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Q: Dear Jeremy, as the marketing director of a major UK advertiser I pretty much conform to the cliche of spending about 10 per cent of my time thinking about my advertising and about 10 per cent of that time thinking about the media aspect of my advertising. But pesky trade press journalists keep calling me for comment on mysterious matters such as CRR and Ofcom. Should I really be up to speed on the minutiae of media issues? Sometimes I see quotes from my peers that make me think I'm the only one languishing in embarrassed confusion.
A: What you fail to disclose is how you spend the other 90 per cent of your time. If you are the kind of marketing director I suspect you to be, you will spend it as follows: with your R&D people, feeding them the consumer insights that will help them develop a better product; with your distributors, coming up with a deal that benefits both of you; with your finance director, getting to grips not just with the volume implications of your work but also the financial and business implications; with your own team, making sure they understand the smallest nuance of the brands they champion; with your CEO, demonstrating with numbers the ROI of your marketing budget; and with your international peers, quizzing them about any initiatives that they or their competitors have developed and which you could legitimately nick.
If this, or something like it, is how you spend your working hours, you've no need to fret about CRRs and Ofcom. You have your priorities right and your company is lucky to have you.
On the other hand, your driving ambition may well be to attain the sexy new status of Celebrity Marketing Director: in which case you'll find every one of the activities listed above profoundly unattractive.
You'll be drawn only to those activities that contribute instant turbo-thrust to your personal profile and vertiginous career.
So cultivate the media. Have controversial views on everything. Spend far more time with your agencies than your retailers. Hog platforms. ...