Sergio Zyman "The end of Advertising as we know it"
After a while, though, the goals of the agency (to produce commercials and increase exposure) start diverging from the goals of the company (to sell products or services and make money). When this happens, it’s time to make a major structural change: The company has to regain control of its own marketing and advertising. This is going to mean a lot of adjustment for a lot of people. Internal marketing departments and brand managers will have to broaden their scope beyond promotion. They’ll have to start providing strategy - which includes advertising - as well.
The agencies themselves will have to make the biggest shift of all - strategy will now be the sole domain of the company. The role of the agencies will have to change from creating strategy and giving directions to executing strategy and taking direction. The agencies that make this transition will survive. The rest won’t.
I should warn you that I’m going to be repeating most of these points over and over throughout this book. Just as businesses have to keep reminding their customers why they should buy from them, I know from lots and lots of experience that if I don’t emphasize these points from a variety of angles, you may forget them. Don’t be insulted: I do this with my consulting clients all the time.
Some of what you’re going to read in the following pages will seem unorthodox [необщепринятый], counterintuitive [парадоксальный, нелогичный; неожиданный; противоречащий здравому смыслу], or even just plain ludicrous [нелепый]. But every single point I make here is based on actual experience. I have an executive MBA from Harvard and I can spew theories and speculation at you all day long. But frankly I don’t care about theories. I care about actual results, and what you’re going to read about are battle-tested, real-world strategies that work. I’ve built and maintained some of the biggest brands in the world, and I’ve helped a number of other companies develop their brands as well, largely through the strategic use of advertising. I know what works and what doesn’t because I’ve been there, which is a claim not many other people can make.
The agencies themselves will have to make the biggest shift of all - strategy will now be the sole domain of the company. The role of the agencies will have to change from creating strategy and giving directions to executing strategy and taking direction. The agencies that make this transition will survive. The rest won’t.
I should warn you that I’m going to be repeating most of these points over and over throughout this book. Just as businesses have to keep reminding their customers why they should buy from them, I know from lots and lots of experience that if I don’t emphasize these points from a variety of angles, you may forget them. Don’t be insulted: I do this with my consulting clients all the time.
Some of what you’re going to read in the following pages will seem unorthodox [необщепринятый], counterintuitive [парадоксальный, нелогичный; неожиданный; противоречащий здравому смыслу], or even just plain ludicrous [нелепый]. But every single point I make here is based on actual experience. I have an executive MBA from Harvard and I can spew theories and speculation at you all day long. But frankly I don’t care about theories. I care about actual results, and what you’re going to read about are battle-tested, real-world strategies that work. I’ve built and maintained some of the biggest brands in the world, and I’ve helped a number of other companies develop their brands as well, largely through the strategic use of advertising. I know what works and what doesn’t because I’ve been there, which is a claim not many other people can make.