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Team DIGO | 07/11/2012 | in
Are you a student of advertising? Do you absolutely love it? Are you soaking up all the cases, reading all the sites? Are you doing this so much that you leave little time and focus for your own work? This is a challenge many of us face – how to make time to keep up with all the incredible content that can help us do our jobs better, while making the time to focus on doing our jobs, on creating our work.
I have struggled with this as much as anyone. A creative person wants to know everything. Because what we do is create new and unexpected connections from within our broad range of disparate ideas and knowledge. We are always curious. Yet too much feeding at the troth of content and too little digestion can lead us to add very little value. We need our time to work. We need our time to add value to the material we have assimilated. We need our focus!
You can’t do it without a plan. Best-selling writer (and successful entrepreneur) Dan Heath told me that he writes his books on a computer without email or Internet connectivity. Let me tell you something, to spend any time with Dan is to know that this is an extremely focused and disciplined guy. And yet, he says that the only way he can focus on his work is to eliminate the possibility of distractions. He’s got a plan.
You need a plan. Write it down. Make sure it works with your responsibilities and the roles you play. This may take some creativity and negotiation with others. Have times when the email is off and the browsers are closed. Consider having times when the devices are shut down and in a drawer. In a world of work created on computer screens, ideas that emerge on a blank sheet of paper, or in a conversation, or on a cocktail napkin could stand out.
Your Mission Should You Choose To Accept It: Make Your Focus Plan.
Follow Mark on Twitter @markdimassimo
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Team DIGO | 07/09/2012 | in
Stuck? Blocked? Or worse, mediocre? Boring? Average?
Maybe you’re hanging out with the wrong ideas. You see, your best ideas aren’t going to be found in a crowd of professionals all dressed for the office. The great idea isn’t the guy wearing the cooler tie. That crowd can’t help you now.
Your best ideas are where you might never think to look. They are right there in the middle of the crowd of your worst ideas. They are with the rude, the preposterous, the angry, the unpolished, and the infantile.
Your best ideas are twin brothers to your worst ideas. So if you want to have more of them, don’t try to have more professional ideas. Don’t even try to have more good ideas.
Try to have more bad ideas.
I see that this may come off as the kind of copy that makes good books on creativity… and little else. But I’m not writing as a guru, professor, or researcher. I’m sharing with you the secret that has led to many of the most successful ideas in a career that has been fueled by ideas. I’ve needed to break through. I’ve needed to win. Every time I showed up at a new agency job and had to prove myself. (For example, when I left the old world J. Walter Thompson to join a group of young, arrogant hotshots at Kirshenbaum & Bond, it was you win or you’re out.) When I started a new agency and had to win to eat, feed my employees and pay the rent. And every new business before and since. Most of all, the thing that makes all of those other things possible – when our ideas go out into the world and help our clients succeed at the expense of their professional but suddenly less successful competition. This has been do or die learning for me. And, mostly, I’ve thrived. It’s what works for me. Of course, you need to find out for yourself what works for you. If this helps, then I’m delighted. It’s going to be a more interesting world.
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Team DIGO | 07/06/2012 | in
You know, it’s just not that complicated. Whatever it is that you’re selling – and you’re always selling – it always comes down to something pretty simple.
People want to feel more alive.
There it is, I said it. The man choosing an online broker. The woman deciding which blog to read. The new employee you’re trying to train. They all want the same thing, each in their own way. They want to see whether what you’ve got to offer can help them feel more alive. And you want to let them use you to get there.
Software or cancer treatment, streaming or mobile, cable or dish, or just which show to watch, it’s the same. What’s going to give me more life? What’s going to make me feel more alive?
Sometimes it’s about taming fear. Other times it’s about boosting courage. Or fun. Or a sense of self-efficacy, as in, “I can do this!”
It’s seldom about a feature or a price. But it’s often about how those things contribute to that feeling that spells more alive.
Growth leaders get this. Look at all the life the true geniuses of growth manage to pack into their products and brands! Ben & Jerry. Richard Branson’s Virgin. Steve Jobs’ Apple. Martha knew too. It’s all about living, and it’s a good thing.
Having worked along side so many of these growth masters, it’s striking just how simple and human it all looks to them, and how powerfully they radiate this simple insight.
If you want to growth, just offer people the ability to fell more alive.
And K.I.S.S.
Follow Mark on Twitter @markdimassimo
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Team DIGO | 06/22/2012 | in
If you want to see why growth-stage companies have such an advantage, read this little post from Seth Godin about the values of decision-makers in larger organizations:
_____
A hierarchy of business to business needs
If you’re selling a product or service to a business–to a non-owner–consider this hierarchy, from primary needs on down:
Avoiding risk
Avoiding hassle
Gaining praise
Gaining power
Having fun
Making a profit
In most large organizations, nothing happens unless at least one of these needs are met, and in just about every organization big enough and profitable enough to buy from you, the order of needs starts with the first one and works its way down the list.
That means that a sales pitch that begins with how much money the organization will make is pretty unlikely to work. Instead, the amount of profit has to be tied in to one of the other more primary needs of the person sitting across the table from you (as well as the committee or boss she reports to).
B2B selling is just like regular sales, except the customer (who might not be the person you’re meeting with) is spending someone else’s money (and wants to please the boss). See the article here.
Exactly right, Seth. Economists call this “The Principle-Agency Problem.” In short, this is the tendency of the decision-maker to put the needs of the decision-maker ahead of the best interests of the organization. You can imagine what would happen to our marketplace and our world if there weren’t innovative, fast-growing companies to challenge the large bureaucracies.
Growing companies face many obstacles, but they have one enormous compensating advantage – decision makers interests are aligned with the interests of the organization. Better decisions get made in growth-stage companies everyday.
Growth-stage companies. We love ‘em!
Follow Mark on Twitter @markdimassimo
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Team DIGO | 06/20/2012 | in
All the way back in 1964, David Mayer and Herbert M. Greenberg reported the findings of their research on what makes “the best salesmen” in the Harvard Business Review.
They correlated sales performance with personality test results and identified two key factors. The first – Ability to Feel — was essentially empathy, the capacity to sense what the sales prospect was feeling. The second trait – Need to Conquer – was the drive to close the sale, not just for money’s sake but because their egos absolutely required it.
In other words, the best salespeople are sociopaths. They have the rare capacity to feel what the prospect is feeling, and will single-mindedly use it to close the sale. They will do this even when they know doing so will harm the prospect. Because their egos require it.
When I worked as a B2B telemarketer during college, selling advertising specialties to small business accounts over the phone, I was an A-minus salesman. My clients liked and trusted me. I always performed in the top ten or twenty percent, and my book of business steadily grew. However, there were two salesmen on the floor that moved a lot more product than I did. I remember their methods. Whenever they made a sale, they shipped more than was ordered. And quite often when they didn’t make a sale, they shipped product anyway.
The commissions were higher that way. Returns were never more than 20%. Occasionally there were complaints and reprimands, but the sales manager didn’t have the heart to fire his unethical goldmines.
I wanted to know whether our products really worked – not just as pens, as advertising. No one knew. I wanted to build the basis of a long-term relationship with each and every client. So, at least in the short-term, I was an A-minus salesperson.
If you want to grow a great brand and business, avoid the A-plus sales types, and get yourself some good A-minus salespeople who care.
Follow Mark on Twitter @markdimassimo
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Team DIGO | 06/08/2012 | in
FAQs:
Was it really like that?
Hundreds of hours were edited down to 40 minutes. It’s hard to appreciate just how little time that is until you see how much of what you remember is left out.
For example, we presented about two hours of innovative, on-brand, integrated work that we would have loved for everyone to see. Our campaign spanned well over one hundred slides and included lots of digital, print, outdoor, guerrilla, environmental, and experiential elements, all of which connected to our strategy and our theme in overt and creative ways.
Pictures of dozens of people staying up all night staring at computer screens, writing, thinking and making stuff apparently doesn’t make great TV, so you didn’t see much of the many, many contributions from all corners of the agency. Visits to the store, the C.Wonder room we created at the agency and how much Chris and the C.Wonder team loved discovering it, along with hours and hours of creative refinement all ended up on the metaphorical cutting-room floor.
And we feel you missed lots of signs of how well we were doing. We certainly felt confident all the way to the finish line, with the single exception of that moment when we first unveiled our theme line and the clients had, shall we say, a little trouble warming up to it.
Yet, on the whole, the editors got it pretty much right.
Did you have a lot of big boards like the other agency?
No. This time, we brought one board and presented the rest of the campaign digitally. When the ideas are memorable, this style of presenting can make the prospective client hungry to see it again and hungry for more.
Why did Mark talk about 9/11?
Mark recorded a three-hour interview in which he talked about the entire sixteen-year history of DIGO. We believe the editors chose to include that segment because it spoke to the larger theme of agencies in New York City and their resilience. It’s also one piece of history that is relatable to people everywhere and a huge piece of our collective consciousness that will always be associated with New York.
Did you know it was going to be a “women vs. men” themed episode?
No, we didn’t.
The truth is WomenKind has men in management and DIGO also has strong managers who happen to be women. But WomenKind does specialize in marketing to women, while DIGO markets to many different target audiences.
The “specialists vs. the generalists” does not make for a great viewership campaign slogan. We’re happy they chose a theme that would attract interest and viewership, and we’re sure it was interesting to see whether people who don’t look like the target audience can succeed in creating work that connects.
Our belief: Knowledge and experience are important, of course, but most important of all is empathy. Through empathy, we can express the experience of others. Through the combination of empathy and mastery of our craft, we can even communicate in such a way that the audience feels we are speaking for them.
That’s our goal, always.
How did the agencies get along during the process?
There wasn’t a lot of interaction during the process, but the time we spent together in the briefing room was cordial, respectful and collaborative. Of course, that sort of footage doesn’t set up a good battle.
We felt nothing but respect from and for WomenKind. This is a small industry, and those of us who have chosen this work almost always have more in common than separates us. We, most of all, respect people who do this work at a high level.
We were delighted to have such strong competition.
Now that you’ve seen it, what did you think of WomenKind’s campaign?
We think it’s dangerous to assume that we have seen it. We’re certain they presented much more than the editors could show.
Based on what we saw on TV, we know much more about the marketing tactics than we do about the brand communications campaign that would have tied them together. It comes across as if that essential thread was thin or absent. But, we would have to get into the details on those beautifully designed boards to really feel like we know and appreciate all that was there.
What was Chris Burch really like?
To spend an hour with Chris Burch is to know that he brings immense vision, ideas, energy and style to everything he does.
What you may not realize from watching the show is that the leaders and managers around him are absolutely first rate, which is a testament to his judgment and confidence, as well as his talents. There is no way he could lead so many successful businesses without first-rate leaders with the authority to make things happen.
When Chris is in the room, his energy fills it up. He says exactly what he thinks. This may have struck some people as rude, but it didn’t feel that way in the room. It felt challenging, exciting, and clarifying. And it also felt warm. He promotes and praises his team just as much as he does his brands, and you just didn’t see that on TV.
More than anything, he is a great brand leader with clarity of vision and the courage to set a high standard.
Did Chris and Ruth really argue?
What you saw on the show really happened.
As you could see, Mark had mixed feeling about putting two such strong personalities together in a room. Ruth takes pride in her objectivity just as Chris takes pride in knowing his customer like no one else in the world. He wasn’t going to be lectured to about his customer and she wasn’t going to easily accept being challenged on her objectivity.
In the end, no one was “clocked” and we won the business. Just another day in advertising!
Beyond that, Chris seemed to really enjoy Ruth’s intensity and strength and to enjoy some vigorous debate with someone so smart. He’s a fan!
Did they really hate “A great mood can change the world” as much as it seemed they did?
Absolutely. At first.
But what happened over the two hours of presentation, as they saw all of the ideas that this theme inspired, they saw how well it connected to their mission in the world and to their customer’s sense of herself.
They still thought the word “mood” would probably need to change, but in the end they all agreed that the core idea was, “Actually very smart.”
Is your creative team really “all male”?
Absolutely not. DIGO is committed to diversity in every sense of the word. Diversity of experience, diversity of ideas, and diversity of team are essentials of the most innovative, creative work. Our leadership and our team consist of an extremely diverse group and that diversity includes gender. Female writers, art directors, designers, developers and producers all contributed important work to our pitch.
Was the creative process as easy as it looked?
No, and it never is. Internally, Mark and Phil pushed multiple teams to explore a plethora of ideas – not just the one campaign and two executions you saw on the show. But showing all of that would take hours and hours, and this was a one-hour reality show, not the DIGO mini-series.
Did a lot of people see the show?
Yes! We’re delighted that our episode was the most watched, highest-rated episode to date.
Is DIGO actually doing real work for C. Wonder?
We are indeed. Our values and culture mesh together quite well, and we’ve been working together to evolve the campaign to meet their marketing and brand-building needs. Both agency and client are excited about the process, the campaign, and the success that lies ahead. We expect to launch this year.
Follow Mark on Twitter @markdimassimo
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Team DIGO | 06/07/2012 | in
THE DIGO STANDARD; How we succeed together
Below is the DIGO Standard in its entirety —
01.) Who We Are:
While we can be considered a thriving independent strategy/research/brand/design/innovation/advertising/direct/digital/social marketing agency, we prefer this handle: brand-driven growth network. We make things grow, from product innovation to every facet of promotion.
We’re Here to Make Things Grow:
Movements. Ideas. Products. Brands. Companies.
If we can’t get excited about growing them, we shouldn’t be working on them. The work we do has a purpose and fits into a larger whole. By maintaining that perspective, we make success more difficult. But in facing the extra difficulty, we earn our integrity, self-respect and market value.
We Exist to Inspire:
Our clients, consumers, one another, the world around us.
Clients need to feel our passion and enthusiasm for ideas that can build their business. We didn’t sign up for boring cubicles and never-ending meetings. Let’s make the time our clients spend with us meaningful, fun and inspiring.
Why Do We Say Client Fulfillment?:
Because clients who are really fulfilled-fulfilled as people, professionals, and clients too- will become lifelong clients and in turn, recommend us. That’s how we grow. Great Clients, Great Work, and Great People.
We Are a For-Profit Company:
We provide value to clients and should charge a fair price. And should not be shy or subtle about it.
Partnership:
It’s what comes from investing in people and relationships, valuing them above short-term gain. Make your clients, your partners, your people feel that true partnership is possible. Invest beyond all calculation in people who inspire you. Be an honorable and generous partner at all times.
We Are One:
We are one firm: We have many different brand names on our business cards. We may work in different departments. But we are all responsible for the success of our clients, either directly or indirectly. There is no success apart from common success.
Each of us is Responsible for Our Own Inspiration:
Don’t settle for less. Find, ask, challenge, orchestrate, search, revisit…do what it takes to get inspired to do your best.
We Are Smarter Together Than We Are Alone:
Bands are more successful when everyone knows their part. Let your bandmates play their part.
02.) Listening is More Important Than Talking:
We’re all smart (or else we wouldn’t be here) and it’s not a contest. Speak up when it’s right and listen well and actively.
Remember That People Come Here to Do and Be more:
Don’t put yourself or anyone in a box. Expect creativity from “account people.” Expect strategic smarts from “creative people.” Expect management smarts from everyone. Collaborate with everyone you can. We play roles but if we wanted to be limited by them, we would be someplace else.
The First Rule of a Judgment Business:
We have an obligation to share our point of view, regardless of its popularity, both internally and externally. But once a decision is made, we are equally obligated to support it.
Clients Are People:
If you can get them to feel that you know that, the rest of your job gets easier. Treat them like part of the team, rather than a boss or an obstacle. Tell them what you really think. Joke and confide and take the risk of feeling comfortable around them. Challenge them to inspire you. Challenge yourself to inspire them. Be big enough to celebrate when they have a big idea.
If You’re Here, You’re Smart:
Don’t hold back. There are no bad ideas or dumb questions. Only the ideas you held back and the questions you should have asked but didn’t.
If Things Go Wrong, Speak Up:
If you need help, ask for it. It’s far better to raise an alarm before disaster strikes than after. Together we can solve almost any problem. Communicate early and often.
03.) It’s the Work:
While not every project presents an opportunity for greatness, everyone is an opportunity to practice your craft. In the long run, those who work more, who try it more ways, who do something good and then do something better, who crank, will accumulate many years’ more practice more than their less prolific colleagues. This confers upon them an unmatchable advantage.
Like + Trust = Business:
People hire people they like and trust. It really is as simple and profound as that.
Over-Collaborate:
Especially at the beginning of relationships, while you are earning the trust and admiration that will smooth the inevitable bumps down the road. While figuring everything out, and layering the groundwork for success. Get on more planes. Provide more options. Ask more questions. See the factory, meet the workers, go to the research, talk to the sales force, get a demonstration, sample the product, talk to a board member, brainstorm with the client. Over-communicate. Over-collaborate. Over-deliver. Time and energy invested in relationships pay us back in better work, business and results. Oh, yeah, and better relationships too.
Great Work Wins Business. Great Relationships Keep Business:
We proactively work on relationship building. What are you doing this week to build and strengthen a client relationship?
This is a Relationship Business:
We’re small enough that we can manage personal relationships. So, honor personal relationships. Treat your commitments as sacred. Communicate. Never leave your colleagues in the lurch. Be the colleague you wish for.
Think:
A problem, project or opportunity well defined is half solved. More time is wasted not thinking well at the beginning of projects than can ever be made up by speed, efficiency or piling on staff later.
In Running Meetings:
Start on time, end on time. Have an agenda and stick to it (unless there’s a good reason not to). Agree to next steps and follow up.
Take the Word Brief Seriously:
Let’s not ever make each other guess which part of the brief is the important part. Let’s include the important part. Let’s make sure our briefs are simple, compelling and crystal clear. Nothing in an agency is more sacred.
Make the creative teams and our clients partners in the brief.
Design In Context:
The context is the user’s or the audience’s experience. Design in context. Present in context. Evaluate in context. The first rule of design. And remember that everything that we do is design.
Agree on Strategy, Budget, and Schedule:
Simple, yes. Always followed, no. Let’s remember the basics.
Promise Wisely and Then Over-Deliver:
Make no commitment without consultation. Give clients something they didn’t ask for. Sometimes, deliver ahead of the deadline. End a meeting early and give colleagues, vendors or clients the gift of time.
Great Presentations Tell a Story:
One thought per slide. Tell a complete story, with insights and ideas.
When Presenting Big Ideas, Don’t Sell Executions:
Countless ideas get killed because the client sees execution too early. We sell big ideas first. Then the execution. We like simple descriptions and key visual to buy a big idea. Nothing more.
Creative Work is the Product. Get Behind It. And Be Ready to Defend it When Necessary:
Choice is good. We almost always have three options to choose from. And never one we can’t get behind.
Client Presentations Are as Important as New Business Presentations:
No understudies on presentation day. Casting is important.
04.) We Are All Responsible For Holding One Another to This Standard:
When our colleagues succeed, we all succeed–so help one another exceed the standard. If a colleague is not living up to this standard, we all have an obligation not to let it pass. If you have an issue with a colleague, deal with it directly, privately and professionally before you escalate. If that is unsatisfactory, get help. Professional expertise is a given around here; modeling is the true path to success.
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Team DIGO | 06/05/2012 | in
Mark DiMassimo responded as an expert to CNBC’s questions about Disney’s new ad and product policies aimed at curbing childhood obesity. Watch the discussion here.
Follow Mark on Twitter @markdimassimo
