Now with Live, Active Cultures.

I was into live, active cultures before live, active cultures were cool. Back then, nobody even heard of Bifidus Regularus (and isn't that name a little ridiculous? It's one step beneath "poopest nowest"). Whatever, I knew all about the bowel healing power of yogurt far before people in spandex started talking about it on TV.

It was Easter and I headed to my Dad's house for dinner. One thing you should probably know about my family is that we are food centric. My step-mom likes to celebrate God's most wonderful gift by cooking many of his other gifts and serving them with horseradish or mint jelly. She's also from Pittsburg, which means she even fries the butter. The meal is big enough and greasy enough to make you want to funnel Maalox.

This particular year, my beloved nephew got sick in a way not to be discussed around food. He had the Norwalk virus (which was a hip illness back then, like Hypoglycemia) and the result required a bath. After his bath we assumed he was clean and so, like with most babies, we all played with the little bio terror. About 11 p.m. that night I threw up from the toilet into the tub. Even in such discomfort I had to pause and laud this achievement because I am male. It was impressive.

If you are not familiar with the Norwalk virus (now officially known as norovirus), go rent that terrible movie Dream Catcher. That part where the guy poops out the alien that looks like a three foot long barracuda? It's a lot like that. Plus you vomit and your head might spin around.

My Cirque dus O'toilet exercise was enough to give my roommates the virus (three guys in a 1950s house. Lysol? Yeah right.). The next two days we all sat in bathrobes chasing chicken soup with orange juice watching that movie with Clint Eastwood and the sassy monkey that wears a T-shirt. (Editor's note: the two films are 1978's Every Which Way But Loose and its 1980 sequel Any Which Way You Can, starring Clint Eastwood and an orangutan named Clyde.)

In time, the virus passed and I began to feel a little bit more normal. But a problem loomed. My appetite waned and I still got nauseous when I ate. I called mom, who knows all about viruses and puking since she raised four boys. Mom said the key to getting your stomach back to normal is to eat yogurt. And not that whipped chocolate moose junk. Real yogurt with live cultures. Now, when I hear someone complain about their stomach, I interrupt them and say, "Oh, you need yogurt. And not that whipped moose junk. You need active cultures. Give me five dollars".

Your stomach has to have some bacteria to break down all that junk food you eat. Doritos and Ding Dongs don't digest themselves. Well, most of the time, anyway. Live cultures help build the right environment for your digestive tract.

Richard probably knows better than most about cultures and the often resulting poop. He worked for a cheesy dot com that never had an actual useable product and touted their success in how much venture capital money they could obtain and spend. It was the nineties and the "look how cool we are" culture craze was in full effect. I visited Richard at work and he gave me the tour. "Here is our pool table that nobody uses. One guy used it once but the VP of Development of something glared at him. Now the only time it gets used is when we give tours to investors and prospective employees to show them how hip we are". How sad.

But it was not rare. All round the ATL and in every tech city, mountains of ping-pong tables, bean bag chairs, razor scooters, hacky sacks and hockey sticks just sat around for show. The old, stiff investors were so impressed with this youthful thing we call the Internet that they encouraged everyone to pretend to be wacky.

This notion of the live, active culture persists today. Marketing service firms not only encourage their employees to be fun and vivacious, they whore them out for it. On more then a few websites of marketing firms have I seen pictures of some staff person kayaking or running a marathon or playing guitar at a local Earth Day celebration.

Listen, I'm not trying to Norwalk all over fun cultures. I mean, Richard has a collection of different canned and packaged meats on a shelf in his office. When it comes to being zany, we run with the best. But why should companies care about the culture of their marketing people? Like with so many other things, we feel we should care, but don't really know why or how we even started caring in the first place.

You shouldn't have to catch Norwalk to learn about active cultures. I've had it a few times and you can learn from my disgusting experience.


Fun is creativity, right?

Nope. Fun is a bottle of whisky, a minigun and a chandelier store. Of course, that's just my opinion. You can substitute whatever you might find fun in that section. But fun is often mistaken for creativity. You walk into your ad agency and you see a group of people sitting on the floor yelling about headlines or photos or whatever. Later you see them throwing pumpkins off the parking garage roof and you say, "What fun, creative people!" But what you are mistaking for creativity is what people will do when the rules are relaxed and creative's trying to blow off steam so they can stop your tagline about "single source solutions" from ringing in their heads.

Fun, right? But does it increase creativity? Our gut says maybe, but I think that's just indigestion. Honestly, people may have an active brainstorming session and still be terrible at brainstorming. And creative people will blow off steam even if the concepts are a joke. What's worse is that agencies have been trained to appear fun and zany even if their work is sub-par. Clients delight in the off-the-wall approach and mistake it for something innovative.


Diverse interests means that you bring a broad perspective?

I love seeing firms pitch how vivacious and interesting their people are. I'm always amazed to see so many people into running and scuba. Here's the problem: most of this country does not compete in triathlons or cook gourmet food. Have you ever noticed how much media and advertising seem obsessed with a lifestyle that the rest of the country does not live or even want to live? When 95% of the people who work on your marketing are into emo rock and sushi, how representative of the do-it-yourself mechanic market do you think that will be?

I have an easy recommendation. Instead of getting people who are supposedly interesting, get people who are interested to handle the marketing of your product. When you are working on marketing a product or service the most important thing in the room should be that offering and not the account executive's surfboard collection. I like interesting people, but when it comes to working on a marketing issue I like interested people more.


Yogurt. Now with new made-up cultures!

What's the difference between real, active cultures and cultures that are invented for marketing purposes? Well, a few things, first of which is respect. Strong cultures foster real, mutual respect. They respect and have empathy for each other. They respect the client. Respect that can only cite the chain of command is not a strong culture.

Next is confidence. Strong cultures empower their teams. They do not need constant oversight. Conversely, lack of confidence in people leads to a firm throwing its own people under the bus. And if an agency will throw its people, their careers, their ideas, their reputations all under the bus for a check, you better think twice about believing what's written beneath their logo in the lobby.

Put simply, they have a house of cards based on a fake culture. They play creative company, but you'll get your hand slapped if you actually ride the razor scooter. It is a culture celebrating the illusion of creativity rather than celebrating and encouraging actual creativity. The problem is many clients cannot discern between the two.

Third is diversity, but maybe not in the way you think. Some cultures look like they picked through the box of crayons on purpose. The result looks like a college brochure. This is neither empowering nor productive. There is a humongous difference in empowering/engaging diversity and the more common promotion of diversity. I believe diversity should be embraced because of the value it brings to solving a problem fully rather than using it for promotional use only. If we use diversity as a way to broaden the scope of how we see an issue, that's a good thing. Otherwise, it's an pool table that no one ever uses.


Feeling a bit irregular.

I realize I may be irritating the colon of the organizations who believe in leveraging their culture. Please don't misunderstand me, I believe in strong, active cultures. I just believe in real ones rather than fake ones. I believe in actually living out those statements of "what we believe" that so many marketing services tattoo on their websites. I believe in real, active cultures and not that whipped chocolate moose junk.

A great culture can be the perfect environment for creativity and problem solving. A great culture can reduce the stress in the normally high stakes part of business. And perhaps the best thing about a great culture is that it is infectious and when you catch it, you can't help but spread it so everyone has it.

Heal Thyself

I am the child of a teacher, and that has a lot of influence on how one grows up. For my mom, everything is a lesson. As my peers were eating mud pies and burning ants with a magnifying glass, I was learning how and why vegetables grow in garden and the secret lives of all the creatures that inhabited it. When you have a parent who is a teacher nothing is sacred. My toy soldiers, a staple of male youth since the iron or at least the plastic age, fell victims line after line to my mother, who made them little parachutes out of napkins and sewing string to illustrate how air resistance allowed them to float effortlessly down from the window above the garage to the landing zone in the driveway.



So it is without surprise that every summer came with a major lesson and objective. One summer was spent in summer school in order to skip a level of math the following year. One summer was spent caring for my baby brother while mom taught summer school. And one summer, early in high school, my mom offered that I learn scuba or lifeguarding at the local YMCA. A two week stint at the local fast food joint was all it took to convince that I needed a better job, perhaps one that involved less grease.



I was a decent wrestler in high school and was hardly concerned with the physical requirements of the class. Our first night we huddled next to the pool as we received the instructions for our workout. Five hundred yards, divided between the front crawl with head out of the water, a modified backstroke and the side stroke. My classmate dove right in and it was about then I realized I could not swim. That’s not accurate. I could swim but not like these kids. Most of them were from the class instructor’s swim team. They flew through the water with ease. I thrashed like bulldog pulling a small raft full of cats. Having ear infections, tubes and a botched surgical procedure from a dentist posing as an ear surgeon (yes, I’m serious) when I was young, I spent most of my childhood on the side of the pool while my brothers swam. The lack of pool time kept me from learning a decent swimming stroke. It was not pretty. But I was not deterred. Some coaching from mom and a lot of hard work and I taught myself to swim. And I must have been a good instructor, because I eventually rose to teach swimming and then lifeguarding for the YMCA.



The situation in which I learned to swim still makes me laugh. I remember teaching advanced swimming at Simpsonwood United Methodist Retreat outside Atlanta and telling my students stroke correction, only to be reminding myself the same corrections in my own laps. I did not have the benefit of a long youth of swimming and therefore much of what I preached, I was still very cognizant to practice.



My professional practice has been little different, as I often find the things I become most interested in regarding marketing and communications were absconded from efforts by many of those with or for whom I have worked. My only solace was to retreat to the study of the hordes of scholars, practitioners and consultants who screamed at the top of their lungs for the need for strategy. People like Jack Trout, Al Ries and John Steele, and Publications like Harvard Business review. All warn of the perfect storm that will arise when burgeoning consumer choices, a marketing industry more concerned with the myriad of tactics rather than core strategies and the thunderbolts of change striking the media landscape will all collide in a spectacular implosion.



The thing about teaching yourself something is that you have got to know what you don’t know, you know? You need to recognize where there may be more information or knowledge or experience. Unless you can appreciate that the answer may lie elsewhere, you will never go look for it and assume that what is at hand is all that exists and is therefore right. I hate the idea of stagnation in business, but I also appreciate the comfort that might come with predictability. Some people are doing the same things they’ve always done - like a particular ad placement, trade show or format for presentation simply because they’re comfortable with it and it doesn’t seem broke. Some people would call this not fixing what’s not broke. I have a slightly different view articulated by my friend Charlie. It doesn’t matter if you are on the right track if you’re not moving. You’ll still get run over by the train.



This newsletter is not as much me trying to teach you something as it is me trying to illustrate to you that my partner and I are teaching ourselves something. We’re diagnosing our own problems. We’re correcting our own backstroke. We are, in the very essence, trying to heal ourselves.



Years ago, when we founded this firm, it was in response to what agencies were not providing. As many firms chased down new tactics to fill billing gaps in a client’s budget, they left a gaping hole in the place where strategic counsel was supposed to be. Firms are more concerned on being able to absorb billings for direct marketing, interactive, advertising, public relations and event planning all on the same bill that they have ignored to core problem of constructing a central and powerful core strategic plan. They have, in a sense, become a collection of tactics with no strategy. Like an arsenal of weaponry with no idea where to march, shoot, take cover or take over. As they reach to offer more varied service, the hole deepens and brands are taking the brunt of it.



We intend to fill that hole.



I lecture my clients on doing what they do best and communicating such in a thoughtful way. I teach my clients to marry the consumer need with the offering in a way that consumer’s can spot the connection. I tell my clients to focus. And now Richard and I are telling ourselves the very same.



Welcome to a new concentration of problem solving, ideas and actual solutions. Welcome to a new firm that will focus on solving the strategy problem before all else. Welcome to a new Snowden Tatarski.



For some this won’t seem like much of a change. We’ve always talked about the need for a strategy above all else. For others it will seem abrupt, as they have used our service to carry out the various tactics without having a unified core competitive plan. For us it is and will be a series of ideas, ideals, beliefs and guiding principles. Because this is an organic change, I hope you will forgive any rough edges as we make this transition more succinct and harmonious. The following are some concepts which are at the forefront of our minds as we make this important transition.



We are not an advertising agency. We do not and will not constrain ourselves to the tactic of advertising, nor do we retail media in an agency format. We are a marketing consultancy, and while we will create advertising and advise on media planning as it pertains to strategic marketing, we will not put the fresh wine of a new approach in the old skins of a less relevant and outdated format.


We believe strategy is central to whether an effort is successful or not. Tactics are not strategy and campaigns which are not united in voice, message and selling proposition are not functioning at an optimum. If you cannot clearly articulate your overarching brand strategy in less than 30 seconds, you do not have one.


We are located in a seat of knowledge. Ad agencies are in Atlanta where they can be near competitors and a fabulous new martini bar. We are in Athens next to one of the nation’s most respected and prolific academic institutions with which we have a strong partnership. We are a company which provides the thoughtful resolution of marketing dilemmas; therefore we consider the vast resource of the University of Georgia and its world-renowned faculty to be an asset few can match.

We are a small company. Ad agencies have teams of people who hurriedly run about carrying faxes and video tapes and lattes and they can show what each of these people are doing right on your bill. It does not take a keystone army to solve a marketing problem. We maintain a core group of consultants in residence and in affiliation, including a consultant with 25 years in travel and hospitality, one with 30 in packaged goods, one with 15 years in technology and manufacturing, one with 25 years in food services and one with 35 years and several degrees in marketing research. We also maintain close relationships with filmmakers, music producers, interior designers, event planners and all the other tactical people who can make a good strategy a great result.




I hope you will take a second to view our website at www.sn-ta.com. On it you will find information about our new focus and existing qualifications, many case studies about strategies we created that drive businesses and information on how you can contact us to chat. I am sorry that this newsletter may come off as more of a solicitation than the typically weekly fodder; however, those of you who reply every week with insights and suggestions have become a sort of peer review and I relish the learning I get from so many of you.



And that makes this newsletter and this new focus of our firm important. The learning we get and give to each other increases our collective abilities and therefore propensity for individual and mutual success. The more we teach each other, the more we teach ourselves.