Mid-summer, 1978, was approaching. Something unimaginable happened! A lowly account executive (me…or I, to use better grammar) was asked to help develop the upcoming year’s marketing strategy. People actually sat down and hammered these things out. Up until this point, I had always believed that new car model year marketing and creative strategies were left underneath the table of booth #3 at the London Chop House by the Strategy Fairy. The advertising agency scrutinized the documents, then instructed their account people to write creative planning requests, which the creative department dutifully turned into great advertising. In late June, Mazda give us a presentation outlining their objectives and strategies for the coming model year. We were briefed on the new models, and what competitive advantages they had. They told us their demographic targets. They then left the room with a hearty 頑張ってね! Bonne chance! Our keeping the Mazda account depended largely on how wonderful our presentation would be. The work on the 1979 Plan would begin in earnest. My guess is that we would commandeer one of the conference rooms, probably the main one, for the next month or so. This would be the “War Room” my friends at other agencies had described to me. Sixteen-hour days going over data, looking at consumer trends, swilling coffee, ordering Big Macs, and wondering what daylight looked like. I was up for the challenge. Long, tedious hours that would test the mettle of any human. Would I be able to stand up to the challenge? I was soon to discover that I would, and enjoy it!
Denny Remsing, my boss, told me that we were NOT going to build a War Room in the main conference room. Instead, we would be “going to the mattresses.” For those of you unfamiliar with the term, this was used by Mafia families when they wanted to hide out from the police, from other mob families gunning for them, or to just “disappear” for a while. Our purpose was the last one. Denny said, “Tom, we have to stay away from the distractions of the office, from telephone calls, from mundane meetings, from sales calls, and from the ‘pressures’ of an ordinary work environment.” Made sense to me. The next day, we took out adjoining lanai rooms at the Sheraton Town House. Since the agency was only about 200 yards away, assistants could run messages and mail over to us. Armed with briefcases full of data, legal sized notepads, pencils, changes of clothes, and our swim suits, we checked in. I did mention that the rooms were poolside, didn’t I? Room service sure beat Big Macs, and the margaritas beat cold coffee. I did, however, have to go buy some sunscreen. I planned on expensing it.
We worked slavishly away. After work, the secretaries and account assistants would selflessly drop by to help interpret the data, analyze trends, empty the mini-bars, and check the chlorine levels in the Town House pool. Denny and I were employing the FCB “Know The Consumer” process to develop the finished document. We would examine each aspect of the marketplace, distill the information to a key fact, then use the assembled key facts to develop objectives and strategies. We would also use distilled agave juice to help us arrive at an overall conclusion. Our work was so powerful, I think that Datsun and Toyota sent spies over to try and steal some of our insights. Whenever we had the account team over to help us out by playing and dancing to “Hollywood Nights” by Bob Seger, Abba’s “Take A Chance on Me,” and the soundtrack to “Grease” while checking the chlorine levels in the pool, these spies, dressed as aluminum siding salesmen from Des Moines, would emerge from the bar in their cheesy suits, and just sit and stare at us for hours and hours.
July 11, 1978, a day that will live forever in the annals of women’s rights. I also remember that date as it was the day of the 49th annual MLB all-star Game, the broadcast of which is also part of this story. Denny and I finished the 1979 Marketing and Advertising Plan. We would, along with the Creative Director and the Associate Media Director, be presenting to Mazda at our offices. The Associate Media Director was presenting, even though the actual Media Director had put the media portion of the plan together, because he was a male and the Director was a woman. The erroneous prevailing thought back then was that, because Japanese women had no or little role in business in Japan, our Mazda client might be reluctant to deal with a woman. The Associate Media Director was put forward as the agency’s Mazda Media Man. Of course, this did not sit well with the Media Director. She sat in the back of the room for the presentation. As the clients filed out to join us for lunch at the Wilshire Country Club, one of them asked the Media Director if she would be joining us. She immediately said, “Yes!” A quick call to the club added another chair at the table. Everyone’s spirits were running high thanks to the cocktails, wine, and the excellent marketing plan Denny and I had written. The lunch was winding down, and the table talk was getting louder, when the EVP of Mazda asked our Media Director a question. “If you are the Media Director, why haven’t we seen at any meetings?” She had to almost shout across the table to him because of the other loud conversations. “It’s because management thinks I’ll say “sh%t” at a meeting.” What she didn’t know was that all the Mazda clients had heard the question and they all stopped talking just in time to hear her answer. The last “t” of her response was still echoing through the room when our president looked across the table at her and said, “Yes, my dear, that’s exactly why we keep you away from our Mazda client.” This was followed by three seconds of awkward silence. Then all of the Mazda clients broke out laughing. “We think this is wonderful,” they said. “We don’t get to work with female executives in Japan.” These presentation lunches were always followed by golf or tennis. “Are you going to play golf or tennis with us?” they asked. “Well,” she said, “I don’t play golf but I can run home and get my tennis stuff and meet you on the courts.”
The golf and tennis came off without a hitch. The golfers showered and changed for dinner at the club. The tennis courts were at the Sheraton Town House, so the tennis players used my lanai room to change and have some refreshments. A lot of refreshments. The Media Director showered and changed first, while the rest of us gathered around the television to watch the All-Star game. She soon joined us, as the next person went off to cleanse himself. I ordered more towels. The room had become thick with cigar smoke and shower steam. The game was tied going into the bottom of the 9th. Goose Gossage was brought in to pitch for the AL. Steve Garvey led off with a triple, scoring on a Gossage wild pitch. A walk, and error, and three singles scored three more runs. The NL fans in the room were going wild. Mazda’s Marketing Director, a rabid NL fan, was in the shower when the shouting started. Clutching a towel in front of himself, he came into the room to watch. After about five minutes, he realized that he was standing behind our seated Media Director. So did everyone else. “Don’t worry,” she said. “I was raised with three brothers. You don’t have anything I haven’t seen a lot of before.” From that day on, she attended every presentation.
Next: T&E Heaven