Agency Ad Quotes

If a marketing agency is going to create ads, it can’t rely on just data as its strength but will also rely on creativity like traditional ad agencies.

Be very careful of what you allow to infiltrate your consciousness and subconsciousness. When you watch too much television, you'll start to feel inferior from all the commercials hard selling the idea that you're not complete unless you buy their product [...] The ad agencies appeal to your fear of not being wanted or loved. It's the same with the local news. They get you to stay tuned with a constant stream of fear tactics [...] It's as if our culture is addicted to fear and the flat screen is our drug dealer. Don't allow that crap into your head!

Lawyers for abused kids can challenge bad agency decisions because they can always bring a lawsuit. A volunteer cannot.#barahona

But as incentives go, commissions are tricky. First of all, a 6 percent real-estate commission is typically split between the seller’s agent and the buyer’s. Each agent then kicks back roughly half of her take to the agency. Which means that only 1.5 percent of the purchase price goes directly into your agent’s pocket. So on the sale of your $300,000 house, her personal take of the $18,000 commission is $4,500. Still not bad, you say. But what if the house was actually worth more than $300,000? What if, with a little more effort and patience and a few more newspaper ads, she could have sold it for $310,000? After the commission, that puts an additional $9,400 in your pocket. But the agent’s additional share—her personal 1.5 percent of the extra $10,000—is a mere $150. If you earn $9,400 while she earns only $150, maybe your incentives aren’t aligned after all.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

...you are excused from doing the work of constructing the fantasy. The ads do it for you. The ads, therefore, don’t flatter your adult agency, or even ignore it—they supplant it.

Love, frail as gossamer, stitched together from a thousand songs and a thousand comic books, made of the dialogue spoken in films and the posters designed by ad agencies: love was what she lived for.

He was leading a double life as an undercover CIA agent by then, having volunteered his services to the agency a few years earlier after coming across one of its ads in the classified pages of the Washington Post.

God alters the revelation of Himself without altering Himself ontologically. He unchangingly wills changes in His ad extra dealings with creatures without willing or experiencing a corresponding change of agency in His own intrinsic actuality.

I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance.

Sometimes when I’m watching TV and I see a horrible commercial I think, “Only an asshole would buy that.” Then I think, Wait a minute! The advertising agency did research on their client’s target market and which channel and TV shows the ideal demographic watches, right? This would mean a carefully chosen ad campaign to get the product in front of the likely buyers, who in this case, are assholes. And I’m on the chosen channel, which means that I am one of the assholes of interest. Then I get spooked, because how’d they figure out that am asshole? Scary how well they know me.

And the peanut butter-eaters on Earth were preparing to conquer the shazzbutter-eaters on the planet in the book by Kilgore Trout. By this time, the Earthlings hadn't just demolished West Virginia and Southeast Asia. They had demolished everything. So they were ready to go pioneering again. They studied the shazzbutter-eaters by means of electronic snooping, and determined that they were too numerous and proud and resourceful ever to allow themselves to be pioneered. So the Earthlings infiltrated the ad agency which had the shazzbutter account, and they buggered the statistics in the ads. They made the average for everything so high that everybody on the planet felt inferior to the majority in very respect. Then the Earthling armored space ships came and discovered the planet. Only token resistance was offered here and there, because the natives felt so below average. And then the pioneering began.

Luckily," he went on, "you have come to exactly the right place with your interesting problem, for there is no such word as 'impossible' in my dictionary. In fact," he added, brandishing the abused book, "everything between 'herring' and 'marmalade' appears to be missing.

I’m quite all right. I’m not even scared. You see, I’ve learned from looking around, there is something worse than loneliness—and that’s the fear of it.”—Dorothy Parker

Why does almost every ad agency in the world set the time on a watch at 10:10 before photographing it?

These guys are always 25–30 and look 45–60 and are a better ad for sobriety at any cost than any ad agency could come up with.

At the ratings agency Standard & Poor’s, where they’ve knowingly mispriced risk, one guy messages another: ‘Let’s hope we are all wealthy and retired by the time this house of cards falters,’ adding the emoticon ‘:O)’.

Yes John and I were together for nearly ten years. It was nice for a long time. I worked for Oldmanston and Pheiff, one of LA's big ad agencies. He and I bought a loft in one of the downtown renovations. Very Pricey. I had a studio. It was all very Queer as Folk.

Anyway,” the agent said abruptly. “I just . . . wanted you to know that I’m sorry for everything. I want to help you and the rest of the Order in any way I can, so if there is anything you need, you know where I am.” “Chase,” Dante said as the male turned to leave the room. “Apology accepted, man. And for what it’s worth, I’m sorry too. I haven’t been fair to you either. Despite our differences, know that I respect you. The Agency lost a good one the day they cut you loose.” Chase’s smile was crooked as he acknowledged the praise with a short nod. Dante cleared his throat. “And about that offer of help . . .” “Name it.” “Tess was walking a dog when the Rogues attacked her tonight. Ugly little mutt, not good for much more than a foot-warmer, but it’s special to her. Actually, it was a gift from me, more or less. Anyway, the dog was running loose on its leash when I saw it a block or so away from Ben Sullivan’s place.” “You want me to go retrieve a wayward canine, is that where this is heading?” “Well, you did say anything, didn’t you?” “So I did.” Chase chuckled. “All right. I will.” Dante dug his keys to his Porsche out of his pocket and tossed them to the other vampire. As Chase turned to be on his way again, Dante added, “The little beast answers to the name Harvard, by the way.” “Harvard,” Chase drawled, shaking his head and throwing a smirk in Dante’s direction. “I don’t suppose that’s a coincidence.” Dante shrugged. “Good to see that Ivy League pedigree of yours comes in handy for something.” “Jesus Christ, warrior. You really were busting my ass since the minute I came on board, weren’t you?” “Hey, by all comparisons, I was kind. Do yourself a favor and don’t look too closely at Niko’s shooting target, unless you’re very secure about your manhood.” “Assholes,” Chase muttered, but there was only humor in his tone. “Sit tight, and I’ll be back in a few with your mutt. Anything else you’re gonna hit me up for now that I opened my big yap about wanting to get square with you?” “Actually, there might be something else,” Dante replied, his thoughts going sober when he considered Tess and any kind of future that might be deserving of her. “But we can talk about that when you get back, yeah?” Chase nodded, catching on to the turn in mood. “Yeah. Sure we can.

Private sector networks in the United States, networks operated by civilian U.S. government agencies, and unclassified U.S. military and intelligence agency networks increasingly are experiencing cyber intrusions and attacks,” said a U.S.-China Economic and Security Review Commission report to Congress that was published the same month Conficker appeared. “. . . Networks connected to the Internet are vulnerable even if protected with hardware and software firewalls and other security mechanisms. The government, military, businesses and economic institutions, key infrastructure elements, and the population at large of the United States are completely dependent on the Internet. Internet-connected networks operate the national electric grid and distribution systems for fuel. Municipal water treatment and waste treatment facilities are controlled through such systems. Other critical networks include the air traffic control system, the system linking the nation’s financial institutions, and the payment systems for Social Security and other government assistance on which many individuals and the overall economy depend. A successful attack on these Internet-connected networks could paralyze the United States [emphasis added].

The official line is that, after the war, women couldn't wait to leave the offices and assembly lines and government agencies. But the real story was that the economy couldn't have men coming home without women going home, not unless it wanted a lot of unemployed vets. So the problem became unemployed women. "How you gonna keep us down on the farm after we've seen the world,"' she ad-libs to the old World War I tune. 'Enter the women's magazines, and cookbook publishers, and all these advertising agencies carrying on about the scourge of germs in the toilet bowl, and scuffs on the kitchen floor, and, my favorite, house B.O. Enter chicken hash that takes two and a half hours to prepare. I can just hear them sitting around the conference tables. 'That'll keep the gals out of trouble.

Last night, while I lay thinking here, some Whatifs crawled inside my ear, and pranced and partied all night long, and sang their same old Whatif song.”—Shel Silverstein

Hold on. I thought you were a vegetarian?” She swallowed. “No, I’m a don’t-tell-me-what-to-do-atarian

Classic Cock. Cock Zero. Diet Cock. Cherry Cock.” He chuckled. “Boy, they have all the cock products.

advertising is a subset of communication. Sales is a subset of advertising. Persuasion is a subset of sales. And psychology is a subset of persuasion.

Whenever I’m asked why Southern writers particularly have a penchant for writing about freaks, I say it is because we are still able to recognize one.”—Flannery O’Connor

Real love heals and forgives. It’s not conditional. Love doesn’t bolt out the door after finding out you used to be a fuck-up.

If you love someone, you must love all of them. Even the dark parts—the craters of the moon.

What in the world does the word ‘Lexus’ mean? It doesn’t mean anything. It’s a made-up word. An ad agency in New York came up with it at Toyota’s request. It sounds high class, expensive, and has a nice ring to it. What a strange world we live in. Some people plug away at building railroad stations, while others make tons of money cooking up sophisticated-sounding words.

A good marketer can sell practically anything to anyone. Tobacco is literally dried, decaying vegetable matter that you light on fire and inhale, breathing horrid-tasting, toxic fumes into your lungs.121 At one point marketers promoted smoking as a status symbol and claimed it had health benefits. Once you give it a try, the addictive nature of the drug kicks in, and the agency’s job becomes much easier. If they can get you hooked, the product will sell itself. Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns. Alcohol advertisements sell an end to loneliness, claiming that drinking provides friendship and romance. They appeal to your need for freedom by saying drinking will make you unique, brave, bold, or courageous. They promise fulfillment, satisfaction, and happiness. All these messages speak to your conscious and unconscious minds.

usual, he threw himself into the marketing, working with James Vincent and Duncan Milner at the ad agency (now called TBWA/ Media Arts Lab), with Lee Clow advising from a semiretired perch. The commercial they first produced was a gentle scene of a guy in faded jeans and sweatshirt reclining in a chair, looking at email, a photo album, the New York Times, books, and video on an iPad propped on his lap. There were no words, just

Japan’s most important archaeological monuments—the 158 gigantic kofun tombs constructed between A.D. 300 and 686, and thought to contain the remains of ancestral emperors and their families—are still the property of the Imperial Household Agency. Excavation of the tombs is forbidden because it would constitute desecration—and it might also shed undesired light on where Japan’s imperial family really came from (e.g., perhaps Korea?).

In youth, it was a way I had, to do my best to please, and change with every passing lad to suit his theories. But now, I know the things I know and do the things I do, and if you do not like me so, to hell my love, with you.”—Dorothy Parker

And yet,’ he went on, ‘who talks about forgiveness these days, other than the people who come to this place, or to places like this? What politician, what public person, do we hear standing up and saying that we must forgive? The message we are more likely to hear is one of blame, of how this person or that person must be held to account for something bad that has happened. It is a message of retribution – that is all it is – a message of pure retribution, sometimes dressed up in concern about victims and public safety and matters of that sort. But if you do not forgive, and you think all the time about getting even, or punishing somebody who has done you a wrong, what are you achieving? You are not going to make that person better by hating or punishing him; oh no, that will not happen. When we punish somebody, we are often just punishing ourselves, you know. If people lock others away, they are simply increasing the amount of suffering there is in the world; they may think they are diminishing it, but they are not. They are adding to the burden that suffering creates. Of course, sometimes you have no alternative but to do it – people must be protected from harm – but you should always remember that there are other ways of changing a man’s ways. ‘My brothers and sisters: do not be afraid to profess forgiveness. Do not be afraid to tell people who urge you to seek retribution or revenge that there is no place for any of that in your heart. Do not be embarrassed to say that you believe in love, and that you believe that water can wash away the sins of the world, and that you are prepared to put this message of forgiveness right at the heart of your world. My brothers and sisters, do not be afraid to say any of this, even if people laugh at you, or say that you are old-fashioned, or foolish, or that you believe things that cannot be believed. Do not worry about any of that – because love and forgiveness are more powerful than any of those cynical, mocking words and will always be so. Always.

She closed her eyes and listened to the sound of love. Romantic love. Soulmate love. Birds soaring and swans paddling. Trees rustling and flowers blooming. The sound of his hand stroking her tear-stained cheek. And the sound of his heartbeat in sync with hers.

The charm of a city, now we come to it, is not unlike the charm of flowers. It partly depends on seeing time creep across it. Charm needs to be fleeting. Nothing could be less palatable than a museum-city propped up by prosthetic devices of concrete. Paris is not in danger of becoming a museum-city, thanks to the restlessness and greed of promoters. Yet their frenzy to demolish everything is less objectionable than their clumsy determination to raise housing projects that cannot function without the constant presence of an armed police force… All these banks, all these glass buildings, all these mirrored facades are the mark of a reflected image. You can no longer see what’s happening inside, you become afraid of the shadows. The city becomes abstract, reflecting only itself. People almost seem out of place in this landscape. Before the war, there were nooks and crannies everywhere. Now people are trying to eliminate shadows, straighten streets. You can’t even put up a shed without the personal authorization of the minister of culture. When I was growing up, my grandpa built a small house. Next door the youth club had some sheds, down the street the local painter stored his equipment under some stretched-out tarpaulin. Everybody added on. It was telescopic. A game. Life wasn’t so expensive — ordinary people would live and work in Paris. You’d see masons in blue overalls, painters in white ones, carpenters in corduroys. Nowadays, just look at Faubourg Sainte-Antoine — traditional craftsmen are being pushed out by advertising agencies and design galleries. Land is so expensive that only huge companies can build, and they have to build ‘huge’ in order to make it profitable. Cubes, squares, rectangles. Everything straight, everything even. Clutter has been outlawed. But a little disorder is a good thing. That’s where poetry lurks. We never needed promoters to provide us, in their generosity, with ‘leisure spaces.’ We invented our own. Today there’s no question of putting your own space together, the planning commission will shut it down. Spontaneity has been outlawed. People are afraid of life.

From the moment they're recruited to the time they're 'rescued' and deported, trafficked women are terrorized. Every single day they face a world stacked heavily against them. Their only friends are the dedicated women and men who form the thin front line against trafficking--an often thankless job. Those working for nongovernmental aid agencies and organizations are the real heroes in this bleak morass. Still, their work is merely a Band-Aid solution. In the vast majority of cases, NGO workers report that their funding is ad hoc and wholly inadequate to meet even basic needs. If we truly want a fair shot at saving these women, we need to open not only our minds but also our wallets. We need to focus on programs that care compassionately for the victims and we need to implement them immediately, worldwide. The most urgent priorities are safe shelters and clinics equipped and staffed to offer medical and psychological treatment. We need to understand that most of these women have been psychologically and physically ripped apart. And we need to be prepared for the fac thtat most have been infected with various sexually transmitted diseases.

She had always worked as hard as she could, at everything she did, and she simply did not understand how anybody could do otherwise. How could they sit there, as they did, and stare into the space in front of their desks when they could be adding up figures or checking the drivers' returns?

There was a book by Sigmund Freud, the king of the subconscious, called Beyond the Pleasure Principle. I was thumbing through it once when Ray came in, saw the book and said, “The top guys in that field work for ad agencies. They deal in air.” I put the book back and never picked it up again.

It's like the idiots who figure that hummingbirds worry about their weight or tooth decay or some such nonsense, maybe they just want to spare hummingbirds the evils of sugar," explained Wednesday. "So they fill the hummingbird feeders with fucking NutraSweet. The birds come to the feeders and they drink it. Then they die, because their food contains no calories even though their little tummies are full. That's Paul Bunyan for you. Nobody ever told Paul Bunyan stories. Nobody ever believed in Paul Bunyan. He came staggering out of a New York ad agency in 1910 and filled the nation's myth stomach with empty calories.

I once worked as a writer for a big New York ad agency. Our boss used to tell us: Invent a disease. Come up with the disease, he said, and we can sell the cure. Attention Deficit Disorder, Seasonal Affect Disorder, Social Anxiety Disorder. These aren't diseases, they're marketing ploys. Doctors didn't discover them, copywriters did. Marketing departments did. Drug companies did. Depression and anxiety may be real. But they can also be Resistance. When we drug ourselves to blot out our soul's call, we are being good Americans and exemplary consumers. We're doing exactly what TV commercials and pop materialist culture have been brainwashing us to do from birth. Instead of applying self-knowledge, self-discipline, delayed gratification and hard work, we simply consume a product.

The air, soil and water cumulatively degrade; the climates and oceans destabilize; species become extinct at a spasm rate across continents; pollution cycles and volumes increase to endanger life-systems at all levels in cascade effects; a rising half of the world is destitute as inequality multiplies; the global food system produces more and more disabling and contaminated junk food without nutritional value; non-contagious diseases multiply to the world’s biggest killer with only symptom cures; the vocational future of the next generation collapses across the world while their bank debts rise; the global financial system has ceased to function for productive investment in life-goods; collective-interest agencies of governments and unions are stripped while for-profit state subsidies multiply; police state laws and methods advance while belligerent wars for corporate resources increase; the media are corporate ad vehicles and the academy is increasingly reduced to corporate functions; public sectors and services are non-stop defunded and privatized as tax evasion and transnational corporate funding and service by governments rise at the same time at every level.

hear companies talk about consumers being bombarded with thousands and thousands of advertising messages every day, because there’s usually a lot of discussion among companies and ad agencies talking about how to get their message to stand out. There’s a lot of buzz these days about “social media” and “integration marketing.” As unsexy and low-tech as it may sound, our belief is that the telephone is one of the best branding devices out there. You have the customer’s undivided attention for five to ten minutes, and if you get the interaction right, what we’ve found is that the customer remembers the experience for a very long time and tells his or her friends about it. Too many companies think of their call centers as an expense to minimize. We believe that it’s a huge untapped opportunity for most companies, not only because it can result in word-of-mouth marketing, but because of its

The Pentagon, for its part, has given away military intelligence and millions of dollars in firepower to state and local agencies willing to make the rhetorical war a literal one. Almost immediately after the federal dollars began to flow, law enforcement agencies across the country began to compete for funding, equipment, and training. By the late 1990s, the overwhelming majority of state and local police forces in the country had availed themselves of the newly available resources and added a significant military component to buttress their drug-war operations.

Von Neumann saw great promise in a redesign of the ENIAC computer’s memory. He believed there was a way to turn the computer into an “electronic brain” capable of storing not just data and instructions, as was the case with ENIAC, but additional information that would allow the computer to perform a myriad of computational functions on its own. This was called a stored-program computer, and it “broke the distinction between numbers that mean things and numbers that do things,” writes von Neumann’s biographer George Dyson, adding, “Our universe would never be the same.” These “instructions” that von Neumann imagined were the prototype of what the world now knows as software.

As I was completing this book, I saw news reports quoting NASA chief Charles Bolden announcing that from now on the primary mission of America’s space agency would be to improve relations with the Muslim world. Come again? Bolden said he got the word directly from the president. “He wanted me to find a way to reach out to the Muslim world and engage much more with dominantly Muslim nations to help them feel good about their historic contribution to science and math and engineering.” Bolden added that the International Space Station was a kind of model for NASA’s future, since it was not just a U.S. operation but included the Russians and the Chinese. Bolden, who made these remarks in an interview with Al-Jazeera, timed them to coincide with the one-year anniversary of Obama’s own Cairo address to the Muslim world.3 Bolden’s remarks provoked consternation not only among conservatives but also among famous former astronauts Neil Armstrong and John Glenn and others involved in America’s space programs. No surprise: most people think of NASA’s job as one of landing on the moon and Mars and exploring other faraway destinations. Even some of Obama’s supporters expressed puzzlement. Sure, we are all for Islamic self-esteem, and seven or eight hundred years ago the Muslims did make a couple of important discoveries, but what on earth was Obama up to here?

The intriguing history of American applied toponymy includes a few notoriously unpopular sweeping decisions a year after President Benjamin Harrison created the Board on Geographic Names in 1890. Harrison acted at the behest of several government agencies, including the U.S. Geological Survey and the U.S. Coast and Geodetic Survey, which was responsible for mapping the nation's coastline, harbors, and coastal waterways. Troubled by inconsistencies in spelling, board members voted to replace centre with center, drop the ugh from names ending in orough, and shorten the suffix burgh to burg. Overnight, Centreview (in Mississippi) became Centerview, Isleborough (in Maine) became Isleboro, and Pittsburgh (in Pennsylvania) lost its final h and a lot of civic pride. The city was chartered in 1816 as Pittsburg, but the Post Office Department added the extra letter sometime later. Although both spellings were used locally and the shorter version had been the official name, many Pittsburghers complained bitterly about the cost of reprinting stationery and repainting signs. Making the spelling consistent with Harrisburg, they argued, was hardly a good reason for truncating the Iron City's moniker--although Harrisburg was the state capital, it was a smaller and economically less important place. Local officials protested that the board had exceeded its authority. The twenty-year crusade to restore the final h bore fruit in 1911, when the board reversed itself--but only for Pittsburgh. In 1916 the board reaffirmed its blanket change of centre, borough, and burgh as well as its right to make exceptions for Pittsburgh and other places with an entrenched local usage.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

By now, though, it had been a steep learning curve, he was fairly well versed on the basics of how clearing worked: When a customer bought shares in a stock on Robinhood — say, GameStop — at a specific price, the order was first sent to Robinhood's in-house clearing brokerage, who in turn bundled the trade to a market maker for execution. The trade was then brought to a clearinghouse, who oversaw the trade all the way to the settlement. During this time period, the trade itself needed to be 'insured' against anything that might go wrong, such as some sort of systemic collapse or a default by either party — although in reality, in regulated markets, this seemed extremely unlikely. While the customer's money was temporarily put aside, essentially in an untouchable safe, for the two days it took for the clearing agency to verify that both parties were able to provide what they had agreed upon — the brokerage house, Robinhood — had to insure the deal with a deposit; money of its own, separate from the money that the customer had provided, that could be used to guarantee the value of the trade. In financial parlance, this 'collateral' was known as VAR — or value at risk. For a single trade of a simple asset, it would have been relatively easy to know how much the brokerage would need to deposit to insure the situation; the risk of something going wrong would be small, and the total value would be simple to calculate. If GME was trading at $400 a share and a customer wanted ten shares, there was $4000 at risk, plus or minus some nominal amount due to minute vagaries in market fluctuations during the two-day period before settlement. In such a simple situation, Robinhood might be asked to put up $4000 and change — in addition to the $4000 of the customer's buy order, which remained locked in the safe. The deposit requirement calculation grew more complicated as layers were added onto the trading situation. A single trade had low inherent risk; multiplied to millions of trades, the risk profile began to change. The more volatile the stock — in price and/or volume — the riskier a buy or sell became. Of course, the NSCC did not make these calculations by hand; they used sophisticated algorithms to digest the numerous inputs coming in from the trade — type of equity, volume, current volatility, where it fit into a brokerage's portfolio as a whole — and spit out a 'recommendation' of what sort of deposit would protect the trade. And this process was entirely automated; the brokerage house would continually run its trading activity through the federal clearing system and would receive its updated deposit requirements as often as every fifteen minutes while the market was open. Premarket during a trading week, that number would come in at 5:11 a.m. East Coast time, usually right as Jim, in Orlando, was finishing his morning coffee. Robinhood would then have until 10:00 a.m. to satisfy the deposit requirement for the upcoming day of trading — or risk being in default, which could lead to an immediate shutdown of all operations. Usually, the deposit requirement was tied closely to the actual dollars being 'spent' on the trades; a near equal number of buys and sells in a brokerage house's trading profile lowered its overall risk, and though volatility was common, especially in the past half-decade, even a two-day settlement period came with an acceptable level of confidence that nobody would fail to deliver on their trades.

It's not that we're dumb. On the contrary, many millions of people have exerted great intelligence and creativity in building the modern world. It's more that we're being swept into unknown and dangerous waters by accelerating economic growth. On just one single day of the days I have spent writing this book, as much world trade was carried out as in the whole of 1949; as much scientific research was published as in the whole of 1960; as many telephone calls were made as in all of 1983; as many e-mails were sent as in 1990.11 Our natural, human, and industrial systems, which evolve slowly, are struggling to adapt. Laws and institutions that we might expect to regulate these flows have not been able to keep up. A good example is what is inaccurately described as mindless sprawl in our physical environment. We deplore the relentless spread of low-density suburbs over millions of acres of formerly virgin land. We worry about its environmental impact, about the obesity in people that it fosters, and about the other social problems that come in its wake. But nobody seems to have designed urban sprawl, it just happens-or so it appears. On closer inspection, however, urban sprawl is not mindless at all. There is nothing inevitable about its development. Sprawl is the result of zoning laws designed by legislators, low-density buildings designed by developers, marketing strategies designed by ad agencies, tax breaks designed by economists, credit lines designed by banks, geomatics designed by retailers, data-mining software designed by hamburger chains, and automobiles designed by car designers. The interactions between all these systems and human behavior are complicated and hard to understand-but the policies themselves are not the result of chance. "Out of control" is an ideology, not a fact.

By collecting data from the vast network of doctors across the globe, they added dozens of new compounds to the arsenal—all proven effective against COVID-19. Dr. Kory told me that he was deeply troubled that the extremely successful efforts by scores of front-line doctors to develop repurposed medicines to treat COVID received no support from any government in the entire world—only hostility—much of it orchestrated by Dr. Fauci and the US health agencies. The large universities that rely on hundreds of millions in annual funding from NIH were also antagonistic. “We didn’t have a single academic institution come up with a single protocol,” said Dr. McCullough. “They didn’t even try. Harvard, Johns Hopkins, Duke, you name it. Not a single medical center set up even a tent to try to treat patients and prevent hospitalization and death. There wasn’t an ounce of original research coming out of America available to fight COVID—other than vaccines.” All of these universities are deeply dependent on billions of dollars that they receive from NIH. As we shall see, these institutions live in terror of offending Anthony Fauci, and that fear paralyzed them in the midst of the pandemic. “Dr. Fauci refused to promote any of these interventions,” says Kory. “It’s not just that he made no effort to find effective off-the-shelf cures—he aggressively suppressed them.” Instead of supporting McCullough’s work, NIH and the other federal regulators began actively censoring information on this range of effective remedies. Doctors who attempted merely to open discussion about the potential benefits of early treatments for COVID found themselves heavily and inexplicably censored. Dr. Fauci worked with Facebook’s Mark Zuckerberg and other social media sites to muzzle discussion of any remedies. FDA sent a letter of warning that N-acetyle-L-cysteine (NAC) cannot be lawfully marketed as a dietary supplement, after decades of free access on health food shelves, and suppressed IV vitamin C, which the Chinese were using with extreme effectiveness.

Even the laws of physics sounded asinine coming from her mouth. “Like, for every action, there’s, like, an equal and opposite reaction, like, you know?

Burns and Allen household names—Gracie’s search for her “lost brother.” Whose idea was it? In The Big Broadcast, Frank Buxton and Bill Owen credit Bob Taplinger, head of publicity at CBS. Carroll thought the idea originated with Burns. In one of his books, Burns said it came out of the agency, whose executives wanted to publicize the show’s new 9:30 timeslot. All that mattered was this: it was the most sensational thing of its time. It was launched Jan. 4, 1933. Gracie mentioned that her brother was missing, and this became the centerpiece of the broadcast. The following Sunday she appeared without notice on Eddie Cantor’s show. She was looking for her brother, she told Cantor and the nation. She popped up suddenly on Jack Benny’s program. She appeared on melodramas and soap operas. Even when she did not appear, the search for Gracie Allen’s brother was worked into dramatic skits. Burns remembered that a telephone rang on a tense drama set inside a submarine. From the surface, someone asked the captain, “Is Gracie Allen’s brother down there with you?” Department stores worked the gag into their newspaper ads, and people everywhere were telling Gracie’s-brother jokes.

According to Haldeman-Julius, the two strongest appeals were sex and self-improvement.

Human beings are biologically programmed with the following eight desires: 1. Survival, enjoyment of life, life extension. 2. Enjoyment of food and beverages. 3. Freedom from fear, pain, and danger. 4. Sexual companionship. 5. Comfortable living conditions. 6. To be superior, winning, keeping up with the Joneses. 7. Care and protection of loved ones. 8. Social approval.

Not only is it pleasant for us to satisfy our eight primary desires, but it’s also pleasant for us to read about how others have satisfied them.

the first use of any product is inside the consumers’ minds. (Stop. Read that last sentence again.) Imagining the use of something that appeals to you increases your desire for it.

And—this is critical—the less imagery you convey, the less your message occupies consumers’ brains, the less likely it is that you’ll influence them.

Listen: Your goal is not to create new fears, but to tap into existing fears, either those on the forefront of consumers’ minds, or those that require a little digging to uncover.

Psychologists tell us there are three primary types of groups, regardless of the group’s purpose: 1. Aspirational—Groups to which you’d like to belong. 2. Associative—Groups that share your ideals and values. 3. Dissociative—Groups to which you do not want to belong.

Whether it be brand marketers trumpeting the new BMW X5, game developers getting players to spend real money on virtual goods, or someone selling an online nursing degree, the only difference is the time frame in which those different goals occur—in other words, the time between attention and action. If the time frame is very short, like browsing for and buying a shirt at nordstroms.com, it’s called “direct response,” or “DR” advertising. If the time frame is very long, such as making you believe life is unlivable outside the pricey mantle of a Burberry coat, it’s called “brand advertising.” Note that the goal is the same in both: to make you buy shit you likely don’t need with money you likely don’t have. In the former case, the trail is easily trackable, as the “conversion” usually happens online, usually after clicking on the very ad you were served.* In the latter, the media employed is a multipronged strategy of Super Bowl ads, Internet advertising, postal mail, free keychains, and God knows what else. Also, the conversion happens way after the initial exposure to the media, and often offline and in a physical space, like at a car dealership. The tracking and attribution are much harder, due to both the manifold media used and the months or years gone by between the exposure and the sale. As such, brand advertising budgets, which are far larger than direct-response ones, are spent in embarrassingly large broadsides, barely targeted or tracked in any way. Now you know all there is to know about advertising. The rest is technical detail and self-promoting bullshit spun by agencies. You’re officially as informed as the media tycoons who run the handful of agencies that manage our media world.

With Inbound PR, PR is taking over a lot of the more traditional marketing activities but that’s only natural and makes perfect sense—PR people excel at content and it is good, quality content that converts unknown visitors into leads. There are no good leads without good content. Nor are there any good relationships without added value.

Reflecting a long-standing schism within the profession, which persists into the twenty-first century, RASSW argued that “a dichotomy exists within NASW between” social activists and clinical practitioners, which is exacerbated by the promotion of licensing. When all social services are threatened by the conservative political and ideological climate, a focus on licensing undermines the profession’s efforts to fight for “the survival and well-being of millions” (RASSW, February 1,1976, p. 3). Citing the opposition to licensing by such groups as the National Association of Black Social Workers (NABSW), RASSW asserted that efforts by NASW to promote licensing contradict its stated intent to fight racism within the social service field and were destructive of professional unity. Promoting licensing, in lieu of uniting around this struggle “is to fiddle while Rome burns” (p. 3). The paper also disputed the linkage between licensing and service quality. It added an interesting twist to the growing debate over professionalization by arguing that “under current political conditions licensure may actually decrease the accountability of social workers to their clients” (RASSW, February 1,1976, p. 5). The paper concluded that licensure neither protected nor improved service quality; rather, it divided workers and undermined their job security, as the recent attack on public education in New York City had demonstrated. Instead of fighting for licensure, RASSW proposed an alternative strategy that focused on building worker-client-labor-community coalitions and combating racism in social service agencies and other institutions.

Frank Hummert was a Chicago copywriter in the ’20s. In 1930 he met Anne Ashenhurst, a former newspaperwoman who became his assistant and, five years later, his wife. The Hummerts had a formula that was surefire: appeal to the lowest common denominator, make it clear, grab the heartstrings, and reap the rewards. With writer Robert Hardy Andrews they created The Stolen Husband, one of radio’s earliest soaps. Hummert went on to do the most notable serials of the daytime. His name was added to the agency Blackett & Sample, though he was never a partner and owned no part of it. He left Blackett-Sample-Hummert and moved to New York. His new company, Air Features, Inc., turned out (among many others) Just Plain Bill, The Romance of Helen Trent, Ma Perkins, Our Gal Sunday, Lorenzo Jones, and Stella Dallas. It was estimated that Hummert at his peak bought 12.5 percent of the entire network radio schedule, that he billed $12 million a year, that his fiction factory produced almost seven million words a season.

Meanwhile, as a result of these many calls, I was learning something new every day. I discovered, for example, that the vast majority of the Web sites got their ads directly from advertising agencies. A successful ad agency might have ten or twenty clients, but you only needed one to get started. If an ad agency took a chance on me, and I delivered, I imagined the doors would swing wide open. And how hard could that be?

Then I began calling advertising agencies, as I had done during the research-and-information phase, but this time I was dead serious. I needed someone to take a chance on me—anyone. And it was hard. Getting people on the phone was a piece of cake, but finding the person who made the decisions was almost impossible. I would leave one voice-mail, no more—because I didn’t want to sound desperate—then follow it up with an e-mail. If I didn’t have an e-mail address, I’d guess, which really isn’t that complicated. First initial, last name, @whatevercompany.com. And whenever someone actually responded, I was ready. “I have a company called Click Agents,” I would say. “We have a consortium of Web sites. I can get your ads on those sites, and I will price them on a per-click basis.” I

Creativity is to ads as product quality is to cars, airplanes and electronic equipment – it’s absolutely necessary, and it needs to be built-in to the product, but it is not the only factor that matters, and it hardly provides sustainable differentiation from one agency to another. True, one agency will be “hot” for a given period and will grow and win business (one thinks of Crispin Porter + Bogusky or mcgarrybowen in recent years), but then the wheel turns, and the hot creative agencies of today become targets for other upstarts – like Droga5, 72andSunny, or Anomaly – and are eventually superseded in the same way that professional tennis stars are eventually vanquished at Wimbledon.

There was a new trend for agencies to hire and parade before their clients “strategic planners,” an ideal originally imported from the UK; but these were not strategists in the same way that management consultants were strategists. Instead, agency strategic planners were experts in customer segmentation and behavior, excellent at designing market research and reading the results of market research reports. The planners were called, in some quarters, “the conscience of the consumer” – they upheld long-term brand values on behalf of consumers and helped to resist any attempts by the creative department to go “off brand” in the pursuit of cute ideas that would dilute “brand values.” In short, the strategic planners were consumer experts, brand developers and brand policemen. They were an important innovation, but they hardly signaled new strategic directions for ad agencies, and their efforts did not have the slightest impact on their clients’ concerns about achieving improved shareholder value. Ironically,

Ironically, the increase in numbers of the strategic planners had the effect of releasing the client service people from any previous responsibilities they had for brand strategic thinking – leaving them free simply to coordinate with their clients and give them all the service they needed. One

Digital technology did not really lend itself to a simple division of labor between creative (generating the ideas) and production (executing the ideas). In an increasing number of cases, creativity was all in the execution, especially in YouTube, Facebook and Twitter. Balkanization

Jules Verne’s protagonist Phileas Fogg burned his ship’s furniture for fuel to reach Liverpool on his way around the world in 80 days. There is no Liverpool within reach for today’s big ad agencies.

Ad agencies continue to believe that improved creativity is the answer for agency and client problems.

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

Recession, advertising slow-downs, media spin-offs, procurement department investigations, client globalization initiatives, fee-based remuneration schemes and holding company ownership added significant complexity to ad agency operations by 1990. The simplicity of the Golden Age and the Creative Revolution was long gone, whether recognized or not.

It was never mentioned at the time, but the widespread pursuit of shareholder value initiatives put marketing in the back seat among other strategic priorities. There were easier ways of growing the top- and bottom-lines than by gambling on marketing. Marketing was uncertain and difficult in the recession-prone, post-Golden-Age decades.

The cozy relationship between chief executives and advertising agencies had unravelled, as other strategic advisers like investment bankers and strategic management consultants jumped to the head of the queue. The

The obsession with quarterly earnings came about because personal compensation was increasingly tied to what happened to the share price. Improving market capitalization became the number one job for senior executives. Success would lead to personal wealth. Sadly,

Agencies missed the significance of “shareholder value” and the change in priorities that it represented to their clients. They assumed, perhaps, that creativity and big ideas were eternal verities – that they were what clients needed under any circumstances. Shareholder value was just another management trend, buzzword of the month – nothing to worry about. The

Shareholder value became, from the 1990s onwards, a driver of management consulting success and, somewhat sadly, of advertising agency marginalization.

What has my readers scratching their heads, though, is why advertisers, whose cumulative actions have painted ad agencies into a corner, marginalizing their agencies as partners, do not see any relationship between their poor brand performance and the commoditization of agency services and fees.

Balkanization is a feature of the ad agency industry, but it is not a universal phenomenon across all service industries. Somehow, management consulting firms (again!) expanded their technical capabilities and specialties under one brand name. They added specialist consultants, to be sure, but at the same time, they expect their senior partners to become adept at understanding a growing number of disciplines.

The cultural divides within the advertising industry became wider when web pages became part of the marketing mix, beginning in 1995. Early web pages were like printed catalogs, and traditional advertising agencies knew how to design catalogs – they were just pictures and words in a different medium, right? The rub was that web pages seemed to clients and agencies more like the domain of software folk, like computer programmers, rather than the domain of traditional copywriters and art directors. An automotive company that wanted to put up web pages to help consumers choose car models and features was more likely to go to a group of programmers than to a traditional agency. The web production costs were exceptionally high, too – the hours spent by web designers and programmers far outstripped the creative hours spent on catalogs. Wasn’t the business of web design (and later, web advertising) a separate business? Traditional

Accountability for agency operations is fragmented. Each office in a network is a separate profit center. Each department in an office self-defines its missions. Creative heads focus on creativity; finance directors focus on headcounts, overhead and budgeted/ actual costs and profits; client heads manage the service that they provide to their ‘disorganized’ clients and keep them coming back for more. (Despite this there seem to be very few happy clients.) Managing

Who is responsible for an agency’s operational response to growing workloads and declining fees? In today’s agency culture, it’s everyone… and no one. The agency management culture is fragmented and divided. Everyone does his/her own thing. An integrated counter-attack is hard to organize, and in practice, it simply does not happen. At the end of the year, the finance director has the ultimate responsibility to deliver the agency’s profit margin, and this is often done through cost reductions – a blunt instrument, indeed, but the laissez-faire culture does not allow for much fine-tuning during the year. The agency management culture is a barrier to change. It

Procurement sets fees based on a negotiated agreement about agency headcounts and costs, and (separately) marketing generates workloads for the agencies. Agencies, who measure client health through profitability measures alone, have no rigorous way to factor in client workloads. TABLE

Agencies need to initiate the creation of marketing and strategic performance partnerships that see themselves and their clients as co-equal partners, each with specific responsibilities and roles, each of them committed to finding successful, results-generating marketing paths for the advertisers’ brands.

The auditing of time sheet hours is a time wasting process that can be eliminated if contracts focus on paying agencies for deliverables rather than for man-hours.

This is an industry that no longer reflects strategically how to create value in the face of disruptive change.

The real agency problem resides in the C-suite of ad agencies, and it is to the C-suite that we must turn to find leadership for the required changes. This won’t happen unless agency CEOs finally admit that poor pricing is the fundamental problem that must be solved. Agency CEOs have the responsibility to solve the price problem. It’s time to get started.

Acknowledge and accept that clients are governed by shareholder value concerns, and that the mission of the agency needs to be refocused on helping clients improve brand growth and profitability. Agency creativity is a factor that contributes to delivering results, but creativity is a factor, not an end in itself. Agency creativity no longer delivers results automatically, as it did during much of the Creative Revolution. It’s time to abandon the tired “we’re creative” marketing positioning associated with the creative paradigm, and to step up to the challenge of saying “we’re committed to delivering results.

Poor leadership” is a major cause of job dissatisfaction and low morale. More than half of those with low morale rated the leadership at their company as “inadequate.”34

I love your hairless chest.” She nuzzled his pecs. “So smooth and sculpted. Like a marble manslut statue.

The most insidious of the destructive forces behind Africatown’s demise involves the paper mills, which were at the heart of a billion-dollar lawsuit filed by residents. After seventy years as the main employers of Africatown’s residents, both mills shut down in 2000. Suddenly, nearly two thousand jobs disappeared, along with the perpetual and noxious stench associated with paper making. But the job losses were just a scratch on the surface compared to the real, almost invisible damage the mills had inflicted. To fully understand the story, we must step back in time to the 1980s, to a time when environmental laws in Alabama were essentially meaningless. Today, Alabama ranks last in the nation for what it spends to protect the environment, and is widely regarded by industry trade groups as the most permissive state in the country when it comes to setting or enforcing pollution limits. Back in the eighties and nineties, things were much worse. James Warr, who was the head of the Alabama Department of Environmental Management from its inception in the 1980s until the early 2000s, was opposed to vigorous application of environmental regulations for businesses. He was an odd fit for the head of an environmental agency tasked with regulating polluters, but I believe that is precisely why he was chosen—to ensure that the Clean Air Act and Clean Water Act didn’t slow industrial production in Alabama. I was an environment reporter for the Mobile newspaper for eighteen years, beginning in 2000, and had numerous interactions with Warr and his agency. During an interview in 2003, Warr told me that the federal Superfund law was illegal and he had no intention of enforcing it or adding new sites in Alabama to the list.

In massive contrast to the negative and pejorative—at best ambivalent—notions that the word “American” conjures up in Europe, “European” invariably invokes positive tropes among Americans (elites and mass alike), such as “quality,” “class,” “taste,” and “elegance,” be it in food, comfort, tradition, romance, or eroticism (as in European massage, European decor, European looks . . . and the list can go on and on). Every Madison Avenue ad agency knows full well that the best way to sell quality and rare curiosities to American elites is to conjure up European associations.

Copper sulfate. Algae often invade swimming pools, turning the water greenish and cloudy. By adding a very small amount of copper sulfate to pool water, we can clarify it and make the pool more inviting. There is another benefit: by using copper sulfate, we reduce the amount of chlorine or bromine needed to disinfect the pool. Copper sulfate at such dilutions is an extremely safe substance, and the Pest Management Regulatory Agency of Health Canada has given it a clean bill of health.

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Another example would be an ad agency that has a graphic designer who is not able to produce the quality of creative work needed, so, rather than address the problem directly, that designer is assigned menial jobs that are essentially busywork. The agency then hires a second graphic designer to do the more creative work despite the cost and the fact that the agency doesn’t have enough work to justify two designers.

Remember to be sincere—after all, there might really be an emergency. But more often than not, he’ll mutter a little excuse, tuck his phone back into his pocket, and start enjoying the night again. Victory is yours! You’ve succeeded in tactfully spreading the social antibody against “phubbing,” a word coined by the ad agency McCann for the Macquarie Dictionary. Phubbing, a portmanteau of phone and snubbing, means “to ignore (a person or one’s surroundings) when in a social situation by busying oneself with a phone or other mobile device.” The dictionary assembled experts to create the word in order to give people a way to call out the problem. Now it’s up to us to start using the term so that it may become another positive social antibody in our arsenal against distractions in social settings.

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Or deodorant,” added Ava.