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Rina Chandran

Mr David Droga, Worldwide Creative Director, Publicis Worldwide, addressing AdAsia delegates in Jaipur on Friday.

Jaipur , Nov. 14

ON the last day of AdAsia 2003, there were some hard truths about advertising, and caveats for the future, along with an affirmation that creative advertising is alive and well-- and effective.

Advertising needs to get more honest and plug into popular culture more, said Mr David Droga, Worldwide Creative Director, Publicis Worldwide. "I don't think we are honest enough, so we need to 'fess up and be honest about what we do," he said. "The way we portray families and other things is not real. But there's really nothing more potent, more funny, dramatic or emotional than reality. And ads that have an emotional relevance will be key."

A lot of advertising also tends to `just dance around' popular culture, and only a few brands, such as Nike, Levi's and Budweiser really tap into it, he added. Clients must trust their agencies and their judgment more - and with that trust comes a greater pressure to deliver brilliant work, as well, he said.

"Despite the science and research that goes into a lot of advertising these days, we need to remember that advertising is not a science, and that you can't do it by numbers or by speaking to the right neuron in the brain alone," said Mr Stefano Hatfield, Contributing Editor, Advertising Age and Creativity Magazine. "Some of the most creative advertising — for brands like Nike, Volkswagen, Levi's, Apple, Saturn, the Mini Cooper, Ikea, Budweiser — is not pre-tested, but it is also the most commercially successful," he added. "A ridiculous distinction is being made between creative and effective advertising, but they really are the same thing."

However, agencies do need to develop the "second curve," and reinvent themselves a little bit like how banks have done - from being keepers of money to department stores of finance, said Mr Charles Handy, social philosopher, in his summing up of AdAsia 2003.

Agencies will need to develop more abilities and give their employees more room to be unique and different, he added. "It will have to be a bit like an inside-out doughnut, where you go beyond the middle, and fill up more of the outer space, and a bit like a rowing team, which has different leaders for different tasks, but heads in the same direction," Mr Handy said

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