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More about me. And, some kudos.

I grew up in New York City and I’ve lived in a variety of zip codes, including 94109 (San Francisco), KT10 (London) and 55407 (Minneapolis). Now I call Portland, Oregon; land of craft beer, bicycles, coffee and sports marketing, home.

I started my advertising career at NYC’s 1,000+ person Dancer Fitzgerald & Sample. (Yep, the one mentioned on “Mad Men.”) I worked on General Mills and Sara Lee, and launched Easylink, the first commercial email system. My team was an early creator of content marketing campaigns that delivered two Gold EFFIES. I went from AAE to General Manager of the Minneapolis office in five years.

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After Dancer was sold to Saatchi & Saatchi Advertising Worldwide, I moved between New York and London, running the Northwest Airlines account, Johnson & Johnson European marketing efforts, and business development in Europe and North America.

Then I discovered the Internet.

In 1995, AOL’s Ted Leonsis told me to get the hell out of advertising and go digital. So I did.

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I was reborn digitally, starting out as Founder and CEO of the industry-leading New Jersey Online (NJO) for Advance Publications (owner of Conde Nast, Random House and a national newspaper group). We invented early-stage online advertising solutions, digital sales programs, and social media platforms that helped make NJO New York’s leading online newspaper and the Internet’s most popular weather site. Our design studio built early websites for clients like Microsoft and Nabisco. I was named The Newspaper Association of America’s “New Media Pioneer” in 1999.

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In 2000, I became CEO and Co-Founder of ActiveBuddy, a pioneer in natural language processing technology that lets people talk with computers. (You’re welcome, Siri.) SmarterChild, ActiveBuddy’s instant messaging personal agent, had over 30 million users and accounted for 5% of all global IM traffic. Our commercial customers included Comcast, Intel, Time-Warner and Radiohead. The company raised $12 million in funding and was bought by Microsoft.

citrus-logo
Looking for new adventures, I headed west to Bend, Oregon and bought RalstonGroup, a very creative regional agency. During my decade-long tenure as CEO, we grew our regional and national footprint, bought and merged into the Portland agency Citrus, and expanded our account list with some accounts you may have heard of: Dr. Martens, Harrah’s, Nike’s Major League Baseball and college sports programs, the United Nations, University of California and Montana Lottery. My partner and I sold in 2011 after executing a five-year plan to build agency value and sell.

I created and nurtured successful businesses. I can help you do the same with a business development program or a marketing plan that will help you reach your goals, whether it’s sell in five years or become the next Wieden+Kennedy, R/GA or Atomic.

Obligatory Kudos

“Peter and I partnered at Saatchi & Saatchi managing the Northwest Airlines account. Peter’s combination of account management, marketing and creative skills made handling the complexities of an international account like Northwest significantly easier. He was always there to bounce an idea off of (and on occasion made it better). He also knows his way around a wine list.”

Rarely have I seen a more creative advertising agency strategist or manager.”

Lance Mald, Executive Creative Director North America at Avon

“Peter knows the agency business, is always ahead of the curve, and thinks way outside the box and at lightning speed. He’s exactly the kind of person I’d want on my team if I still owned an agency or just about any other business that thrives on innovation.”

Barbara Findlay Schenck. Author, “Small Business Marketing For Dummies”; Co-Author, “Branding For Dummies”

“In my 34 years of CPG marketing experience, I can honestly say that Peter is probably THE most creative, out of the box, marketing mind I have ever tapped. He is very attuned to the latest consumer tools and insight, yet he is also quite practical as he quickly applies these solutions to making business results improve fast.

Peter gets it big time. He knows the process; he can push quickly through the muck to serve up caviar on the other sideŠ He¹s helped me at General Mills, Nabisco and now at Weetabix.

Peter is one of a kind. I have rarely seen anyone who could cut through the clutter to deliver rational, sound business-building insights any better.”

Steve Van Tassel, CEO, Weetabix North America

“I have worked with Peter many times in varied projects over the past 25 years. Peter is one of the very few strategists that can think both analytically and creatively. All his recommendations were intelligent, appropriate, creative and ultimately, very effective.”

Beau Fraser, Managing Director, The Gate Worldwide, New York

“If you are looking for someone to help you grow your agency look no further. When my partner and I launched Fiction Tribe we went to Peter for his perspective on our agency’s business model and insights into how to build our business development plan. Peter’s understanding of client motivations and how to position and sell agency services is unparalleled.”

Mike Caplan, Partner, Managing Director, The Fiction Tribe, Portland

“They tell stories of bearded men on mountains or in caves who have answers. Peter is one of these men (sans beard and crazy eyes). Mr. Levitan has experience, but more than that, he has been gifted with the ability to see beyond the norm. Applied to business, this sight can propel an organization into the stratosphere. Also, Peter is always willing to buy the drinks.”

Steve Klinetobe, Creative Director, Aisle7; Digital Creative Director at Portland’s Citrus

“Peter is that rare manager who has both a vision and the ability to execute against it. That alone would make working for him a tremendous learning and career growth experience—which it was—but he’s also a talented manager who knows how to inspire and get the most of his team. In short, he knows how to makeideas work, doesn’t over-complicate things and has a nose for best path to success.”

Nicholas Ascheim, SVP, Digital Media at BBC Worldwide Americas, Inc.

Let’s not start at “no thanks.” I really can help. I know it.

How? Let me start with a quick story.

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My office at Saatchi & Saatchi Advertising’s London HQ belonged to Maurice Saatchi before he and Charles moved to more palatial digs across town. I’ve got to admit: sitting in what was once the epicenter of Saatchi’s global empire was pretty damn inspiring. One day, ECD Jeremy Sinclair, Maurice and I were sitting in my office working on a pitch. Suddenly, Maurice stopped talking, looked around, turned to Jeremy and said, “Boy, we made a lot of bad decisions in this office.”

Maurice’s honesty was a revelation. Building a major agency, even one as successful as Saatchi, wasn’t without its mistakes.

Growing your agency probably isn’t a slam-dunk either. You may need a major course correction. Or you may need a few intelligent tweaks to your business development plan. In either case, I can help you make the right decisions to move your agency forward, upward and onward. And, really, isn’t that what it’s all about?

So, before you bail out. Why not talk?

A Corleone offer.

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Let me make you an offer you can’t—or rather, shouldn’t—refuse.

Let’s meet for fifteen minutes—just 0.25 on the timesheet— to discuss how I could help you plan for growth. Think of me as a catalyst or a consigliore.

Best case: You’ll realize I can help you take your business to the next stage. Worst case: You walk away with at least one business-building insight.

It’s an offer that even the Don would admire.

LET’S TALK:

1-541-419-2309 (Pacific Time Zone)

Email: peter@peterlevitan.com

Skype: peterlevitan2

Twitter: @peterlevitan

LinkedIn: linkedin.com/in/peterlevitan

Like hard copy? Here is a handy and informative Fact Sheet.

Advertising: Get Ahead Of Disruption… Or Else.

Peter · February 12, 2013 · 9 Comments

Advertising Service Disruption

screen-shot-2016-12-26-at-9-18-28-amI wrote this post in 2013. it is…. still relevant. If not more so.

“If you dislike change, you’re going to dislike irrelevance even more.” – General Eric Shinseki

In 1995 I moved from Saatchi & Saatchi Advertising Worldwide to launch New Jersey Online for Advance Publications. It was exciting to play a role in the burgeoning online news industry. It was also scary to know that the daily newspaper was about to be disrupted by the Internet. We had a sense of what was coming and created new online approaches to deliver the news, new advertising formats and new services including well-trafficked community forums which were a harbinger of the coming power of social media.

What most in the newspaper industry didn’t see coming until it was too late was Craig Newmark. Craigslist started as a San Francisco event email service in 1995, moved to Web based delivery in 1996 and then expanded into other categories. Craigslist began to rollout across the world in 2000.

Craigslist and other online classified sites like HotJobs, Monster, Realtor.com and Cars.com radically disrupted the newspaper industry’s multi-billion dollar golden goose – classified ad sales. Some of you might not remember the huge amount of newsprint devoted to auto, jobs, real estate and for-sale classifieds in the late 1990’s. But, just imagine that the classifieds sections alone were at least as thick as today’s current dailies. Newspapers derived much of their cash from small classified ads, not from Macy’s display ads.

The decline of newspaper revenues from the loss of classified sales and the move to other forms of digital advertising and news delivery has been dramatic. I’ve keep this image large for effect.

newspapers

Obviously newspapers are not the only business that’s being disrupted. Guess what, even Craigslist is getting hammered by newcomers.

Yikes!

big chart of disruption

(The chart might be clearer at Andrew Parker’s Gong Show.)

And, what about the advertising industry?

While I don’t think that the world of advertising agencies will experience the dramatic loss of industry relevance akin to newspapers (or travel agents), disruption is a daily occurrence that is affecting our bottom line. The billions spent via Google’s AdWords DIY services has to come from somewhere. That somewhere is the total pot of advertising dollars.

Even some analog businesses are disrupting the old advertising model. Talent agencies like CAA have morphed into marketing agencies with their CAA Marketing in-house agency winning a Cannes Grand Prix for their fantastic Chipotle TV commercial. But wait, there’s more. The barrage of disruption is growing daily.

  • Agencies that are not really “agencies”: Conde Nast Studios and Radical Media, “A global transmedia company that develops and produces television shows, films, commercials, brand identities, advertising concepts, digital content and event-based entertainment.”
  • DIY design: I keep seeing ads for 99 Designs. “The #1 marketplace for graphic design, including logo design, web design and other design contests. Over 150000 satisfied customers!”
  • DIY ads: Google AdWords, LinkedIn, Facebook and Spotrunner
  • Implementation: avVenta, “avVenta resources plug into existing marketing operations to help brands reduce operational costs by improving processes, global standards and outsourcing key responsibilities” and E-Graphics, “E-Graphics Worldwide blends global multichannel capabilities with in-house efficiencies, that adapts and extends your marketing message.”
  • Ideas: Ideascicle, “It’s expert sourcing. Not crowdsourcing” and Genius Rocket and their pitch…

GeniusRocket is what an ad agency looks like when it’s stripped of Madison Avenue skyscrapers, high-priced creatives on payroll, sushi dinners at Nobu, and two-week shoots at the Viceroy in Santa Monica.

Is it time for advertising agencies to roll over and die? No.

But you may need to change your stay-the-course mindset – and soon. For starters, ask yourself if using yesterday’s business model is hindering your growth. Maybe staying the course seems sane to you but living by past decisions and worrying about sunk costs could make you red meat for disruption. But, that’s not how the digital community plays…

“If you’re not doing something crazy, you’re doing the wrong things.”  – Google CEO Larry page

I recently read the results of a CIO Network task force on how major corporations deal with disruptive technology. The task force was co-chaired by CIO’s from Jet Blue, Nissan and Rio Tinto. These CIO’s offer some relevant advice to avoid irrelevance.

Here are a couple of their recommendations plus some of my thoughts and ideas related to the advertising industry.

1. CREATING A CULTURE

“CIOs should create a cultural appetite that accepts change, risks and failure, and understands that innovation can take time. Invite venture capitalists and entrepreneurs to talk to senior leadership and identify ways your business is going to be disrupted.”

My Plan:

 Accept and embrace the idea that change is good.

Take some of your agency time to do a SWOT analysis to identify and begin to address change-driven Threats and Weakness that could impede your agency’s future. In the world of disruptive technology, the future is next month not next  year.

Get out of the office and meet with start-ups and young, hungry technologists. Go to tech events. Trade your services and experience for start-up insights and   energy. Here is a blog post I wrote on AdPulp about the importance of getting out of the office. Religiously reading AdWeek in the comfort of your office will not grow your agency.

2. PARTITION DISRUPTION

“Name the disruption and then partition it as a separate business with separate financials, people and metrics.”

 My Plan:

Leverage the disruption by building a business around it. Think like a start-up. Is this a brand new idea? No. But, are you?

I had a chance in 2008 to be an early leader in the new Android applications market. It was a relatively low cost way to move my agency into mobile marketing. But, I seriously blew it.

When I learned that Google’s Android was going to launch an application SDK, I  asked our Digital CD to accelerate the creation of a new business unit by buying a related URL (like, www.androiddeveloper.com; it was early); build out a lean lead-generation website to highlight our expertise (as in fake it to start) and run some Google ads to gauge early market interest to see if we could generate  incoming leads. All of this was designed to make us look like we had our act    together while we were going out into the Portland mobile developer community  to find partners. Unfortunately, the CD didn’t share my need for speed and he dragged his feet until we missed the early-stage window of opportunity.

I learned three things.

  1. Starting a new division or operating unit on the back of  a disruptive technology is a good idea.
  2. Just do it. Be quick to prototype, test, iterate and launch especially if it can be a low-cost entry. When pundits say that agencies should act like start-ups this is what they mean.
  3. Hire the right people who share  your energy and bias for action. The wrong people could kill your future. The Digital CD left a couple of months later.

To see a company that actually lives and leverages disruption, take a look at New York’s The Mobile Media Lab. They embrace visual technologies like Instagram and Pinterest as brand new marketing services that are getting major client attention.

3. KEEP HEAD OUT OF SAND

“Identify and accept inevitabilities and work them into your strategy. Create an unassailable argument around the inevitable to gain acceptance in the organization.”

My Plan:

Create an innovation culture or maybe an innovation team. Benchmark companies like IDEO.

Help your people understand that without innovation you might have to close  your doors; they could lose their jobs and even careers.

Build a system for continually identifying disruptive and opportunistic  technologies and use scenario planning and estimated financials to help review             business opportunities. You don’t have to completely change your business model. Maybe all you need to do is add a new marketable service. Something     purple (as in Purple Cow.)

A last word. 

One of my favorite clients was Legalzoom.com. Legalzoom.com is in the business of disrupting the legal industry. Disruption is cool if you are the one doing it. I’ve used Legalzoom.com for my wills, advance directives, power of attorneys and LLC formation. They easily curtailed my use of lawyers and, like my experience in online news, heightened my understanding of the dramatic power of digital disruption.

To demonstrate my agency’s understanding of the idea of disruption in our Legalzoom pitch, we used a photoshopped picture of a large yacht sitting on a trailer in downtown LA. The For Sale sign read…  “Lawyer needs cash. Thank You Legalzoom.”

OK, one more last word.

I just did a search on me to see when I started to think hard about disruption. Here is a link to a 1996 AdAge article that included some of my thoughts on the subject: “Classifieds prove to be a goldmine for online outlets.”

Advertising and Digital Agency Website Directory ala Pinterest

Peter · February 9, 2013 · 9 Comments

As a gesture to mankind, I am pinning every advertising and digital agency website right here on Pinterest. The goal is to cover the world and be the de facto resource for finding agencies by city and major awards.

Peter Levitan  peterlevitan  on PinterestThe directory makes it easy to compare how individual agencies use their websites to promote their agency brand positions, work, salesmanship and humanity. Some agency websites easily stand out and others, well, do not. For these agencies, a failure in website design and copy can seriously erode their new business efforts.

I will highlight the most alluring and powerful websites (in my opinion) and will review my favorites in greater detail in this Insights blog as time moves along.

Stay tuned.

If your advertising or digital agency website isn’t included, drop me an email. All my contact information is at the bottom of this page. You can also follow my updates by subscribing to my weekly email (on the left), or follow me on Pinterest and Twitter at @peterlevitan.

Oh, for agencies trying to figure out how to use content marketing as a magnet for new business, I suggest that this Pinterest resource is a fine example of how to leverage new social media tools to drive incoming views. I will add a post soon on how to use Pinterest as a lead genration tool. It works. Google loves Pinterest.

Single Issue Resolution

Sometimes you just need help with a single issue. You know, that one annoying problem that keeps you from achieving your goals. Single Issue Resolution spans:

1. Partner Issue Resolution: Sometimes you need an outsider’s insight to help align the strategic goals of agency partners. I can help you define the issues and find the solution.

2. Profitability: Cost management; smarter process; new compensation concepts and reviews of alternative business models.

3. People: What does the staff of the future look like? How you can find and recruit them?  Even Marissa Mayer occasionally needs some help.

4. The Smart Exit: Building and executing an exit plan: Is yours 5, 10, 15 years out? Leverage my experience: I’ve bought and sold three agencies and revved up two Internet start-ups.

Single Issue resolution can be reviewed and resolved on the phone, via Skype or in person. It will yield concise recommendations and follow-up discussions. It is designed to deliver high value and can be an introduction to a more involved working relationship.

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