Advertising, PR, and the art of saying "No"

The phrases "No, can't do!" or "thanks, but no thanks!" don't quite figure in the vocabulary of advertising, marketing and public relations people, do they? And I mean when it is in the context of standing up for what we believe in, or refusing business because it goes against our values, professional instincts, and the interests of our people.

Well that's the power of money, and the sad-but-true belief that "if i don't do it their way, someone else will".

I am perhaps the most flexible of professionals when it comes to listening to the other point of view (more now, as an independent). But I am also a strong believer in saying "no, can't do" (and have done so, again more as an independent).

The point is however, saying "no" for the right reasons:

• If you're culturally mismatched or professional work styles differ, it is the obvious thing to say no.


• If the client has a history of "bad relationships" say no, there's no way you're going to change that.


• If there is no mutual professional trust and respect, say no. Note, personal trust and respect has nothing to do with the professional side - he/she may make you feel good at an individual level, but professionally you and your teams will suffer.


• If anyone treats your people badly (being rude, unfair, aggressive, etc) stand up for your people. And don't work with companies who think people are transitory and meant to be used (typical lousy statement: hey, if they can't handle it, they shouldn't be in the service industry!)


• If you cannot take on something, due to lack of resources/time/whatever, say no and state the reason honestly (leave a window open). Don't say yes, because then everyone will suffer.

I am sure everyone has good reasons to say "no", and "thanks, but no thanks!"

But it's not just about saying "no", you have to be sensitive about it, and do it right:

• Lay out the groundrules in the very beginning of a relationship. Outline your expectations and belief systems from the beginning. Understand the other side as well.


• If you see a crisis coming, or know you're going to say no, give the client a 'heads up' as soon as possible, so they can make alternate arrangements. It would be worse, if you leave them in the lurch.


• Say it to the point person in the client's side, not down the line and expect them to carry the word upwards. Say it one-on-one, with dignity.


• Don't go public with messy stories or gory details. State differences of values if you have to in press and the public at large. Take your people into confidence, make them feel proud of what you've done, but discourage them from tom-tomming the act in public.


• Don't do it at the drop of a hat, do it after great consideration and talking to your people to know how much is too much. Let your people decide how much they will take, before they risk being broke!

And to the above, I personally work with the target that my biggest client should never exceed 30% of all my business. If it does, I am in deep shit! The point is then to build other businesses, to ensure I'm never being used, or live in the fear of having all my eggs in one basket!

And that, is the greatest support you will have, if you ever want to say "no" ...yes??

Wal-Mart, Julie Roehm, Draft-FCB - the highs and lows straightened out

I (like a whole lot of us) have been following the abovementioned story from the time Draft-FCB got the Wal-Mart business... when George Parker exposed the internal memo at Ogilvy... then when Draft-FCB 'released the lions'... right up to the discovery a couple of days back that Wal-Mart fired Julie Roehm and has put the business up for a pitch again!

Well, between comments and opinions from George Parker and (in George's words) a whole lot of other 'wankers' the story rivals any Sidney Sheldon plot, or for those familiar with India it resembles bollywood masala, minus the singing and dancing around the trees (though in this plot we do have certain cats doing it in the bushes!).

But if you're finding it tough (as I did) to figure out the real meat of the story minus the masala - then Bob Garfield is the one to bare it all for you - including the whos, whens, and insights on the whys.

As a communication professional, this plot offers plenty of learning (besides what Bob explains):

• Business partnerships aren't any good, if you're mismatched culturally.
• Don't hire people just because they did (or are supposed to have done) a great work elsewhere. Question if they can deliver similar results, and not just deliver similar campaigns for you.
• And finally, as we all know - winning an account is usually easiest part of our business - keeping it and keeping it happy is the toughest part!

Read the Bob Garfield perspective here. And the George Parker perspective here.

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Indian BPOs: Private or Porous?

One of the largest new business opportunities in India is Business Process Outsourcing (BPO). And one of the largest ethical and legal issues we have in India today, also has to do with BPOs - which is Privacy and Identity Theft.

A lot has been written about the issue, with many companies and even the government talking of measures to curb this menace which is irritating at its harmless best, and is dangerous at its criminal worst.

While there are international laws, and all the right noises being made about action being taken in India, I would like to comment upon it from a social and cultural perspective, and address the "harmless irritating side" of BPOs and telemarketing.

At the basic physical level, India is a very crowded and overpopulated country. There are people constantly around you, nudging you, rubbing shoulders with you, and poking their noses into what you're doing. It's an accepted fact of life.

At the next and higher level, is Indian culture of being friendly (even to strangers) and being hospitable (a guest is equal to God). The belief and oft used phrase "Hum unhe jaante hain" ("we know them/him/her") is a great bridge between family, friends, and even strangers.

Which is why it will not be amiss if you drop in at your neighbour's house unannounced, or have relatives move into your house without advance notice, or for that matter if you offer water and food to even strangers that knock on your door in India.

The result is a society that believes in no personal boundaries, no personal space, and basically no right to privacy.

Now this mindset is very well when it comes to a society and a way of life (even though you may hate it) among friends and family, but is a disaster when it comes to doing business and operating in a professional world.

But most people (companies as well as telemarketers) don't know where the boundaries lie. And that is first and foremost an issue of culture and organisational ethics, rather than the law.

For example, for the past four years I've been getting calls on my cellphone from people asking from my wife. On probing, I always discover they're all telemarketing calls from a bank, auto insurance, or car dealers.

The first time it happened, I remembered that when my wife bought her Mitsubishi car, for some forgotten reason, she had given my cellphone number as hers. On further probing the callers, I discovered the first caller on behalf of the auto-loan company, had previously worked for the Mitsubishi dealer where my wife bought the car! Subsequenly the lady moved on to (and shared the list with) other companies who added my number to their database!

The point to note is, the lady wasn't apologetic, but tried to make small talk and act familiar, just because she'd spoken with us once in the past!

It's not amusing anymore!

Moving on from irritating, is the next danger of familiarity - which leads to loss of business for many companies.

The other day in Gurgaon, I was in the same elevator as two well dressed young execs. They were going to meet the CEO of a company in that building and this is how the conversation went:

Exec 1: So you know this guy!?

Exec 2: Yes, he was my Platinum Card client at A***

Exec 1: Wow, that's cool! So he will take the card?

Exec 2: Yeah sure, I call up all my A*** clients and tell them I'm now with A** **** and get them to meet me for five minutes... "Woh hame jaante hain" (they know me). And I force them to take the new card!

Exec 1: Wow!!

It troubled me to no end, that here was this guy, boasting aloud in a crowded lift about something that wasn't just unethical, but illegal as well!

If either of the banks have figured out the *** names and want to know more, write to me, I'll give you the guy's name and place of visit as well!

The first bank obviously spent a lot of money to acquire that client (or maybe not), and here was this jerk washing it down the drain! It also troubled me because I am a large customer of the second bank, and I feared that my personal information could be sold further as well!

It's obvious that neither the first bank (or auto company) or the second had made any effort to establish the concept of data theft. And that what these people were doing is illegal. Perhaps they'd even let slip in their interviews that they had the database, which is why they were hired in the first place!!

I believe these two incidents reflect the core issue behind our porous BPOs. Of how core human values if not put the right context, can mess with organisational and business values.

Moral of the Story: If India and Indian BPOs want to be taken seriously by countries, companies, and customers, they have to first put a culture, work ethics, and belief systems in place.

Organisational and Social pressure, will prove a better preventive deterrent than the law.

The law should at best used as punishment for error!
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