Good morning. Welcome back to Scaling Greatness, a newsletter from Integreon focusing on amplifying business excellence and innovation.
The theory that the brain’s left and right hemispheres possess different strengths and qualities – the ‘right brain’ being creative and the ‘left brain’ analytical – is apparently largely false. But the idea remains a useful shorthand, especially in today’s ever evolving world of digital marketing.
Marketers (myself included) make frequent use of this device to describe different flavors of advertising – and advertisers. ‘Right-brained’ marketing describes campaigns which prioritize artistic presentation and creativity: this might employ striking imagery; clever wordplay; compelling stories; and present key product information in a provocative or subversive way. ‘Left-brained’ marketing, meanwhile, is seen as a science-first approach which is data driven; direct product comparisons; explanations of the problems solved by the product; or deploy audience analytics to funnel advertising towards consumers most likely to respond.
Proponents of the left/right split argue that the two styles can appeal to different types of consumers. And in many marketing departments, employee teams are set up along the same lines, with dedicated creative and data/analytic staff.
Of course, marketing is not quite so simple in practice. Some campaigns will go all in on a clearly left- or right-brained tack, while others aim to boost their mass appeal – and ultimately their effectiveness – by choosing suitable attributes from both styles. But the most successful marketing campaigns often combine left- and right-brained elements, uniting both approaches in a novel or thought-provoking way.
The popular UK digital bank Monzo, for example, made waves in 2023 with its ‘Year in Monzo’ campaign, a not-so-subtle riff on Spotify’s notorious annual ‘Wrapped’ widget. True to its role as a financial services company, the bank deployed customer data to comment on yearly spending trends. But the campaign was not a left-brained data fest: rather, Monzo used the data to produce colorful, light-hearted spending reports – alerting users to things like how many McDonald’s trips they had made that year, which entertained and alarmed in equal measure.
The popular UK digital bank Monzo, for example, made waves in 2023 with its ‘Year in Monzo’ campaign, a not-so-subtle riff on Spotify’s notorious annual ‘Wrapped’ widget. True to its role as a financial services company, the bank deployed customer data to comment on yearly spending trends. But the campaign was not a left-brained data fest: rather, Monzo used the data to produce colorful, light-hearted spending reports – alerting users to things like how many McDonald’s trips they had made that year, which entertained and alarmed in equal measure.
‘How my dad fishes for the future’, an educational microsite from The Marine Stewardship Council, is another example of blending art and science to create a compelling story. Facts, stats and illustrations appear and change as you scroll down the page, creating an engaging and powerful narrative on the impact of overfishing.
And if you’re still not convinced, look no further than your Amazon account – where every ad you see is informed by data.
Your company, like many, may opt to separate marketing teams based on their specializations and talents. There’s nothing wrong with role-based divisions, but too much distance – and not enough dialogue – can prove to be ineffective. Don’t cordon your creative minds off from your data-crunchers; avoid siloing staff, and bring your teams together for frequent discussion, idea-sharing and feedback.
Understanding both the art and the science of marketing is more important now than ever before. The availability of analytics and attribution data for marketers today is astronomical, but what good is all that technology if your creative work isn’t attracting any engagement? You need to track and analyze your campaigns to effectively inform creative. Whether you’re on your own wearing many hats, an in-house marketing department or an outside team, understanding, acknowledging and implementing both sides of marketing is essential.
⧉ A Moment of Greatness
Highlighting companies who highlight greatness.
Coca-Cola: Celebrate Everyday Greatness
Coca-Cola unveils new theme for Paris 2024. “Celebrate Everyday Greatness is designed to champion life’s everyday moments – both big and small – that create magic that builds into something great.”
We love to find moments of greatness anywhere and everywhere.
⧉ Cost-Control Strategies in Legal Departments
The latest Thompson Reuters State of the U.S. Legal Market report contains a raft of interesting tidbits for legal eagles. Especially notable is the news that company legal departments – many of which retain the services of major external law firms – are on a cost-cutting drive and looking to switch to cheaper options where possible.
Maximize Efficiency
Increasing process efficiency was the top cost-saving measure planned by general counsels surveyed, followed by bringing legal work in-house. 83% of respondents said they hoped to boost efficiency; 69% said they aimed to insource legal work; and 68% said they would be looking for discounted rates from the external law firms with whom they maintain relationships. It is “vital” that law firms recognize that general counsels, facing a tough macro environment, are under intense pressure to trim costs where possible, the report says.
“Clients are likely to be quite aggressive about moving work to more cost-effective law firms, given the potential savings they could see,” the report continues. “Law firms looking to retain clients in this environment will need to focus on emphasizing the value and efficiency their work provides[.] Firms that can demonstrate these capabilities will be better positioned.”
Technology & AI
The report also touches on the potential impacts that generative AI could have on law firms and their clients. Provided that forthcoming AI applications are materially useful for clients, firms would likely face challenges as customers “assert [greater] control over legal services, diminishing law firms’ traditional roles.”
AI could help clients in their efficiency drives, allowing more work to be brought in-house, “relying on external providers only for final validations.” A “drastic” increase in competition could result for firms as clients, empowered by new technology, become more selective.
Of course, if the AI applications don’t turn out as powerful or useful as many predict, law firms will have an easier time. Generative AI may not “have a significant strategic impact” on firms in this scenario, the report states, pointing out that such circumstances are likely in “isolated pockets” of the legal industry.
Openness to Change
While adapting to changes in the legal market can prove challenging, the report clearly outlines that firms who have seen the most growth and success in recent years have “adjusted to the new market realities faster than their competitors”. An openness to leveraging new technologies, and exploring alternative ways of working, including less-traditional roles and support services, are a few of the approaches that leading firms have embraced.
As law firm leaders look to chart a course for the future, taking these strategies to heart and seeking new ways to deliver legal services will set them up to grow revenue and control costs.
