The Kmiec Ramblings
Opinions And Ramblings By Adam Kmiec On All Things Media

Category Archives: Campbell

Are You Thinking About Mobility? You Should be.

Written on May 1, 2013 by in Campbell, Marketing & Advertising
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What is mobile?

When we think about mobile we think about someone that’s on the go consuming content on their iPhone. But, so much of what we do with our smartphones takes place on the couch, in bed and at the office, when we’re not out and about. When we talk about the mobile marketing landscape, it’s almost 100% focused on the ad offerings presented on a 4.5″ diagonal screen. Gosh, that seems limiting.

There’s simply too much fixation on 1 screen on 1 type of device. This isn’t about about screens or screen sizes. The real opportunity, the real upside will come from not think about the idea of mobility, not mobile. What makes our smartphones such valued devices is that it’s keeps us connected to all the things that interest us. It’s the portability of information and content that makes our phones powerful; not the other way around. Think about something as basic as the music you enjoy. It’s the ability of platforms like Spotify and Pandora to let us listen to our playlists on our desktops, iPads, Smartphones, game systems, TVs and more that enthralls us. It’s the service, not the device, regardless of how “magical” those devices are.

As I wrote in 2011:

Your car will be able to sync with platforms like Groupon Now, fourSquare and Google Offers. When you pull into a Best Buy, Starbucks or McDonald’s the car will automatically check you in, publish your check-in to your networks and serve you up an offer if one exists. Additionally, you’ll be able to use your GPS to find local and real-time offers.

We’re seeing this get closer and closer to reality with cars becoming wirelessly connected, app powered, personalized “devices. I think Ford is really on to something with their AppLink program. It’s where the future is headed.

If you’re planning mobile by screen, you’re missing the big picture…yes, even those of you who own a Phablet.

When we evolve from “mobile,” a screen, to a mindset of mobility, we’ll see the full potential of this space. Efforts like Google Glass, Pebble and Nike+ are giving us glimpses of what’s possible. But, we’re just scratching the surface. Content, be it recipes, your playlist, the photos from that great BBQ or dinner reservations, wants to be liquid and free flowing. It wants to be where you need it to be. And, isn’t that what you want too?

The mobile way isn’t going to take place on your smart phone; it’s just one battleground. Granted, it’s an important battleground, there are many more battles to be fought.

You don’t need a mobile strategy. You need a mobility strategy.

when you elevate the conversation to mobility, things become more complex. You need to think, not just about the devices, but also the content that flow to them. But, perhaps more importantly, you’ll need to consider the mindset of your consumer. That’s the most interesting aspect of all of this…what’s old is new again. It’s not about screens, technology or services. It’s about how they deliver the right experience at the right time to the right consumer. The “Bored In Line” moments are different than the “just woke up and I’m reading my emails in bed” moments. Both of them are different than the “I just got engaged” moment.

Content, not “content marketing” is going to be ever more important as we think about mobility. Great content fills in the gaps of time, but leaves you wanting to pick up the experience at another moment in time. That’s what makes platforms like Facebook and Spotify so interesting. I can start the experience with one mindset on one device at 6:30 AM when my alarm goes off and I’m still in bed…then complete the experience at 7:00 PM when I’m in the gym. That’s mobility. That’s the present. That’s the future. That’s what I’m focused on.

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You Have An Obligation Not To Be A Dream Smasher

Written on March 15, 2013 by in Campbell, Marketing & Advertising
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At SXSW there was no shortage of great panels, keynotes, content, insights and sound bites to consumer. With over 1,000 sessions, there was something for everyone. Of all the sessions I attended, the one that still sticks with me was Lawyered: Lessons from Foursquare, Meetup & Etsy. With the General Counsels from fourSquare, Etsy and Meetup, you knew the content was going to be great. They definitely delivered.

Brian Chase, the General Counsel of fourSquare shared a story about his transformation from “dream smasher” to sought out partner. It stuck with me. Days later, I’m still thinking about it. In any organization, there are no shortage of “dream smashers” who are on a mission to marginalize your ideas in the name of some greater good. That greater good is communicated in phrases like: risk management, strategic direction and many others. Regardless of what you call it, these dream smashers exist to slow you down. This would be fine, if their intentions were truly about the greater good. However, it’s clear from talking to many of my peers and reading outstanding articles like this one from Harvard Business Review, that most dream smashers, are more interested in owning the “Decision” and are fearful of the accountability that comes with risk.

The Crazy Ones

I like accountability. Always have. Noting we do is without risk. There’s always the chance you’ll be wrong, even when the insights are right. It happens. I believe my responsibility is to push an organization faster, harder and further than it ever imagined was possible. It’s part of the work ethic that comes with driving change. Driving that change means railing against the dream smashers. It means supporting dreams. It means giving dreams a chance to become real. It’s not easy. I’ve yet to meet anyone who thinks it is. It means, as said on the panel, “as a lawyer you’re better off never saying no. Say yes…if.” This isn’t specific to lawyers. Franky, I think they often get a bad rap. I’ve worked with some fantastic ones, over the years. It’s broader than lawyers. There are dream smashers everywhere.

Unfortunately, it’s easier to be a dream smasher than it is to be a dream driver. It takes more energy to drive a dream than it does to be a dream smasher. That’s unfortunate. It’s also why so many change agents burn out so quickly and leave an organization. As Seth Godin once wrote me:

“often, tribe leaders leave because they won’t sacrifice the tribe to please management

cost of changing the world…”

When you head into the office today, ask yourself, “am I dream smasher?” If you are, you might want to reassess your choice. It’s the quickest way to being cut out of the loop and being seen as the “enemy.” Even when you win, you lose. Crush enough dreams and the dreamers leave. When the dreamers leave, what are you left with, but eventually your own demise. Apple saw it up close and personal when they ousted Jobs…only to turn to him as their savior. If history has taught us anything it’s that dreamers advance this world. Christopher Columbus, Henry Ford, John F. Kennedy, Branch Rickey and so on. You don’t have to be a dreamer, but that doesn’t mean you need to be a dream smasher either. Dream big…or…go home. Simple as that.

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Storming SXSW

Written on March 10, 2013 by in Campbell, Marketing & Advertising
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It’s been nearly a decade since I’ve attended SXSW. Not because I wasn’t interested. I was. But, the time investment was always something challenging. Being away from the family for the weekend and out of the office for 2-3 days isn’t easy. Rather than attend, I’d use SXSW as a reward for my team. There’s simply no better event than SXSW for soaking in digital knowledge, meeting smart people and seeing where the industry is headed.

As we look to become the most digitally fit CPG company in the world, SXSW became a key event to focus on. Instead of attending CES, Internet week, AdTech and all the other great summits, we focused on the biggest and best for max impact.

We saw SXSW as a 4 day intensive digital fitness boot camp for the organization. To make attending meaningful, we created a Noah’s Ark model. Each brand/business lead was asked to nominate and send 2 people from their teams. Those team members were then paired with a digitally fit person from our marketing, advertising and digital teams.

With more than 1,000 different sessions, there’s simply no way to cover all the great knowledge, the competitive presence and the vendor assessment. The teams’s were asked to attend sessions that would benefit their business and/or increase their digital fitness. For example, I attended a session lead by Target and Coke about their new corporate website redesigns being built around the Newsroom Websites.

Additionally, in a great example of collaboration and recognizing our “team” includes those from outside our walls, our agencies (many who were already planning on attending) joined us in being digital fitness guides.

I applaud our organization’s support of sending such a diverse and comprehensive team to SXSW. There’s no doubt the financial and time investment will pay dividends quickly.

There’s a certain responsibility we all need to have in attending. Following the trip, each attendee is to craft a recap outlining:

1. was it a good investment
2. what did they learn that could be applied to their business or another business
3. who would they nominate attend next year

This is the first time we’ve ever sent a team to SXSW and I want to make sure we’re seeing business driving benefits from attending. The early read from the team, is that we invested in the right event. To those who think SXSW has peaked or sold out, I don’t see that all. I see new relationships being formed and the bar being raised in content quality. Oh and the BBQ is better than ever.

As I’ve said time and again, we’re committed to being a digitally fit organization. We’re lucky that our leadership is willing to back words with follow-thru.

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Moments Happen Every Day

Written on February 26, 2013 by in Campbell, Marketing & Advertising
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As we move to an age of what some are calling “real time marketing” we need to consider how to make our marketing more meaningful. This past Super Bowl was a tipping point for brands who might have been on the fence about social media marketing. Efforts by Audi, Oreo and Walgreens highlighted how providing quick and contextual marketing during an event can breakthrough. This post by Jay Baer does a great job of highlighting how hard it is to do great marketing. Notice, I didn’t say great social marketing or great “real time marketing.” I said great marketing. Getting to great marketing is tough. It takes a near perfect storm of the right brand, the right team, the right opportunity and the right stage.

The key for making a lot of this work is being honest about the social currency your brand has. Not all brands have a natural social currency that leads to a natural intersection of pop culture (eg The Oscars) and marketing. Additionally, I can’t stress enough the importance of planning. “Real Time Marketing” or whatever we need to call it, isn’t just about events, it’s about being in the moment…and moments happen every day, not just during the Super Bowl, Oscars or Grammy’s.

I tend to think this is less about real time marketing and more about right time marketing. Real time marketing, as currently conceived, seems almost forced. It’s being fast for the sake of being fast. Right time marketing is more about making sure the right message, is delivered at the right time to the right audience. This isn’t easy. It takes work. It takes effort. It’s a process. It’s a marathon.

It definitely requires some new wiring internally. That re-wiring takes time. But, eventually the muscle memory gets there and it simply becomes the way you create amazing experiences.

As I turn the lens inward, we’ve evolved in the last year. I see progress every day. We, like many brands, definitely stepped up our game following the Super Bowl. For example, this effort by our Campbell Kitchen team during the Grammy’s sticks out as nailing the right moment with the right creative at the right time:

There’s still work to be done. We’re not 100% bright. No one is. That’s the fun.

There’s a certain level of “geek” in all of us. It’s part of what gets us excited when we see a great ad. One of the most challenging things is balancing the inner-geek with what’s right for the business. The inner-geek wants to do the things that are interesting, cool, innovative and headline grabbing. But, I have a responsibility to my team, the great brands I work on and the company who trusted me in this position. The easiest way to temper that inner-geek is to remind myself it’s about driving a brand’s success, not my own personal success.

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Bar, Raised

Written on February 11, 2013 by in Campbell, Marketing & Advertising
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Last week there was a lot of discussion about Oreo’s efforts during the Super Bowl. There should have been; what they did, with the speed the moved at, was deserving of recognition. The world moves in real time and Oreo has been the standard for the past year in how brands match that tempo.

Following the Super Bowl, our team regrouped, reviewed our own efforts, and had some great dialogue about how we move quicker and become more contextually relevant. The efforts inside of 3 days were nothing short of remarkable and lead to a standout performance by our Campbell’s Kitchen team.

Last night when Justin Timberlake took the stage for the first time in years, Oreo was quick to share their thoughts:

Not bad. Love the bow tie. Definitely on brand. Definitely quick. I like it. But, look at what Campbell’s Kitchen did at nearly the same point in time:

Notice the tint on our photo? As someone tweeted me last night, it’s the details that matter and we nailed it. I often say, speed wins. It’s true. But, nailing the details is what turns something from good to great. And in this case, we took an extra 5 minutes to nail the details. The tint is the same tint JT used when performing. We matched what was happening on TV, in near real time.

Kudos to the Mandy Weger, our brand team and our legal team. Without all of them, working together and striving for the same common goal, we couldn’t have made this happen. I can’t stress enough how important preparation was for this. The legal team helped us put together some guidelines, the brand teams met with the social media teams and we even leveraged some resources from the design team. Definitely a team effort. We shirked a “social media command center” in favor of some old school tools like eMail, Yammer! and phones. This allowed our teams to move quickly, communicate effectively and still spend quality time with family.

Not that I’m keeping score, but I think we won this round. Some say the bar is low for brands in twitter, because there’s so many bad experiences. I don’t necessarily share that point of view, but I understand where they’re coming from. Whether the bar is low or the bar is high, I consider the bar raised every day for us. That’s what keeps me waking up every day and coming into the office with fire in the belly.

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Managing Through Change

Written on October 10, 2012 by in Campbell, Marketing & Advertising
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Change, as they say, is the only constant. I’ve found, in my career, that those who can manage their way through change are often recognized as leaders. The uncertainty of change is what makes change so difficult. We’re accustomed to knowing what’s next. We’re conditioned and trained to have a set of steps that pave a way to the next “thing.” I think it’s why driving fast…around corners…is so scary. We don’t know what’s around the corner. It’s the unknown.

So here’s the thing then…if change is a constant and you know that organizational change will always happen…and those that manage their way through change are seen as leaders…then why, when faced with change, do so many people have such a tough time adjusting? They desire and then cling to action plans, definitions, and milestones. But, won’t those action plans, definitions and milestones just change? I mean, change is constant, right?

MARC USA, one of the best places I’ve ever worked, had a personality model that they built around the concept of an “ad.” People were characterized as either:

  • Headlines: people who just wanted the big picture
  • Body Copy: the devils in the detail people
  • Logos: valued the relationship above all else
  • Illustrations: wanted the spotlight on them

I was a headline/illustration. I’m sure that doesn’t surprise you. When it comes to change I just want the big picture. I want to know where we’re ultimately going to get to. What, the vision is. I trust the people and the organization to get us there. No plan, regardless of how well thought-out, is flawless and immune to change.

Change is constant.

Much of my leadership foundation is shaped by my mentors and the leaders I’ve observed. But, another portion comes from understanding the ins and outs of great leaders. Of all the leder I’ve studied, none inspires me more than General George S. Patton. With a Sinatra, “My Way” approach, Patton truly did it his way. He got away with “his way” because the results were continually there. He delivered. But, why? Well, if you read up on Patton, you learn three things:

  1. He was a student of history
  2. He lead from the front
  3. He made plans, contingency plans for those plans, and contingency plans for those contingency plans and so forth

Patton, more so than anyone on the battlefield, adapted to change. He had a plan, but didn’t panic when the plan didn’t go according to…plan.

I find significant similarity in the way a general plans a battle and the way a leader in an organization delivers on a vision. And when it comes to organizational change I try to be the one who keeps their head above water, focuses on the big picture and expects change to continue happening.

Expect the change to keep coming. Don’t focus on the “body copy” when it comes to change, you’ll just end up frustrated.

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Being Focused And Consistent

Written on September 23, 2012 by in Campbell, Misc.
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Be focused. Be consistent. Those are simple phrases I would say, sum up what the best leaders I’ve ever worked for have been able to do. Read or listen to a company’s earnings calls and their annual report. The well run companies have a very specific talk track that repeats from quarter to quarter. It’s not that a talk track is created to simply fool the public or to offer scripted answers. No, the talk track is there because they want to make sure there’s a level of consistency in what they’re communicating.

Organizational change is tough. Early on in my career, I tried to plug every hole…quickly. As I progressed and had the benefit of learning from other leaders, I realized that was a foolish approach to leadership. Sure, people start to see instant results, but they see them at the expense of sustained change.

To produce sustained change…the type of change that sticks, you have to be focused and consistent. When I joined Campbell Soup the organization ran a press release announcing my role. The press release included quotes that I would forever have to live up to. I chose my words very carefully; they would set the tone for the organizational change I knew we needed and I hoped to bring.

After we put the final polish on our year 1 focus, we created a common language and framework for how we wanted to share that direction. My interview with Chris Heine at Adweek was the first time we outwardly shared that in my first year we wanted our entire global organization aligned on 1 Digital Philosophy, Process, Lexicon and Measurement Model. Those 4 pillars are things I personally track every day. I want to make sure that when we look back, at the end of year 1, we feel like we’ve accomplished those goals.

From there, we started to communicate both our global vision and strategy for digital. It was in back-to-back podcasts with Kevin Hunt and Frank Emanuele at Likeable Media, where we first tested how simple and palatable the vision and strategy really were. While the general concepts of both were solid, the podcasts with Kevin and Frank were great feedback loops that drove subtle, but critical word choice adjustments.

Those word choice adjustments important and it was in an interview with eMarketer where we offered a deeper look at not just the vision and strategy, but how, in a practical sense we were using it to think about social, mobile, analytics and more.

Just past 100 days and nearly 4 months since joining Campbell, I’m thrilled that we’ve been able to maintain the focus and consistency needed to bring about organization change. This recent interview with E.J. Schultz at AdAge, brings together, for the first time, our:

  • Global Vision: To be the most digitally fit CPG organization in the world, across our consumers, customers and associates
  • Growth Investment: A more than 40% increase in digital media spending (though I’m more excited about how we’re investing those media dollars)
  • Staffing Plan: Between now and November 1 we’ll add 7 new hires to the organizations, including critical hires in Digital Insights and Mobile.
  • Examples Demonstrating How Digital Fitness Is Working: From the twitter beta initiative we turned around in 24 hours to the upcoming work breaking this Fall for 2 major new product launches, we’re getting more and more wired for speed, everyday.

We’ve been very focused. We’ve been very consistent. The language you see in the trades and blogs is the same language we’re sharing and reinforcing everyday internally. Just last week I had the opportunity to share the Digital Fitness vision and strategy with our global Consumer Insights teams and with our marketers across the globe.

We’re in the very early stages of becoming the most digitally fit consumer packaged goods company, in the world. But, we’re making strides every day. I remain ever energized to come into the office everyday and work with a leadership team that is constantly removing friction and enabling us to reach our vision.

If you noticed, I rarely talk about digital marketing or social media programs. Those are outputs. Outputs, that become better as we continue internally wiring for digital fitness. Unfortunately those who are ignorant to the efforts of organizational change and the role of digital leaders in organizations, rarely grasp this. Campbell didn’t hire me, because they needed a digital marketer. They’ve been an amazing an innovative company for the last 143 years without me and without anyone in a digital/social leadership role. But, as well documented by actual thought leaders in the organizational innovation space, you need to hire “aliens,” people who don’t quite fit in, to help bring about that change and realize the opportunity that’s been recognized.

I don’t have all the answers. No one does. But, I think we have the right vision and the right approach. Digital Fitness is going to take us to new heights and it will position us to connect with the consumers of today and the consumers of tomorrow. That’s why I’m here and it’s why I’ll be here for a long time.

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Get On The Campbell Soup Co. Digital Rocket Ship

Written on August 15, 2012 by in Campbell
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There are jobs and there are careers. There are reasons you leave your current company and there are reasons you join a new company. I’ve been there. You’ve been there. We’ve all been there. You can leave for money. You can leave for a title. You can leave for fame. You can leave for a lot of reasons.

Even if you’re happy in your current job, keep reading. I promise you, by the time you’re done reading this post, you’ll want to join my team at The Campbell Soup Co.

In Sheryl Sandberg’s Harvard Business School commencement speech, she relayed the story of how some words of wisdom from Eric Schmitt inspired her to join Google despite the fact it didn’t meet her “criteria”:

Get on a rocket ship. When companies are growing quickly and they are having a lot of impact, careers take care of themselves. And when companies aren’t growing quickly or their missions don’t matter as much, that’s when stagnation and politics come in. If you’re offered a seat on a rocket ship, don’t ask what seat. Just get on.

Ironically, this same advice is what lead to her choosing to leave Google and join Facebook.

I’m telling you right now, i’ve been at Campbell 12 weeks and 3 days, and if you’re serious about digital, there is no better place to be than The Campbell Soup Co. We are the rocket ship that you should never pass up and I happen to have 6 open seats.

The Campbell Soup Co. Rocket Ship

6 new roles, approved and posted in 12 weeks. Think about how fast that is. Think about what that says about the organization and it’s support of digital. That’s why I feel very comfortable saying, this is a rocket ship you need to get on.

Two weeks ago, I was talking to a potential candidate to gauge their interest. She asked me, why should I leave my current great job and relocate half-way across the country to join Campbell? I said, you shouldn’t leave for the Campbell you think you know. But, you should leave to join me and the Campbell Soup Co., I do know. You won’t find a better situation to join. I mean that. You’ll get creative latitude, an investment in your growth and the opportunity to work at a fantastic company, with wicked smart people. Oh, and you’ll be given every possible opportunity to do amazing work. That’s my promise and it’s my guarantee.

I love to win. I hate to lose. In my tenure here at Campbell, I can say, we want to win…we want to win big.

I’ve been on the record before and will continue to say, The Campbell Soup Co. will become the most digitally fit CPG organization in the world. Our journey towards that vision will be fun, fast, rewarding and memorable. It’s a story you’re going to want to tell. It’s a story you’re going to want on your resume.

remember, when someone offers you a seat on a rocket ship…just get on.

So with that said, I have 6 seats:

Digital Insights Lead
Lots of companies talk about digital insights. Few deliver on something more than spreadsheets and post campaign reports. This isn’t about reports. This isn’t about living in Omniture. This is way cooler. You get to make data interesting, sexy and meaningful. The Digital Insights Specialist role is responsible for the ongoing development and optimization of the digital metrics framework. Framework? Yes, framework. You get to help define what data/metrics matter and which don’t. Then you’ll need to ensure that we’re applying that framework across all digital marketing initiatives. So, who’s hiring a data scientist? We are. Told you this was a rocket ship.

Digital Communications Specialist
I remain ever inspired by the work Scott Monty does at Ford. He has forever redefined what digital communications, at scale, for a large company, look like. You’re going to get the same opportunity. We want to redefine what digital communications for the entire company, look like. You’ll be responsible for enhancing our internal and external communications initiatives. It’s about improving how we connect with our employees, the media, consumers and influencers. Hope you have your Klout score ready…I’m kidding. But, you will need to have a vision. I think the vision is tougher than earning a higher Klout score.

Manager, Mobile And Emerging Media
We know mobile is going to be big. But, rather than wait for the market to fully emerge, we’re betting on where consumer behavior is headed. We can’t stop at mobile though. We need to always be mindful of what’s next. This role is responsible for the ongoing leadership, management and growth of Campbell’s presence across the mobile and emerging media landscape. Gaming? Check! Augmented reality? You bet! Tap-and-pay? [shaking head in agreement] It’s a great role and clearly demonstrates our commitment to innovation.

Social Marketing Specialist X 3
Yes, 3. Not 1. Not 2. But, 3 Social Marketing Specialist. What is a Social Marketing Specialist? It’s not a Community Manager. It’s not a Strategist. It’s not an Analyst. It’s all 3 rolled in 1. That’s right, you get to be the DJ leading social media across an entire line of business. One role will lead social across our Soups and Simple Meals portfolio. Another will make sure our snacks business is second to none in social. And the last will work across our beverage and breakthrough innovation businesses. From driving the strategy, to managing execution and making sense of social data, you’ll be given a true opportunity to lead and make a difference.

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The Next Chapter

Written on May 15, 2012 by in Campbell, Events, Marketing & Advertising
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I’m excited to announce that I will be joining The Campbell Soup Co. as the Global Director of Digital Marketing and Social Media. In this newly created role, I’ll be working alongside some of the smartest minds in the CPG space to transform Campbell into one of the most digitally fit organizations in the world.

Campbell is based in Camden, NJ, just outside of Philadelphia, which means, yes, the kid who was born in Brooklyn and raised in New Jersey is coming back home to the East Coast. Bring on the pizza, bagels and soft pretzels!

Change is constant. Some people loathe change. I love it. Change brings about new opportunity. Change also offers reason to reflect. As I look forward to all that we can accomplish at Campbell’s, I’d be remiss if didn’t say…

Leaving Walgreens was one of the most difficult decisions I’ve ever had to make. I can’t say enough about the leadership and the culture. Both, we’re key reasons why I joined the company and both are reasons we were able to create an award winning, best in class Social Media organization. If there’s one company that understands the value of social it’s Walgreens. I often say, social is a horizontal proposition, not a vertical fiefdom. Easy to say, much harder to do. Walgreens embraced that concept and afforded me the opportunity to lead our path toward realizing this end state. My only regret is that I won’t be there to see some amazing initiatives launch in the next few months. If you’re serious about social. If you want to “change the world” as one of team members often shares as his goal, Walgreens is where you should be looking. I wish my team, my colleagues and the organization all the best. Thank you for believing in me.

I plan to bring the same fire, passion, and commitment to innovation to Campbell that’s always fueled the successes of the past. As many of you know, being first has always been one of my key strategic pillars. Expect that to continue. Don’t look away, we’ll be planting several flags across the globe, at Campbell’s!

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About
Global Head of Digital Marketing & Social Media at Campbell Soup Co. Running a marathon at a sprinter's pace. Love ironing and my

kids, but not necessarily in that order. I'm always up for a spirited conversation. These are my thoughts and ramblings, not those of my employer.
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