«We're never good enough»
Agencies: With its groundbreaking cross-media campaigns, Crispin Porter + Bogusky has become one of the most outstanding agencies. Dominik Imseng met with Chief Creative Officer Alex Bogusky.
Agencies: With its groundbreaking cross-media campaigns, Crispin Porter + Bogusky has become one of the most outstanding agencies. Dominik Imseng met with Chief Creative Officer Alex Bogusky.
WW: As someone who just served as jury president at Cannes, this first question might surprise you. Mr. Bogusky, could it be that your agency is so creative because you’re not very interested in awards? Alex Bogusky: There’s actually some truth to that. If you really want to create something new, you can’t focus too much on creative competitions, since they don’t necessarily encourage innovative work. You can even see that in the new Titanium & Integrated category, which I chaired this year at Cannes, where many of the submitted campaigns followed the same formula. Which is perfectly normal: Creatives naturally look to work that has already won awards for inspiration. And the same goes for jurors.
How are the teams that develop cross-media concepts at your company put together? As a rule, it’s also the job of our copywriters and art directors to come up with the ideas. But in reality, ideas come from a wide variety of departments, since everyone involved in a campaign—not just the creatives—is 100 percent responsible for its quality. So we never have that situation where someone says, «Here’s the briefing and strategy. Make something out of it.» That’s why even consultants and strategists contribute ideas here. And strategies can also come from creatives. For example, a large part of the strategic planning for «Truth» (see box) came from an art director and an agency producer.
Speaking of strategic planning: Someone once said that planning is «market research done right.» But when you see how often your campaigns are based on relevant insights, you get the feeling that planning at Crispin Porter + Bogusky is «strategic planning done right.»In fact, we’ve thought a lot about planning and how to make it as effective as possible, and we’ve realized that conventional strategic planning is an extremely advertising-centric process. So we started bringing in people with academic backgrounds—such as sociologists or anthropologists—who are sometimes such geniuses that we simply can’t send them out to clients.
You think they’re nerds? Well—let’s call them scientists who help us understand the roots of contemporary pop culture so we can influence it for the benefit of our clients. And then we have another group of people in our strategic planning department who use investigative journalism methods to uncover relevant insights. This cross-pollination between traditional strategists, researchers, and journalists works quite well.
How do you approach presentations against the competition? Do you just present the strategy, or do you also show how it’s been implemented? It varies, but I prefer to present the creative execution as well. There was a period when we didn’t have to pitch very often because we were getting new business directly. But I’m not sure if that was such a good thing, because it meant we didn’t always get that kind of energy rush that’s simply necessary for good advertising.
And when you present campaigns: How many are there? We prefer to go with just a single idea—the one we’ve truly fallen in love with, because it’s the easiest to adapt in various ways. But you always have to remain objective about that one idea. Only after you’ve put it through its paces can you be sure that it’s really love and not just a mental orgasm. (Laughs.)
If you had to describe what makes great advertising stand out in a single word, would that word be «simplicity,» as Marcello Serpa says? Hmm… that’s a tough question.
Looking at your own work, that word might be «connection.» That’s actually a good word. The foundation of good advertising must always be what we at the agency call an «essential truth»—something in which everyone can recognize themselves and our society. Only then can advertising truly move people.
Miami, Boulder in the Rocky Mountains… Can you imagine opening a branch even in a traditional advertising hub like New York or London? When I think of all the people who criticize us simply because they don’t know us personally, that wouldn’t be a bad idea. We’re actually quite isolated in Miami, and even more so in Boulder, which makes it difficult for outsiders to get a sense of what goes on inside the agency. But what I definitely don’t want to be is the Worldwide Creative Director who flies from office to office and still can’t really help.
In a conversation you had with Lee Clow, your great role model, he spoke of advertising as one of the most repulsive industries on the planet and said that the energy he needs to create outstanding advertising comes from his effort to make at least five percent of advertising intelligent. You looked very moved when he said that. Do you share his view? Well—it’s not that I’m ashamed to be an advertiser.
But you're ashamed of the work done by so many of your colleagues. To be honest, I'm often ashamed of my own work.
You're joking. Seriously. Whenever one of our commercials comes on at my house, I change the channel. Especially when relatives are around.
Why? Because I never think our work is good enough. And aside from that, I’m more interested in the impact our work has than in the work itself. But to get back to your question: I’m not ashamed to be an advertiser. But I don’t have any respect for traditional advertising. That doesn’t mean I look down on the people who create that kind of advertising. I’m just angry about how intrusive and mindless advertising usually is. That’s why I love to play around with advertising. And that really pisses off a lot of people in the industry. But I’ve stopped getting worked up in public about bad advertising. I paid quite a price for being seen as the figurehead of the «new school of advertising.» There are a whole lot of Crispin Porter + Bogusky haters out there. It’s become its own blogging community that takes issue with the fact that I don’t like advertising that treats people like fools.
Maybe that’s why you don’t have a branch in New York yet. That’s where the big network executives are based—the ones whose best clients you regularly poach. You’ve figured me out: I’m not in Miami and Boulder to go surfing and snowboarding—I’m just hiding out there so I don’t get beaten up all the time. (Laughs.) But there’s another advantage to having offices in Miami and Boulder. And that is that I don’t really get a sense of what’s going on in the advertising industry there.
Seriously? Seriously. This might sound strange, and I probably shouldn't even say this, but I really try to expose myself to as little advertising as possible. Of course, I'm surrounded by it—I watch TV and surf the Internet. But I don't read trade magazines or attend advertising events.
Do you have any other flaws—if that can even be called a flaw? My biggest flaw? (Thinks for a long time.) I don't like meetings.
Internal or with clients? Mainly the ones with clients. If I had more of a consultant’s mindset, I’d probably be much more successful! (Laughs.)
Keyword «Success»: Is there a specific decision you can point to that, without it, you wouldn’t be where you are today? To be honest, I don’t think decisions are that important. What matters is that you do your best with every decision you make. And there’s something else I strongly believe in: Find what truly fulfills you. That one thing you really love to do, and you’ll see that the right decisions will fall into place on their own.
Alex Bogusky Date of Birth: July 31, 1963
Marital status: married (two children, ages 10 and 7)
Place of residence: Miami and Boulder, Colorado
Education: Graphic Designer
Early Career: Professional Windsurfer
Most Recent Award: Interactive Agency of the Year in Cannes
Alex Bogusky
He got his start in advertising in the late 1980s at an agency in Miami that had 16 employees. Today, that agency is called Crispin Porter + Bogusky and employs 400 people in Miami and another 250 in Boulder, Colorado. Every project begins with the same question: «How would we promote this product or this company if there were no TV commercials, billboards, or print ads—or even if we didn’t have any money for advertising at all?» The most famous answer
The answer to this question was the Subservientchicken.com website for Burger King, which is considered perhaps the most effective marketing campaign of all time. Millions upon millions of Internet users from over 100 countries visited the website—and media coverage of it generated millions in free publicity. »Bogusky succeeded in doing that, too.”
with the anti-smoking campaign «Truth.» The highlight so far: 1,200 body bags were placed in front of a cigarette company’s building in New York («1,200 people die each day from cigarettes. Did you ever think of taking a day off?»). The web video about the campaign sparked a massive media response.
Interview: Dominik Imseng, Concept Developer at Matter & Gretener
WW: As someone who just served as jury president at Cannes, this first question might surprise you. Mr. Bogusky, could it be that your agency is so creative because you’re not very interested in awards? Alex Bogusky: There’s actually some truth to that. If you really want to create something new, you can’t focus too much on creative competitions, since they don’t necessarily encourage innovative work. You can even see that in the new Titanium & Integrated category, which I chaired this year at Cannes, where many of the submitted campaigns followed the same formula. Which is perfectly normal: Creatives naturally look to work that has already won awards for inspiration. And the same goes for jurors.
How are the teams that develop cross-media concepts at your company put together? As a rule, it’s also the job of our copywriters and art directors to come up with the ideas. But in reality, ideas come from a wide variety of departments, since everyone involved in a campaign—not just the creatives—is 100 percent responsible for its quality. So we never have that situation where someone says, «Here’s the briefing and strategy. Make something out of it.» That’s why even consultants and strategists contribute ideas here. And strategies can also come from creatives. For example, a large part of the strategic planning for «Truth» (see box) came from an art director and an agency producer.
Speaking of strategic planning: Someone once said that planning is «market research done right.» But when you see how often your campaigns are based on relevant insights, you get the feeling that planning at Crispin Porter + Bogusky is «strategic planning done right.»In fact, we’ve thought a lot about planning and how to make it as effective as possible, and we’ve realized that conventional strategic planning is an extremely advertising-centric process. So we started bringing in people with academic backgrounds—such as sociologists or anthropologists—who are sometimes such geniuses that we simply can’t send them out to clients.
You think they’re nerds? Well—let’s call them scientists who help us understand the roots of contemporary pop culture so we can influence it for the benefit of our clients. And then we have another group of people in our strategic planning department who use investigative journalism methods to uncover relevant insights. This cross-pollination between traditional strategists, researchers, and journalists works quite well.
How do you approach presentations against the competition? Do you just present the strategy, or do you also show how it’s been implemented? It varies, but I prefer to present the creative execution as well. There was a period when we didn’t have to pitch very often because we were getting new business directly. But I’m not sure if that was such a good thing, because it meant we didn’t always get that kind of energy rush that’s simply necessary for good advertising.
And when you present campaigns: How many are there? We prefer to go with just a single idea—the one we’ve truly fallen in love with, because it’s the easiest to adapt in various ways. But you always have to remain objective about that one idea. Only after you’ve put it through its paces can you be sure that it’s really love and not just a mental orgasm. (Laughs.)
If you had to describe what makes great advertising stand out in a single word, would that word be «simplicity,» as Marcello Serpa says? Hmm… that’s a tough question.
Looking at your own work, that word might be «connection.» That’s actually a good word. The foundation of good advertising must always be what we at the agency call an «essential truth»—something in which everyone can recognize themselves and our society. Only then can advertising truly move people.
Miami, Boulder in the Rocky Mountains… Can you imagine opening a branch even in a traditional advertising hub like New York or London? When I think of all the people who criticize us simply because they don’t know us personally, that wouldn’t be a bad idea. We’re actually quite isolated in Miami, and even more so in Boulder, which makes it difficult for outsiders to get a sense of what goes on inside the agency. But what I definitely don’t want to be is the Worldwide Creative Director who flies from office to office and still can’t really help.
In a conversation you had with Lee Clow, your great role model, he spoke of advertising as one of the most repulsive industries on the planet and said that the energy he needs to create outstanding advertising comes from his effort to make at least five percent of advertising intelligent. You looked very moved when he said that. Do you share his view? Well—it’s not that I’m ashamed to be an advertiser.
But you're ashamed of the work done by so many of your colleagues. To be honest, I'm often ashamed of my own work.
You're joking. Seriously. Whenever one of our commercials comes on at my house, I change the channel. Especially when relatives are around.
Why? Because I never think our work is good enough. And aside from that, I’m more interested in the impact our work has than in the work itself. But to get back to your question: I’m not ashamed to be an advertiser. But I don’t have any respect for traditional advertising. That doesn’t mean I look down on the people who create that kind of advertising. I’m just angry about how intrusive and mindless advertising usually is. That’s why I love to play around with advertising. And that really pisses off a lot of people in the industry. But I’ve stopped getting worked up in public about bad advertising. I paid quite a price for being seen as the figurehead of the «new school of advertising.» There are a whole lot of Crispin Porter + Bogusky haters out there. It’s become its own blogging community that takes issue with the fact that I don’t like advertising that treats people like fools.
Maybe that’s why you don’t have a branch in New York yet. That’s where the big network executives are based—the ones whose best clients you regularly poach. You’ve figured me out: I’m not in Miami and Boulder to go surfing and snowboarding—I’m just hiding out there so I don’t get beaten up all the time. (Laughs.) But there’s another advantage to having offices in Miami and Boulder. And that is that I don’t really get a sense of what’s going on in the advertising industry there.
Seriously? Seriously. This might sound strange, and I probably shouldn't even say this, but I really try to expose myself to as little advertising as possible. Of course, I'm surrounded by it—I watch TV and surf the Internet. But I don't read trade magazines or attend advertising events.
Do you have any other flaws—if that can even be called a flaw? My biggest flaw? (Thinks for a long time.) I don't like meetings.
Internal or with clients? Mainly the ones with clients. If I had more of a consultant’s mindset, I’d probably be much more successful! (Laughs.)
Keyword «Success»: Is there a specific decision you can point to that, without it, you wouldn’t be where you are today? To be honest, I don’t think decisions are that important. What matters is that you do your best with every decision you make. And there’s something else I strongly believe in: Find what truly fulfills you. That one thing you really love to do, and you’ll see that the right decisions will fall into place on their own.
Alex Bogusky Date of Birth: July 31, 1963
Marital status: married (two children, ages 10 and 7)
Place of residence: Miami and Boulder, Colorado
Education: Graphic Designer
Early Career: Professional Windsurfer
Most Recent Award: Interactive Agency of the Year in Cannes
Alex Bogusky
He got his start in advertising in the late 1980s at an agency in Miami that had 16 employees. Today, that agency is called Crispin Porter + Bogusky and employs 400 people in Miami and another 250 in Boulder, Colorado. Every project begins with the same question: «How would we promote this product or this company if there were no TV commercials, billboards, or print ads—or even if we didn’t have any money for advertising at all?» The most famous answer
The answer to this question was the Subservientchicken.com website for Burger King, which is considered perhaps the most effective marketing campaign of all time. Millions upon millions of Internet users from over 100 countries visited the website—and media coverage of it generated millions in free publicity. »Bogusky succeeded in doing that, too.”
with the anti-smoking campaign «Truth.» The highlight so far: 1,200 body bags were placed in front of a cigarette company’s building in New York («1,200 people die each day from cigarettes. Did you ever think of taking a day off?»). The web video about the campaign sparked a massive media response.
Interview: Dominik Imseng, Concept Developer at Matter & Gretener
