Strategy and Sausages:
A British Strategic Planner in Germany
Thursday, 1 August 2019
Old dogs and new tricks
Perhaps it was ever thus, but I've noticed a distinct divide developing in the world of brands, certainly as reported by the marketing press.
There are the legacy brands, the old school. At best traditional and comfortable, with a certain staying power, solid and dependable. At worst, introspective and out-of-touch, hopelessly irrelevant, weighed down by their analogue past.
Then there are the disruptors, the start-ups and upstarts. They're busting norms, moulds, conventions and the old order. Possessed by more superpowers than the Marvel universe, they're shaking up spaces and zapping categories into oblivion.
And, increasingly, there are agencies springing up to service (sorry, co-create with) these trailblazers - agencies who talk their language and are disruptors in their own game. There's TwentyFirstCenturyBrand , staffed by data-geeks and storytellers (amongst others), or Nimbly, an "agile, daring, bold" insight agency.
What's a brand of a certain age to do? You can't teach an old dog new tricks - or can you? In the same way that designers introduced diffusion lines in the 1990s, established brands are introducing offshoots where they can collaborate, innovate and generally play the start-up game unrestricted by the usual processes and structures. There's a post about Unilever's Foundryhere, and other examples include Henkel Xand Oetker Digital
When I was little, I wanted to be a spy. I got off to a good start, studying Psychology at Trinity College, Cambridge but somehow got side-tracked into the wonderful world of advertising and marketing.
My children's books: