Andy on Twitter

  • Great orgs are built on inspired talent that is difficult to manage, sometimes large in confidence and ego, strong: Kraft at @Cannes_Lions,
  • The best tend to be the most creative - and tend to be the most difficult. As a leader you must learn to live with that. Kraft @Cannes_Lions,
  • Cannes debate underway.,
  • Thanks for a great session and for the beautiful and inspiring work. @Cannes_Lions,
  • Profit of 8 pounds for every 1 spent - rallies employees in critical trading period - emotion pays @johnlewisretail,
  • 30+ media channels sustaining reach and supporting 40% of profits generated in 5 week window @johnlewisretail,
  • Started at 3m views now <45m and 85k parodies of Xmas ads - tease idea 2-3weeks in advance with bloggers @Cannes_Lions,
  • Entire agency works on the creative - team you least expect cracks it @Cannes_Lions,
  • Immense pressure when the country is waiting for your creative. JL on its creative process @Cannes_Lions,
  • Testing would have killed best creative - instead trust your smarts @Cannes_Lions,
  • Didn't realise John Lewis was a partnership @Cannes_Lions,
  • Massive effects of emotion and creative over time - would love to see awards for long running campaigns… ,
  • How do you do emotional priming in your campaigns? lessons from John Lewis,
  • Publicis prioritizing investment is super smart. Nothing to be gained from investing in Cannes. Way over priced ,
  • Cannes this year is both shallow and disappointing. Some ok content but overly commercial and no CMO agenda ,
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Aim Higher

Great article from the Financial Times…. They are right… marketing teams must aim higher…

… in a downturn the real difficulty lies simply in selling anything to world-weary customers who may be satisfied with good-enough but unexciting products.…Prof Kotler has chosen this moment of crisis to ask some big questions about what marketing actually does. “Is marketing the enemy of sustainability?” was one of them. For years the task for marketers was to persuade customers that the latest upgrade, the newer model, was a must-buy. But it is time to challenge that orthodoxy, he said.

In a resource-deprived world, businesses cannot hurl more and more product at customers, supported by extravagant marketing budgets. Prof Kotler recalled the message of a book published three years ago, Firms of Endearment, written by Rajendra Sisodia, David Wolfe and Jagdish Sheth.

The authors found that some of the most successful companies in fact spent much less on marketing than their weaker rivals. But they used the word-of-mouth effect of unpaid advocates – loyal customers – to boost their reputation.

… Another challenge for marketing is to assert itself at the heart of the company’s strategic thinking (an idea also suggested by London Business School’s Nirmalya Kumar in his book Marketing as Strategy). “If you have the right people in marketing it could become your engine for growth,” Prof Kotler told me. But while they might be quite creative on tactics, he added, not so many marketing professionals can do the strategic work.

So why not split the department in two? A larger, downstream marketing team working on current products, with a much smaller, strategic team looking at new markets and new ideas for the coming two to three years.

This could work – as long as the interests of customers do not fall between the cracks of organisational silos. As Harvard Business School’s Ranjay Gulati has shown, for all that businesses talk about being “customer-centric” (and marketing is supposed to represent “the voice of the customer”), many simply are not. “They look at customers only through the lens of existing products,” Prof Gulati says.

Right now marketing needs to aim high. That is what Prof Kotler is urging people to do. And he was happy to concede that, as so often, Peter Drucker was ahead of everyone on this topic, too. He even provided a handy mission statement. “The aim of marketing,” Drucker once said, “is to make selling unnecessary.”

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