The video interview of Joseph ADVexpressTv Usuelli of 21 January, entitled 'One step out of the swamp with pride' has opened an interesting debate on the future of advertising and, more generally, of communication. The first operation we have received is that of giovaneEmanuele Nenna, contractor communication with her Now Available that ascoltando l’intervista dell’Ad di McCann, e leggendo il mio editoriale si pone una domanda semplice e, allo stesso tempo, complessa: 'Come uscirne?'. Anche Daniele Tranchini, Ad di Publicis è intervenuto sull’argomento sottolineando che il futuro sarà di chi saprà modificare il tradizionale modello di business.
Oggi registriamo l’intervento, quasi a sorpresa, di un personaggio che ha avuto un ruolo di protagonista nella pubblicità italiana. Parliamo di Carlo Broglia (nella foto) uscito dal business cinque anni fa. Per i più giovani che leggono questo articolo ricordiamo che Broglia ha iniziato la sua carriera come art, e nel 1971 ha fondato una propria omonima agenzia con la quale lancia in Two Italian brands such as Lacoste and Adidas. Then the meeting with international holdings, more precisely with the Omnicom network, which gives the agency taking over the reins of DDB, which he led for twenty years. They are the golden years of advertising, the great successes at Cannes with several lions won, among others, to Volkswagen and Audi. The creative direction was the tostissimo Gianfranco Marabelli. For many years, Verba / DDB is the agency with a capital where all the creative people aspired to work. Broglia, along with his loyalists, has made great DDB transforming it into a group of 10 companies.
This long introduction to say that the character knows mechanisms of large international groups. Having them lived knows the positives and negatives. In his letter, the young entrepreneurs with his supporters, he admits the limitations of a model that must change, and even faster. In times of confusion can be helpful to the thought of those who, in the past has been the protagonist
await further action.
Dear Savior,
honored after 5 years of silence, I feel duty-bound to intrude in the debate that is finally emerging about the fate of the Italian community.
experience as an entrepreneur during the past 40 years in the communications world - including 20 as a partner of DDB in Italy - leads me to think that the source of our ills lies not only in the recent global crisis, and even in prolonged mortifications at Cannes but has its roots in the way we do business and relate with networks that dominate us. When
Emanuele Nenna says "we are creative thinkers and we speak only of numbers but" I think he's right, as the superpower of the consolidated financial - especially in large networks - has made us become very good at cutting costs but indeguati to develop revenue .
I was lucky enough to work a few years when he was a partner with Emanuele and Ad in Tribal DDB and I am not surprised at all that today is having his first success as an entrepreneur because he was able to contain in a single symbol of the skills disciplines relevant to the contemporary customer.
But first things first.
While I'm writing, somewhere in the world (not just in the U.S.) some individual or group of individuals is designing technology that can significantly change the processes of communication until recently crystallized around the nucleus television.
This means not only that the consumer platforms have been expanded and vertically integrated, but also that consumers have changed and their needs and their expectations for products and brands have been major changes worthy of being taken seriously by the communicators.
Recent research indicates that soon there will be more hand-held computers that fixed.
This means, in theory, the possibility of reaching the consumer at any time.
On the other hand, the consumer can easily choose (to choose is the key word) not to want to know anything about our brand and our product. The consumer is becoming a real customer: he wants to be recognized, named and receive information tailored for him. The primary need of a brand is to transform its share of recognition in a high-fidelity relationship with end customers.
So we have to be attractive to pass through the enterteinment fielding of web specialists, game designers, organizers of special events, etc. ..
Tutto questo è realizzabile solo in un'unica sigla forte, capace di competenze nuove e composite.
Il vecchio sogno dei network di creare più sigle per gestire meglio le varie discipline e i possibili conflitti credo che abbia fatto il suo tempo. Oggi è meglio essere più veloci ed efficienti.
Per concludere auguro alla futura DDB di trovare dei veri imprenditori illuminati capaci di innovare nel solco di una splendida tradizione di creatività che proviene non solo da Bill Bernbach ma successivamente anche da Keith Reinhard col quale ho avuto il piacere di lavorare.
Baci e abbracci.
Ciao Carlo
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