the word that a new form of music distribution had just burst upon the horizon.

Trend Spotters within the College Alternative MusicNeoCulture started spreading the word. Suddenly, it wasn't just "New/Unsigned Artists." Suddenly it was chuck D and Prince saying "fuck you" to their record labels and releasing their singles on Napster.

Trend spotters in the Rights Management Neoculture (Lawyers) began to whisper to their clients, "This is not a good thing." While Trend Spotters in the Consumer Electronics Manufactures Neo Culture ( Product Engineers) began to whisper to their clients " MP3 Player.Build it quick."

That's when the war broke out and everybody became aware that you no longer had to pay for your favorite tunes.

Five years later Steve Jobs (iPod) and Bill Gates (Microsoft Media rights management software) are the biggest thing in the music business. Go back to the begining of this example and it won't be too difficult to figure out who had the inside track on "What's Next".

Up to this point everything has been "word of mouth" and "line of sight". Now "What's Next" is ready for the Early Adopters to adopt it from Early Adapters. "Advertising" and their related activities are brought into play to influence Early Adopter master markets and cultural movements first. That's why iPods programmed with thousads of tunes were high on the GenY and GenX wish lists for Santa this year.

A growing number of Trend spotters now package "What's Next" artfully, and then offer it to their clients. But "What's Next" will always be an illusive commodity. It will always exist at just below street level, in the hearts and minds of the people who don't look or think like anyone reading this now or in the future.

"What's Next" is organic and at one with the Neo cultures that are possessed by an interest in it. Getting in on the ground floor of those Neocultures who determine "What's Next" is no easy task, It requiresa full understanding of the potentials and possibilites for expotential growth while there is still time to act on it.

Life is the lab, the Neocultural hatchery, the content studio. The creators constantly learn from the Neocultures they occupy and create. One must be inspired by these Neocultures, grow into them, and evolve with them over time. To forecast their trends and adopt those Neocultures that identify with those trends and embrace them as their own as they move towards broader and broader market acceptance, is no easy task.

More and more I find myself engaged by enlightened clients because I am adept at becoming their conduits into the Neocultural movements in which their brands must live and breed acceptance. The engine that drives my work in this field is the Value Perception Matrix. With this methodology I have been able to tap into the Neocultures that determine "What's Next" in sub cultures as diverse as Hip-Hop, Extreme Sports, Video Gamers, Web Surfers, Linux Programmers and Day Traders.

These are Neocultures that have grown into Billion Dollar consumer markets overnight. Fantasy Sports, Movie Buffs, Rail Fans, Network Marketers; these are the Neocultures that are fast approaching critical mass. The Value Perception Matrix allows my clients to build a perceptual road map of the unmet wants, needs and desires of the naiscent Neocultures to determine how, what, when, where and why they do the things they do. The very first step in determining "What's Next," is to comprehend "What's Not."

Our New Look. I wish I had some kind of lofty, esoteric justification for the new look of MadisonAveNew.com, but the truth is, I was just bored with the old look. A virus attack took out all of our archived jpg files and so I decided that since so many of our readers are using portable devices to check us out, I'd go ahead and make it easier for them.

Besides, I would rather spend more time art directing our DoubleThink campaigns than this Adblog anyhow.

I know Jeffrey will probably have some issues about the fact that we have walked completely away from his look and feel at Hollywood-Elsewhere.com. But change is good.

We rebuilt the archives and in the next few weeks we'll be building out the rest of the site as you can see by the addition of MadisonAvenew.com sight navigation. For those of you who have complained about having to scroll across the page, I don't want you to think we've gone to a narrower measure just for you.The narrower measure is so I don't have to write so much drivel each week. Enjoy

Heh, heh, heh. Not one word about Mitsu. The campaign is done. Now is when the fun begins.

 

Stay Tuned.

MARKETERS FROM
THE FOLLOWING COMPANIES
READ MADISON AVENEW:

OGILVY & MATHER
MULLEN ADVERTISING
THE MARTIN AGENCY
TBWA CHAIT/DAY
GSD&M
YOUNG&RUBICAM
McCANN-ERICKSON
LEO BURNETT USA
PUBLICIS
FOOTE,CONE,BELDING
GREY ADVERTISING
HILL, HOLIDAY
LANDOR ASSOCIATES
MODEM MEDIA
BUMBLE WARD & ASSOCIATES
WPP GROUP
DAVID & GOLIATH
LOWE LINTAS
BRODEUR PORTER NOVELLI
INTERPUBLIC GROUP OF COS
SULLIVAN, HIGDON & SINK

NOBLE & ASSOCIATES
BBDO NY

SAATCHI AND SAATCH
FLEISHMAN HILLIARD
LTC/GSD&M
WONG DOODY

HAL RINEY & PARTNERS
DEUTSCH, INC.
DDB NEEDHAM
CIMARRON GROUP
CAMPBELL EWALD
ZENTROPHY
HILL & KNOWLTON
US WEB

J. WALTER THOMPSON USA
JAGER DI PAOLA KEMP
TRUE NORTH COMMUNICATIONS
CHICAGO CREATIVE PARTNERSHIP
D'ARCY MASIUS BENTON & BOWLES

MODERNISTA
BRAVO GROUP
HAL RINEY & PARTNERS

DAI WORLDWIDE
ORGANIC ONLINE

ADRANTS
NEW YORK TIMES
CHICAGO TRIBUNE
NEW YORK OBSERVER
BRANDWEEK
ADWEEK
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DOW JONES
LEXIS-NEXIS
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PUBLIC INTEREST NETWORK
MONSTER WORLDWIDE
HOUGHTON MIFFIN COMPANY
REUTERS INFORMATION
CMP PUBLICATIONS, INC.
HARPER COLLINS PUBLISHERS
MERIDITH CORPORATION
THE MCGRAW-HILL COMPANIES
THE PROVIDENCE JOURNAL
LOS ANGELES TIMES
GETTY IMAGES
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BANK OF AMERICA
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INVESTORS BANK & TRUST
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MUTUAL OF OMAHA
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FARMERS INSURANCE GROUP
CHARLES SCHWAB & CO.,INC.
PRICE WATERHOUSE


GENERAL MOTORS
MERCEDES-B ENZ OF N.A.

FORD MOTOR CO
MITSUBISHI MOTOR SALES OF AMERICA
NISSAN NORTH AMERICA
CHRYSLER MOTORS CORP


MICROSOFT CORP
SUN MICROSYSTEMS
CISCO SYSTEMS
IBM CORPORATION
PULITZER TECHNOLOGIES
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SYMANTEC


ESTEE LAUDER COMPANIES
THE LIMITED, INC.
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BOEING
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20TH CENTURY FOX
DIRECTV
VISABLE WORLD, INC.
VIACOM INTERNATIONAL
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INTERNATIONAL CREATIVE MANAGEMENT
CAA
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EMERILS HOMEBASE
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FANDANGO
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TICKETMASTER
PUBLIC BROADCASTING CO.
CLEAR CHANNEL WORLDWIDE
ESPN

ALLTEL CORP
EARTHLINK, INC
ALLTEL INFORMATION SERVICES
TIME WARNER TELECOM
XO COMMUNICATIONS
ALLEGIANCE TELECOM
INTERNET ALLEGIANCE, INC.
UUNET TECHNOLOGIES
VERIZON
COMCAST CABLE COMMUNICATIONS HOLDINGS
GLOBAL CROSSINGS
ITC DELTACOM
GTE GOVT. SYSTEMS CORP
VERIZON WIRELESS
T-MOBILE USA
ROGERS MEDIA, INC.
UUNET SOUTH AFRICA



UNITED SPACE ALLIANCE
NASA
PORT AUTHORITY OF NY NJ
UNITED NATIONS DEVELOPMENT PROGRAMME

DELTA AIR LINES
S.C. JOHNSON WAX
MERCK & CO.
KAISER PERMIANENTE
CANADIAN MENTAL HEALTH ASSN
STARBUCKS COFFEE CO
THE PROCTER AND GAMBLE
COMPANY
SCHERING-PLOUGH CORP.
DR PEPPER/SEVEN UP
RCN CORPORATION
HOTJOBS.COM
PFIZER
IKEA NA SERVICES
TISHMAN SPEYER PROPERTIES
HEINZ SERVICE COMPANY
RIVES CARLBERG, INC
KINKOS, INC
McKINSEY & COMPANY, 1NC.

WELCOME
TARGET CORP
M&I BANK

And You.


     
       

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

THE FINE PRINT

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