Month: March 2024

March 2024 newsletter – no. 8
March 2024 newsletter introduction

Welcome to my March 2024 newsletter which marks my 8th issue.

I am glad that I have moved to the eighth issue. In between St Patrick’s day happening in March, and the number 8 being lucky according to the Chinese in a good place – I figure its a good omen for this issue. 8 symbolises prosperity, joy and infinity. In Chinese pricing strategy 8 holds a similar role to 9 in western markets, so $58, $88 and $688 are frequent pricing points.

St Patrick’s day is particularly lucky for one Chinese city above all others: Yiwu in Zhejiang province is often called Christmas town. In reality it’s a city selling ‘small commodities’ better known to you and I as tat. The Christmas town epitaph came from it being the centre for the global Christmas decorations trade. It’s also where most of the St Patricks Day decorations are made including the leprechaun hats popularised around the world by Irish pubs.

New reader?

If this is the first newsletter, welcome! You can find my regular writings here and more about me here.

Things I’ve written.
- Razors for strategists – how we can apply the principle of philosophical razors to aid faster solutions for client work, while also bearing in mind their limitations.
- Vicki Dutton – Singapore’s forgotten fashion icon.
- Brand clichés – a bit of honesty from the trenches.
- CMOs – their demise and evolution considered.
- AI two-step – corporate leaders reluctant to admit AI-related job losses.
Books that I have read.
- A Hacker’s Mind by by veteran technologist Bruce Schneier provides a guide to the different way people have found loopholes to ‘hack’ systems. Schneier is trying to write a social movement book,, but while it’s interesting enough to read on a plan, it will be harder for it to get people moving as he intends.
- I picked up this book from Scheltema book store just off Dam Square in Amsterdam during a work trip, with a bit of time-off bolted on the end. Browsing the English language book section of foreign book stores often gives recommendations that you wouldn’t otherwise look at. Tales from the Cafe: Before the Coffee Gets Cold is book two of a four-book series by Japanese author Toshikazu Kawaguchi is difficult to characterise in terms of genre. It’s a time travel novel with distinct rules that keep its universe coherent. It’s a book that is suitable for children, but not aimed at children- in this respect its more like the childhood books that I read growing up than are popular now as the ‘young adult’ genre. It’s about love lost, but not a romance novel – the love covered is a mix of loneliness of a widower, an orphaned child and a past romance. There is something delightful about the book, especially as it captures the minutae of everyday Japanese life.
- Historian Dan Jones portrayal of medieval wars in his Essex Dogs series is very well written and accessible. It’s an ideal holiday read, if you can handle the grim subject matter. The Wolves of Winter is a richer story with greater intrigue in the plot line.
- Back in the early 1990s chaos theory was very much in the public zeitgeist in a rather similar way to the internet from the late 1990s to early 2000s and artificial intelligence now. I have noticed mentions of chaos theory has started to pop up again as an idea in email newsletters. Fluke Chance, Chaos and Why Everything We Do Matters resurrects chaos theory as an analogy and hypothesis for everything from global politics to emotion-driven behaviours. The author Dr Brian Klaas is a social scentist by training and has taken a few leaves out of the Malcolm Gladwell school of writing with stories to pull in the audience. I would liked to see a bit more evidence-based findings in the book. But it is a good read.
Things I have been inspired by.

TheOrangeblowfish, a Shanghai design-led agency did an amazing retail / out of home activation for Arc’teryx museum on what looks like a 3D OOH execution a la Ocean Outdoor’s Deepscreen sites in the UK.

Oliver’s white paper on How Brands Can Build Customer Trust looks at how brands can communicate about sustainability in their marketing. It’s a nice first step as a discussion document. There are a few areas I would like them to explore further:
- Tonality on sustainability communications is immensely important, given the rise of climate despair amongst some consumers.
- While the carbon footprint of advertising can be reduced, what will regulations like the European Union’s Circular Economy Action Plan mean for marketers?
The gains earned by behavioural science are argued about, with practitioners relying on models that are often seen as overly complex and stacking of marginal gains. It has footholds in trying to drive meaningful changes in health, where small gains on paper mean a big change in lives saved, or made better. This LSE discussion on how it can be used to make democracy work better was interesting, especially given how many elections will be taking place in 2024.

Finally this paper on the polarisation of popular culture is likely to affect the way marketers think about product choice, media and culture over time. Media buying itself becomes a political act, beyond advertising on overtly political media channels and indicates a widening of the lived experience gap in society. We could see this already in the UK with Brexiter favoured brands.

Things I have watched.

The Knockdown – A Chinese drama where a Chinese Communist Party team goes to investigate a business and runs into widespread corruption. The corruption is centred around a fishmonger who gets tired of thugs and the grind of graft – he then reinvents himself as a gangster within the system. While it’s not Breaking Bad or The Sopranos, it is a good insight into how the Chinese government wants to see itself.

Flic Story – Alain Delon plays a detective pursuing a dangerous criminal in post-war France. This is based on the true story of criminal Emile Buisson who terrorised France. I did wonder whether the roof top chase scenes influenced Jackie Chan’s classic Hong Kong film Police Story in terms of plot and tension rather than his acrobatic skills?

Season 1 of Mr Inbetween had been recommended to me for years, people would rave on about it in the same way you hear about Breaking Bad or The Wire. A friend eventually sent me there copy on Blu-Ray. It has elements of Man Bites Dog about it – which makes sense when you find out it was originally adapted from Scott Ryan’s The Magician – a short fly-on-the-wall rockumentary film about a Melbourne underworld enforcer and occasional killer. Unlike Man Bites Dog – the violence is used sparingly in between the tedium of everyday life and office politics. Helen Mirren had apparently recommended it widely at the time. I am looking forward to season 2 which reputedly takes a darker turn.

Useful tools.

Sensia AI

Sensia AI is an interesting set of tools for consumer brands to easily monitor satisfaction and potential problems with their products and that of their competitors quickly, with ease and efficiently. Sensia analyses diverse data, from online reviews to e-commerce; offering useful insights. I was looking at it for consideration with regards an FMCG project that didn’t come off in the end. If you are interested. Check out some sample reports here, and if it looks of interest – contact Iris Chung.

Passport Online

I am an Irish citizen. The Irish government’s process to renew my passport and passport card via an online service was really easy. The service is called Passport Online and I couldn’t recommend it highly enough.

Untranslatable

Not necessarily something that you would use day-to-day; but definitely of interest during digging into market research transcripts or transliteration of campaigns across different markets and languages. Untranslatable is a dictionary of idioms and expressions. The creators are native speakers, so you get the different cultural nuances.

New ways of using Miro

If you work in brand or connections planning or have thought customer experiences you’ve probably heard of Milanote, Miro or Mural. They also came to the fore with COVID-19 as virtual workshops became much more of a thing. Recently, I have been experiencing new user cases for these platforms. To present:
- Creative briefs.
- Sharing creative with clients.
- A quick folder that holds key documents and shows the links between them.
Zettelkasten

Trying to build that vast mental model to then wrap into a narrative for clients. Vicky Zhao revisits the analogue technique of Zettelkasten. Your mileage may vary. It does remind me of the way I use social bookmarking as a data bank and mind maps as a creative process in writing. I can also recommend Umberto Eco’s How to Write a Thesis for similar organisation ideas.

The sales pitch.

Now taking bookings for strategic engagements from April, or discussions on permanent roles. Contact me here.

More on what I have done here.

The End.

Ok this is the end of my March 2024 newsletter, I hope to see you all back here again in a month. Be excellent to each other and watch out for any April fools tricks being attempted on you.

Don’t forget to get in touch, share and subscribe!

Let me know if you have any recommendations to be featured in forthcoming issues.
March 27, 2024
AI two-step
The phrase AI two-step is something I first heard from my friend Antony Mayfield. He used it to talk about how companies were adopting the latest developments in AI for business processes. And then reduce headcount to reflect the newly AI derived tasks instead.

The AI two-step isn’t necessarily a new concept, companies like Pegasystems were using rules-based systems to take away the drudgery of back office work in banking and fund management for decades.

Further back, companies like Experian, through their access to CCS’ CardPac software provided a service for credit card issuers in the UK using rules-based credit scoring and applications approval. This ran on time-shared mainframe computing resources, which also provided Experian with a good source of ongoing credit worthiness data. All of which reduced the back office work and employees needed by the credit card company. MBNA used to make a virtue out of having every decision reviewed by real live credit analyst, who could overwrite a scoring decision if they saw a compelling reason to do so. (CCS became part of First Data and eventually part of Fiserv).

As these services were being rolled out, there was a corresponding cut in jobs.

Examples

Here are just a few examples of businesses adopting AI, some of which are prime examples of the AI two-step.

IBM

While IBM may no longer trumpeting its Watson AI service as loudly as it used to, AI methods are dispensing with the need to replace staff who leave the technology company.

Pfizer’s Charlie

One might think in the UK that Pfizer should have thought a bit more carefully about the name Charlie, but the aspiration behind the platform is interesting. Charlie was noted to be helping with content creation, fact checking and legal reviews. Research by Bain & Company have found that it isn’t just Pfizer in the pharmaceutical and biotechnology sector that are taking this approach. Some 40 percent of executives who were surveyed said that uses of generative AI were factored into their 2024 budgets.

Bain indicated uses across a wide range of business functions within pharma:
- IT programming code review
- Competitive intelligence
- Research and biomedical literature review
- Marketing copy
- Augmenting the selling process as a sales co-pilot and contact centre automation
Publicis

French listed marketing combine Publicis made a high profile adoption of machine learning and AI-based services back in 2017 under the moniker Marcel. Back then Marcel was being used for workflow type tasks and organisation of data. This year Publicis rebranded its approach to the less playful CoreAI, so far it has cut the use of freelance staff – which are usually essential for project delivery in ad agencies, rather than the usual AI two-step of lay-offs.

UPS

UPS adoption of AI techniques in everything from workflow to customer service allowed the logistics company to make the largest lay-offs in its 116-year history.

Clear analogues to the AI two-step?

Various commentators compare the AI two-step happening to the dot com boom of the mid-1990s to the early 2000s. The comparison with the dot com boom is easy at first. You have businesses that have phenomenal share price growth, widespread interest and experimentation. Business sectors from advertising to Hollywood are concerned about massive disruption.

The examples I would think about would be factory automation and business process re-engineering. In factor automation, over decades companies used machines to negate the need for unskilled and semi-skilled workers. A friend of mine worked in Huddersfield in a textile mill. He was one of just a couple of people who worked a shift. None of them were weavers, they were engineers and an IT admin who maintained the lines of machines turning out high-end suiting fabric that was mostly sold to Japanese clothing manufacturers. This came very close to being a ‘lights out production line‘ where the product is handmade by robots as they used to say in the old Fiat car advertisements.

Weavers and machine operators were replaced by a lot fewer, but more expensive roles.

Business process re-engineering was driven by enterprises implementing enterprise software to drive efficiencies and automate workflows. This was a lucrative time for consultancies who were brought in to shape a company’s workforce and processes to fit a software company’s pre-defined template for that industry. This was usually based on average industry standards. Software giant SAP have been building and refining these templates for the best part of 50 years, each industry template draws on individual units that might cover a business function like HR, finance or asset management.

A bit of software customisation was needed to fit a given business, and it might have to interface with third party products to handle market complexities such as different tax regimes.

The consultancy teams also laid-off employees that didn’t fit the framework. That’s what business process re-engineering actually meant.

Automation was responsible for putting up to 47% of American jobs at risk. However other research indicates that new forms of skilled or professional jobs are being created. One of the big problems with this data is that they are speculative models. More positive takes from businesses fuelling automation like McKinsey and Company versus more critical predictions from government think tanks and academics.

Factory automation and business process engineering are both similar to the use of AI in business, in that they are primarily helping mature businesses maintain their position and drive efficiency. The dot com boom on the other hand was much more disruptive and spawning more upstart businesses – some of which were very successful and leaving mature businesses struggling to cope. From financial services to media – pre-internet businesses are still struggling to cope with the innovation and disruption that begat the dot com boom.

Optimists versus pessimists

The optimists highlight a number of nuances that they think mediates the impact of automation and machine learning over time.

Tasks over jobs.

It’s tasks rather than whole jobs are being lost. Yet if you look at the data that Scott Galloway shared in his newsletter and the speedy ‘these job losses aren’t down to AI denials’ this optimistic assumption is pure fiction. The jobs being lost are the second part of the AI two-step.

Creative destruction.

Jobs are being created too and it’s often about ‘skill shifts’ rather than ‘job shifts’. While there are redundancies being made, there is a requirement (at the moment) for people skilled in writing ‘prompts’ to get the most out of the AI models created.

Overconfidence.

Overconfidence in technology and what it can do. An extension of this is a belief in the perfectibility of technology. A classic example of this is Air Canada’s recently aborted use of an AI-powered customer service chatbot. The airline quietly pulled its chatbot offline after being found legally liable for bad advice given by the customer service bot to a customer.

Moffatt booked airfares and retrospectively submitted an application for a refund to the reduced bereavement fare after travelling. Air Canada denied the request. Moffatt challenged that decision, saying he was owed the refund because he had relied on the information provided to him by the chatbot on Air Canada’s website. Air Canada admitted that the information provided by the chatbot was “misleading”, but it contested Moffatt’s right to a refund, highlighting that he had been provided with the correct information via the link the chatbot shared in its message.

The Civil Resolution Tribunal considered whether Air Canda was liable for negligent misrepresentation, which arises under Canadian law when a seller does not exercise reasonable care to ensure its representations are accurate and not misleading. Moffatt was required to show that Air Canada owed him a duty of care, that its representation was untrue, inaccurate or misleading, that Air Canada made the representation negligently, that he reasonably relied on it, and that that reliance resulted in damages. The court held that Moffatt met those requirements.

The Civil Resolution Tribunal noted that Air Canada had argued that it could not be held liable for information provided by one of its agents, servants or representatives, including a chatbot, but had not explained the basis for that suggestion. The Civil Resolution Tribunal rejected as a “remarkable submission” Air Canada’s suggestion that the chatbot was a separate legal entity that was responsible for its own actions.
Air Canada chatbot case highlights AI liability risks by Meghan Higgins, Pinsent Masons

Demographic change.

Demographics – the idea that aging countries from the west to China, Japan and Korea have skills deficits due to population decline. Automation is one of the coping mechanisms alongside globalisation and migration that have been suggested solutions. The Chinese are also looking at building factories in countries like Ethiopia, who have a young and growing population. Automation makes sense where migration would adversely affect social cohesion and the cost of globalisation would be more expensive than automation technologies. Workers in the global south are dependent on being cheaper than machines, rather like the American legend of John Henry versus the steam engine.

Companies like Automata have been looking to help businesses automate repetitive low skilled work, such as sandwich making in food service factories or low volume manufacturing tasks.

The state of automation in different roles is running along at different rates of progress. While John Deere have managed to make the most of arable farmland through the use of telematics and GPS guidance of tractors, automating farming for tasks like harvesting is proving more difficult. This is exasperated in the UK at least by the challenge of getting sustained v enture capital for hardware. Technology automation in other sectors such as construction and healthcare continues to move at a slow pace.

In an area like consumer electronics we have seen benefits and declines in automation. Benefits in the way a company like Apple can manage a sophisticated global supply chain workflow via automated software. Apple has also pioneered the use of robotics in dismantling its more modern smartphones when they are brought in to be recycled.

The declining area has been one of design choice. Prior to the smartphone and broadband internet, companies like Panasonic designed circuit boards that were less dense with components. The reason for this was to facilitate automated board manufacture through the use of ‘pick and place’.

Nokia used similar techniques for its cellphones and smartphones until the business was disrupted. Apple iPhones needed much more manual assembly because of the tightly packed components in their phones. Young women were valued for their small hands and manual dexterity leading to concerns about worker conditions.

More work to be done.

Creation of new jobs seems to be a matter of faith. IT in businesses drove an increased amount of management, the move online drove a need for webmasters, web designers and online marketers. There is an assumption that over time AI will have a similar effect, beyond people who can write prompts.

Limiting factors

Technology

While GPT based models have surprised both in terms of what they can do and fail to do, there is a belief amongst experts that:

Data sets will only get you so far. There is no clear path to a new technique, or what older techniques would need to be combined with GPT-based systems. Of the data sets out there, a significant minority could be filled with ‘poison’ data like nightshade.

That there isn’t enough data to train models in a lot of cases and synthetic data is often used instead. Others believe that this will corrupt and stunt future AI models rather than help them.

Resources

AI systems like crypto mining consume a lot of energy and require a lot of water for cooling which is already straining data centres and infrastructure. All of which will impact corporates ESG profile and larger investor relations health. You could have an amazing AI model, but if you have as bad an ESG rating as Exxon you willl struggle to raise funds.

More information

Corporate Ozempic | No mercy / no malice

No, Robots Aren’t Destroying Half of All Jobs | London School of Economics (LSE)

Antony Mayfield – Antonym newsletter

AI feedback loop will spell death for future generative models | TechSpot

Mixtral 8x7B: Quality, Performance & Price Analysis | Artificial Analysis

AI-poisoning tool Nightshade now available for artists to use | VentureBeat

AI sucks at telling jokes — but it’s great at analyzing them | The Next Web

At WEF in Davos, Sam Altman and Will.i.am differ on AI | Quartz
March 26, 2024
CMOs
Premature obituaries of CMOs

Almost 11 years ago business academic Dominique Turpin wrote an article describing CMOs as ‘dead’. Turpin worked at the IMD business school in Switzerland and the article was a classic bid for thought leadership.

Alicia Tillman, CMO at SAP AG until 2021, at the time of writing CMO at Delta Airlines

It’s just the kind of thumb-stopping headline that drives readership of LinkedIn content where it was published.

… the decline in the CMO’s influence is alarming, especially at companies that claim to put the customer first but in reality are product-driven.

True, some companies have marketing in their DNA, especially firms that had a visionary founder with a great understanding of the customer. Examples include Ingvar Kamprad at IKEA or the late Steve Jobs at Apple.

But these are exceptions. The norm these days is that the CEO sets the overall strategy, the R&D and innovation teams design the product, and the CFO determines pricing and departmental budgets. No wonder some CMOs feel unloved and are considering a career change
Dominque Turpin – The CMO is dead (August 21, 2013)

Turpin goes on to explain what he believes that there are four causes, that together result in no CMOs.
- Most CMOs aren’t focused on planning and delivering customer value
- Short-termism has meant that organisations have become CFO-focused – a la ‘Neutron’ Jack Welch’s perception of shareholder value, rather than a balanced scorecard approach
- Marketing impact is hard to measure
- Organisations lack a clear understanding of what marketing is
Instead Turpin wanted to create a CCO role – chief customer officer. He saw that this role could sit with the CEO, the CFO or the former CMO. While the CFO as CCO might take the fuzziness out of marketing as Turpin put it, there would be a tension between their natural ‘ neutron Jack Welch’-nature and being customer-centric. What about the CEO? Turpin pointed out that they tend to come from engineering or finance. Both are efficiency focused disciplines with incremental short-term views. Again both are barriers to customer-centricity and would be largely blind to long term effects.

3G Capital

Move forward six years and a CFO-driven approach to running Kraft Heinz by 3G Capital saw a massive destruction of value some $15.4 billion from the $50 billion paid to buy out the business in the first place. The quarterly dividend got cut and shareholders filed lawsuits. The founder of 3G Capital talked extensively about the GE Way driven by Jack Welch as a key influence on their approach.

Scott Galloway

Professor Scott Galloway is a serial entrepreneur who is provocative, interesting and often right.

On CMOs Galloway said

“If you’re the CMO that shows up and says ‘I need more budget so that I can do a brand identity study, can spend money on advertising and get invited to great conferences and hang out with people who are more interesting and better looking than me by spending media dollars that are less and less impactful’ then you’re like the second lieutenant in Vietnam — you’re dead in 18 months or less,”
Scott Galloway

There is a lot to unpack in that statement, but it doesn’t spell the end of the CMO or advertising.

Pax Americana to Pax Australis

In this post Galloway taps into a wider criticism that we’ve seen of American marketers over the past few years. When I was in college American professors and marketing thinkers set the tempo for the profession around the world. As Mark Ritson recently wrote

In the 20^th Century marketing was American. The discipline, the theories, the textbooks, and the approach. To arrive at Wharton in 1994 was to see a future that was not just untenable in the UK, it was one nobody back home was even aware of. Marketing was a decade ahead of anything in the UK. The American marketers I met, academics and practitioners, were so advanced it made my head spin.
Mark Ritson – Effectiveness ignorance has left American marketing lagging behind the rest of the world (Marketing Week)

Text books by the likes of Philip Kotler and David Baker, were perceived wisdom of old white academics. None of this thinking was evidence-based; beyond anecdotal successful case studies.

One of the ‘secrets’ that marketers and CMOs at large FMCG companies like Mars, Proctor & Gamble, Kellogg’s and Unilever had was access to Australian based marketing science research. This was primarily via their long-term sponsorship of the Ehrensberg-Bass Institute in Adelaide, Australia.

This body of research in turn shook up wider marketing thinking when Professor Byron Sharp published How Brands Grow. (There were other important works as well such as the UK based publications from the UK’s Institute of Practitioners in Advertising – notably The Long and The Short of it and Effectiveness In Context).

While marketing outside the US was shaken up by the works of Sharp and Binet, the US continued onwards in its marketing the way it always had.

Mark Ritson’s recent column on the state of American marketing caused international furore in the marketing community, despite Marketing Week being a UK-only publication. Ritson complained about American marketers lack of awareness about the importance of marketers effectiveness.

This comment on Mark Ritson’s post sharing the article, while humorous has a lot of truth in it:

Okay, okay. Stop throwing big words like vituperative and effectiveness at us simple-minded Americans. Sure, we handed the keys of marketing over to software engineers at the turn of the century. Maybe that led us to a fair bit of myopic strategery here in the very exceptional United States of America.

Based on the comments I’ve read, when asked to define effectiveness the answer provided is essentially #IYKYK. Why let a golden opportunity to school American marketers on the wise ways of the world beyond our ample shores slip through your fingers?

I don’t care if you call it Marketingwirksamkeit or efficacité du marketing, what matters is more than just numbers on the scoreboard, but how the points were won. Just the other day I was reading a scholarly piece on the effectiveness of meme marketing by the faculty of Griffith University in Queensland. It hit me. My American, effectiveness ignorance has blinded me. I now lag behind the rest of the world.
Michael Simmons, Sendofy

While the US obsessed over marketing technology, the rest of the world was attempting (imperfectly) to more knowledge about marketing efficiency and the marketing technology stack. Having worked in the technology sector, it was the last place I would have gone for marketing lessons. At best, marketing as a function was sales support.

A case in point in this mis-application of focus was the relative performance of this year’s Super Bowl advertisements. I realise that this delve into marketing efficiency has at least made the case for a dramatic change in US-based CMOs. But not so fast, CEOs don’t think that their CMOs and marketing teams are performing that badly.

CMOs: from the dog house to the boathouse

American agency Boathouse have been doing an annual survey of CEO attitudes to marketing and their CMOs. The third edition of this survey was published in January this year.

Some of the highlights of the report include:
- CEOs identified what they want their CMOs and marketing teams to address: driving growth, market share/sales, differentiation, improving brand reputation, and “transforming company narrative.”
- 49 percent of CEOs believe their marketing team is “best in class.”
- 40 percent of CMOs are rated “best in class.”
- One point I found quite interesting was that half of CEOs believe the short tenure many CMOs have “is a sign of success, not failure.”
- CMOs’ perceived trust with C-suite stands at 43 percent and 41 percent with the CEO. This has doubled over the three years that Boathouse has been running this research project
- In a bit of an odd note: CEOs believe CMO loyalty is growing, stating that “in a dramatic shift from 2021, the CEO’s perception of CMO loyalty is growing, [as] 8 in 10 CEOs perceive CMOs would take a bullet for them (up from 3 in 10 in 2021).”
- 76 percent CEOs are “integrating A.I. into their organizations” and 90 percent believe that 90 percent of their CMOs are engaging with AI for the benefit of the company in areas such as “content, analytics (about two-thirds), and customer experience or research (half).”
TL;DR CMOs don’t sound as if they will be disappearing in the next 18 months or so as Galloway believed.

C-suite without powerful CMOs get punished.

You could argue that CEO are the ultimate arbiters of CMO success, failure and tenure. But the reality for public companies is the large investors who can vote the CEO of most companies out of office. The key influencer in this decision process is the equity analysts who sit within, or advise client organisations such as fund managers.

Even if CEOs don’t think that their marketing is important enough to have a CMO, their shareholders will. Equity analysts have indicated that they rate brand strength and marketing as more important than reported profit, or leadership quality.

Given that most of the c-suite can’t speak or do effective marketing, they really need their CMOs. Companies like 3G Capital and Reckitt Benckiser have been punished in public markets for failing at marketing, despite operational and financial excellence. Unilever has been punished for its focus on ESG at the expense of brand building and is even under regulatory investigation.

More information

“You’re Dead In 18 Months Or Less”: Scott Galloway On The Future Of CMOs – B&T

UPS’ Removal Of CMO Role Reveals The Real Problem Facing The C-Suite

Boathouse CEO Study on Marketing and the CMO | Boathouse

Fortune 500 companies are cutting CMO jobs | Fortune

The Unspoken Truth About CMO Churn | AdWeek

Marketers, investing in market research is not superfluous | Marketing Week

Gartner Survey Shows 73% of CMOs Will Fall Back on Low Risk, Low Return Strategies for 2021

9 recent CMO departures that point to the radical transformation of marketing | Marketing Dive

Mark Read: CMOs have become too much like chief communications officers | PR Week

Coca-Cola’s decision to scrap the CMO role for a CGO should begin to pay off anytime soon | Observations In Marketing | The Thinking Marketer
March 21, 2024
Brand clichés

Brand clichés have been in the background of my career in agencies, all the way through. I am sure that brand clichés will continue long after my career is over.

I started off writing copy for technology clients. Short pithy marketing copy and longer thought leadership pieces, opinion editorials and white papers.

Back when I first started working on technology, media and telecoms brands we had a raft of clichés. These brand clichés were in the product and vendor descriptors.

Broken technology marketing

These weren’t the most sophisticated brand marketers. Marketing was sales support. There maybe some brand equity at the corporate brand level. But that was often down to user passion, rather than skilful brand marketing. You can still see that mindset at work in ingredient brands like AMD, Broadcom, Intel, MediaTek, NVIDIA, Oracle or SAP.

Created using Dall-E

Part of this was down to history, marketers were often engineers who had been promoted out of pre-sales consulting. Their corporate and product communications was often run by people who were ‘vested’ having worked early on in the companies life in an admin role. A personal assistant or an office manager, probably with a liberal arts degree from a university or community college.

The modern iteration of this dearth of marketing experience is the broken adtech space and a legion of growth hacker profiles on LinkedIn. Once you understand this broad brush picture of the technology sector the brand clichés start to make sense.

Technology brand clichés

A leading… – we compete in the following market for sector, but there isn’t anything to separate us from our peers. High fives happen in the office if we end up in the right part of the Gartner Magic Quadrant reports.

Best – Someone somewhere said that they thought we were better than our competitors based on their particular view at that time. We’ve paid an analyst firm a large amount of money for digital reprints where they said it. We will give you this as PDF if you give us all of your personal information and opt-in to being in constant contact with our marketing automation application.

Best-of-breed – we cobble together bits of technology from a number of sources, all of which are good. We usually have competitors who are vertically integrated and do everything reasonably competently in-house. It tells you more about market dynamics than it does about benefits. See ‘end-to-end’ used by vertically integrated businesses.

… compatible – usually a hygiene factor in areas were there are clear open standards like email and web browsing. It used to be that back-in-the-day a peripheral that was Mac compatible would cost double the price of PC compatible products. USB was a major change in this. Where there aren’t open standards, then beware of ‘lock-in’ where you get bled dry by vendors, rather like the Mac users of old. A second aspect of compatability is where vendors built super-standards on top of the ‘open standards’. Adding additional features over the top, if they can get their client to adopt them it can increase lock-in without having to go to the hassle of creating a completely bespoke standard. For example, POP and IMAP email doesn’t support being able to delete an email after you’ve sent it, unlike sending email from and to a Microsoft Exchange email server.

Cutting edge – will be obsolete, but not just yet.

Disruptive – we have an incumbent competitor and we hope you’ll change for the sake of change.

Enabler – we provide part of what you need, but we know that the majority of IT projects fail to reach the objectives that businesses have in mind. A classic example of this truth would be the NPfIT (national programme for IT) done by the NHS, Post Office Horizon project or most implementations from the likes of Autonomy to Adobe Workfront.

End-to-end – usually followed by solution or solutions provider. This was trying to make a virtue out of vertical integration of the corporate parent (think about the way HP used to do everything from servers to printer paper), in a market that was likely orientated towards horizontal integration (a classic example would be Windows running on an Intel or AMD processor, or Google Android running on a MediaTek or Qualcomm processor). The reality is that it’s barely a feature, let alone a benefit.

Fastest – the devil really is in the details of fastest. The measure of speed depends on what you want to measure. In technology real world speeds are difficult to capture and you can’t benchmark across systems. Way before Volkswagen’s Dieselgate scandal chip companies like Intel and Nvidia were routinely doing conceptually similar design tricks to recognise and optimise for benchmarking tests, often to the detriment of real-world use.

First – this would be then followed by a really arcane descriptor. For example ‘Product X is the first tree-based database structure in cloud services that supports MUMPS database language instructions aimed at industry 5.0 applications’.

Innovative – we spent money on design and putting things together. Appreciate it. Often used to support disruptive.

… ready – usually this is about a technology that might be in the news but is years away from the standards being developed being ready for commercialisation, or the standards may not even exist. In 2023, we saw several blockchain based companies talk about their technology being metaverse ready. You can read here about how far away and uncertain that statement is. The reality is often that this is pure hype.

Scaleable – it will work with more of our stuff. It might even work with other people’s products. If by any chance your business grows, we want to sell more stuff.

Solution – a mix of web hosting, other vendors products, our products and consulting time as a kludge to make things work. Think of every collaboration in streetwear and luxury fashion that was a dog’s dinner – this is exactly the same, but in IT.

The world’s leading… – this might be supported by either market share data for one quarter’s sales, or a number of analyst reports. Basically ‘a leading…’ but with a bit more confidence. Usually you will find that the brand has some visibility within their market sector and is likely considered. So when green tech company 1pointFive announced an agreement with the Boston Consulting Group (BCG) – BCG was described as:

Boston Consulting Group (BCG), one of the world’s leading management consulting firms
1PointFive and Boston Consulting Group Announce Strategic Agreement for Direct Air Capture Carbon Removal Credits

Yes business people are likely to have heard about BCG, but that doesn’t mean that they would prefer to hire them over McKinsey, Teneo, Bain, Accenture etc.

Value-added – a synonym for expensive and complex.

Bland brand clichés

Now the key ones I see, tend to be throughout the brand book. A good proportion of the reason why these have become brand clichés is down to over-use. In a world where brands are the above average equivalent of the children in Lake Woebegon.

Authentic – we do what we say (most of the time). Unless it has implications for our bottom line. Often used interchangeably with principled and brand purpose. The latter two often look at higher order ambitions than the business.

Dedicated – more about the focus of the business than the quality of the product or services. Through to the 1980s in western countries, there were companies called conglomerates which were a mass of disparate businesses. Originally they may have started off as looking to integrate businesses into their offering. So if you sold hardware to businesses, you might want to provide software that those businesses would want. You might help them put it all together, which then meant you had a professional services business. All of this doesn’t come cheap, so you might add a finance business to help them spread the payments rather than an overly expensive bank loan. All of a sudden you are a conglomerate. Being a conglomerate makes it harder for you to focus on what you do well. Being dedicated means that in theory you have that focus.

Helpful – We do enough so that you will probably do business with us again.

Passionate – we behave in a professional manner. Basically they weren’t the guy in the coffee shop I went to on Saturday, where he let us wait in a queue to be served while he finished rolling out five cigarettes. He then asked ‘what do you want?’. He demonstrated authenticity, but not dedication or helpfulness.

Trusted – customers pay us for what we do. Some of them do this on a repeat basis.

It’s even been spoofed in ‘The Bland Book‘ (PDF).

That’s me for today, happy St Patrick’s Day to my fellow Hibernians out there.

March 17, 2024
Vicki Dutton
Vicki Dutton (or Vicky Dutton) was a fashion pioneer. Dutton was married to an Irish-born British civil servant working under the first Lee Kuan Yew administration of a self-run Singapore. She was a Malay woman living in Singapore.

Singapore was recovering from the Japanese occupation, but there were still a large amount of social and economic problems:
- Poor housing and overcrowding
- Unemployment
- Poor labour relations
- Organised crime
These challenges also provide opportunity for some people. And so Singapore saw the start of a vibrant media and fashion industry.

Bright lights, big city

The Singapore of Vicki Dutton had been moving at a rate of knots and the only constant was change.

Growth and peak

What we think of as modern Singapore is a relatively recent construct. When Sir Stamford Raffles arrived on behalf of the British Empire in 1819, the population was about a 1,000-strong. Of which only a few dozen were ethnic Chinese. In the next five years the population grew ten-fold. Two years later and there were move Chinese than Malays due to migration. From the end of the first world war to the beginning of the second world war, Singapore actually declined in importance as the US and Japan rose to prominence.

During the second world war, Singapore suffered horribly with the regimented Sook Ching killings taking place across Singapore and Malaya designed to eliminate resistance before it took hold.

Remaking

The second world war shattered the illusion of the British Empire in Asia, as its military might was taken to pieces by the army, navy and air force of Imperial Japan. But this opened up new possibilities for Singaporeans. Europeans were no longer a breed apart. This drove a re-examination of local traditions by Singaporeans.

Post-war saw a rebuilding of lives and preparing for a Singaporean future. By 1959 Singapore was self-ruled.

But this process brought turmoil including riots and communist terrorism. Singapore joined the newly created state of Malaysia, but a few years later was ejected.

Re-examination of local traditions

Vicki Dutton was a woman of Malay heritage married to an Irish man. She was cosmopolitan enough to move within the upper-echelons of Singapore society at the time. She had also travelled to Europe and had access to the latest trends coming out of events like London and Paris fashion weeks.

In edition, the regularly contributed to Singapore’s fashion magazines as a writer.

Dutton was able to model her own creations as well as having the talent to design and make them.

While she did have privilege, she also held progressive views, commenting that locals could be as pretty and equally well dressed as Europeans. Their skin tone being similar to many Spanish people. She became famous in Singapore and beyond for blending local styles with western cuts. The cinched waist popularised by Christian Dior quickly found its way into Dutton’s work that then clothed the well-to-do of Singapore and beyond. Dutton was famous for interpreting the kebaya and the sarong for a fashionable look.

Vicki Dutton’s creation made it to Paris fashion week, thanks to a Singapore government that wanted to promote the country and its nascent industries.

Over time, Vicki Dutton’s contribution to Singaporean fashion was forgotten and only recently brought back to the attention of the public through Channel News Asia’s programming focusing on forgotten pioneers.

You can even see Dutton’s influence in the work Pierre Balmain did in 1972 to create the iconic kebaya and sarong based uniform for Singapore Airlines.

Tragedy of Pulau Senang

Pulau Senang is today largely peaceful. As an island off the coast of Singapore it is now used as a live firing range by Singapore’s air force and their navy. The name translates to ‘isle of ease’. Back in 1960, the island served a very different purpose. A work camp for organised criminal gang members was set up by Vicki Dutton’s husband at the request of the Singapore government. This was supposed to serve a few purposes
- Ease the over-crowding at Changi prison
- Give criminals an opportunity to return to society
- Provide useful skills
The first few years of the camp was successful and apparently rehabilitated some 200 secret society members. Here’s what Reuters said about what happened on July 18, 1963:

A BRITISH PRISON SUPERINTENDENT AND THREE GUARDS WERE HACKED TO DEATH AND 28 WARDERS WERE WOUNDED IN 30 MINUTES OF SADISM AND TERROR ON FRIDAY AFTERNOON IN THE SUN-BAKED PENAL ISLAND OF PULAU SENANG (ISLE OF EASE), TEN MILES FROM SINGAPORE.

A HEAVY ESCORT OF POLICE TOOK DETAINEES AWAY FROM THE ISLAND AFTER MORE THAN 300 OF THEM WENT ON AN INHUMAN RAMPAGE. THEY GOUGED OUT THE EYES OF MR DANIEL S. DUTTON, THE SUPERINTENDENT, AND HACKED HIM SLOWLY TO DEATH WITH NATIVE GARDENING TOOLS. MR TAILFORD, HIS DEPUTY, WAS STABBED IN THE TEMPLE AND IS IN A SINGAPORE HOSPITAL IN A SERIOUS CONDITION.
Detainees removed from island after prison riot – British Pathé

One can only imagine the turmoil this must have caused. Dutton eventually left Singapore behind and lived for much of the rest of her life in the United Kingdom.

Similar posts can be found here.

More information

A MODEL IN A SARONG AND KEBAYA DESIGNED BY VICKI DUTTON. (Singapore Press Holdings via the National Archive of Singapore) – although not identified in the photo caption. Vicki Dutton is modelling her own creation

[VICKY DUTTON] [PRETTY MODEL, VICKY DUTTON, POSES IN SARONG | National Archive of Singapore

PULAU SENANG RIOT – GRIEF-STRICKEN MRS VICKY DUTTON AT THE FUNERAL OF HER LATE HUSBAND DANIEL S DUTTON AT BIDADARI CEMETARY (Singapore Press Holdings via National Archive of Singapore)
March 14, 2024