By CLAIRE COZENS, campaignlive.co.uk, Friday, 01 October 1999 12:00AM
DR JACK SANSOLO
EXECUTIVE VICE-PRESIDENT, EDDIE BAUER
In the US we use many consultants for such areas as web, promotions,
retail and e-commerce. But the US is a more developed market for us and
our needs are much broader. In the UK, we have more fundamental issues
to deal with, such as, ’is the brand relevant? If so, to whom?’
Unfortunately, we did not address the fundamental questions about the
connection between the brand and the consumer at the start. We launched
in the UK in 1997 with Otto Versand, the German catalogue company. We
had been using the promotions agency, Alcone Marketing, and the PR
agency, Edelmann, since the launch. But we realised we needed to do more
Our agency in the US is Lowe & Partners. We felt it would be ideal to
use a Lowe agency in the UK so some of the education about our business
would already be in place; so we talked to Lowe Howard-Spink and to
We decided on Interfocus because we felt that, given the multi-channel
nature of our business, brand advertising per se was not the best
communications vehicle for us.
Interfocus presented a range of work, from brochures to
We felt they had really understood the nature of the brand and that the
best way of communicating it varies from one market to another.
Interfocus also understands that we were going to them to make a call on
They made it plain their objective was to grow our business.
We wanted to bring in an agency which understood more than advertising,
and that could really partner with us on all the components that could
potentially touch the consumer. They did a terrific job and we have
asked them to create the ability (strategic opportunity) for Eddie Bauer
GLOBAL HEAD OF BRANDS AND COMMUNICATIONS FOR SHELL INTERNATIONAL
I think strategy should be owned, managed and developed by the
The notion that you can go into a large consultancy and say, ’deliver us
our strategy’, is wrong. The danger is that they will have a vested
interest; they will favour their own specialisms.
I tend to use specialists and encourage them to stay in their boxes.
Landor, for example, has created a visual identity for the website. But
when Landor talks to us they explore the value they have to offer beyond
their original raison d’etre.
Shell uses strategic consultancies such as BCG for the bigger
BCG is good at industry analysis and at the financial dynamics within
But BCG is not so good at consumer-oriented advice - that’s where
advertising agencies come in.
I think advertising agencies often undersell what they have to
I would say that, for Shell, the contribution of J. Walter Thompson has
been of a different magnitude from agencies in the past. Agencies used
to just make the ads, but JWT is more of a strategic partner for us.
Advertising agencies still have a critical role in the development of
brand strategy and the issue for them is to assert the value they give
so the rug is not pulled from under their feet. Agencies are keen to get
to a more senior level with the client, but the initiative is always
with the account director - the salesman.
I think the account planner should be given a bigger role. They have a
less vested-interest position and a more analytical background. The top
people need to hear strategic insights and the account planner is in a
position to do so. I would give a bigger role to the planner to
establish a key relationship with senior clients.
MARKETING DIRECTOR, CHANNEL 5
There were too many consultants at Channel 5 - it felt consultant-ed-out
when I joined. The danger is always that the team is set up to work with
consultants and then they can’t do without them. The marketing
department sways towards being consultant-oriented, rather than
The only person I have used is Alan Morgan. His book, Eating the Big
Fish, is about challenger brands - like Virgin Mobile versus Orange, or
Oakley versus Ray Ban. Like those brands, Channel 5 is all about
attitude and irreverence. Our ideas are originated within the company
much more than in other TV channels.
We are not wealthy enough to have loads of consultants knocking
After Channel 5 launched, a lot of consultants were retained (under
David Brook, Hytner’s predecessor). When I came in, the marketing
department had become too dependent on being told how to work.
The other problem with consultants is the lack of loyalty. Wolff Olins
developed our identity, and it is now working for Sky and Channel 4.
Because consultants are also developing an identity for other channels,
they define you in relation to your competitors. Wolff Olins was still
at Channel 5 a whole year after the launch and I had to get rid of
I think a lot of marketing directors use consultants to justify their
budgets - it is reassuring to the finance director to have a consultant
saying, ’yes, that money does need to be spent’. When I took on this job
I was very clear that I did not want the marketing budget to drop below
a certain level. I did not want to constantly have to justify what I was
spending - the marketing director should be trusted to spend what needs
to be spent.
This article was first published on campaignlive.co.uk