Showing posts with label 72andsunny. Show all posts
Showing posts with label 72andsunny. Show all posts

Thursday, June 27, 2024

16687: General Motors Rides Into General Market With New White Advertising Agencies.

 

MediaPost reported General Motors is driving with new White advertising agencies, including Anomaly, Mother, Preacher, and 72andSunny. The content did not feature any mention of non-White advertising agencies in the revised roster—or color commentary from Byron Allen.

 

General Motors Chooses New Agency Partners

 

By Tanya Gazdik

 

General Motors is switching up its agency roster in what it says is a quest to develop creative that prompts the automaker to rise to the top of vehicle purchase consideration lists.

 

“GM is building a modern global marketing model to ensure customers consider GM vehicles first, today and in the future,” says Molly Peck, global chief transformation officer at General Motors.

 

The model includes a mix of current and new agencies.

 

This includes a new relationship with agencies “designed to deliver fresh, breakthrough creative” including Anomaly, Mother, Preacher and 72andSunny, the automaker said in a statement to Marketing Daily.

 

They will be supported by MediaMonks “which will bring a modern approach to real-time, efficient content development.”

 

These agencies will be joined by Omnicom Precision Marketing Group, which will serve as GM’s lead agency for CRM, and Dentsu, which will remain the automaker’s lead media agency.

 

Chevrolet’s incumbent is Interpublic’s Commonwealth/McCann, while Publicis Groupe’s Leo Burnett has handled creative for Buick, GMC and Cadillac. Both holding companies remain on the automaker’s agency roster.

 

Leo Burnett will continue to support pieces of the GM business (customer care and after sales and some global work), as will Commonwealth (continuing at a reduced scope for 2024) and McCann (GM brand and corporate), according to a GM spokesperson.

 

Anomaly will have lead duties on Chevy, Mother will lead Buick, 72andSunny has Cadillac and Preacher gets GMC.

 

While the agencies have some brand duties, GM is moving away from an AOR structure.

 

“The agencies above will support those specific areas of the business while Media.Monks will work across agencies and brands to support day-to-day operations and helping brands connect with customers faster and more efficiently with their messaging/creative,” according to the automaker.

 

Mother called the review “one of the hottest pitches of the year.”

 

“From the start of the pitch process, we shared a similar energy, ambition and collaborative spirit with the Buick team,” the agency said in a statement. “Together, we hope to create a fresh and vibrant platform, for a fast growing brand that operates by a different marketing playbook and exudes a deserved confidence in their vehicles. It feels like an assignment that was made for Mother.”

 

These changes conclude a review that began in January under Global Senior VP and Chief Marketing Officer Norm de Greve. GM worked with SnapPoint on the review process, a GM spokesperson confirmed.

 

Last month, GM selected Stream Companies as an approved digital advertising and SEO partner in GM’s Dealer Digital Solution Program, servicing more than 4,000 Chevrolet, Buick, GMC, and Cadillac dealerships.

 

The automaker is extending the opportunity for all eligible dealerships to leverage matching funds for covering the expenses of Stream Digital Advertising and SEO services. The program offers dealers access to a collection of digital products and services aimed at driving sales and service business.

 

The program allows retailers to better identify website visitors, market to past clients and future shoppers and measure advertising in new ways.

Wednesday, August 24, 2022

15934: Poaching, Puffery And Perpetuating Poop.

 

Advertising Age reported 72andSunny hired CPB Global CEO Marianne Malina to serve as its first-ever North American president, charged with running the White advertising agency’s New York and Los Angeles offices. What makes the news dizzyingly dull is the way that players have drifted around via mergers and job shifts—essentially perpetuating Adland’s commoditization of creativity and talent. Can anyone really discern any difference between White holding companies (MDC Partners or Stagwell), White advertising agencies (72andSunny or CPB or GSD&M) and the White men and White women shuffling between it all? Stagwell Media Network should be renamed Stagwell Mediocre Network.

 

72andSunny Hires CPB’s Global CEO To Lead North America

 

Stagwell chief Mark Penn says plans for CPB will be ‘shared soon’

 

By Brian Bonilla

 

Stagwell’s 72andSunny has named its first-ever North American president to oversee both its New York and Los Angeles offices: CPB’s Global CEO Marianne Malina.

 

Malina, who will start her new role on Sept. 6, wasn’t immediately available for comment. It was unclear who, if anyone, will take her position at CPB, which Malina assumed 16 months ago with the goal of turning around the agency. As announced earlier, CPB will become part of the Stagwell Media Network.

 

When asked about plans for CPB, Stagwell Chairman and CEO Mark Penn said, “CPB is having a great summer as it integrates into the Stagwell Media Network, which reinforces CPB’s legacy as tightly connecting the creative idea with the media plan. We look forward to sharing more soon.”

 

The hiring of Malina is part of a new leadership structure that 72andSunny has been building with the goal of appointing more senior leadership positions to serve clients.

 

“I was always impressed with how she [Malina] sees the business and what she’s doing,” said Evin Shutt, global CEO of 72andSunny. “It was just a moment of like [Malina] set the table for CPB and kind of this new innovation and where they’re headed and what does she want next? What’s the growth opportunity for her?’ As I was sharing what we’re doing, she had interest and I had interest.”

 

Currently, 72andSunny’s New York office has around 150 employees. Its clients include Hubspot, Carl’s Jr. Legal Zoom, Comcast and Footlocker. The agency’s LA office has 250 employees and works on clients such as United Airlines, the NFL, Indeed and Marriott.

 

As part of 72andSunny’s work from home model in North America, Malina will remain in Austin but will travel to LA, New York, and client locations “frequently,” according to Shutt.

 

‘Disruptive time’

 

“This is a disruptive time in the world and we know that our value as a company is using who we are and creativity to give clients guidance and partnership and help them thrive and not just survive,” Shutt said. “As we’re doing that and as we’re going through change, we took a moment to be like, ‘What do clients need? What does the market need?’ And we think they want more senior leaders and marketers. We hear it time and time again.”

 

The move is a step away from 72andSunny’s prior structure, which involved president roles that were less “client-facing” and more internally focused, according to Shutt.

 

As a result, the agency is replacing its former New York and LA presidents, Brett Edgar and Teri Miller, who joined VCCP and Mother respectively, with managing directors. Laura Likos, who previously served as head of brand management, will now serve as the managing director of the LA office. A managing director for New York has yet to be named.

 

“In our old structure, the office president role was very much pulled internally into operations, into the deployment of talent and involved with clients but not as client facing as we’d like,” Shutt said. “The North American president role will be more outward-bound; that’s why we wanted a marketer like Marianne there. The managing director roles now get to really focus on the clients and the people doing the client work to make sure we have the right people in the right place and they’re growing.”

 

And one of those needs is high-level access and strong leadership.

 

“Look at what some of our clients have been through in the last few years,” Shutt said. “The NFL during the social justice and racial reckoning of the U.S. required senior leadership [that was] highly engaged. United Airlines is another one with the pandemic and airlines. That was hard. So again, it required the breadth of leadership to get deep and partner with clients.”

 

Struggles at CPB

 

Malina joined CPB in April 2021, after spending 16 years at GSD&M, with the hopes of turning around the once iconic agency that had been declining for years.

 

“I’m a builder. I’m not a manager,” Malina said in April of last year about her appointment. “The bigger the problem, the more I’m interested. What CPB has done for the ad industry in this century is epic. Every single person in this industry is using a page from their playbook. An agency that changes the way we do business, that’s what’s at the core of this brand. You put that into today’s culture, what’s going on now, this is an opportunity of a lifetime.”

 

However, CPB has continued to struggle, losing a number of its leadership team and clients like Hotels.com, Fruit of the Loom, and VRBO. In October 2021 Buchanan’s Scotch Whiskey tapped CPB to launch a Hispanic heritage Month campaign called “What Glory We Are.”

 

Currently, the agency, which once rented spaces in Boulder and Denver, is “100% remote” according to its website, and there are no job listings on LinkedIn.

 

Other new executive moves at 72andSunny include the promotion of Janisse Wong to head of finance and operations of 72andSunny North America and Keith Jamerson, formerly head of U.S. production at Stink Studios, being named an executive production director at 72andSunny’s content and media studio Hecho Studios.

 

The agency has been bringing on new talent over the past couple of years, including Damaune Journey as global chief growth officer; Heat alumna Elaine Cox as the ECD of 72andSunny New York; Lauryn Nwankpa as managing director of the agency’s purpose and impact consultancy Brand Citizens; and Ogilvy alum Simon Usifo as president of 72andSunny Amsterdam.

Sunday, November 01, 2020

15190: Make The World See All Hypocrisy.

This Pinterest initiative is described as follows:

 

“Pinterest aims to change the beauty landscape and highlight diverse voices in new ways. From magazines to social media to video tutorials, the beauty standards are overwhelmingly white, and Pinterest is kicking off an initiative that aims to Make the World See All Beauty.”

 

The work was handled by 72andSunny, a White advertising agency that undoubtedly tapped its Diversity Playbook to figure out the concept. BTW, the shop no longer displays its leadership at the company website. Perhaps the executives’ exclusive beauty isn’t something they want the world to see…?




 

Sunday, May 24, 2020

15024: 72andSunny Presents Another Fucking Stupid Playbook.

Oh look! Another 72andSunny playbook—this one seeking to capitalize on the COVID-19 crisis for condoms creator Trojan. Sorry, but the deviants behind this concept are, well, dickwads.

Saturday, February 29, 2020

14934: BHM 2020—72andSunny.

Oops, typed too soon. The patronizing promotion from Facebook pales in comparison to the Black History Month stunt from the playbook of 72andSunny, at least in terms of cultivating cultural clichés in the pursuit of self-promotion.

Thursday, July 18, 2019

14696: Now There Are Even More Con Artists And Crooks At 72andSunny.

Adweek reported 72andSunny added a page to its diversity playbook by establishing a partnership with ConCreates, an advertising agency comprised of currently and formerly incarcerated folks. Hey, it’s a natural coupling, given that 72andSunny is in the MDC Partners network, which was once led by a bona fide crook. Plus, 72andSunny is run by culturally clueless con artists. Somebody should throw the book—and playbook—at the shifty scumbags. Strangely enough, ConCreates appears to be an enterprise honestly dedicated to change and progress. 72andSunny, on the other hand, not so much.

72andSunny Partners with ConCreates, an Agency Staffed by Current and Former Prisoners

MDC shop’s New York office will serve as adviser and creative partner

By Minda Smiley

As the advertising industry continues to grapple with diversity, agencies are increasingly trying to find talent outside of the usual recruitment pipelines.

One agency in particular is offering up creative solutions from a population whose vantage point is distinctly unique: former and currently incarcerated people.

The idea for ConCreates came to founder and CEO Vincent Bragg in 2014 while he was serving time in federal prison for running a drug empire. Bragg said he was locked up with the founder of an underwear company, and during their time together, the two would “host think tanks” for the brand. It was through that experience that Bragg began to think he could do this for other brands as well, so he started to pull together a network of incarcerated people who were also interested in this type of creative thinking.

“As a way for me to show the world the creativity behind bars, I started a company and really dedicated my life to this,” he said. After being released from prison in 2016, Bragg joined a prisoner entrepreneurship program called Defy Ventures to get ConCreates off the ground.

“They helped me flesh out the structuring of the company and things like that. One of the things that was really great about that program was the mentorship,” he said, and it was one of his mentors who introduced him to Tim Jones, executive strategy director at 72andSunny New York.

72andSunny New York, which is owned by MDC Partners, has now established a partnership with the ConCreates network that currently spans 436 men and women in prison and 319 who’ve been released, according to Bragg. ConCreates has also built out its leadership team, which includes co-founder and chief innovation strategist Janeya Griffin, who grew up watching her parents struggle to find work after being imprisoned.

As adviser and creative partner, 72andSunny will help craft the agency’s positioning, proposition and visual identity, as well as consult on key client projects.

“When I met these guys, I was blown away by their vision and story,” said Jones. “We have multiple initiatives running to expand and diversify the creative class, but one of the key ways I think we can be most powerful in this space is helping to set up companies like ConCreates, who share the same mission.”

ConCreates operates as a crowdsourcing platform, meaning employees of the agency are sent briefs and asked to respond with their ideas. All who participate are compensated, with employees receiving additional payment as their ideas continue to advance (by making it into a client presentation, for instance). Ideas that actually end up going into production are ones that get rewarded the most.

Much of this correspondence happens via email and snail mail.

“We’re able to be nimble like a startup with a crowdsourced model,” said Bragg, who noted that 10% of ConCreates is owned by the entire company, so staffers also benefit from profit sharing.

Bragg said ConCreates has mostly done work for startups so far, but is now looking to collaborate with “brave brands looking to break the mold” who see the value in what this unconventional creative team has to offer.

He believes the skills needed to pull off crimes are often the same ones that creatives tap into for client work every day; for example, Bragg said one of the original “ConCreators,” who once successfully robbed 27 banks, was basically using the same thought processes as a strategist when coming up with his plan.

“We believe that creativity without opportunity is criminality,” he said. “We look at drug dealers as entrepreneurs. We look at graffiti artists as art directors.”

The hope is that by channeling these skills and talents into something positive, these people will get a chance at building a new life.

“Not only can we help people who’ve committed crimes become beneficial members of society again by learning these kinds of skills, but our hope is that these people become icons to perhaps others who are at that crossroads in life,” said Jones.

Wednesday, May 01, 2019

14614: General Mills Run-Of-The-Mill Bullshit.

Advertising Age reported General Mills pulled AOR status from 72andSunny in a move designed to create a project-based model for the cereal maker. Maybe the White advertising agency should spend less time fabricating diversity playbooks and more time focusing on brand playbooks. Expect future shootouts on projects to feature lots of client-appeasing concepts starring Gracie.

General Mills strips 72andSunny of agency of record title

MDC Partners agency continues to work with brands including Cheerios alongside other roster shops

By Lindsay Rittenhouse

General Mills has stripped MDC Partners shop 72andSunny of its agency of record title as it shifts to a project-based model.

The agency, in partnership with Redscout, won lead U.S. creative duties in 2016 for some of the company’s larger brands including Cheerios, Nature Valley and Yoplait. People close to the situation told Ad Age that 72andSunny will continue to work on certain projects for Cheerios but that it was taken off the Yoplait and Nature Valley accounts.

“We do not have a creative agency of record,” a General Mills spokesman confirmed in an email to Ad Age. “We have a portfolio of agencies that our brands can use based on their current needs.”

The spokesman declined to comment further so it is unclear exactly when this change took effect.

A spokeswoman for 72andSunny declined to comment.

Independent agencies Erich & Kallman, Pereira O’Dell and Joan (which recently rebranded from Joan Creative) are also on General Mills’ roster, working with various of its brands on a project basis. Erich & Kallman, for example, produced a Gen Z-friendly ad for Reese’s Puffs in February that highlighted the woes of prom dress shopping.

Erich & Kallman, Pereira O’Dell and Joan were all selected to handle certain projects as a result of the larger 2016 creative review, as was indie shop The Community, which told Ad Age it has since parted ways with General Mills.

While 72andSunny categorized it as a restructuring move at the time, one person close to the situation said the agency’s layoffs in March, which trimmed five percent of its staff in New York and Los Angeles, may have been related to the loss of General Mills. The Los Angeles office had handled Cheerios and will continue to do so.

Losing AOR status on Cheerios surely comes as a blow to 72andSunny, which last year lost the Nissan Infiniti account; clients Coors Light and Johnnie Walker have been placed into review. The agency declined to defend Coors Light. Late last year, the shop lost MillerCoors’ Coors Banquet to Mekanism.

General Mills’ U.S. measured media spending declined 9.2 percent to $644 million in 2017, according to the Ad Age Datacenter. Cheerios’ 2017 spending fell 31.9 percent from 2018 to $99 million, Nature Valley’s grew 12.6 percent to $59.9 million and Yoplait’s was trimmed 43.2 percent to $59.9 million, Ad Age’s data shows.

Friday, March 08, 2019

14560: Look Out, Wheaties—Cheerios Is The Breakfast Of Champion Hypocrites.

Advertising Age spotlighted the latest patronizing propaganda from Cheerios and 72andSunny, made with 100% Whole Grain Oats and 110% Whole Lotta Bullshit.

Resorting to borrowed interest for campaign concepts is bad enough, yet what Cheerios and 72andSunny shat out also qualifies as borrowed inclusion. The cereal brand is seemingly promoting progressiveness, but it’s literally and figuratively a bunch of song and dance. 72andSunny has developed a mastery of deception with its 3% Certification and Divertsity Playbook. Such smokescreens, however, can’t hide the exclusive leadership—despite the recent hiring of Keith Cartwright.

Advertising icon David Ogilvy is credited with uttering, “If you have nothing to say, sing it.” White advertisers and White advertising agencies sing about diversity and inclusion when they’ve got nothing to show for it.

Thursday, November 29, 2018

14396: MDC Partners Nixes Buyback Deals From Its Shitty Shops.

Adweek reported certain White advertising agencies—including Doner and 72andSunny—proposed buying themselves back from MDC Partners, but were rejected by the White holding company’s board of directors. Any buyback plan should require that agency leaders who collected big bucks in such deals return their booties—with interest. And the refunded money would then be distributed to all former employees who were terminated as a result of mergers and buyouts at MDC Partners. Oh, and each terminated employee should be allowed to deliver a single kick to the groin of former MDC Partners CEO Miles Nadal. Surely the board of directors would green-light these ideas—at least the one involving kicking Nadal in the nuts.

MDC Partners Board Reportedly Rejected Agencies’ Buyback Offers

Company counters investor demands for executive shakeup

By Patrick Coffee

At least one of the more than 50 agencies owned by struggling network MDC Partners recently made an effort to buy itself back from the company only to be rejected by the board of directors, according to Adweek’s sources.

On Wednesday night, MDC responded to a Nov. 19 SEC filing by hedge fund investor FrontFour Capital Group that aggressively called for change on the board and criticized its leadership for not acting quickly enough.

News of the filing was first reported Wednesday afternoon by The Wall Street Journal.

“FrontFour first initiated private conversations with the Board in August 2018 in an attempt to constructively outline a strategy that would result in the replacement of Scott L. Kauffman as CEO with a candidate better suited to leverage the strength of the Issuer’s agencies and grow the Issuer’s market share in key industries,” the SEC document read.

It went on to criticize MDC’s leadership for “hastily” announcing Kauffman’s plans to resign the following month “without having commenced a search for his replacement.”

FrontFour, the text continued, believes “significant changes to the composition of the Board are required in order to ensure that the best interests of shareholders are represented” and has begun to explore options including “a special meeting of shareholders requisitioned for such purpose.”

The Greenwich, Conn.-based hedge fund owns approximately 5.1 percent of MDC Partners.

“MDC Partners welcomes open and constructive conversations with our shareholders and seriously considers all ideas and suggestions that may enhance long-term shareholder value,” read a statement from MDC Partners issued Wednesday night. “We have had an ongoing dialogue with FrontFour, and are disappointed that they elected to go public with their concerns at this time.”

It continued: “While we expect communication with FrontFour to continue, our focus remains on conducting our previously announced strategic review and CEO search process, and we remain committed to delivering value for all our shareholders.”

A spokesperson for FrontFour has not yet responded to questions regarding the timing of the filing and the specific changes to the board it believes will “better align the perspective of the Board with that of the Issuer’s shareholders.”

The news comes at a financially precarious time for MDC Partners, which laid off several executives in July before Kauffman lamented “poor” results for the first half of 2018. The company’s stock has lost half its value since August, and its estimated debt is greater than $1 billion.

U.S. CMO Ryan Linder was promoted the global role in October.

According to sources within MDC Partners, multiple agencies have explored the possibility of buying themselves back.

One source said Doner leadership determined the process would ultimately cost more than $500 million and therefore wasn’t workable. Other sources said 72andSunny’s recent offer to buy its independence was rejected by the MDC board.

Spokespeople for Doner and 72andSunny declined to comment. MDC Partners declined to elaborate beyond its Wednesday statement.

Thursday, May 24, 2018

14158: Losses & Losers.

Advertising Age reported Infiniti is rolling with a new White advertising agency, which is actually the White advertising agency that originally held the account before it moved to the White advertising agency that just lost the account—and the new White advertising agency has technically been working on Infiniti even after losing the account. Oh, and both White advertising agencies are in the same unacceptably awful White holding company. Plus, it’s just the latest chapter in a sad story that has been sputtering for years.

72andSunny’s Infiniti loss is CPB’s gain

By E.J. Schultz

Infiniti is on the move again within MDC Partners. The automaker and 72andSunny have cut ties less than a year after the shop was hired to handle creative for several global vehicle launches. “We leave this relationship with best wishes for the success of the Infiniti brand. We are excited to be freed up for future opportunities in automotive,” 72andSunny CEO Matt Jarvis said in a statement.

72andSunny, which was hired last August, has been handling all global creative responsibilities, including big campaigns running in the U.S., such as one called “Thrones” for the new QX80. That meant less work for MDC sibling agency CPB, which has been working with Infiniti since 2014. But CPB will now be back in the pole position on the brand, according to people familiar with the matter.

CPB had remained on the roster even as 72andSunny handled global. CPB is behind [the] ad now running in the U.S. for Infiniti’s tie-in with Marvel for the new “Avengers: Infinity War” movie.

An Infiniti spokesman declined to share details on the global agency move, only saying that “Infiniti continues to use various agencies for our creative around the globe.”

One factor that could have worked in CPB’s favor is the installment late last year of Linus Karlsson as global chief creative officer. The Swede has auto experience from his time serving as creative chairman of Commonwealth McCann, overseeing Chevrolet, a role he held until March of last year.

For MDC, keeping Infiniti is critical, considering its current financial situation. The holding company reported disappointing first quarter results that chairman and CEO Scott Kauffman characterized as “unacceptable,” citing some client cutbacks and slower conversion in its new-business pipeline.

Friday, May 11, 2018

14139: Unacceptable Welcome.

Advertising Age reported MDC Partners Chairman and CEO Scott Kauffmann labeled the holding company’s Q1 results as “unacceptable,” and he added, “We need to do better.” White advertising agencies in the MDC Partners stable include Crispin Porter + Bogusky, 72andSunny and Anomaly. Meanwhile, Adweek reported MDC’s experiential agency TEAM acquired multicultural experiential agency 20.10 to diversify its offerings. “As the fabric of America changes, multicultural audiences are increasingly becoming the general market,” said TEAM President Sean O’Toole, “which is why we are integrating with 20.10 to deepen the expertise we bring to creating total brand experiences for modern marketers.” Welcome to the MDC “unacceptable” family, guys!

Tuesday, December 12, 2017

13933: Delayed WTF 38—ADCOLOR® At 11.

MultiCultClassics is often occupied with real work. As a result, a handful of events occur without the expected blog commentary. This limited series—Delayed WTF—seeks to make belated amends for the absence of malice.

Adweek reported on the 11th annual ADCOLOR® soiree held in September, which sold out for the first time in history. Sorry, but that historical factoid—along with Adweek misspelling the organization’s name (it’s all caps)—underscores the advertising industry’s true disinterest and disregard for diversity. Two comments were particularly noteworthy:

“Diversity and inclusion has become a hot topic in the recent years, but seemingly relating to gender more than race. Rarely, if ever, do you see black or brown faces in the ad industry. This is the real reality of advertising—the illusion of inclusivity. When it comes to race and inclusion, I don’t know that I can truly say I’ve seen much actual progress. It’s always a discussion but never an action.”

:::

“The industry has barely scratched the surface. We like to congratulate ourselves for small wins, and that’s not necessarily a bad thing. However, the flip side is that we have not made systemic lasting change.”

The first comment came from a Senior Content Producer at BBDO New York. Gee, the Creative Residency Program and Comic Book don’t demonstrate action?

The second comment came from the Talent Director at 72andSunny. Gee, the 72andSunny Playbook and 3% Conference Certification don’t demonstrate systemic lasting change?

Whatever. To salute ADCOLOR® on its 11th anniversary, blog visitors are invited to read the 2007 post commenting on the organization’s birth.

Adcolor 2017 Highlights the Industry’s Progress and Challenges on Diversity as Tech Scoops Up Young Talent

The business has come a long way, but still has far to go

By Patrick Coffee

This week, approximately 700 professionals in the advertising, marketing and technology industries gathered in Los Angeles for the 11th annual Adcolor diversity and inclusion conference.

The event, which sold out for the first time, featured such luminaries as Uber chief brand officer Bozoma Saint John, actor and activist Jesse Williams, ad agency boundary-breaker Carol H. Williams and rapper-turned-Martha Stewart BFF Snoop Dogg.

As in past years, Adcolor 2017 focused on celebrating the achievements of people of color along with members of the LGBTQ community and other underrepresented groups. Conversations across the three-day event mirrored the state of our country: Many speakers referenced the recent presidential election, and the word “Charlottesville” came up several times with no real need for explanation. Despite this underlying sense of urgency and defiance, it was not a time spent bemoaning an industry or a culture in crisis.

“In a world and country where we’re reminded time and time again that our differences should divide us, Adcolor encourages people to come together to celebrate our differences,” said Wieden + Kennedy Portland account supervisor Analysa Cantu. “It’s those different perspectives that will allow us to make better work in our culture-influencing industry and ultimately, make us stronger as a society.”

TBWA\Chiat\Day New York content director and Adcolor Futures honoree Anastasia Garcia added, “One thing we’ve all experienced is the ‘only one syndrome’: being the only LGTBQ, minority or woman in the room. It’s very rewarding to have an experience like this when we’re not the only ones anymore. It’s more than just networking … it’s about the emotional support that this provides.”

Celebrating individual and industry-wide milestones

Even as ad agencies face continued criticism for a lack of diversity, Adcolor made clear that people of color, both established and up-and-coming, are doing great work every day—as they have for decades.

“There’s much more awareness and conversation about [diversity and inclusion] than ever before,” said TBWA Worldwide North America chief diversity officer Doug Melville, who compared the agency world’s gradual progress on that front to its attempts to get ahead of the last decade’s digital wave.

“Ten years ago, there was one chief digital officer, and this poor individual had to solve every related problem at the company,” Melville added. Similarly, many networks hired chief diversity officers in the aughts to better organize their efforts. Agencies and holding groups have approached the challenge differently, with some essentially arguing that every employee is equally responsible for developing a more inclusive workplace.

“To say that [the chief diversity officer role] is not necessary doesn’t give justice to the importance and scale of the work,” he said. “People often ask me if there were one tip I could walk away with, and I say, ‘Give difference the benefit of the doubt.’ There is a perception that difference is inferior.”

BBDO associate creative director Nedal Ahmed told Adweek, “I think as an industry we are learning that to tell diverse stories, you need diverse perspectives. Diversity has the power to keep work fresh—and honest.”

Founder and president Tiffany R. Warren of Omnicom has shaped Adcolor into a well-oiled machine that vividly illustrates the products of that process. While watching the young marketers in the Futures program present their “hackathon” projects on empathy in the workplace, hearing DigitasLBi North America group director of talent engagement and inclusion Ronnie Dickerson Stewart explain how to make a real-world impact on agency culture, and listening to Carol H. Williams recount the many times when she was the only black face in the room at Leo Burnett in the 1970s, it was hard not to conclude that the industry has made significant progress.

Major goals remain unmet

The event itself was an unqualified success, yet many still voice deep skepticism of the business at large.

“Diversity and inclusion has become a hot topic in the recent years, but seemingly relating to gender more than race,” said BBDO New York senior content producer Whitney Collins, who has worked in advertising for years, though she did not attend this week’s conference. “Rarely, if ever, do you see black or brown faces in the ad industry. This is the real reality of advertising—the illusion of inclusivity.”

The tables at Adcolor’s awards show were filled with faces just like the ones Collins described, but they remain the exceptions to the rule. “When it comes to race and inclusion, I don’t know that I can truly say I’ve seen much actual progress,” she said. “It’s always a discussion but never an action.”

Loren Monroe-Trice, talent director at 72andSunny (which was one of Adcolor’s main agency sponsors along with GSD&M) agreed. “The industry has barely scratched the surface,” she said. “We like to congratulate ourselves for small wins, and that’s not necessarily a bad thing. However, the flip side is that we have not made systemic lasting change.”

“There is tangible evidence of progress, like the fact that the conference sold out this year,” said Thas Naseemuddeen, partner and chief strategy officer at independent L.A. agency Omelet. “But when I think about the way I am perceived in the press and in the back of your mind as a female creative person of color, I always think—am I a quota? Maybe it’s a weirdly shielded form of affirmative action, but what can I do with this opportunity? How can I change perceptions of young brown women?”

“The biggest hope we all have is that it’s not just a fad,” Naseemuddeen said regarding the recent wave of C-level promotions for women in the agency world. “It’s super encouraging to see, but why is it just starting now?”

Tech moves in on promising talent

While advertising has devoted a greater share of its resources to finding and nurturing minority talent in recent years, the tech industry may ultimately prove better equipped to do so.

“Something that was very surprising to me as a newcomer was who was investing in us,” Anastasia Garcia told Adweek. “One is Omnicom … but it’s mainly Apple, it’s Google, it’s Facebook.”

Apple sponsored Adcolor Futures for the third year in a row while Google supported the University program, and the larger conference included events in which representatives from Facebook showcased “the emotional power of VR” and Twitter executives highlighted the difficulties of enacting real, lasting change in an organization.

“It’s definitely visible to me that tech companies are looking to help us grow,” Garcia said. “This freedom to explore is something that young talent is looking for, and I feel like ad agencies just aren’t investing in that at this point in time. Being here speaks volumes over any press release.”

Doug Melville also noted that tech companies, unlike agency holding groups, “have unlimited data and money,” with Naseemuddeen adding that they are able to attract young people “way further upstream” for that very reason. But tech’s own struggles to diversify have also led to a wave of criticism and negative headlines, with the issue growing especially pointed since Google began publicizing its staffing numbers two years ago. BBDO’s Collins countered that, while such companies have drawn many employees from the international community, “Our own urban minorities are notoriously underrepresented.”

“We often say the talent is not out there, but Adcolor dispels a lot of that,” said David Elfving, an associate creative director in Apple’s marketing department. “It’s easy to participate in efforts like this, and it’s one way to bring people together in a meaningful way.”

The fact that Elfving is a white man—as were a small number of the conference’s attendees—points to what several agency talents described as a next step in this ongoing conversation.

Where does the movement and the business need to go now?

“We need to take a hard look at ourselves, be uncomfortable, and get vulnerable,” said Monroe-Trice about the future. “Where have we done well? We talk a good game. We talk about business case. We believe it’s the right thing to do. That’s not enough. We have to take a stand, take risks and support our talent. Leadership must get in the game—not advise from the sidelines.”

For Naseemuddeen, this means bringing her almost exclusively older, white, male agency partners to Adcolor and similar events in the coming years while also mentoring younger minority talent. “The only criteria you need to go to this is having an open mind,” she said. “I think you’ll be pleasantly surprised.”

Melville noted that many shy away from such conferences—and the diversity and inclusion conversation in general—due to “fundamental unease” and a very human tendency to focus on controversy. “Negativity gets a lot of headlines,” he said in echoing a line spoken by Snoop Dogg during the duo’s conversation on Monday night. “I wish more people would highlight what we’re doing that’s good. TBWA spent $150 million in five years with female and minority-owned [vendors] and no one writes about it.”

For Wieden + Kennedy Portland executive creative director Eric Baldwin, “Working with Glenn Singleton at Courageous Conversation has taught us that it’s not about ‘talk versus action.’ It’s both. If we don’t talk about the challenges people of color face, then we won’t progress, we won’t see true change.”

Still, Collins emphasized that action is critical. “We need to see minorities in positions of power,” she said, noting that this process starts with education in the form of “more awareness and more scholarships for minorities and the underrepresented.”

Melville remains optimistic that the ad and tech industries will continue to move forward, if not as quickly or decisively as many would like. “Diversity is not easy; It’s not a simple fix because there are so many small, different pieces like pay, access and geography,” he said. “[But] 50 percent of everyone in America under 34 years old is multicultural. We’re making the media and the message, and we’re driving purchase decisions. This is the audience of the future.”

Tuesday, November 28, 2017

13907: Delayed WTF 37—Certifiable BS.

MultiCultClassics is often occupied with real work. As a result, a handful of events occur without the expected blog commentary. This limited series—Delayed WTF—seeks to make belated amends for the absence of malice.

Advertising Age reported 72andSunny and VML became the first White advertising agencies to receive certification from The 3% Conference. Each shop doled out $25,000 for the honor, which likely removed quite a chunk from the agencies’ diversity budgets—although the loot really went toward diverted diversity and probably qualifies as a tax-deductible donation. Yet why did 72andSunny and VML pay to be certified? Wouldn’t it have been cheaper—and more legitimate—to openly publicize hiring and retention figures? After all, 72andSunny allegedly hopes everyone will “steal” its oh-so-progressive playbook on diversity. Please spare others the need to engage in theft by simply being honest. Hey, it’s free.

72andSunny, VML Become the First Agencies Certified by 3% Movement

By Lindsay Stein

Talent has no gender, the expression goes. And now the 3% Movement is making agencies put their money where their, well, talent is. MDC Partners’ 72andSunny and WPP’s VML are the first agencies to become “certified” by the equality advocacy group for creating inclusive cultures in which both men and women can thrive.

The 3% Movement—not to be confused with 3 Percenters—announced the results of its inaugural certification program at its sixth annual conference in New York this week. Upon the for-profit organization’s founding, only 3 percent of U.S. creative directors were women. That figure is now up to 11 percent.

But the 3% certification goes beyond changing the ratio of female creative directors in the U.S. and stretches into all areas of gender equality and inclusion, say organizers. A “handful of agencies” went through the first process, says Lisen Stromberg, chief operating officer of 3%, declining to discuss any other than 72andSunny and VML.

Agencies pay $25,000 for the privilege of becoming 3% certified, but Stromberg makes the case that it’s good for business. Almost every RFP recently, she says, asks about an agency’s commitment to diversity and gender, so this provides an “automatic chance to stand out among peers.”

She says it also will help in attracting new talent and retaining current employees.

“It’s a pretty vulnerable experience opening up the company to a third party, but we believe that to achieve the progress that we want and to be leaders in the industry on this issue, it was a leap we had to make,” says 72andSunny Global CEO Matt Jarvis.

The process takes at least a month, but can take longer depending on access to information and what benchmarks need to be changed in order to achieve the certified status. For example, at the start of the program, VML’s maternity leave was not up to 3%’s standard of at least 12 weeks off. Following the assessment, the shop quickly changed its policy.

“We went into this process knowing we weren’t perfect and eager to learn how we could become better. The findings of 3% are inspiring us to drive continuous improvement of our culture and policies,” says VML Global CEO Jon Cook. “One example of how we were willing to evolve our culture and environment of inclusion was by improving our maternity benefits.”

He adds that the change was a direct result of the feedback and analysis the agency received from the study.

In order to achieve a certified status, agencies have to meet 3%’s proprietary “FORE” standards: Female leadership; opportunity for advancement; respectful depictions in work; and equality of work, wage and policies. The 3% benchmarks and best practices are based on the organization’s own research and industry surveys.

“This isn’t about getting a slapped sticker—this is about understanding your best practices, what your employees are saying you’re doing incredibly well and where you have room for improvement,” says Stromberg.

Gary Stolkin, global CEO of The Talent Business, says it’s fortunate that “an increasing number of agency leaders understand that diversity really does fuel creativity and innovation, driving competitive advantage and commercial success.”

“The 3% Conference, now The 3% Movement, can take much of the credit for providing the platform and making the arguments that have started to shift attitudes and affect cultural change. In many respects they’re well placed to advise agencies on tackling this change,” he adds. “However, there are potential perceptual issues around selling both consultancy and certification. It would be a huge shame if The 3% Movement’s campaigning position was weakened as a result of a commercial interest in a certification revenue stream.”

Kat Gordon, founder of The 3% Movement, says the program is “really rigorous” in that it goes beyond looking at statistics of female prevalence in leadership at the agencies. The 3% certification team goes into participating agencies’ offices and surveys all employees and looks at whether or not the creative itself and its awards entries are gender equal. It also examines the shops’ social media and public presence and checks if women are involved in new business pitches.

If an agency is close to being certified but hasn’t met all the requirements, Stromberg says 3% gives it a “pending pass” until they make improvements. For those agencies that are still very far off, 3% will consult with them and help them figure out what they need to do. Then, within a year, the program can reassess for a “nominal additional cost,” adds Stromberg.

The 3% certification program is inviting more agencies to participate in 2018.

“The more data we have access to, the more rich and informative or benchmarking becomes,” says Gordon, adding that she hopes hundreds of agencies participate.

Monday, November 20, 2017

13898: Playing Games By Playbook.

MediaPost Agency Daily reported 72andSunny is making the most of “The 72andSunny Playbook”—which now looks a lot like the same playbook used by just about every White advertising agency feigning a commitment to diversity. First, the shop is upgrading 72U, the minority internship program that 72andSunny insists is not a minority internship program. Okay, but it’s based on the same old thinking that non-Whites require special education to succeed in the business—unless they’re seeking roles in reception, security, janitorial maintenance or the mailroom. Don’t expect 72andSunny to enlist Derek Walker as a 72U instructor. However, 72andSunny is delegating diversity by bringing in a minority to oversee the patronizing activities. Recruiting former diversity director of The One Club, Tracey Smith, allows 72andSunny to check off the minority and gender boxes of their inclusion quota, executing a diversity double whammy! Gee, it seems as if the only senior-level minorities being courted in adland these days are Chief Diversity Officers. Except at Deutsch. Whatever. In the end, White advertising agencies continue to play the same old games, filling their trophy cases with ADCOLOR® awards, Glass Lions and 3% Conference Certifications—yet never filling their offices with U.S. minorities.

72andSunny Upgrades Residency Program

By Larissa Faw

72andSunny is revamping its residency program 72U to better align with its global mission to expand and diversify its potential participants.

“We want 72U to be a platform that delivers on our company’s purpose, and benefits culture, knowing that it will also benefit our company and our industry at large,” says John Boiler, founder /creative co-chair, 72andSunny. “We pride ourselves on being builders of opportunities, and believe that a wider, more diverse creative industry starts with access.”

This change follows the appointment of Tracey Smith to head the unit as director. She joins 72U from The One Club, where she was director of diversity. In her new role, she will help the creative residency source and develop fresh new talent that might not otherwise have access to creative careers.

72U will host three 12-week sessions a year; two sessions will be in-house at 72andSunny Los Angeles, while the third session will take place off-site, in a city, either domestically or internationally.

The program also includes mentoring, real-world experience and a speaker series.

As a creative residency located inside 72andSunny’s offices, 72U will invite eight to 10 participants from a variety of backgrounds and introduce them to careers in the creative industry.

The deadline to apply is November 28. Applications are available at 72u.org.