Frankly, any metaphor that alludes to searing hide as a red-hot iron is driven into an animal's flesh doesn't seem like an entirely good look for contemporary marketing.
By stalking consumers, some brands create animosity.
Agencies and brand marketing departments all need to get closer to and witness more raw, intense emotions.
I'm no great fan of monotheism. The idea that there is one true god, one answer to the entirety of life, the universe and everything has always struck me as rather arrogant.
GDPR has got us all minding our Ps and Qs, but there is another, arguably far more important, form of consent that receives less attention.
The industry needs to actually understand what works instead of clinging to accepted wisdom, says the Saatchi & Saatchi chairman and chief strategy officer.
Across culture and society, the role models we celebrate are still mostly men. It's time for a change, says the Saatchi & Saatchi chairman.
Our business is characterised by seemingly insurmountable problems but "clear evidence" to solve them should not just be taken at face value, cautions the Saatchi & Saatchi chairman and chief strategy officer.
The growth and success of EE, which is only five years old, make it a classic "nothing is impossible" story.
The NHS provides a blueprint for brands seeking to become sources of cohesion, says the Saatchi & Saatchi chairman and chief strategy officer.
Don't ever stop exploring, creating and going against conventions, says the Saatchi & Saatchi chairman and chief strategy officer.
There is one word the ad industry really hates. In this word lies the root of all perceived evil. It's only a little word but it sends shivers down our collective spines.
As an industry we should reflect on why we take such a cavalier approach to the impact of our work, says the Saatchi & Saatchi chairman and chief strategy officer.
Categorising people by the year they were born is not just bullshit, it is demeaning to our customers and, frankly, to our industry.
Pepsi's recent ad debacle laid bare the one key element missing from any in-house creative department
The government's vision of "British jobs for British people" imperils a world-leading creative industry markedly richer for outside talent
It's quite possible that 2016 marked peak purpose. The year in which the idea of corporate or brand purpose reached its zenith.
Instead of pontificating from the sidelines, strategists need to enter the field of play and take control of the scrum, says Richard Huntington.
Great planners are wracked with anxiety about their work. They are never entirely sure unless and until they absolutely know something to be true.
Strategy should be accorded the same scrutiny and standards as creative work, writes Richard Huntington, chief strategy officer of Saatchi & Saatchi London