The latest in periodic orange juice studies by Consumer Reports makes the point. Specifically, CU says "frozen concentrate.... often has the best taste." And the ratings chart makes the point more definitively by showing that among the top 10 processed juices tested for taste, five were frozen concentrate and five were chilled.
No, far and away it's convenience-ease of preparation-which is responsible for chilled's gains in market share.
If we believe that good manners are the lubricant of society, then based on the account of how Wells Rich Greene's chairman, Ken Ol-shan, was fired by Jean-Marie Dru, head of Wells holding company BDDP, then surely Mr. Dru is in need of a good lube job!
According to the report in The Wall Street Journal, "Mr. Olshan was told he was fired on Sunday during a two-minute phone call from Mr. Dru.... `as my family was coming here (Connecticut) and we were going to Temple for Rosh Hashana. It was a total surprise.'....A fax then came over his home machine informing him of his dismissal."
Do we see some kind of paranoia on the part of BDDP in terms of the method and timing of Mr. Olshan's firing? They knew that Mr. Olshan, who had been with the agency for 18 years, was in Connecticut away from his New York office, where he could have taken whatever action he thought best. And was Mr. Olshan's brutal firing somehow tied in with the sudden and abrupt departure from the Bates Agency by his replacement, Frank Assumma?
The plot sickens.
The barbarians are no longer at our gates. They have broken through and are among us, diluting the quality of our lives.
Time was, when an executive of Mr. Olshan's stature was to be dismissed, it was usually done in the privacy of the chairman's office or dining room where the terminated executive's dignity as a human being was respected.
As a more than dispassionate observer of business style during my more than 40 years as a Madison Avenue headhunter, I have come to the sad conclusion that we have now become a throw-away society-with people being disposed of like unwanted appliances.
It was with great interest that I read your recent feature celebrating the 75th anniversary of radio.
In particular, I enjoyed the mentions of the early days of KDKA Radio. I joined the station as a salesman in 1928. Two years later I opened offices in New York for the Westinghouse Broadcasting Co.'s stations KDKA, KYW, WBZ and WBZA.
When Westinghouse leased its stations to NBC in 1933, I returned to Pittsburgh as sales manager of KDKA, and later that year moved back to New York to help form NBC Spot Sales. In 1935, I took over management of NBC Spot Sales and ran it until I joined the George P. Hollingbery Co. (radio and television station representatives), spending the next 30 years in various management positions including vice-chairman.
In addition, I was a charter member of the Broadcast Pioneers, a charter member of the International Radio & Television Society and a founder of the Station Representatives Association.
I am presently alive and well and living in Bethlehem, Conn., where I celebrated my 93rd birthday this past July.
Thanks for the memories.
Frank Edward Spencer Jr.
The article "Brewers turn back to the familiar" (AA, Oct. 9) was well done-but only partially correct. The real issue is not merely that major brewers are taking "a short breath to return attention-and ad support-to some old favorites."
The recent trend of beer consumers being deluged with new brands, microbrews, flankers and line extensions seems to be slowing down and appears ready for a reversal.
Much of the novelty of experimenting with new tastes and cool new brand names is starting to wear thin.
Just like consumers of all product categories, beer drinkers eventually come back to needing the assurance and quality of an important brand name. It defines who they are to others.
Indeed, the next beer marketing phenomenon may be the re-emergence of flagship brands. A number of these familiar brand names still have great marquee value-and can have tremendous leveraging power in the coming consumer environment.
The solution is not simply one of shifting more ad support to core brands, which seemed to be a major theme at this year's National Beer Wholesalers Association convention.
The real solution is a strategic and creative one-to make the core brand more consumer relevant in today's marketplace.
I read the article about Ketchum's TV campaign for itself (AA, Oct. 2) and was amazed! Here is an agency claiming to be innovators with a TV spot that has no pictures, just words and a voiceover. They also state the ad was done in black and white to save on production costs. With such a "simple" idea and message, why spend on TV production at all?
Did anyone ever hear of a little medium called radio?!
Radio will give them the flexibility to be very creative without the production cost and will more effectively and efficiently target their audience.
Regional sales director
Paxson Sports Networks
Outdoor board along the highway for a cigarette brand:
"BASIC - The Right Pitch"
Is Basic bragging about its content? Where I come from, "pitch" is a slang for tar. (And I thought there wasn't such a thing as the right tar in cigarettes.)
Rancho Santa Fe, Calif.
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