Helio Silveira da Motta, ícone da publicidade brasileira.Por Francisco Socorro.

A publicidade brasileira está precisando de um líder antivírus. Por Francisco Socorro.

O Deus da Criação, de Adilson Xavier. Por Celso Japiassu.

O preço da dignidade. Por Humberto Mendes.

Eu nunca entendí nada de publicidade. Por Aline Santos.

Publicidade: da criatividade ao negócio financeiro. Por Celso Japiassu.

Mainstream na comunicação de marketing. Por Francisco Socorro.

A agência de publicidade e a crise ética. Por Celso Japiassu.

Atender ao cliente não é tirar o pedido. Por Flavio Martino.

Os truques do marketing para você comprar o que não pediu. Por Celso Japiassu.

A fala de Strozenberg no Prêmio Comunicação 2003.

Ignacio Ramonet mostra os perigos da concentração da Midia.

Ricardo Vieira põe o dedo na ferida dos publicitários: "O cliente criativo".

Pesquisa via internet na TV: uma opinião que não vale nada. Por Glaucio Binder.

O risco do negócio. Como o anunciante pode liquidar com o trabalho da agência. Por Celso Japiassu.

Comunicação e Liberdade, discurso de Armando Strozenberg.

Marqueteiros e Mercadólogos. Enio Carvalho.

Sexo e mercado. O corpo humano em liquidação. Celso Japiassu

Cinco textos sobre marketing, por J.Roberto Whitaker Penteado.

Como o marketing explora as crianças.

O Festival de Cannes é uma farsa?

Esplendor e Glória das Agências de Publicidade.

Um velho debate: propaganda é arte

As relações incestuosas entre
propaganda e  jornalismo.

Maurice Levy. CEO do Grupo Publicis,
diz numa palestra por que as previsões
dão errado. (Texto em inglês).

Quer saber como se faz marketing
político para ganhar uma eleição?

 

Remarks by Maurice Lévy
Chairman & CEO, Publicis Groupe S.A.
AAAA Management Conference
April 19, 2001 - Ritz Carlton Hotel, Naples, Florida

"Ten Things I Would Not Have Said A Year Ago"

Good morning. I appreciate the opportunity to be with you today.

When Burtch Drake invited me to speak, I wondered what contribution I could make alongside so many who know American advertising so well and much better than I do. Maybe it's my funny French accent which is responsible for this invitation. Burtch probably wanted a way to have some low-cost entertainment …

Perhaps you hoped for insightful observations about where the industry is headed? A vision of the future bred from the battle scars of a veteran? If so, I am sure to disappoint you.

The startling events of the last year have convinced me that I have scant powers of prognostication.

On the bright side, I am pleased that the world is still full of surprises for me. For this reason, last year pleased me very well, for it was the most surprising yet. So surprising that I started a list. It is by now a long, long list of the many things I must admit –now, but would not have said last year.

If you please, I will share with you the top ten things I would not have said a year ago.

NUMBER ONE. That the U.S. Presidential election would last, not a day, but three whole months! I assure you, Europe stood in amazement at this feat of democracy. And I’m sure that media buyers lucky enough to have positions on CNN were very pleasantly surprised. Maybe that's the reason why the 4A's chose to have their meeting in Florida.

NUMBER TWO. That The Beatles would have a number-one album in this millennium. Of course, so long as we’re reliving the sixties, why not the best parts?

NUMBER THREE. That NASDAQ would lose 60 percent of its value. The new economy got old very fast. Of course, we all expected a correction. But did we expect that NASDAQ traders would start exchanging loose coins?

Here you must allow me an aside. In fact, a serious question: To what extent did advertising agencies fuel the decline of dot-com companies by draining their finances? Did we behave as pigs at the feeding trough? Or did we give sound business counsel that went beyond advice on how to spend ¾ or raise ¾ IPO billions with disproportional ad campaigns? I’m quite sure there was some of both.

To the extent we contributed to the dot-com crash, let us accept some responsibility and learn some lessons. We must line up for lashes alongside the investment bankers who pocketed fees of more than $600 million for new companies that now trade under one dollar.

O.K., end of confession and back to my list and the optimism of an advertising man.

NUMBER FOUR. That “Survivor” would become the top-rated show and launch a new segment called “reality TV.” About this surprise I have just one question: If its reality TV, why do they call it “Fantasy Island”?

NUMBER FIVE. That Mad Cow Disease would spread so widely and launch a new generation of vegetarians.

Of course, I know you should not be worried. I’m assured that American Beef is impervious to madness. But that’s what our French ministers said before they, too, were surprised in this very surprising year.

NUMBER SIX. That Harry Potter, a fantasy for children, would become a global best seller and a marketing phenomenon. Who expected that Coca-Cola would adopt as a promotional icon a skinny kid with big, round glasses? For a moment, cool has been radically redefined.

NUMBER SEVEN. That the slang term “whassup” would become part of popular culture. Do you know that Budweiser’s advertising was the very most popular with young American audiences last year¾ ranking well ahead of milk? … O.K., to a Frenchman who prefers wine, that's not a surprise.

NUMBER EIGHT. That the launch of Nike’s XI Retro Air Jordan sneakers would also launch riots. We French know what it means for a certain fashion to be “all the rage,” as you say. But it seems that people are starting to take that expression literally. Such is the awesome power of a great brand.

NUMBER NINE. That Slobodan Milosevic would be arrested and tried. Some surprises are unsettling. This one is a reassurance that there remains a common sense of justice across many nations.

And finally, NUMBER TEN. That humans would be found to share 99% of their genetic makeup with mice. Now I better understand Steinbeck's "Of Mice and Men". This of course lends new ambiguity to the question, “Are you a man or a mouse?”

And that is the lesson I draw from this list. That the world is rife with ambiguity and ever less predictable. By turns shocking and deliriously surprising.

For an industry that thrives on creativity and for clients who depend on it, these should be glory days. But I sense from the headlines in the press, from your agenda, and also I know from experience and observation, that this new era is launching more vigils than celebrations.

So perhaps you have your own list of surprises, and it has provided for you also a serious wake up call. If any agency or marketer has not heard it, allow me to sound the bugle.

The obvious unpredictability and rapid pace of development calls for a new way of thinking by both marketers and agencies. Every pundit will have a prescription for change, but allow me to share a few insights. I like to think of these as “My Five Business Principles for Greeting The Unexpected with Pleasure.”

First and foremost is A culture of futurism. Creating such a culture – in companies and agencies – allows us to plan for where consumers are headed -- not where they stand today. If it sounds impossible, it is not.

Yesterday’s studies and reports are far from worthless, but if we live by them alone, we live in the past.

What’s called for is an endless cycle of brand relevance planning. By that I mean, asking each day, how will my brand be relevant next month and next year ¾ when things will be different, and sometimes very different?

Sometimes I marvel at the very concept of an annual plan. Can you blame financial analysts for focusing on short-term results in a world where a today’s leader is tomorrow’s follower?

We must likewise shorten our planning and development cycles to keep our brands, products and communications in tune with the times. In a world of instant messaging, it is time for marketers and agencies to move much, much more quickly.

By bringing ideas more rapidly to market we can keep the blood coursing through the veins of our brands. And we can have a more timely and meaningful dialogue with our customers. The promise of this culture of futurism is vibrant brand relevance.

This does not prevent us from being consistent over time. If the concept of the brand is authentic, it can live time after time and new ideas can only make it more lively, more relevant to consumers.

A close companion to futurism is another principle I espouse to you. And that is Constant innovation through boundless creativity.

When the news of the world offers boundless fascination and surprise, how can brands shine as they once did? The answer, of course, is that they cannot! They must live in new and different ways.

They must be as unexpected as the world’s events. In a world of novelty and falling borders, this is a tall order. But I contend that the solution is embodied in this phrase: Constant innovation through boundless creativity.

Too often, brands and agencies “resort” to innovation when all else fails. When all life has been beat out of a campaign or a product has flagged badly. This is no longer good enough ¾ never was.

I like to think of innovation as a brand’s heart beat. A sign that the brand is alive. Yet innovation is too often abandoned at the first signs of success. Successful innovation is not a license to sit back and enjoy the profits. It is evidence that innovation will be rewarded. It is our license to hunt for more powerful ideas.

One reason innovation is too often abandoned is that it has become the domain of experts. Agencies have their “creative departments” and companies have their R&D departments. In my view it is time to blow up the walls surrounding these departments. Ideas and creativity are advertisers' and advertising agencies' most precious assets. I believe creativity to be the best accelerator of growth.

And I believe that creativity is too vital a business function to assign it solely to the experts. Doing so turns off the tap to a potentially rich creative resource beyond those walls. And it risks turning creative experts into self-referential hermits in a world apart.

I have enormous respect and admiration for creative people and people with extraordinary creative talents. That’s why I think we should grant them the privilege of living and working in a more hospitable world. One where creativity is boundless and innovation is constant.

In such a world, creativity is owned by all -- and welcomed as their own. And this is the best way I know of making brands at least as exciting as the world around us and help creative people to deliver great work.

Now so far, I have addressed the issues of brand relevance and vitality. But the new world brings us another challenge: fragmentation and clutter. People are more restless and pressed for time. Their attention is divided further each day.

In this environment, no marketers - I insist, no marketers - have enough money to cover all channels, all titles and all products or brands. Marketing can kill some brands and stretch others to cope with their investment possibilities. But this is not enough.

There is no simple solution, but I have a direction to propose. I commend to you A MORE holistic APPROACH to Communications. I’m sure this principle applies well to both marketers and agencies, but I will focus my attention primarily on agencies for purposes of illustration.

What is holistic communications? I’ll start by saying that it is most decidedly not integrated marketing communications. While I once admired integrated marketing, I declare today that it is faulty in practice if not in concept.

If you run an integrated communications company, I apologize for any offense. But here’s the problem I have with the term and its practice.

Given the structure of today’s communications companies, integration most often refers to a difficult and generally painful process. In the service of integration, a group of diverse communications specialists are drawn together to build their plans around a predefined advertising concept.

In this context, integration is like trying to reassemble a broken egg from its pieces. It’s not enough to press the gooey mess together. “Integrating” the egg won’t help. You just have to start over with a fresh one. My hat is off to the forethought of Young and Rubicam, which long ago wanted a whole egg. I think we all want whole eggs.

My contention is that we must work differently to get there.

Using a more holistic approach, we address consumers as individuals with a whole collection of thoughts, feelings, problems, fears, dreams and ideas. They are complex creatures with diverse influences. If our aim is to deeply bond with them, we must craft a whole solution from the start. That means finding the strongest influences and making them channels for our brand messages.

By starting here, and building our strategy from there out, we will arrive at solutions that are richer, more synergistic, more efficient and more powerful. Most decidedly not predetermined by the prejudice of a single communications discipline.

If that sounds like the promise of integrated marketing, you’ll see that the practice can vary substantially.

A commitment to holistic communications requires a distinct way of thinking that guides every step we take. The people we apply to the task need broad experience and cross-training across many communications disciplines. Holism also leads us to a creative process that is no longer advertising centric. And it points to a model of accountability for the whole consumer experience and response.

This does not imply an end to specialist capabilities. It does require a more evolved way of deploying them. It’s about finding the smartest solution from the start, even if it is surprising and unexpected. And I would say better, in fact, if it is surprising and unexpected.

Not only will this course lead to deeper brand relationships. Holistic communications will almost invariably result in a better return on investment. We will succeed in holistic communications when we have transferred the ownership of the brand from company to consumer.

This brings me in logical succession to a further principle: Fearless accountability. And here I address both marketers and agencies head on.

Ours is a disciple that is rich with expansive theories. Every agency has a box full of proprietary tools. But none of that adds up to much if agencies cannot deliver the desired business results that bring clients to our doors.

In fact, I’ll make the radical assertion that without measurable business objectives as our starting point, we are engaging in something akin to malpractice.
I believe it is every client’s obligation to be very specific about the terms of success, and every agency’s duty to challenge that objective or plan to it. Agencies must be totally committed to the success of their clients. Nothing should be good enough unless it is relevant, exceptional and effective.

This seems so baldly obvious, doesn’t it? But how many relationships start with only the vaguest notion of what must be achieved?

For this I can discern no reason other than fear of failure ¾ normally on the part of both client and agency. Of course, this is nonsensical in the extreme. I assure you, it is impossible to hide from failure.

Let’s instead be eager to understand our successes and failures ¾ and to learn from both.

And in today’s surprising world, we must measure our impact at the pace of change. Doing so allows a level of responsiveness on which brands must increasingly depend.

Now a word specifically to marketers: There are some matters of accountability that apply most directly to you. First, your obligation to customers. As your partner, agencies make a great many promises on your behalf. Keeping those promises builds the brand. Breaking them cripples it. So your obligation in this regard is clear. We can only help those companies who help themselves.

Like many things in life, accountability and partnership is a two-way street. You also must be accountable to your agency. Your demands are many and often rightful. And agencies make every effort to meet them, often at considerable expense and personal sacrifice. We invest in your success at every opportunity. In return, please invest in us, in both good times and bad, to allow us to sustain the level of sophisticated tools and talent on which your marketing success continues to depend. As partners, we can understand all your problems, fears and opportunities. Relying on us and treating us as partners (and compensating us fairly) is your best investment.

Finally, a plea for RELENTLESS ENTREPRENEURIALISM. The world I have described and that you experienced will quickly leave behind slow-footed bureaucracies ¾ they have no hope of keeping pace.

Thinking and acting with aggressiveness and a hunger for opportunity is now the formula for success. And it’s one that even large companiesand agencies can master. In fact, I sustain that for large global organizations, entrepreneurialism is even more important, albeit more difficult.

This is why we must be relentless and passionate in this cause.

There are many ways this plays out: It may mean unearthing product ideas in out-of-the-way kitchens and from unorthodox visionaries. Or following and exploiting hot media as closely as brokers follow the stock market.

For organizations, it means giving people enough latitude to win big and get credit for it. It's also the best way to build teams who are totally committed to the success of the brand.

In raw terms, it amounts to making each day count as if your future, even your livelihood, depended on it. Being driven to succeed and thrilled at the prospect of it. If you cannot foster this drive in your people, are you the right leader for your organization right now? Are you a relentless entrepreneur? I test myself with these questions every day, and I can tell you the day I'm no longer a passionate entrepreneur and a passionate adman, I will retire.

Coming to a close, I hope to have persuaded you that these remarkable times call for a new way of doing business.

Finally, there are two more things I would not have said a year ago. Things that certainly surprised me.

NUMBER ELEVEN. That Publicis would become the fifth largest agency in the world.

And NUMBER TWELVE. That a Frenchman would be invited to address the leading American advertising association.

For that final surprise I am most grateful. Thank you for allowing me to share my thoughts with you.

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