Bruno Carneiro da Cunha

Thanks to Cindy Gallop for sharing this important article from Lindsay Rittenhouse and Ad Age. It is not the first time they have written about this problem and sadly, I doubt it will be the last, but I do honestly believe that any conversation about ageism is a good thing and I was happy to be included in this one. And, I was especially thrilled to see so many important voices sharing their insights and ideas. Ageism is the one form of discrimination that can (and likely will) impact each and every one of us. But, it is also a problem we can solve -- or we can at least make better progress towards solving. Doing so will require erasing ageist stereotypes from our thinking and from our behavior. If businesses want to create an industry-leading workforce (and who doesn't) they must be just as committed to creating an "agenostic," multi-generational workplace. For the first time in history, there are five (!) generations of talent ready to go. I know from my years in the agency business, nothing was as much fun to work on as a big, hairy audacious, seemingly impossible, client brief. Consider yourselves briefed on ageism, agency world. Get after this. https://lnkd.in/g2Ge9Kmm

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Graham Sweet I loved this too. It’s hard not to like a story like this - it’s designed to rally us agency folk, to rise up etc. a story perfectly pitched to our creative egos. Another reason or line of provocation to level at our dull aspiring clients. Ha ha Anyway made me wonder where and when such conversations can really take place. Overall yes in principle a CMO / CFO might agree on a creative ambition. But where can an assessment of dull take place that’s not retrospective of an ad, an execution? Is this only valuable to critique past work or set a new agenda - I’d wager no one sets out to create dull. As planners we’d hopefully not write a brief that got to that. But I suppose we do intentionally or otherwise. Can a dull assessment be made at a strategic phase, during concepting? I’m not sure. Finally, I love the provocation that there is a dull cost penalty, but an equally interesting flip could also be 'interesting costs less'...

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With a world focused on instant gratification sometimes the importance of consistent brand presence goes unnoticed. Chief Brand Officers are the unsung heroes that keep the ship from hitting that iceberg. This is a good read if you are interested in finding out how instrumental branding is to your success.

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This is a must read in the wake of the Omnicom/IPG deal. Big is old news. Small is the new big. Clients know it. But many in 'big advertising' are in denial. Well spelled out here and well worth reading. Here's a snippet. Big Advertising has been shrinking because it hasn’t been listening hard enough to the client community or responding to their needs as fast as other, newer types of businesses. It has been slow to innovate and evolve its core product and so is losing share in the wider category of creative marketing. Big Advertising is an industry that’s not moving as fast as its clients, and that’s a problem. And Big Advertising’s latest move? To bet on getting even bigger being the way forward. The acquisition of IPG by Omnicom shows that the industry at its heart still believes that big is beautiful – in contrast to the message from clients. ... ®️©️ 🤘⚡ ... https://lnkd.in/gPKvC7kw

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This is a VERY IMPORTANT READ - please repost (gift link): “Our industry is ageist as f*ck,” said Cindy Gallop. Gallop recalled a Fishbowl survey several years ago that asked industry professionals when they first experienced ageism. “Literally, the answers began in the early 30s; that was when people felt ageism kicking in.” .... Lisa Balser • Creative Director • Brand Coach • Certified Diversity Executive® • Author said, “I have personally experienced direct comments; I was called grandma by a direct report who was 24 years old when I was 30.” ... Many older professionals have been working with AI for 10 years and are “pioneering” the technology, argued William Charnock Five0 Consulting. “Especially if you’re young, this transition we’re in as an industry is totally new,” Charnock said. “It’s not. We’ve been through these transitions before. I’m 58 and I’ve evolved 10 times in my career.” .... There is the argument that, when companies need to cut costs, some of the people most vulnerable are those with higher salaries. But, at the same time, Balser said agencies are not hiring older professionals even when they agree to lower salaries, which they currently are. She said she’s seen older executives making $175,000 a year apply for jobs that are offering $100,000 a year or lower, and then they’re being told that they’re overqualified. Another indicator of ageism to some, including Edward Cotton and Balser, is that agencies are requiring fewer years of experience for senior executive roles. .. Gallop said one of the best skills an older employee brings to an organization is a sense of tranquility in tough times or periods of mass disruption, which is what the industry is currently undergoing. She said that as a young agency professional, she’d look to the senior executives in tense meetings or pitches, who always maintained a sense of calm, and that was something she strove to emulate as she climbed the ladder. “I’ve done a ton of pitches at BBH London BBH USA, where [agency founder] Sir John Hegarty was always the one joking and laughing and making sure that everyone decompressed,” Gallop said, adding that whenever young employees feel like “the sky is falling,” an older executive is there to reassure them it isn’t.' .. Gallop suggested eight ways the industry could end ageism in an Ad Age op-ed in 2019 including reshaping culture away from just focusing on the youth, using data to make the case for marketing to older consumers and encouraging every professional to publicly post their age across social media, thereby owning it. She said she hasn’t seen any results, more than five years later.' With great input and insights from Christie Cordes, Tony Stanol Simon Fairweather Sasha Martens Gian Carlo Lanfranco Greg Collins Patti Temple Rocks Lindsay Rittenhouse Ad Age https://lnkd.in/eam3KBC8 #LiveOlder #SayYourAge

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Dentsu is revving up its engines and taking no prisoners with the promotion of Stephen Kiely to CEO of Tag Americas. After 18 years of strutting his stuff in the dentsu arena, Kiely is now at the helm of a company that was snatched up for a jaw-dropping $678 million. Talk about a pricey dinner date! Dentsu isn’t just playing around; they’re betting big on Kiely to expand Tag’s reach across the U.S., Canada, and Latin America. Now, if you think stepping into the CEO role of Tag is just another nine-to-five gig, think again. Kiely will be wrestling with the increasing demands for tech-enabled and AI-integrated creative production—basically, he’s being asked to juggle flaming swords while riding a unicycle on a tightrope. In his own words, Kiely noted, “The market is energized by the combined power of Tag and dentsu. We've already seen the success of this winning value proposition.” Let’s hope he’s not just blowing smoke. But don’t let his polished corporate persona fool you. Kiely isn’t just about boardroom banter; he’s got a mission. He’s tasked with transforming Tag into a creative powerhouse, and he seems ready to roll up his sleeves and get dirty—figuratively speaking, of course. He mentioned that “our ambition is to add to that commitment of not only delivering best-in-class brand but of performance capabilities too.” You can practically hear the sound of his eyes rolling as he puts on his ‘let’s-get-it-done’ cap. The leadership shakeup doesn't end with Kiely. Patrick Hounsell is stepping into the role of CEO of Dentsu Canada, ensuring the company remains a beacon of innovation—probably while wearing a cape and spandex. With over 25 years of experience, Hounsell is tasked with building on the momentum created by Kiely, proving that these two are more like a dynamic duo than mere colleagues. As Dentsu continues to push the envelope, one can’t help but wonder: is this corporate reshuffling merely a game of musical chairs, or are they actually onto something? With the advertising landscape morphing faster than your cousin’s relationship status on Facebook, brands need leaders who can keep up. In a world where clients crave innovation like toddlers crave candy, Kiely and Hounsell are gearing up to serve it hot. And in a humorous twist that only someone in the advertising biz could appreciate, I’ll leave you with this cheeky nugget: “In the world of advertising, if you're not growing, you're just compost.” That’s right, Stephen—let’s hope you’re more of a sprout than a pile of rotting leaves. Toby Codrington Michael Komasinski Pete Stein Robert Ryan McHardy Steve Nickerson Sheri Wilson

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Speed of change and the ability to be able to be fleet of foot and embrace the technology that sits in front of us, without forgetting the fundamentals of marketing, will define the progress of many brands in 2025.

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I had the chance to reflect on Jaguar's recent rebranding efforts for Campaign Asia. It’s a fascinating (and honestly frustrating) case of a storied brand misreading its audience and losing its way. In the article, I explore how Jaguar’s shift from its iconic "Grace, Space, Pace" to abstract, androgynous imagery has alienated loyalists and confused the heck out of everyone else. It’s a stark reminder of the dangers of ignoring data, heritage, and authenticity—especially in today’s fast-moving digital landscape. Take a read. #Jaguar #Rebrand #Branding #Marketing #Data #CMO

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Here is my giant face and some original thoughts on the role and potency of Brand Experience. https://lnkd.in/gTvpwrpz Love to here what you think. - #strategy #branding

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My latest blog on the rise of digital media and the demise of long-term thinking. They don't need to be mutually exclusive. We live in a polarized, black and white age, e.g., "Everyone who doesn't agree with me is evil." Marketers seem to be reactionary in the same way: If I can do quant, why do I need qual? If I can increase sales with stunts and (sometimes) tactics that are disconnected from my brand, why wait around a few years? Especially considering the short tenures of most marketing marketing positions today. https://lnkd.in/em_TyFX6

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If you ever struggled with any of these: - How to determine a good idea? - Defining clarity and simplicity in an idea? - What is a good creative brief? - Finding the right projects to work on? - How to find and hire good people? Have a listen.

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I got that feeling, because Im at Target, Sipping a latte, Shopping for nothing, but buying everything. Isn't this Yargets overall strategy? They want us to stroll, roam, browse, and enjoy being in their store. This ad is absolutely hilarious and brilliant. It highlights the thing about Target that we all love and evokes emotion. While watching this commercial I saw myself in a few of these characters (cough, cough, the latte drinker, and plant enthusiast). 🎵 Perfect song choice. When it feels like a no-brainer that this ad worked.... that means its a real gem and a marketing win. Watch the Ad 👉 https://lnkd.in/gSQ2e9nY #Target #TargetStores #targetCommercial #FunnyCommercial #Marketing #MarketingWin #MarketingSuccess #MarketingInsights

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I deeply respect Mark Ritson but his recent article criticizing Starbucks’ brand positioning misses a crucial point: scale and complexity. His dismissal of Starbucks’ mission as “esoteric” and his criticism of internal input show nothing but a lack of understanding of what it takes to align a corporation of 400,000 employees worldwide behind a cohesive brand vision. Starbucks is not just a coffee company; it’s a global cultural icon. Managing a brand at this scale isn’t as simple as crafting a cool, customer-centric tagline. It requires a delicate balance of unifying internal culture, maintaining global consistency, and ensuring customer resonance. And to do that, their new CEO has to bring the company back to revenue and profit first. Dismissing these aspects as fluff fails to grasp the holistic nature of business challenges and modern brand positioning. A brand like Starbucks must connect with customers AND employees to remain true to its purpose. Yes, simplicity is critical in brand strategy, but to “cut the crap” is not an actionable advice for a brand at this scale. And If Mark were to step into the shoes of a leader responsible for guiding 400,000 employees and millions of customers, he might find that simplicity isn’t so simple after all…

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Morning Consult released their "Fastest Growing Brands of 2024" report earlier this month, which ranks the top 20 brands that have seen the biggest rise in purchase consideration over the year. Top of the list was WNBA, driven in part by the supposed "rivalry" between Caitlin Clark and Angel Reese, rookies in the league with big collegiate fanbases that they took with them. This, an increase in investment, and other factors led to record-breaking watch figures. Second on the list was Ben & Jerry's which recently ended up suing Unilever for what they say was an attempt to silence them re: their stance on Gaza (https://lnkd.in/gPnJD9SS). Ben & Jerry's is known widely for taking a stance on social issues, for example, their Pecan Resist/Change The Whirled flavours released to support the Black Lives Matter movement (a portion of proceeds went to various charities). Although "go woke, go broke" has been a clarion call for right-wing groups, especially in the US, the actual statistics show something quite different - https://lnkd.in/g74HpFce In a world where women's sports are over-scrutinised, and people like Joey Barton criticise commentators/players of women's football, it's great to see WNBA being recognised globally. And in the case of Ben & Jerry's, it goes to show that brands who have a stance on geopolitical issues (as many did re: Russia/Ukraine) will resonate with consumers.

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📚 The Impact of Gen Z & Alpha on Back-to-School Shopping New findings from Wavemaker U.S. show that when children play a role early in the shopping process, parents are twice as likely to consider a brand. 💡 Krithika Rosenthal, our Group Director of Strategy, points out: "It's crucial not just to influence the parents, it's also important to think about how we connect with the kids." Curious about this year's back-to-school trends? Read Jessica Deyo's full article on Marketing Dive: https://lnkd.in/eB2V4eQD #BackToSchool #WavemakerInsights

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Talking all things Monkey-wise and Tuning Up with Keith Smith for the Fuel Podcast. Have a listen and tell me if I’m alone in thinking he sounds like the late great Steve Wright! A great voice for podcasting for sure. #marketing #marketingprocurement #advertisingagencies #pitching #newbusiness.

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Talked to Ad Age about why CMOs unrealistic expectations about AI cause them to abandon projects. An important read. As CMOs address change management, level-setting expectations may also require them to reassess the fundamental purpose for why they are adopting AI… Thanks for the chat Asa Hiken https://lnkd.in/erYhQVvr

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Recently viewed Cadbury 5 star's latest film and the website on the extension of their big idea and wondering why some brands make it big while many miss out on big ideas. Various small brands ( not by value/volume but by intent) often dream big but fail to fully leverage the potential of "big ideas." Not because their ideas are less powerful, but because they often underestimate the importance of amplifying them through strategic marketing and media might. Take the example of brands like Amul, TATA jago re or 5 star for that matter, the ideas aren’t just creative; they are omnipresent, appearing across print, TV, and social media. Small brands often limit their ideas to digital-first or hyper-local campaigns, which is a good starting point but falls short of building lasting impact. Big ideas require big amplification—television, outdoor, collaborations, and more. The synergy between creativity and media reach turns an idea into a movement. In today’s landscape, where digital and traditional media converge, even small brands can think big. The key is to commit to scaling their ideas with consistent storytelling across multiple touchpoints. The intent is there—what’s often missing is the conviction to go all out. Remember, a big idea doesn’t become big until it is seen, heard, and remembered by millions. #Brand #BigIdea #Storytelling

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Winner, winner, chicken dinner! (and McCain chips 🍟!) I’m thrilled to share that Circana’s collaborative effort on the IPA (Institute of Practitioners in Advertising) entry with McCain Foods and adam&eveDDB has achieved remarkable recognition at the IPA Awards 2024, winning... 🏆 A Gold 🏆 The Charles Channon Prize for Best New Learning 🏆 The Grand Prix! This unprecedented achievement is a testament to the hard work and innovative thinking of all contributing authors including the legendary Les Binet. A special shoutout to Amanda Rowe and Steven Jones from Circana, whose dedication and expertise in media, price and promotional analytics played a crucial role in our measurement success. They are not ones to enjoy the limelight but as the leader of Media and Analytics at Circana, I am incredibly proud of our contribution and the teams expertise. McCain's continued brand building efforts contributed a 56% increase in sales value from 2014 to 2023 and a +32% margin contribution. Key Learnings from the submission Long-term Brand Building: Investing in emotional brand-building strategies can significantly reduce price elasticity, leading to increased profitability even amidst economic challenges. Resilience Through Strong Branding: A strong brand can withstand market fluctuations and cost pressures better, maintaining its market position and profitability. Focus on Longevity: Effective marketing strategies are built over years, not quarters. Consistent brand messaging creates lasting impact and resilience. Proactive Branding: Building a robust brand during stable times ensures resilience during crises, enabling companies to navigate price increases or demand fluctuations effectively. Advertising's Impact on Price Sensitivity: Beyond driving short-term sales, brand advertising plays a crucial role in reducing price sensitivity, enhancing long-term profitability. Congratulations again to all involved in this groundbreaking achievement! #IPAEffectivenessAwards2024 #Marketingeffectiveness #EffectivenessAwards #marketingmix #cpgmarketing

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