xrematon

February 15, 2017

Going fast and slow

Streamlined, friction-free, hassle-free, speedy, smooth.

The list could go on – what I hope these adjectives capture is how, in some elements of retail, there is an increasing focus on making the process of purchasing and acquisition simpler and quicker. Amazon is the prime example of this (inevitable pun), with various initiatives coming in thick and fast. There is Amazon Echo, through which you can place orders for music and Prime-eligible physical products; and then there are the new shops, Amazon Go, where customers can walk in, put what they want from the shelves straight into their bags and then walk out again.

Now I must confess that neither of these options has particular appeal. However, I have been tempted by the simplest of all the Amazon efficiency offers: Prime delivery. As a household, we accidentally signed up for a month’s subscription, and in the interests of research, I ordered and successfully received a same-day order, with an eight hour gap between putting in my request and tearing open the package. It was probably the quickest way to get these books. I would have otherwise been obliged to go into a big bookshop in London to be sure of finding them, but it all felt rather anti-climactic in the end. Drone delivery will be more exciting.

speedy-amazon

But what about the idea of going slow? Yes, I will acknowledge that this is getting attention in its own right, but in a way that is all aspirational and fetishised – think slow food, slow living, mindfulness, hygge etc. But what about slow as a practical approach to life?

Communication, like shopping, has all got much easier, in particular thanks to smart phones, which means we can pick up calls, texts and emails, whenever and wherever. I would like to share with you a recent example of a surprisingly simple but highly effective way to slow down communications. This example came from a colleague who is the head of an important public institution, and thus on the receiving end for complaints and concerns from users. As most of us will have no doubt experienced, it is all too easy to get bogged down in a long and ever expanding spiralling email thread. Here is what this CEO did: in response to a ‘difficult’ email, they sent a letter back. Why it was so successful?

It stopped the discussion at once: no one could be bothered to write a letter back and it seems rather odd to reply to a letter with an email.

It stopped any forwarding and copying in additional individuals, as is very easy to do with emails, thus ensuring that the discussion could be tightly controlled/managed, in a perfectly acceptable way.

And finally, and this is the sweetest part, the recipient was happy and no longer aggrieved. Who could fail to be pleased with a letter which is on nice, thick, headed note paper and which shows that the original comments have been reviewed and reflected upon, and have prompted a carefully considered response?

Now the challenge is to think about how this tactic can be deployed equally effectively in other contexts. Not sure it would work as a means of dealing with edits to Powerpoint decks – shame!

 

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January 14, 2017

Putting big money in the little things that make a difference

Filed under: Business,Consumer Trends,Innovation,Marketing,Uncategorized — by xrematon @ 4:28 pm
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I have had the opportunity to do a number of projects in areas different to my usual diet of FMCG-relevant global consumer perspectives. Health, and in particular cancer, have been the object of my intense focus over the recent months.

Whilst I have realised that there is a vast amount to learn in these fields, it is also possible to find some familiar principles. One of these is acknowledging the importance of the customer perspective, whether a ‘bog standard’ consumer or a patient. The reason this is so striking in medicine and the more clinical side of healthcare is that traditionally the clinical perspective is the one that dominates and drives how things are done. Whilst this ensures that the patient has the greatest chance of getting better in one sense, it does not necessarily mean that the patient experience is the best. For example, recent surveys found that patients treated by London hospitals reported poorer experiences compared with those treated by hospitals in other English regions, despite the fact that London houses many of the top centres for cancer with world leading experts and cutting edge equipment.

However, there are signs that there is growing recognition of the need to factor in more of the non-clinical angles to being a patient.

  • There is important policy support. The latest cancer strategy included a commitment to ensuring that ‘every person with cancer has access to the elements of a Recovery Package by 2020’. The Recovery Package is part of an overall support and self-management package for people affected by cancer and includes a Holistic Needs Assessment which encourages healthcare professionals to understand how patients are feeling not just physically, but also emotionally and what’s behind this.
  • It is possible find examples of small tweaks to process, ‘little things that make a difference’, which are being instituted and at very little or no additional cost. The North Shore–LIJ Cancer Institute, one of the largest providers of cancer care in the New York metropolitan area, gives radiation patients and family members tours of the treatment rooms in advance to help address fears about going through the daunting and unknown experience of radiotherapy.
  • There also examples of where things were done differently, even though this did have major cost implications. The new cancer centre at Guys Hospital was built using input from a panel of cancer patients with the result that it houses the first radiotherapy machines in Europe above ground, despite the fact this was significantly more expensive. This means that patients will not receive their radiotherapy treatment in a windowless bunker below ground level, as usually happens, but be in more positive environment for what is already an unpleasant experience. Likewise, in the US, health care provider Bellin designed a freestanding facility for cancer, locating it off a major highway several miles from the hospital. This centre houses all oncology and administrative staff members and provides comprehensive and coordinated care. The facility not only makes it easier to deliver efficient service, but also offers a more calming experience for patients with easy parking; specific design codes of soft colours, natural materials and lots of natural light with a garden visible from the infusion room. Without patient input, Bellin would have followed a consultant’s recommendation to simply add a more ‘impersonal’ cancer wing to its hospital.

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Let us hope that, despite the uncertain economic climate, these important principles continue to be practised and do not return to be empty statements of intent.

November 16, 2016

Rematerialism

Compared to the boom consumption decades of the post-war era or the bling-times of 1980s, in more recent years, it could be maintained we have been living in a post-materialistic society. This was true in the buoyant affluence leading up to the global financial crisis and Great Recession when, putting it crudely, we had everything money could buy and we became interested instead in seeking the best, most glorious experiences. Red Letter Days, which lets you buy balloon rides and bungee-jumping as gifts, was the poster child organisation for this set of attitudes. Going through the recession and financial squeeze kept post-materialism still in there, but the motivations and perspectives behind it were different. With little spare money for excess and indulgence, we came to understand what was actually most important to us, and that was often spending quality time with family. In that environment, staying in became the new going out – a more modest experience, but an experience nonetheless.

However, I wonder whether attitudes might be shifting again. Experiences are still very important, in part because of economic pressures: having experiences can be relatively be expensive (compare the cost of meal out vs cooking at home). But now ‘things’ could get more expensive too given that the low value of the pound is pushing up the price of imports.

Beyond the simple economics of higher prices driving a sense of scarcity and thus the need to appreciate material goods, I wonder whether there is something in the way in which we ‘approach’ objects which is changing. There are two dynamics to this:

  • In certain sectors, we are moving to a prioritisation of ‘usership’ rather than ownership. It’s clearest with cars, when we can use Uber or some kind car rental scheme in order to answer our mobility needs other than through buying a vehicle. It’s also pretty big in media: we download films or albums when we want to watch or listen, rather than picking up a box from our shelves. This means that when we do buy ‘something’, it is rather special. Look at how everyone can’t resist getting a fine and fancy notebook in which to write their meeting notes.
  • In addition, the idea of repairing an object and investing in making it last is getting more mainstream. Patagonia is a leader here and on its website, it is possible to access a comprehensive set of easy-to-follow repair guides, from learning how to repair a baffle on a down jacket to replacing the slider on a plastic tooth zipper.

When our lives were full of wonderful experiences, we could fill post lovely pictures on social media of  happy people laughing on sandy beaches etc; I am not sure photos taken whilst descaling the kettle to make it last longer will really have quite the same impact.

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October 16, 2016

Story telling – part II

Filed under: Business,Consumer Trends,Marketing,Uncategorized — by xrematon @ 8:25 pm
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This is the second and final post thinking about story telling, something which the marketing world is rather keen on at the moment. In my first post, I explored the different levels at which stories can be used. In this post, I am sharing learnings from having looked through Christopher Booker’s “The Seven Basic Plots”.

In this work, Booker describes the seven basic stories which seem to act as archetypes and recur in great tales from across time and across cultures. To be fair, with all this increased interest in stories, the marketing world has cottoned to these seven basic plots as a source of reference and inspiration.

However, there are perhaps more interesting elements to Booker’s analysis of stories that have been overlooked. In the last section, he explores how, in the past 200 years, many of these archetypes have been subverted and inverted. “They have become detached from their underlying archetypal purpose. Instead of being fully integrated with the objective values embodied in the archetypal structure, such stories have taken on a fragmented, subjective character, becoming more like personal dreams or fantasies.” Booker goes on to explore how this shift explains and reflects the shift in individual human consciousness that has occurred in recent history.

I don’t want to go that ‘deep’, but it made me wonder whether the idea of playing around with archetypes has or could be a source of creative inspiration. Here are some initial reflections.

  • It might appear that advertising is creating its own archetypes which can then be distorted. Parody is the clearest example of this – and the Aldi version of Man on the Moon comes to mind here.
  • In addition to the archetypal plots, Booker also identifies archetypal roles that individuals in the seven basic plots might play. These include the Mother, Father, Child and animus/amina (the character that embodies the qualities of the opposite gender to the hero/heroine). In a world where it is increasingly accepted and perhaps expected that men take on child care and domestic duties and that gender identity is not fixed, one might argue that rethinking these archetypes is necessary in order to have relevance today. Fashion is certainly getting interested, but this is likely to be more style than substance.
  • Part of the reason that the archetypes begin to distort is due to the arrival of an author and their personality. What we are seeing in marketing is a different change in the centre of gravity within narratives. Brands can now be less about story telling and more about story making; and it is the customer who in fact ‘has’ the story or, at the very least, is actively involved in it.  Think about the ‘Share a Coke’ campaign where the brand sets the stage and provides a prop, but it is the customer who is the protagonist.

Whichever way these trends and shifts play out, it is worth ending on the fundamental reason why stories have so much to offer in marketing. Stories add to the humanity of brands. Without that narrative, everything is dominated by features, data and discounts and that sounds a bit boring to me.

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August 13, 2016

The way things should be

Filed under: Business,Customer Service,Marketing,Uncategorized — by xrematon @ 8:31 pm
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I am occasionally inspired to write stories about positive customer experiences.  It doesn’t happen that often, mind you.
This time it’s Amazon’s turn to be under the rosy spotlight. Let me tell you the story…..

Once upon a time, on Jan 3rd 2015, a lucky little girl was given a Kindle Fire as a belated Christmas period. She played happily on it through out the year, but sadly, during the Christmas holidays next year that much beloved Kindle was left on the floor and trod upon, cracking the screen so badly that it no longer worked. Kind Mummy decided to get in contact with Amazon to find out what could be done. She pressed the magic May Day button to talk to a nice helpful person, realising as she did so that it was exactly a year to the day that the Kindle had been first purchased – in other words just outside the 12 month warranty period.
Mummy spoke to Dee, explaining what had happened, being quite open about the fact that it was due to sloppy treatment that the Kindle stopped working. But lo and behold, Dee waved her wand and said that a new Kindle could be delivered to the little girl free of charge, but we just had to be patient and wait a few weeks for it to appear.
The days went by and turned into weeks. After less time than had originally been discussed, the little girl and her Mummy had a knock at the door and took in a big brown box. Quickly cutting open the box and then, without any fuss at all, unfolding the clever special packaging inside, which didn’t have any of that nasty sharp cutting plastic, the little girl and her Mummy found a lovely new (reconfigured) Kindle shining inside.
They lifted out the Kindle and switched it on. After just two minutes, by logging into her Amazon account and bringing up the profile of the little girl, Mummy was able to breathe a sigh of relief and handover a completely functional Kindle with all the games and apps and lovely things now all there to a now very content little girl. And they all lived happily ever after.

Cake

July 1, 2016

Disrupt Yourself

Filed under: Business,Coaching,Innovation,Uncategorized — by xrematon @ 9:48 pm
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Disrupt yourself

I have some confessions to make: in my first year of work, I often went to the library as an important way to get information and new ideas; and on one occasion I had to catch a late afternoon flight from Paris to take a VHS tape of an ad mock-up to the co-ordinating agency in London as the last Fedex delivery had been missed. There was no other way to get the creative work over. This was an analogue world and created tasks that now seem more than faintly ridiculous.

So it was with interest that I picked up my latest ‘worthy tome’ (part of my ongoing effort to broaden my reading matter beyond ‘story books’) had the catchy title of “Putting the Power of Disruptive Innovation to Work – Disrupt Yourself” by Whitney Johnson.

Sadly, the book disappointed. Though my opening anecdotes highlights I am only too deeply aware of the changing context in which we lead our working lives, none of this came through. It was a rather one-dimensional self-help book giving lots on the ‘how’ to bring changing into one’s professional life, but with little sense of the burning platform of ‘why’. To me, it would have been more compelling to also highlight the risk of redundancy of opting for stasis and certainty.

The introduction presents an interesting challenge – that of applying what is traditionally regarded as a business concept – the S curve – to individual experience. I have already read a book which used this ‘conceit’ of using business practices for personal problems to good effect (futures techniques to navigate personal life choices).  In ‘Disrupt Yourself’, there was less of a single-minded approach and more of a ‘pick and mix’ one to referencing examples/analogies from the business world as well as individual experiences. This links to another shortcoming – it suggests that personal disruption is more relevant for the more entrepreneurial, ie those who naturally conflate their professional development with the development of a business. What of those who those who aim to operate within the system? Or are they just redundant anyway?!

In a similar vein, I also would have liked examples of people who tried to change and it didn’t work; is disruption really for everyone? And what about negotiating forced disruption that is thrust upon you rather than proactively seeking it? Clearly, the latter sounds ‘better’ (more aspirational/what we know we should be doing), but there may be valuing in taking a softer approach to help others cope with unsought change.

Finally, I would like to highlight the connection between ‘Disrupt Yourself and another book I recently read about growth mind sets. Both present the importance and value to be gained from challenging oneself to continue to learn and make progress, but there are interesting differences of approach. Whilst the Dweck book is a eulogy to redefining failure as an important to step to improvement, Johnson gives more space to acknowledging how rubbish failure can actually feel in reality and that it can be worthwhile accepting this. In the chapter entitled ‘Give Failure Its Due’, she writes, “When I fail, I am mortified, but I am also heartbroken. I have envisioned a future in which I would achieve a goal, and perhaps be hailed as the conquering hero. And then I didn’t and I wasn’t. I have learnt it is important to grieve….We often think of loss of a marriage or a loved one, but there is also the loss we feel when a professional dream – even a small one – is dashed.” Thoughtful and though-provoking.

As a floating freelancer who has never bothered to set up their own company, I constantly need to reinvent myself as I chase after the latest opportunity/hot prospect, whether it is a project about shopper trends, international development or cancer care. Disrupt myself – indeed I must.

May 25, 2016

The Big Shop

Time for me to be ‘untrendy’. When we hear about how grocery shopping habits are changing, it’s all about ‘a little and often’ and how we are falling out of love with the big weekly shop.

Well, I would like to tell you about a recent visit I made to a new supermarket that is not all about convenience trips, but somewhere very big (80, 000 sq foot). It’s the Sainsbury’s store at Westwood Cross in Thanet, which opened in November 2014. As I have explored in other posts, Thanet is more worthy of exploration and evaluation than you might at first think on encountering a part of the country which is flat till it reaches the muddy grey sea and populated by people who are older and/or less affluent than their other Kentish peers.

Sainsbury land

I have been meaning to check out this Sainsbury’s for some time now as its arrival was heralded with much fanfare (it would create jobs, require changing the local road system, be the epitome of the latest and best in sustainable design etc). I found this nice leaflet online which helps to give a sense of how the store was a big deal. Note in particular the community initiatives – which I assume were meant to help make the new supermarket be part of the local scene, rather than to create a scene. But I must confess I am little underwhelmed by the employment of just one local construction management trainee and the donation of soil to a local campsite to help construct a new golf course!

Going inside the store itself was sadly also rather underwhelming. Walking through the threshold with a sense of great anticipation, past the plug-ins for electric vehicles (setting false expectations for something quite different), it was still a Sainsbury’s.

Sainsbury car park

This meant nice enough clothes and household goods, and nice food, but failing to give the impression of an emporium teeming with a rich abundance of exciting items. The aisles were very wide – not doubt good for avoiding trolley crashes – but it compounded the sense of emptiness you get from looking at shelves which could be fuller.

Sainsbury inside

However, it was not a fruitless journey as I did manage to find an item I had never come across before and wasn’t even looking for: giant couscous. Have you ever tried it? NB not worth the trip to Westcross!

January 17, 2016

Mindsets and coaching

Filed under: Business,Coaching,Marketing — by xrematon @ 5:47 pm
Tags: , , , ,

Growth

Have you seen the light? Are you confident you can reach your goals by simply rethinking how approach setbacks?

If you have come across the growth mindset concept, first investigated and written about in the works of Carol Dweck, then the above statements will make sense.

Dweck is an American psychology professor who developed theories about intelligence and motivation encapsulated in the idea of fixed and growth mindsets. Individuals with the former tend to have a fixed view of their ability and are often less able to cope with failure, whilst those with growth mindsets do not think performance is fixed and believe that learning can come from keeping trying despite not doing well all the time. Dweck went on to show in study after study and through analysis of case studies across different aspects of life, such as sport, relationships and business, that those with growth mindsets will make better progress and achieve more.

As with any concept that is seductively simple and makes sense intuitively, it has become popular and adopted far and wide. Personally, I have found it very interesting, partly as I have a sneaking suspicion that I tend to have a rather fixed mindset about which I now feel guilty; and also because the concept seems worthy of consideration to add my coaching toolkit.

At some levels, the idea of cultivating a growth mindset does seem highly laudable and desirable and it is possible to find it sprinkled in the text of many coaches. For me, its greatest power lies in giving individuals a way to reframe problems or challenges. A setback becomes a step up once you understand it gives one the chance to learn. And it also helps to reinforce the importance of the idea of making progress, which is often at the heart of many coaching relationships – you are working with a client to help them achieve their goals.

However, it’s worth taking a step back ourselves. I do think there is the potential for a collision between mindset thinking and coaching when it comes to honouring values. Let me move away from fancy sounding fluff to more concrete explanations. From my experience of having worked with highly talented, very able, but also deeply committed perservers, I know that it can be possible to stall at work not through the wrong mindset but a fundamental lack of passion for what the work is about. I often work with people in marketing who initially find the idea of being in the world of brands, advertising, social media etc appealing, but then get frustrated with a sense of its superficiality in the face of other life concerns, whether on a personal or global level.

I have no doubt these individuals could progress but it would bring them little satisfaction. This brings in another concept which does not really appear much in mindset writing – namely the idea of happiness – which is pretty big in positive psychology and as a field in its own right. To me, there is value in thinking first about how you want to define progress and make sure it is according to your own terms/will actually make you happy and that you have the ability to understand that satisfaction comes in diverse forms. That ability to reflect back on what you are experiencing pulls in another ‘hot area’ – mindfulness – which again is not part of mindset thinking.

As Dweck herself observes in a revisit of her work, a big challenge for the mindset concepts is the risk that they are used simplistically and too broadly. These ideas must be accompanied by thoughts on ‘how’ and ‘why’ to ensure the gains made are valid and sustainable. Engaging with mindset ideas itself must be done with non-fixed mindset!

 

October 18, 2015

A bus man’s holiday – if you work in marketing

My last summer holidays were enjoyable as well as being fascinating. In this post, I would like to take to share three observations inspired by this time away.

1. We talk lots about happiness, but what about fun? This realisation struck me as I spend two weeks in environments carefully designed to deliver optimum levels of fun. Yes, I am talking about our visit to the Orlando theme parks. What was particularly interesting was the fact that it soon became apparent that not all fun is equal, or more precisely, equivalent. Visiting one park after another allowed me to see that the delivery of fun can be differentiated.

  • Disney, as one might expect, excelled at a magical fun which warms the hearts of the whole family. It offers rides, shows and experiences which don’t exclude and cater to our desire for nostalgia (if we are older), or dreams and fantasies (if we are younger).
  • Universal is more thrilling and will instead get hearts beating faster. The rides and experiences are more intense, attacking all our senses with great energy. And they are not for everyone: it has been calculated that a total of 21 attractions at Universal Orlando have height requirements, for an average of 10.5 per park, whilst at Walt Disney World, the average is 4.75 per park.

2. Visiting Orlando also brought home the power of brands. Whilst the parks themselves are effectively brands in their own right, they also encapsulate a maelstrom of other brands. In fact, I think it would be more appropriate to use the analogy of a galaxy (that’s the park) which contains many different stars, some of which are fading, and some of which are burning bright and very strong. It’s doesn’t take long to think of some examples.

  • At Universal, there is an ET ride, which is certainly charming, but will be lost on anyone born after 1990. Over the past couple of years there have been rumours brewing that the ride will be placed.
  • A star of a very different nature, also at Universal, is Harry Potter. Now this has proved to be a winning addition, glowing bright and strong, drawing people in. According to a piece in the New York Times, “When Universal Orlando opened the Wizarding World of Harry Potter four years ago, that resort went from an also-ran to a must-visit almost overnight. Year-on-year attendance shot up 30 percent as families swarmed the snow-capped shops of Hogsmeade and rode three Potter-themed rides.”

3. My final observation relates to the role of technology in the whole experience. Technology is clearly a very broad term and gives me licence to touch upon a variety of different angles.

  • There is the technology that is involved in the delivery of experiences themselves. I wasn’t so interested in what makes the rides so whizzy and fast, though the use of electro-magnetic propulsion on Cheetah Hunt (at Busch Gardens) was a particular highlight.
  • What was more noteworthy was the use of media to enhance rides, something which Universal has been accused of relying on to excess. Rather than be physically transported to different scenes, you are thrown about in your ‘carriage’ with 3D film visuals and sound bouncing around you. It worked to wonderful effect in the Simpsons ride (which was refreshingly humorous – most rides tend to be either scary, sweet or awe-inspiring).
  • There is also more ancillary technology which acts as a facilitator to make visiting parks easier and more convenient. Here I am thinking of the park apps, of which my husband became very fond, so much so that he still continues to check them now periodically some two months after our trip! Planning a trip to minimise queueing and wasted time becomes a form of entertainment in its own right. Having chatted with other families who have done this kind of holiday, print-outs with highlighted sections and spread sheets become de rigeur.
  • Though we personally did not use this, I should also mention the Disney MagicBands. These are equipped with radio frequency identification chips that interact with scanners throughout the park. These MagicBands allow guests to gain access to everything from their hotel rooms to rides and attractions. Though it was not straightforward to get these off the ground , they represent the ultimate in terms of CRM. Interestingly, Disney itself now prefers to talk about Customer Managed Relationships, claiming that it is putting into place initiatives that put the guests in control, despite the fact that the bands are collecting endless amounts of data for Disney about each little thing the customer does, when and where.

I’ll end with a bonus photo of the cleaning staff at Disney. They are in immaculate white uniforms and in constant contact with the Powers That Be to ensure they focus their efforts on where it is most needed. Disney is proud of the fact that it overmanages. When it comes to clean toilets with lots of loo roll, that’s fine by me!

Disney cleaner uniform

July 2, 2015

Cultural Strategy

Filed under: Business,Consumer Trends,Marketing — by xrematon @ 7:45 pm
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Cultural Strategy

Last year, I was recommended the above business book by a colleague. I duly ordered the tome and it sat there on my bedside table sadly gathering dust. I think it was the rather dull black cover and too-broad-to-be-meaningful-or-inspirational title that put me off.

It turned out to be a surprisingly good read, most probably because it contained what I naturally tend to look for in reading material – namely, stories. I should be clear that these ‘stories’ are in fact case studies, but gripping nonetheless through their ‘before’ and ‘after’ transformations.

The nature of these transformations form the core idea being put forward in the book : using cultural innovation to drive business success. Instead of taking a building a better mouse-trap approach (improving through technological improvements/tweaks), or focussing on mindshare marketing (trying to own an abstract and generic attribute), this approach proposes championing a better ideology, which already sounds more compelling than the other options.

There are some examples where following this path has delivered resounding results. I would put the work done by the authors for Clearblue pregnancy tests as my ‘favourite’ story. The Clearblue product was ostensibly no different to all the others in the field. To cut through, Clearblue was advised to challenge the norms of the category: patriarchal medicine addressing women in a superior and condescending voice and a presentation of women as passive and married. Instead, Clearblue followed the advice to embrace body-positive feminism that revelled in the delightful details of pregnancy and ovulation tests including showing pee splashing over the stick and sexual appetite and action. Success and soaring sales followed.

In contrast, I found the account of Marlboro less convincing. This, admittedly, is not an example of the authors’ handiwork, but one where they describe how the agency and the client developed the Marlboro brand over several years. After multiple attempts, they eventually succeeded in creating a new cultural symbol: Marlboro Country. In hindsight the nature of this achievement is clear, but I would be tempted to argue that during the process itself, it was more a case of playing around with different creative routes (the geographic ‘Malboro Country’ failed; the cowboy archetype ‘Marlboro Country’ failed; the patrician cowboy failed; the gunfighter myth ‘Marlboro Country’ failed; the modern ‘Marlboro Country’ failed). Perhaps this story has value in showing us how hard it can be to work through the cultural strategy approach, however obvious and intuitive it may seem once it has been realised.

Even though I don’t have any brand managers to hand whom I can try to persuade to abandon brand bureaucracy’s ‘iron cage’, I will have to see if I can find a new cultural ideology for French horn practice, which puts it outside of the usual associations of homework and chores. Rather than my son thinking it is a duty and an obligation associated with learning, he should understand it’s about freedom and personal expression. I’m not sure the neighbours will be so pleased as the volume goes up.

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