What We've Learned (So Far) This Year

Also, that Simpsons Memes = You Are Old

M&AD's business is, as I write this, up over 20% at this time from 2021. (Go us!) We've also got a pivot movement happening right now, as an old major client offboards for business reasons, and a new significant player hops on. So I thought I'd take a moment, as we've got time enough to write and share, to explain what we've been working on, and more of what we've learned.

> Sustainability is the new hotness.

Our pivot involves consulting and SEO work for folks in this space, which just makes all the sense in the world, really. It's a perfect marriage of channel and purpose, and what's encouraging here is that the prospect base aren't just skim and click folks. You have to write for brains as well as thumbs. Just a better place to be when it comes to the work.

This sector was always highly interesting to us from our historic position as a resource for first movers (prior: augmented reality, cannabis, remote learning), but it has special urgency with +$5 gasoline, not to mention the fresh incentive to not buy fossil fuels from terrible people. More of this, please -- and not just for M&AD.

> B2C tactics continue to work on niche audiences.

Some clients in special and highly regulated markets seem surprised when tactics from outside of their industry bear fruit, but the plain and simple of it is that marketing is about offer, list and creative... and the same eyes that looked at that e-commerce play five minutes ago are looking at this B2B one now. We don't magically ratchet up our attention spans, lose our preference for headlines that snap, or put our brain's desire to look at pictures over text away just because it's Business Time. Execute accordingly, while protecting brand.

> Small universal big levers still work and hold their value.

Consider the humble Sender Name in a commercial email. It rarely gets testing focus, and it's a hard thing to test very often for branding reasons -- but when you can if/then test to a winning one? You dine at the +10-15% table for a really long time after that. (Similar bonus point: waterfalling ads by placement to increase fill rates.) Some in this industry scoff at incremental improvements, but at M&AD, it's against our religious business faith to leave money on the table. Especially money from weak execution.

> People see through bells and whistles, even in a recovery.

A recent client was enamored of animation in their decks, all while missing the blocking and tackling required to make a major account feel secure in a commitment. This has been proven over and over again in our 20+ years in the business, but sizzle is a powerful spice. Use rarely and with great care, or risk arousing (justified!) suspicion from your prospect. If every slide is animated, no slide is.

> New holiday, who dis?

Twice in the past 14 months, Wal-Mart got resoundingly slapped down on social media for trying to monetize Juneteenth in a remarkably tone-deaf fashion. We are reasonably certain that at some point in our lifetime, the newest federal holiday will safely and positively celebrate Black Excellence (and, well, capitalism) in a way that won't induce cringing and social media disdain. This is America, after all.

We're also very certain that the movement will not be led via a special ice cream flavor or cookout section at a big box store. (And yes, I'm leaving some things unsaid in this note, and yes, you can ask me about it offline...) 

The Subroutine Problem

Or moles instead of subroutines

So here's a way that I think I can discuss the current political situation in re the Supreme Court that, with luck, will allow me to say something useful... without removing M&AD from professional consideration from a significant portion of the business community.

One of the ways in which I am blessed and useful, in a business context, is that I have a helpful amount of disassociation and distance from my physical self. It's something that I think may come easier to those of us who don't have to deal with, say, the issue of menses, and if I'm speaking to full privilege, the fact that I'm also currently abled, the majority skin tone, not living near heavy industry or under challenging policing conditions, hetero-normative, etc. I am a dream patient for doctors; I deliver the meat bag and I give them no trouble. These are tactical advantages under our current conditions, and will likely remain that way. If you want to end the pay gap, you actually have to pay women more than men, and in some places and industries, you do. Not enough, but it is better than it used to be, and independent of the activities of the week, that trend will hopefully continue.

Steering out of the tangent.

Let's imagine that the human brain is akin to your computer, or if you prefer, your phone. Too many programs (or aps) running all at once will cause heat, slowness, inefficiency, irritation and if done for too long, a system crash. Maybe even viruses and the early obsolescence of the hardware. Too few programs will improve on all of these things, but it will also be, well, boring as hell and not particularly useful. 

Finding the right mix and/or increasing your processing power and speed is the goal, but it's a balance. As soon as you add RAM, as it were, you also tend to add stuff. If you'd like to keep this offline, swap in age and commitments. You can kid yourself into thinking that your machine is special and can handle the abuse, and that may be true (especially if you were born lucky and aren't running all of those other aps I mentioned earlier)... 

But eventually a limit will be reached. Maybe you stop running the Kindness to Fellow Drivers or Service Workers ap, or the Charity ap, and maybe you even pat yourself on the back for being so smart as to do that. Life hack! One that I hope the majority of us will not adopt, because, y'know, it leads to devolution and horror. But I digress, and callous billionaires are heroes to many.

The past (five? who can tell?) years has forced a plethora of subroutines on *everyone*. No matter where you stand politically, you have ran the Covid subroutine. You are probably running the Ukraine subroutine. Maybe you are running Gerrymandering, Dark Money, Climate Change, Culture Wars, Immigration, Crime, Inflation and Media subroutines, too.

Whole lotta subroutines. On top of any of the personal ones.

And now, the Court.

You can, of course, shut down *any* of these. All you have to do is disable them, along with the Conscience and Empathy Aps.

But it won't make the world any better, won't protect those who really need protection, and won't give you any comfort at all when the next turn in the road arrives, and you are just along for the ride.

From a personal standpoint, I can not fathom how some of the folks who I oppose on this matter sleep at night, where they get the absolute self-confidence to know that their flawed position is somehow correct, and why they would want to live in the world that their actions would create. 

I am also sure that they probably think, if they care to, the very same things about me.

So I'll try to remember that these are human beings, and that if I engage my full ire about it... well, I'm just running the subroutine, probably so much that I can't do anything else.

And well, people need me to do more than run that subroutine. 

If only, so that others can.

Good luck getting past your own subroutine issues, folks...

Taking It Personal

A few months ago for a side project, I listened to "The Godfather" on audiobook. This quote in particular stuck with me.

“Tom, don't let anybody kid you. It's all personal, every bit of business. Every piece of shit every man has to eat every day of his life is personal. They call it business. OK. But it's personal as hell. You know where I learned that from? The Don. My old man. The Godfather. If a bolt of lightning hit a friend of his the old man would take it personal. He took my going into the Marines personal. That's what makes him great. The Great Don. He takes everything personal Like God. He knows every feather that falls from the tail of a sparrow or however the hell it goes? Right? And you know something? Accidents don't happen to people who take accidents as a personal insult.”

A lifetime ago (aka, the lifetime of my eldest child), I took an intensive self-improvement and leadership class. It was many days of very difficult work, and it has served me well ever since, because it gave me the tools I needed to diagnose and act when my performance, either in business or my personal life, was lacking. In this course, I learned that what really makes me move is creativity, leadership and integrity. Whenever I've held back on any of these, it hasn't gone well.

A little while ago, I worked for a client where leadership knew exactly what it wanted -- even when other members of the team did not concur. I pushed back a little but over time, leadership took less and less input, to the point of rudeness. They also negotiated the price of the contract down, then ended the relationship in favor of a "fresh faced" hire. They have also had a lot of turnover and not a lot of real growth over the course of the business. Their output since our relationship ended, either at a business or creative level, has also slowed.

You can, and should, read that kind of behavior as a client that just wants cheap and deferential. You can, and should, also take that as a relationship that will never re-start, or one that, if they came back to us again, we'd just reject. 

But you'd be wrong, because I never say never, and I've seen enough reversals in my career to know that I don't know how everything works out. 

I also know that in deferring to leadership (as we had no leverage at the time), I wasn't acting with integrity -- and in the event of a re-start, we'd have said leverage, and would.

So yes, at M&AD, we take our work personally. We're also currently working for clients that are letting us fire on all cylinders... and man alive, are they getting a lot of value out of the relationship

So much so that this is the first post in a month, happening on a Sunday afternoon, before we get back to it. 

Because that's the thing about when you get what you need from management. You get a lot more back. T'was ever thus.