If you were a conspiracy theorist the “selfie” would be starting to look like a pretty blatant illuminati signal. Last year we had three world leaders taking one, and now Ellen DeGeneres has pulled stars of the silver screen into the world’s most retweeted tweet. What purpose do these smartphone shots serve?
One thing’s for sure – PR orthodoxy is now seriously in favour of them. Want to look cheeky and relatable? Snap a selfie. It’s not totally flawed, either. Ellen’s effort on Sunday night earned her 1.7m retweets in less than an hour – a new world record. Ever since astronaut Luca Parmitano snapped himself drifting in deep space last year, selfies have become a shorthand for a sort of ironic normality. They are a way, for those pinned up among the literal or metaphorical stars, to show the rest of us their ordinary side. “Look!” says the photo, hastily beamed out via Instagram or Twitter. “I’m as goofy as you!”
This orthodoxy is clearly what was going through the mind of some brand director at Samsung, who sponsored the awards ceremony. I’m not saying Ellen’s star-studded snap was in any way orchestrated (perish the thought) but it was taken with her Samsung Galaxy Note 3, which got approximately as much airtime during the televised awards as Leonardo DiCaprio’s grinning mug.
Throughout the entertainment and media worlds, brands and ads are wriggling through the gaps in their pre-designated spaces and intruding on the creative side. In digital print media, for example, “native advertising” sees brands exerting more and more influence over editorial content.
Why is this happening? Well, the public are determinedly resisting most traditional revenue streams in these content industries. According to the-numbers.com, 2013 saw the lowest number of movie tickets sold in the US since their records began in 1995. Netflix et al are going to take a while to fill the gap. These industries increasingly need to turn to corporations to bail them out.
Maybe more worryingly, that corporate safety net might not always be there. This isn’t just a story about creative industries giving brands more and more leeway – brands are having to demand more because their traditional means of communicating with consumers aren’t working. As Ray DeVito put it in a tweet during the ceremony: “Ellen DeGeneres turning the Oscar into a 4-hour Samsung infomercial is our fault for hitting ‘skip-ad’ every time we watch a YouTube video.” If the public no longer absorb conventional ads, brands need to be more subtle about getting to us.
Samsung’s Oscar deal has been hailed as a success, largely as a result of the selfie itself. But to me, this looks more like a sugar rush than true nourishment for the brand. This sort of lowest common denominator celebrity obsession is only sustained by an iconic strength which the film industry itself is fast losing. Those who hated being sold a phone during an awards ceremony can take comfort in the fact that they probably won’t have to put up with similar plugs for much longer, as brands realise such deals’ long term value is limited. The question is where that will leave a movie industry increasingly desperate for cash?
It took the urban dictionary to sum up the true definition of passion. It says:
“Passion is when you put more energy into something than is required to do it. It is more than just enthusiasm or excitement, passion is ambition that is materialised into action to put as much heart, mind, body and soul into something as is possible.”
Passion was the theme of last week. I spent most of mine with David Blaine. There are many adjectives that sum up David and passion is certainly one of them. This is a man who is wholly dedicated to his craft. There have been many impostors along the way, and yet Blaine does not let any of them derail his vision. Ultimately he knows others will not venture beyond his extremes.
David Blaine was only four years old when a magician on the New York subway sparked his passion. His lifetime since has been spent honing his craft. That he is an innovator is undisputed. His magic operates on an uncommonly personal level. He took an age old skill and turned it into something unique. He started on the street which meant understanding enchantment and personalisation was vital above all. He leaves everyone in his wake in awe. Above all it is impossible not to be infected by his passion, the way he talks, his knowledge and unprecedented commitment.
Business has a lot to learn from this. It’s clear that the answer to his success centers around discipline, focus, long-term thinking, and a willingness to flout the rules that govern everybody else. It’s an approach that’s difficult to discern and tougher to imitate. It requires an ability to
tune out the wags, competitors, industry observers and journalists who constantly spew torrents of advice, hurrahs, and brickbats in all directions. This level of focus keeps the headlines big and the aura powerful and persuasive.
Once David Blaine decided that magic was to be his life, though surrounded by a cacophony of noise, distraction, advisors and ‘me too’ practicioners, he played by his own rules, never losing focus or shifting from the path he decided on at four years old, so he’s been liberated to devote years to attaining his enviable position, training consistently, learning constantly and challenging himself again and again to achieve levels beyond the niche.
“As a magician I like to create images that make people stop and think,” says Blaine. As businesses we must also hone our imagination and ability to create wonderment and ultimately change points of view and move boundraies. We must keep focused and curious and learn what it is that will create enchantment. Imagination is that uniquely human capacity to envision that which is not and therefore the basis of all invention and innovation. Blaine sums it up:
“In truth, the only restrictions on our capacity to astonish ourselves and each other are imposed by our own minds.”
Last Wednesday, the cuddly, credit card provider Mastercard ran into an alleged ‘PR fail’ storm when their PR agency mishandled and misjudged a bevy of journalists they were inviting to the Brit awards. Scribblers claim that, in exchange for entry to the event, they were asked by email to guarantee coverage, and were requested to keep to social media guidelines including using brand hashtags. Why the inane babble was thought important, is another discussion.
The first thing to say is that this is but a irritating itch, not a full blown brand ebola. Journalists may have ‘taken to Twitter’ to gloat over the misstep, but I can’t see anyone getting fired over a few tantrums. House PR, who sent the offending emails, have only ‘become the story’ for a tiny circle of media old wives. The man and woman from Kettering hasn’t the faintest idea that any of this has happened. Mastercard’s logo still proudly enveloped the event like an amorphous boil.
Last Wednesday, the cuddly, credit card provider Mastercard ran into an alleged PR fail storm when their PR agency mishandled and misjudged a bevy of journalists they were inviting to the Brit awards. Scribblers claim that, in exchange for entry to the event, they were asked by email to guarantee coverage, and were requested to keep to social media guidelines including using brand hashtags. Why the inane babble was thought important, is another discussion.
The first thing to say is that this is but a irritating itch, not a full blown brand ebola. Journalists may have ‘taken to Twitter’ to gloat over the misstep, but I can¹t see anyone getting fired over a few tantrums. House PR, who sent the offending emails, have only ‘become the story’ for a tiny circle of media old wives. The man and woman from Kettering hasn’t the faintest idea that any of this has happened. Mastercard’s logo still proudly enveloped the event like an amorphous boil.
That said, there are warning signs of deeper problems here.
It’s now been a week since Flappy Birds, the infuriating iOS game, was taken down from the app store, and I’m still waiting to find out what it was a stunt for.
For those unfamiliar, the game requires users to navigate a yellow, beaked blob with an insipid expression past a series of Super Mario World-esque green pipes. Keep going until you snuff it, then either stop or have a shot at beating your score. So far, so derivative.
Flappy Birds is different because of its maddening difficulty level. A generation of gamers used to being spoonfed their points, coins or lives have been driven insane by the bird’s insistence on flying to its doom. As a result, the game’s creator, Vietnamese designer Dong Nguyen, took the game off sale, saying he could not handle the impact it was having on users.
Hats off to Chelsea manager Jose Mourinho – a true media operator. Where rivals babble incoherently about “games of two halves” or, at best, indulge in bland 1970s-style trash talk, Mourinho understands that the battles played out in the media can be just as important as those won or lost on the pitch.
After he dominated the sports pages last weekend with his assertion that Chelsea are a “little horse” in the Premiere League title race – a comment he later admitted was a “mind game” – we thought we’d put together a list of what brands can learn from the master.
The artist formerly known as the artist formerly known as Prince is on our fair shores at the moment, reminding me of what a roller coaster it was to work with him 15 years ago. His set on Tuesday night at the Electric Ballroom in Camden may have seen only 1,000 fans in the comparatively tiny room, but the excitement it has generated has been huge. The singer has refused to reveal details of other venues on his tour, presumably preferring to keep fans guessing via Twitter clues, as he did before the first show.
A pure showman with relentless dedication, Prince has much to teach brands about exciting the crowd time and again.
1. Know your limits
There’s nothing wrong with ambition, but there’s a difference between extending your audience and overreaching it. Prince is and really always has been a cult proposition, and he knows it. A performance to 1,000 rabid fans with queues snaking round the block is preferable to an anodyne arena tour in terms of driving interest. Often, stirring your core demographic up to fever pitch works better than prompting a lukewarm response from a wider audience – though beware of becoming trapped in the ghetto.
2. Let the work do the talking
There was a time when Prince went in for stunts (remember the squiggle?). No more. Tuesday’s gig was, by all accounts, an old-school slice of hard, unadulterated funk. It was delivered straight to the fans with no interviews and no nonsense. Brands can learn from the ecstatic response: what you produce, not what you say you produce, is what matters in the Now Economy.
3. Different, but the same
Prince’s latest jaunt to London is supposedly not just another solo tour, it’s as frontman of an all female band 3RDEYEGIRL. Obviously nobody buys this; I’ve yet to see a single lead photo of the gig which actually includes the women. That said, a little confusion as to Prince’s current musical status is a clever way of bringing mystique to the artist-fan relationship, nowadays too often ruined by over-familiarity. By varying their approaches to their audiences while keeping their core narrative the same, brands can stave off boredom and maintain interest.
4. No distractions
For a hypersexualised male diva who is rumoured to be of alien origin, Prince has kept himself remarkably far from scandal. Aside from personal fallout, the impact of salacious headlines on a superstar’s career is to divert attention from their art. All at once, the person onstage is not a conduit for the music of the spheres, they’re a slightly grubby man. Few brands will have to deal with a sex scandal in their time, but they can learn from Prince’s focus; think twice before embarking on any project likely to provoke media controversy. Usually, the short term gain isn’t worth it.
5. Leave them wanting more
Prince’s arrival was calculated to leave audiences gloriously unsatisfied. A period of uncertainty was followed by a flurry of astonishing activity, as Prince not only popped up in his intimate nighttime appearance but supposedly played in the living room of the still-relatively-hip Lianne La Havas. Then, all at once, just as the headlines hit, he vanished again. Whether you’re planning to unleash a set of blistering funk classics or release your latest deodorant on the world, learning to master the controlled burst of publicity is a must for any brand manager.
So Scarlett Johansson has parted ways with Oxfam. The actress, who has served as an ambassador for the humanitarian group for eight years, quit yesterday over a “fundamental difference of opinion” (read: PR disaster waiting to happen). Johansson has recently signed as brand ambassador for the drinks-fizzinator (possibly not a real word) manufacturer Sodastream. It seems Oxfam’s support for marginalised Palestinians sits badly with Sodastream maintaining a factory in the occupied West Bank.
This is the PR meltdown that never happened; thanks to careful stewardship (and, one imagines, a lot of hair-pulling and arse-kissing behind the scenes), everyone has emerged positively reeking of roses. Painting the split as a “difference of opinion” was a genius move. It allowed Johansson to highlight her belief in “building a bridge to peace between Israel and Palestine, supporting neighbours working alongside each other, receiving equal pay, equal benefits and equal rights”, rather than any belief in receiving lots of cash for sponsorship deals. Similarly, it provided Oxfam with a platform to highlight its views on the perceived injustices happening in that part of the world. Sodastream, meanwhile, got pictures of Johansson sucking seductively on a drinking straw on virtually every news site known to man.
All PR pixies concerned are to be applauded, for ’tis not always thus. In 2012, skincare brand Nivea dropped Rihanna as its brand ambassador because new CEO Stefan Heidenreich decided that gyrating about in lingerie on a brand-sponsored tour didn’t quite square with the beauty company’s family image. Coming at a time when Ri-Ri was constantly making headlines for partying too hard, it didn’t look great for her, but it perhaps looked worse for the brand, who temporarily appeared stuffy and churlish. A 2011 survey by Ipsos Mori found that 23% of Americans and 19% of Britons said that Tiger Woods’s well-chronicled misdemeanours made them consider boycotting products he had endorsed.
Spare a thought, too, for the poor celebrities; it’s not only brands who can find their image damaged by dodgy dealing on the other side of the partnership. The Kardashian sisters found themselves lowered in the public estimation (if such a thing were possible) after they endorsed the ‘Kardashian Kard’, a prepaid card aimed at young adults. Backed by Mastercard, the Kard’s huge fees led Former Connecticut Attorney General Richard Blumenthal to declare: “Keeping up with the Kardashians is impossible using these cards.” The sisters terminated the deal in 2010.
Oxfam and Johannson’s well-judged parting of ways carries a lesson for brands operating in the Now Economy. In an age where fans can be mobilised in huge numbers and at frightening speeds, hypocrisy just won’t wash anymore, and both sides did well to separate amicably before pro-Palestine activists’ Twitter campaigning got too ugly. We at Borkowski wish Oxfam all the luck in the world when searching for a more suitable partner; we reckon Justin Bieber might have a few free spaces soon.
“Discovery consists of seeing what everybody has seen and thinking what nobody has thought” Albert Szent-Gyorgyi
Someone recently said to me “the more I read, the less I know”. Profound. In a world where technological advances were supposed to make life simpler, the reverse seems to reflect the truth. The world is more complex, undefined, rushed. Decisions are taken without hesitation in the race to keep up with social channels and serendipity is increasingly a thing of the past, despite what we are repeatedly told. Serendipity requires time. The one thing we are very short of. And we seldom have a big idea anymore. Instead we have ‘notions; and a notion is but the teeniest of concepts.
The point is that big ideas add value to any business. Obvious. Yet many businesses regard ideas with suspicion. Real ideas have dimensions and are resilient and flexible. Outside of some connections, where ideas really spring from is unpredictable. The only thing for certain is, ideas don’t come when called! To get to them it is necessary to clear the mind. This requires a step away from technology and to look up and around, be curious and open minded. The opposite then, of the behaviour of most businesses. Try as they might, there is a fundamental problem with businesses trying to marry creativity and commerce! The trouble is for this to work, they have to lose the fear of making mistakes and this requires a step away from viewing situations in conventional terms and avoiding creating problems that don’t actually exist. This is a dynamic system we are dealing with and it poses some interesting questions.
2014 promises to be the year of wearable tech. CES in Vegas will show a smorgasbord of new and innovative ideas and the promise of the ultimate connected life for consumers. But does this mean that businesses will become more dependant on data driven decisions? Will there be a rush to keep up and grab the upward line of the adoption curve? And will this add to the burden and confusion? The trouble with data and technology is that they doesn’t allow for ambiguity – the very nature of human beings. Data has its value of course, but we must not become complacent and rely on it. Instead at Borkowski.do we are sticking our necks out and recommending the reverse.
A goodbye to allowing the data to decide and a warm welcome back to reflection, intuition and judgment!
After all, reflection, is key to producing quality decisions and the foundation block to build strong leaders.
But the speed of disruption is so intense, it is stripping away all confidence.
Let’s look up from the technology and proliferation of ‘information’ for a moment. Great leaps forward come from asking the right ‘big’ questions. That’s why we should start our thinking with NOT knowing any answers! Competitive companies will be those that offer products and services minutely shaped by the unique ideas and perspectives of every single one of their customers. Companies that fail to grasp this new reality will ultimately be squeezed out of markets by those that do.
Experience, though of great value, all too often fails to change the world. We must embrace the great unknown, listen, reflect and fashion solutions that are unique. Let’s not be fooled by fashion, tamed by reason or trapped by experience, but work with clear and open mindedness.
That means celebrating people and ideas from wherever they come, rather than seeing things entirely from our own perspective, and developing a unique and clear point of difference.
Welcome to 2014. The Now Economy requires us to sit still, demand more time to think, reflect and innovate, to avoid making the same mistakes of the past few years.
I don’t usually do awards ceremonies. I’d generally rather be making a new campaign than remembering the last one. However, as the end of the year finds Borkowski towers in a reflective mood, I thought I’d put together a brief collection of 2013’s standout PR moments—the ones that made us gasp with astonishment, and the ones that made us groan in horror.
Most gloriously over the top viral stunt
I’ve actually already blogged about this one [link: http://www.markborkowski.co.uk/supernatural-pr-fear-that-fans-can-love/] but it’s stuck with me. In order to promote the remake of classic teen-angst ‘em up Carrie, the movie’s PR team set up a hidden camera stunt to end all hidden camera stunts. A new York Cafe was rigged with booby traps, and an actor was planted at a table. Following an altercation with another “customer” (actually a stuntman), the actor appears to wreak havoc with her psychic powers, terrifying several genuine customers. A video of the event went viral.
In some ways, there was nothing groundbreaking about this, well-executed as it was. Still, as I acknowledged at the time, the team deserve huge props for finding a clever way to engage with movie audiences outside of the traditional press junket snore-machine.