Download e-book for iPad: Can't Buy Me Like: How Authentic Customer Connections Drive by Bob Garfield, Doug Levy

By Bob Garfield, Doug Levy

Today's manufacturers face an obvious selection among evils: proceed making a bet on their more and more useless advertisements or placed blind religion within the supposedly mystical strength of social media, the place "likes" stand in for transactions and a mass viewers is maddeningly elusive.

There should be a greater manner . . . As Lennon and McCartney wrote a part century in the past, cash can't purchase you're keen on.

But in today's global, the place humans became desensi­tized-even disillusioned-by advert campaigns and advertising slogans, that maxim wishes an replace: cash can't even purchase you're keen on

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Extra info for Can't Buy Me Like: How Authentic Customer Connections Drive Superior Results

Example text

In the end, they even talked about my own contribution to what had become a successful presentation. My interest in talk makes sense on at least two counts. 5 Secondly, talk is carried on by people, and organizations are themselves people6 – a point well understood by senior management in the agency who frequently used to stress that ‘Asatsu is people’. It is the talk that I heard and myself participated in that has structured my understanding and account of Asatsu. It is through talk that those working for Asatsu engaged with their organization’s structural constraints, at the same time as 37 02 Ethno at Work 1/8/06 9:29 am Page 38 38 • Ethnography at Work actively structuring, or ‘enacting’, both the agency and, through it, the field of advertising in which it was positioned and positioned itself by means of ongoing accounts and advertising campaigns.

At the same time, this structure must be able to cope with the sheer number of accounts an agency handles on behalf of its different advertisers. Whereas, in the United States or elsewhere where the competing account system exists, agencies tend to adopt either functional or accounts-based methods of organization,24 Asatsu adopted both simultaneously. 25 The minimum units of formal organization contained between five and ten persons who, in various combinations, handled as many as half a dozen, but more likely two or three, accounts – depending on their size and importance.

But anyway, Asatsu won the account. They say it was partly the know-how the agency had developed with the Toyobishi account.

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Can't Buy Me Like: How Authentic Customer Connections Drive Superior Results by Bob Garfield, Doug Levy

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