successful
to
and
apartment, identified
deemed
of
Department
Clark
WORLD,
University
PUBLICIS
rebuild
his
Publicis
In
grubby.
August
pre-Second
to
Hultquist,
a
promote
firm’s
My
[had]
connections
France’s
in
largest
Second
The
by
kind
earn.
agency
his
particular.
as
first
no
enjoyed
of
Vichy
French
The
a
agency his,
of
existence
1944,
of
Montevallo
furniture,
lot
World
success,
post-war
itself;
Behavioral
avalanche
1946-1
in
World
Ph.D.
as
visit
AND of
France.
Marcel
with
advertising
remarkable
the
from
luck.
the
This
and
War.
in
basically,
inspired
1920s
or
War
the
economic
agency
government
the
1946.
paper
One
the
After Bleustein-Blanchet
of
THE
possessions,
and While
968
French
agency’s
success.
advertising
and
ground
agency,
thing
success
Publicis’
Social
in
was
the
will
him.
today,
boom—the
1930s.
the
FRENCH
government,
war,
not
led
review
The
ability
up. world,
Publicis,
Sciences
From
had
in
except
the
to
growth
difficult.
agency,
France
He The
second
Bleustein-Blanchet
another
closed
Publicis
few
to
several
hoped
such
expansion
returned
office
for
attract
experienced
occurred
outside
from
Publicis.
the
success
I
his
down
ADVERTISING
humble
had
and
factors
Groupe
that
locale
company’s
firm’s
diverse
its Marcel
to
a
of
of
I
perhaps
lot
was
post-war
within
found
Montmartre,
the
The
France
the
was
for
a
is beginnings, records,
of
clients.
much
Bleustein-Blanchet’
renaissance
had
“Jewish
advertising
known
office
audacity,
still
the
myself
use
the
were
he
virtually
reincarnation
firm’s
the
more
of framework
which
could
place
as
aware
owned”
same:
symbols
Paris,
carried
but
the
he
industry,
after
difficult
rise:
was
begin
he
fourth
nothing;
had
I
of
to
small,
also
had
key
no
the
the
by
business,
the
to
of
again. 2
in
built
Hultquist
longer
to
1946
door
dark
use
no
a 61 to 1968.Publicis grew in this period from a few pre-war accounts to over one hundred accounts. Its billings increased from zero to one hundred and fifty million francs and its number of employeesgrewfrom fiftyto four hundred, making the firm the second largest ad agency in France, just behind its chief competitor, Agence 3Havas. The agency’s accomplishments provide a case study for the acceptanceof advertisingin French society and for the France’sentrance into the consumer culture. Publicis had the fortune to expand during the period the French callthe trente glorieuses(the “thirty glorious years” of l945-1974). Publicisin this post-war period was not just a story of one firm’ssuccess but of how its expansion mirrored broader socio-economicchanges.Advertisingarguably did not causeeconomic growth to occur,but one maycallit a“lubricant”for the economic engine that helped to promote consumption. Furthermore, the Publicis story provides a case study for the dynamism of the post French service sector. The5 maturation of Publicis reveals the power advertising war agencieshad in shaping (or reflecting)socialvalues that would help to embrace the new market culture. A pillar6 of Publicis’ success was Bleustein-Blanchet’sability to win over people, especially those with connections to the French government. A tireless promoter, he worked ceaselesslyto recapture his old clients and gain new ones. Bleustein-Blanchet exemplifieswhat historian Pamela Laird describesas“pull”or the ability to gain accessto social capital as it “exists and flows through personal connections and individuals’ potential for making connections:’ During the 1930s,Bleustein-Blanchethad developed a decent amount of “pull,”securing a great deal of contacts in both the public and private 7 Afterthe war,Paris offeredBleustein sectors.The war only provided him with more pull. Blanchet a vast array of valuable contacts. Paris’s, political, industrial, and cultural capital, offered an arena where the Publicis owner could rub shoulders with leaders of government, business, and entertainment, and he quickly made the most of these connections. During The Second World War, Bleustein-Blanchetescaped France and found himself in London with the Free French, who assigned him as press officer to General Marie Pierre Koenig.Afterthe war,Koenigbecamethe military governor of Paris. As Bleustein-Blanchetlater recalled,“this provided me with useful cOntacts?’ Undoubtedly, some of Bleustein-Blanchet’smost practical contacts8 were those he had with the various governments of the Fourth and Fifth Republics.After 1946,the Publicis owner continued to interact sociallywith important government ministers.Leadersof the Fourth Republic sought advice from Publicis several times. In 1952, the fiscally conservativePrime Minister,Antoine Pinay,asked Bleustein-Blanchetto promote a new government 9loan. Bleustein-Blanchet convinced the Prime Minister to tie himself personally to the loan. Pinay accepted the risky suggestion. One of the first loan advertisements covered a full page, concluding with a personal handwritten appeal from Pinay that said, “Youcan bring a necessary and decisivecontribution toward national recovery.” According to Bleustein-Blanchet,the loan was the most successfulFrench 0issue of the century,bringing in 428 billion francs.” Bleustein-Blanchetalso associatedwith Pierre Mendes-Francein the 1950s.Mendès France, of the RadicalParty, had the reputation of being the most dynamic, charismatic, 62 and forcefulPrime Minister in the Fourth Republic.The two men had much in common
Essays is Economic&BusineasHiatoiy— VolXXVII,2009
Villennes,
Fifth
with
you.” 2 ’
speeches
discussed
a
Blanchet
and
his
could
appearance
Blanchet publicitaire
governmental
Bourgés-Maunory,
tennis
Carmen
purchased
Blanchet
Mollet,
public
after
too
grew,
in
France.’ 7 Minister
in
the
advertising
instead
France angered
the
campaign
conduct
Bleustein-Blanchet
called
and
result,
Bleustein-Blanchet
With the
uniform
the
After
That
camera
first
easy
the
affichage
Republic
according
only
not
fanned
relations
match
poil,
upon
United
the
simultaneously
Felix
General
De
for
public
Tessier,
called
a
working
of
same
a
the
take the
provided
a
see
met
for
ten
mark
However,
at
powerful
survey
referred
a General in
campaign
his angles
and
and
Gaulle
alcohol.
Villennes
the
speech.
by he
Bleustein-Blanchet
coming
(posters)
failure,
Gaillard,
to
that
at
contacts. 20
with
year,
Colonel
was
opinion
to
States.
subsequent
strategies
France-Soir’s
in the
the eschewed
to
hat,
General’s
and
Villennes.
with
Bleustein-Blanchet,
on
speech
portrayed
the
advice
improve
Mitterrand,
to
Bleustein-Blanchet himself
to
these
followed
weekly
radio
agreed
the
lobbying
The
he
his
alcohol
not
The
of
met
so
as
vicious
on
Mendés-France,
for
be
Bonneval,
and
poll
The embarked
chats
read
wife.
much
a
the
publicitaire
from
the
was
in
luminaries
because
eyes
the “proving
about
such
expected. with
rising
Soon
television
L’Express.
to
Present
summoned
on
Maurice
his
a
talks
De
awareness
banks
society
a
Fifth
the
were
interest:
series terrible
political
Despite
crusade.’ 3
help
because other
political
prepared
that
private
De
image,
and
Gaulle
for
after
the
De
advice:
demagogue
were
on
of
almost Republic
Gaulle
and
of
the
ground
and
of
Prime
columnist,
advice reportedly Gaulle’s
As
Mendés-France
appearances. 22 Chaban-Delmas, Bourgès-Maunoury.
they
General’s
in
an
in
the
the
these
“fireside
the Charles
advised
arena
the
Bleustein-Blanchet
Bleustein-Blanchet
leaders
Bleustein-Blanchet
gatherings.
Prime
in
successful
unfavorably,
suggested
a
the
a
future
text
alternative
Contemporary
he
Seine,
had
France.
too advertising,
wine a
visor
businessman, more
Ministers
for
in
encounters,
few
eyes
of
personal
in
with
removed
Minister
successful,
a
Pierre
in
Mendes-France
an
de
future
chats”
the
told
first
Bleustein-Blanchet
government
growers
a of
1958,
good
other
relaxed
of
France.’ 6
few
Subsequently,
ill-fated
his
that
in
Gaulle’s
his
Bleustein-Blanchet’s
Fourth
the
to
De
television
adding
became
of
improving
miles
rapport.’ 2 similar
Prime
aide, glasses
Poujade
hat
times,
Bleustein-Blanchet
played
wine: but
the
felt
the
practiced
the
Gaulle,
De
and
commentators
setting;
the
and
was
By
received
recommended
to
campaign Republic
forced
Mendès-France
and
Fourth
glasses
French west because
return
Gaulle
years
Ministers” 9
notables,
too
including
home
a
to
a
on
instability
the
the
so
in
to
tête-a-tête
promotion
“they
appearance.
delivered
successfully
those
Publicis
of
his
low.
In
prominent
the
conduct
image-maker.
a
cult
to
the
mid-1950s,
to
Republic,
to
calls
was
Paris. and
sponsored
polling
weekend
distillers.’ 4
1954,
and
Mendès-France
nose.
abandon
his
literally
Moreover,
image
against
once
power,
matches of
such
a
never
for
have
support
memorized
face.
his
of
helped
With Mendés-France
his
private
Mendés-France
where
that
what
At
expanded
to
given
scored
agency,
advice
the
ministry De
as critique.
a
such
of vilified
home deemed
times,
massacred
alcoholism.
Bleustein
drink a
Bleustein
it. 15
an Bleustein figure
the
his
Wearing would
Gaillard,
guest that
Mendes
Mendès
lighting
Gaulle’s
the
to
1-luliquist
Fourth
for
dinner
by
annual
as
poorly
friend
on
Prime
create
IFOP,
FDR
two
he’d
one
Guy milk
the
and
his
the
this
had his
As
fell
his
at
the
be 63 Republic’sministerial ranks and political factionalism could only have disturbed the publicitaire.To Bleustein-Blanchet,Mendès-Francerepresented the Fourth Republic’slast chance to save itself.He saw De Gaulle as another great man of state that could change France’scourse. However,one question remains: what did this support earn Bleustein Blanchetand Publicis? No records existthat demonstrate how many clients Publicisgained due to Bleustein Blanchet’sassociationwith government officials. In 1959,a London J.WalterThompson executivewrote, “Their [Publicis] political influence is considerable and that is where they make their 23money.” While this statement is hyperbolic, surely the agencygained more accounts because of its connections with government officials.However,Claude Marcus, Bleustein-Blanchet’snephew and a Publicis manager, noted that Publicis had (and has) a policy of not working for political campaigns or politicalparties because,“we can’ttest the 24product!’ Bleustein-Blanchetcould portray himself as a man abovepolitics.If he had to position himself within a political ideology,he avoided the political fringes, posing as a centrist. Thus, he had the ability to reach out to the Socialistsin the 1950sand to the Gaullistsin the 1960s.As long as those parties supported and promoted consumer consumption, Bleustein-Blanchetwould be a ready ally. ‘Whydid these politicians seekout Bleustein-Blanchet?First,he had proven himselfto be a successfulentrepreneur, not once, but twice, considering Publicis’post-war rebirth. Moreover,he was a charismatic figure.Peoplesimplyliked him. Bleustein-Blanchetmade a point of befriending luminaries of society,business, government, and the media, and his many contacts in these areas made him a nexus of power. His skills as a publicitaire earned him the reputation of a deal maker. Such skillsmade Bleustein-Blanchetvaluable to politicians and others and ultimately strengthened Publicis. Publicis’good relations with the French government likelyhelped bring in the state-run Renault account as well (seebelow). Publicis’governmental relations indicate the growing importance of advertising in France and the personal power and “pull” of Bleustein-Blanchet. Ad agencies were prominent molders of opinion and wielded considerable financial influence. No longer could one look upon agencies as sellers of quack pharmaceuticals as had been the prevailing public view before The SecondWorld 25War. As France’sservicesector grew, advertising became an honorable arena of business. Bleustein-Blancheteditorialized in newspapers and journals, such as LeMondeand Entreprise,to promote advertisingas an acceptablebusiness like older,more establishedindustries, such as steel or 26railroads. Publiciscapitalizedon its owner’spull by the use of symbolsthat further enhancedthe agency’sstatus. Publicis chose symbols that associated prestige with the agency;which helped to legitimize advertising in France as a respectable sector of the business community. First, and most importantly, Publicis’two locations after 1946wereboth on the Champs-Elysées,Paris’premier business address. Publicis’first postwar addresswas on the lower Champs-Elysées,in a Napoleon Ill-era apartment, (completewith a kitchen) that it shared with the Régie-Presse.By 1957, the firm had outgrown the building. Bleustein-Blanchet purchased the then-dilapidated Astoria Hotel, facing the Arc de 64 Triomphe, for fivehundred million francs (two million 27dollars).
Essays inEconomic&BusinassHistory— VolXXVII,2009
building.
image.
previous
advertising
work
commented double
hail,
apartment
in
prestige.
drastic requirements
terrace.
was
crazy
diplomat
Such
order
While
Publicis
The
promote
while
concluded
industrial
individual
marble,
real
favorably
time
offices
modern
We
company.
this
struggle,
the
that
empty.
I a
childhood
places
to
By
could
cafeteria,
remodeling. 29 ceilings,
new
office had
He
The
streets,
The
Astoria sense
to
miraculous
for
buy
that
profit
Emile 1958,
lighter
for
profession,
that
later
and
afford
Bleustein-Blanchet about
the
renovated
glass,
accommodations
the
agency
achievement
times.
the
see
success,
buildings
the
working
for
reviewed Bleustein-Blanchet’s
The
of
color
firms,
that
days
had
and
more
the
figures
impression
the
last
Jeilinek,
wrote
showers
building’s
had
dignity.”
offices
Montmartre,
building.
the
and
their
such
first
sky, Especially
nothing
sound
also
forty
agency
riding
the
schemes
spot. 28
traditional
been
and
and
completed
leather
of
but
at
building
the
are
were new
luxurious
the
the
showed
skilful
had
the
years
on
his Publicis
of
tragedy,
North-facing
yellow baffles.
on
not
technical
also
Astoria
a
of
people.
He
renovated
demonstrated
those
in
surroundings:
Astoria
anonymous
feelings:
paler
every
for
minor
the
served
being
on
to
common
available,
I
remarked
where
went
use
was
to
had its
for
their
the
the
handlebars
became
structure:
goals
accommodations.
salmon There
I
tints.
guests,
floor,
connection
clients
I
waiting
at
of
had
in
really
had
only
refinements. 32
Parisian as
understood other
to
floors,
offices:
I
offices
a
a
color
took
proof
offices
with
the
much
done
was
Each
were
Publicis
spaces,
been
great
automatic
that
desired
a
a
Third
its
for
and
agencies
whole
rooms
kind
walls,
roof
a
efficiency;
light
of
born, and
most
of
in
link landmark.
also
great nothing
of
his
the
bigger
consumption
to
with
cost.
my
potential
and
Publicis’
Republic
the
1958.
must
of to
that
the
of
friends
materials
green
floor
grandest
two
and and
to
offices
brother
deal
be
in
social
elevators,
it
had
little
The
the
three
Bleustein-Blanchet
present
firm,
the
during
but
seemed
there
have
reception
types
the
The
doors
comfort
reserved
of
for
been
building
success,
building
Built
and
light
and
in
clients
past
promotion. 3 ’
work,
advance
groupes
a
distance.
Georges’
hotel
textiles,
architects
been
and
in
Paris.
much
of
(and
all
in
goods.
unimportant
colleagues
we
closed
so
by
had
in
the
decorations:
order
those
look
as
for
areas. 30
of
not
a
were
in of
modern.
..it
and
future)
occupying
also
1904
more
de
prosperous the
inch-by-inch
warmer
decor
champagne
the
Paris
receptions,
the
bike.
I
was The
only
at
circuit
publicite
soberly
“to
past
moving
building
walked
recalled
housed
the
A
by
employees,
important
thought provided
firm.
Claude
from
but
by
I
convey
to
designer
acted
designer
years We
to
realized
houses,
the
colors, modern
the
making
televisions,
a
by
the
used
along
company
had that into
Publicis’
had a
required
historic
for
a
Austrian
my
Hultquist
Marcus
French
to
to
of
private
1954,
firm’s
dining
he
a
three
and
was
its
for
the
it 65 officesthe most modern in Paris. Bleustein-Blanchet used images of France’s past in various ways to promote his business. In 1953,Publicissponsored a fifteenth-birthday party galafor its subsidiary,the Régie-Presse,the firm’s seller of advertising space, at the Orangerie of Versailles.The highest members of the government, society, and press attended. Guests included the President, Vincent Auriol; former Prime Ministers Paul Reynaud and Edgar Faure; Maurice Schumann (later a foreign minister); and the writer and university professor, Raymond 33Aron. The setting was a masterful blend of the old and the new, and of course, not just a birthday party, but also an attempt to demonstrate to members of government and business the legitimacyof the advertisingprofession.Versailleshad represented the center of French, and indeed, European civilizationin the seventeenthand eighteenth centuries. Bylocating the birthday party at Versailles,Publicis grafted the traditions of grandeur of the French past onto the present. The trade journal Vente et Fublicité wrote, “Our government officialsattest, by their presence, that the government is taking more and more seriously the importance of advertising as an economic 34factor?’ Such attention would undoubtedly bring Publicismore clients.If Publicis specializedin creating images for their customers, they also created an image of themselves as a dynamic agency,a symbol of the future certainly, and one that remained respectful of France’s past traditions. One can only imaginethe expenseof the soirée.Photos of the eventshowmany tables and guests, the latter probably totaling one hundred. To feed and entertain these guests in style cost Publicis and the Régie-Pressedearly.The sum spent was likelywell worth the results,however,in terms of goodwillfrom the government and from business. Publicis gained notoriety for its use of another symbol, America, to promote its business in 1958. During the remodeling of the Astoria,the architect left the ground- floor dining room untouched. Bleustein-Blanchetvisited the building just before the opening and was horrified at the sight. He thought the room resembled a mausoleum. Accordingto Bleustein-Blanchet,a “bizarre”idea came to him at that moment: he would transform the dining room into an emporium. That mausoleum of a space became“The 36Drugstore?’ The Drugstore was not a place to buy pharmaceuticals, but a swank café and retail outlet, where one could buy magazines,electronic gadgets,gifts,and tobacco,and eat in a café.Bleustein-Blanchettranslated his image of the American drugstore (a pharmacy,ice- cream counter, and newsstand) into a French equivalent: “I knew that French distribution had to evolvefrom itspetty practicesand relianceupon specialtystores.I wanted to be the first to try something 37new?’ The Drugstore was a marketing innovation for late-1950sFrance. The French writer and commentator, Sanche de Gramont, characterizedthe attitude of French storekeepers then as follows:“If you don’t like our product, that’syour hard 38luck?’ The customer is “that barelytolerable nuisance?’In the 1950s,economist DavidLandesnoted that the great Parisiandepartment stores,notably the Bon Marché,had deteriorated into an “inertia that has chased thousands of small customers back into the small specialtyshops?’The seller, according to Landes, accepted no responsibility for the quality of goods. In case of a 66 dispute, “the customer is always39wrong?’
Essays inEconomic&Businass History— VolXXVII,2009
prepare
Colgate.
commented
accounts.
Soon
that
only
Palmolive.
international
Furs,
Publicis
notoriety
Blanchet’s
image
and
was
writer
competition
Marcus
advertising
late
consumption,
Genet waited
business
treated
owner
clientele: king.”
caviar
An
would
Publicis
worked not
a
Bleustein-Blanchet
retail
acquire
Publicis,
book
Flanner’s
American acquired
1950s
The
it
and
after,
seller
called
advertising
of
for
was The
in
demanded,
to
In
estimates
the
added
just
renewed
The
to
Drugstore
Chaussures
dignitaries,
line
the
Publicis
Colgate
use
the
outlet
return,
compete
inexpensive
Colgate
and
translated
agencies
a
same. 40
Drugstore
the
with
that
of
it,
promoted
was
France’s
a”[...]
clients.
complete
association
New then? in
Duchess
of
to
comment
American that
a
way
which
agency,
early
“gold
only
that
going
enter.
American
symbols
Publicis
ties
agency’s
“they
that organized
Yorker
to
likely
granted
of
with
very
the
had
In Claude
that
existed
largest
André.
1960s,
with
a
similar
life,
mine’ 43
the
The
into
offered
During
to
the
of
1947,
replica
few
as
baubles. were
insisted
new
[Colgate]
been
modern
Gibbs,
demonstrated
of
were
from
images.
be
raised
brought well
Windsor,
and
in
primary
Paris
opening
three
Drugstore
advertising
brief
Publicis
French,
the
Marcus
the
private
a building
difficult
in
1961,
Publicis’
However,
accurate,
to
the
a
had competition
a as
of
stunned
a
The
Paris
the
that
two
wide
period
the
French
This
the years
consumer
sense
of
image.
more
what
most
The
taught
more
commented:
creativity
requisite
market
Drugstore
of
as
its
prestige
companies advertising
his
the
or
remarked
and
Régie-Presse’s
now.”
variety
and
first
gamut
Drugstore
seemingly of
well
The
agencies
of
clients.
vital
in
longtime
of
an
how
the
afrer
eagerly
any
Drugstore
influence It
Palmolive
us
the operation.
his
growing order
American
The
break
was
leader
for
Besides
Drugstore
as
how
and
cultural
center
is
of
key Hollywood
to
of
seeing
and
own
of
gave
shop to
the
something
that
Drugstore
Publicis
in
was
sought
agency,
to
goods,
handle
to
came
to
word
gain
products,
Parisian
provided
in
represented.
on
knowledge
France.
launch
anti-American
humble
of
take
grow, Publicis
being
have shaving
birthday
What
mutually girls,
toothpastes. the The
the
power
drugstore
Paris
Americanization
and
with
with
was
American ranging
a
and it
new
rigor
potential
media
Drugstore
Publicis
a
film
bought
of
different
Publicis
to had
totally accounts:
presented did
youth
modernity?’ 42
great
another
origins,
broader
a
the
of cream,
that
undoubtedly
their
retain
party,
site,
gala.
beneficial.
in
of
The
become
Janet
ever
course,
American
is
from
planning.
Previously,
our
moneymaker, the
than
different
the
their
political Ribbon
and
needed
and goods
won
advertiser.
Drugstore
Thousands
tack:
clients.
shampoo,
that
way recognition.
inviting
helped
Lévitan,
shown
a
Drugstore
operations,
Flanner,
French
the
any
means
“realized
challenge
for
a
drew
papers
the
all
Claude
to
“the
and
retailer
most
American
firm,
Dental
to
brought
from
them,
rhetoric After
Before
competition.
heighten
customers
Publicis
Colgate
political
there. 4 ’
gain
Brunswick in
market do
customer
patterns
in
and
Bleustein
writing
there.
or
of
Colgate-
expensive
had
any
the
that
Marcus
Publicis
the
a
Hu3quist how
for
for
as
to
Creme
larger,
as
people
then,
razor
more
varied
in
well,
war,
rival
had
one
the
The
and the
to
to
the
be
of
as
is 67 decisions depended more or lesson the feelingof a situation by a few44people.” Colgate could help Publicis at a critical time. As the fledgling agency tried to rebuild, it could potentially benefit from Colgate’stechnical expertise and experienceand then apply that knowledgeto the French market. Becauseof its connection with Colgate,Publicisacquired the cachet of havinga large, multi-national firm as an important client. Furthermore, many French firms were attracted to Publicis. In 1947,Publicis launched its largest-ever national campaign for Timor, a DDT-based insecticide.The trade journal Vendreexamined the organization of the campaign. Publicis’slogan for the product was “Oil Timor passe, l’insectetrépasse” (Where Timor is used, insectsdie). First,Publicisheld a competition amongst salesagents to choose the best of them. Then, the sales agents came to Paris where Timor engineers trained them to demonstrate the product (first introduced in 60-liter bottles) and its proper use to stores that would sell Timor. Publicisbriefed the salesagents on the major arguments in the advertisements and how Timor would liveup to them. With Timor,Publicisarranged the commercialorganization for the salebyestablishing a “sales council” between the two firms to coordinate the system of sales,manufacture, accounting, and delivery of the product. According to the article mentioned above in Vendre,this coordination wasvital becauseof the seasonaluse of Timor by farmers.Timor did not wish to over-produce its product and have an idle surplus. Through the “sales council the two firms set up a production schedulebased on a salesprojection that began low in January and peaked in June at the heart of the growing 45season. Publicis planned a comprehensiveadvertising campaign for Timor by using cinema, radio, the Parisian and provincial press, posters, store displays,and trade fairs.Publicis launched the ads in January and slowly increased their frequency over the following months. Vendre called the campaign a “sensational success:’ as Timor became the “insecticide of 46France.” Timor gavePublicis experience with the exigenciesof a large national campaign,and Publiciscould then applywhat it learned to other accounts.Timor also establishedPublicisas a dynamic agency,which undoubtedly brought other clientsto the 47firm. Publicis’greatest catch was yet to come. In 1963,Publicis proposed housing a new Drugstore in the Champs Elysées showroom of Renault, France’s largest automobile manufacturer. Renault made a counter-offer. First, Renault asked Publicis to conduct a survey of the French public’sperception of the company.Publicis followedthrough with a survey that found the French public was unimpressed with Renault. The French government had nationalized Renault at the Liberation, due to the wartime collaborationist activitiesof its owner,Louis Renault.Louis,who had great salessuccesses in the late 1940sand 1950swith the economical 4CV model, produced over one million units during that 48time. Bythe early 1960s,the underpowered and modestly equipped 4CV had lost its appeal to a wealthier France that desired something flashier.Renault became a model of last resort for French consumers,a “stateenterprise that produced cars for the averageFrench 49person.” Publicisproposed a long-term plan to raisethe firm’sprestigein the eyesof the public. Renault acceptedthe plan and subsequentlyhired Publicisas its agency. Thiswas quite 68 a for Publicis,since Renault was France’slargestsingle advertiser5 in all of the major coup °
Essays inEconomic&BusinessHistory— VolXXVII,2009
all
entitled
reaction
methods
and Atlantic,
with
a
firms,
Renault—document
successfully
with
Thus,
to
trips
agencies
Marcus
and
on
money,
Publicis business,
regional
needs
the
only
France’s
sophistication’ 54
years,
Renault
brought
technical
unimaginative)
According
Publicis
suggested with
advertising
media:
rare
escape
Publicis
In
These
advertising
Marcus
The
Through
agency
their
the
to
many
various
Havas
the Publicis’
large
but
1963,
Publicis
of
“Ii
Paris,
while
credited
newspapers,
general
to
when
acting
in
Renault
large
had quite
offices
the
its
establishment
a
decided
prowess,
application
one
beneficial
brief
n’y
that
see
Paris,
companies,
clients
of
had
decided
sense
challenge
to
admitted
until
clients.
Bleustein-Blanchet
tedium
government
which
become
the
Georges a
advertising
its
if
clients
attempt
readily
than
had
that
a
as
the
pas
regional
attitude
lacked.
this
the
case
as
despite
Renault
rival
account
clients,
1968).
a
of
to
were
and
automaker
succeeded.
sort
de
a
were
Renault
Publicis
could
to
new
billboards,
the
mix of
to
estheticism
shifted
“rebuild”
the
way
studies that
synonymous
to
‘petites
from
to
open
advertising and
Peninou,
elegance
the
la
The
of
of
important,
various
of
The
offices.
the
small
easy,
methods
of
agencies diversify
an centralization
France
dealers
ministries
pushed
a
prospector
for
pre-existing
most
challenge
France
even
large
Publicis
did
advantages
virtual
its
saw
ten
unusual
Renault
agencies
fast,
clients”
of
According
name
Publicis
clients
and
Since large
the
of
on
wrote
strengths
profonde.
multinationals.
regional
of
Roland
the consistently
to
successful
and
were
worked. 56
towards
regionally
and
design. 53
Publicis
executive
the
with
agency
radio
regardless
Publicis’
Renault
Renault
their
ads in
Renault
account
Havas’
Publicis
feat
every
clients.
with
for
small
(there
cheap
national
an
“Havas
an
in
to
a
of
for
quality,
local
to
Barthes,
branches
small
(the
A
of
cars
Paris
in
France.
editorial
attempt
develop
advertising.”
within
whom
several
to
Publicis’
visit
the
Bleustein-Blanchet
clients.
Publicis,
Publicis reveals
best
are
due
image
brought the
that
regional
dealers
and
required
The
had
French
agency
by
of
network,
expand
(save
businesses
next
level.
Publicis
no
to
modern
advertising
to
an account
the
strength.
to
publicitaire,
previous
in
they
company
years.
to
in
Paris
local
“small
France’s
the
Publicis
for
around
“R”
work
few
consumer
for
as
his
However,
which
could
government
in agency
campaigns—Colgate,
try the
offices,
some
nationally
had
firm’s
Many
the
the
the
a
revenue.
also
and
was
years
Marcus
firms
brief
to
research,
few
countryside
with size.
with
clients”),
core
provide. attitude
the
Marcus ads
could
Publicis
efficient
solve
learned
restructuring
its
also
kept
an
trade
could
by
limitations:
firms in
stressed
at
Marcel
According
association
surveys
some
other
into
growth
commented
advantage
accompanying
late
newest
Lyon) 55 (which
of
noted
least
In
an
up
regulatory
in
did
promote
on
and
a
then
wanted
fact,
of
in
opportunity
Executives
1963.’
national
also
modern
rail
long-term
450
internal
potentially
clients
1964.
not
to
the
in which both
Renault’s
Germon,
in
potential.
that
even
model,
had
they
service,
and
Renault
better
tailor
it
the
envisioned
allow
1966
within
to
regional
of
with
could
small
to
Nearly
that Publicis
came
sides
Timor,
formalities.
been
the
at he
spent a
immediate techniques
newsletter
firms
1960s,
work
number. 52
preferred
and
“touch
relations
this
the
television
serve
stressed
the
research,
after in
regional
Publicis,
to
Hultquist
Publicis
owner,
French dealers, Publicis
not
of
slowly.
press,
order
rather
more
all
meet
time,
1970,
with
new
with
had
and
R16.
the
lost
yet
five the
the
of
of 69 some potential advertisers were afraid to come to Publicis with their small advertising budgets.They fearedthat their accountswould be lost in the midst of such a largeagency. Bleustein-Blanchetwanted his employeesto reassure clientsthat this was not the case. One can credit the personality and management style of Bleustein-Blanchet for Publicis’success.He ran his firm with a light hand, allowinghis senior officersto make their own decisions.Claude Marcus remarked,“Hewas head of state and wewerehead of government.” Bleustein-Blanchetremained informed of daily firm operations through 57 courrier) with seven or eight of his top managers and his two-hour meetings (called the then would be off for lunches with clients.Marcus further added that in comparison with Publicis, other French agencies were too centralized. Their owners, unlike Bleustein Blanchet,wanted to be everywhereat once unwillingto accept58surrogates. During its post-war expansion, Publicis’management began a transformation from a family-run,paternalistic companyto a bureaucraticallymanaged and organizedfirm.This transformational process, as theorized by the American business historian, Alfred Chandler,is more applicablefor large59industries. Publicispartiallyfits Chandler’smodel after the war, as the firm grew more diversified.Bleustein-Blanchetemployed fewfamily members in the firm. His nephew, Claude Marcus,was the only familymember in upper management or on the board of directors. Publiciswasunlike most Frenchbusinesses;the family members and relativessupported it as they took on various positions within the firm. According to David Landes’ rather pessimistic view of French business, entrepreneurs believedthat the familycould safeguardthe company’sinterestsbetter than any outsider could and that, “The socialregister or the familytree is often a better credit referencethat the most profitable seriesof annual 60statements?’ Other historians,such as Andrea Colli, note the efficiencyand durability of the European “family firm” in the twentieth century and observethat family firmswere not as likelyto disappear in the face of post-Second World War competition as their public counterparts 61were. Publicis’lack of family ties likelymade the firm more dynamic and less risk averse. Landes argued that the French family firm was so committed to its independence that it rarely sought to expand, which could leavethe firm too reliant upon the credit of others. As a result, many firms nearly“drowned in their own 62liquidity.” Bleustein-Blanchetdid not have familial ties to weigh down his decisions.He acted as a maverick, and luckily, many of his choices succeeded.Instead, Publicis fits Colli’stypology of the “open family firm” that even with “unquestioned” family control, what matters is the “presence of outsiders in key63positions?’ As Publicis grew in the 1950s and 1960s and became a multi-departmental firm, Bleustein-Blanchettried to keep his presence felt amongst the units (though he could no longer remember all of his employees’names), but he had increasingly delegated his authority to managers below.Bythe mid-1960s,Publicishad severaldepartments such as Public Relations,Industrial Advertising,and International, which necessitatedthree levels of management: upper, middle, and lower.Yet,despite this transition to a bureaucratic firm with over400 employees,Publicisremained family-owned. Publiciswasstilla hybrid firm, bureaucratically managed and organized,but familyowned, and through this entire period of slowmanagerial change,the firm grew quickly. 70 From its rebirth after the war, Publlcis saw its advertisingrevenues increase annually.
Essays is Ecosomic&BusinasaHistory— VolXXVII,2009
6.
5. 4.
2.
3.
Montevallo’s
used
the
I
I
1.
NOTES of
in
France’s
Clochemerle,” 65 prosperity?
Renaissance?
relations,
billings
not
billings).
Havas,
It
would
thank
was
Modernist Marketing
(Baltimore, focus
France’s
Jean
naissance For
French
The
Fourastié,
Publicis
Trois Bleustein-Blanchet,
York
Germon,
Publicité
Pocket,
Rage
Bleustein-Blanchet
gutted
the
Marcel
1970),
anonymous
only
to
more
France’s
fund
Ruth
French
Broizat,
1950s
also
(though
of
siècles
service
on
and
de
advertising
market
By
consumption
273.
the
$48
past Informations,
1988)
Bleustein-Blanchet,
Was
(Paris:
like
convaincre
the
d’une
an Academic
on
my
Smith
Enterprise:
Les
1969,
Michelin:
London:
and
This
firm’s
Md.:
de
economist
million Recreating
second
nearer
preparing
“Oü advertising
the
to
sector,
first
it
research.
trentes
reviewers
in
research,
and
publicité
profession,
a
thank
Editions
paper
the
Truss
1960s.
history
follower,
some
Johns
en
headquarters
half
services
The
to
multiple
largest
La
Development,
creating and
firm
(Paris:
Chelsea
est
Advertising glorieuses
of
French
no.
“le
the
and
argues
of
France
rage
Jean
Rage
and the
Its years
goods
le
en
Hopkins
of
colleague,
over
for
Moliere,
Big
89,
had
editorial
the
a
niveau
1900-1940
Howard
but
advertising
French
success
France
history
de
consumer
creator,
Laffont,
Fourastié
Elites
autobiographies:
La
for
their
to
January
Mac”
that
two House,
during
twentieth
for also
and
convaincre,
also (Paris:
Persuade:
in
rage
itself
and
de
modernity,
the
1989).
hundred University
and
Research
staff
advertising
services
become (Paris: wrote
comments. than
1972.
R.
of
carried
an
or
vie
1970),
(Paris:
1965,
the de
firm
Fayard,
Stanger
Cultural
the
1982),
panels.
coined
Publicis
agency,
a
entire
the
at
des
to
century
passenger
convaincre
Some
a
Memoirs
276. Essays
image
Odile
1960s,
performed
Threat
“le
per
praise-laden
2.
clients. 64
the
France
and
Français?’
and
Editions
material
package
translated Press,
this
What
1979).
for
Sur
pot-au-feu’
just
see
capita
is
Identity
45th
of
Special
in
Jacob,
I
such
(and
Mémoires
Publicis
challenging reading
of
the
term
mon
behind
the am
of
Economic
of
was
closer
2001),
Modernity,
(Paris:
largest
increased
a France’s
CNRS,
It broadly
as
progress,
reality)
as
of
information
Réalités,
antenne grateful
French
1992).
Projects
for
was
the
in
biography
a
by
Marie
media
earlier
significant
its
did
to
Twentieth-Century
the
and
lesson
d’un
Editions
a
agency
Jean
and
main
1998),
considering the
synthetic
of post-Second
mega-agency
Advertising
Other
surpass
title
68%
and
(Paris:
March
1900-1940 Chessel,
Committee
planning,
to
Marjorie
versions
an
Business
Lion
Boddewyn.
“Concorde
of
competitor,
entitled,
the
the
here Stephen
in
of agency
from
Publicis’
innovator
recent
Robert
EDF,
his
the
(Paris:
1964,
Havas
new
Marc
University
La
comes
of
History,
1950-1964.
Beale,
since
Man
book.
with
(Stanford,
world
World
with
this
for
publicité,
Monsieur
1947),
providing
urban
histories
L.
40-43.
Martin,
Laffont,
material
Hultquist
than
Marcel Presses
France
in
Agence
Harp,
within
grants
public
(New
work.
a
from
roots
Jean
The
with
total
War
and
fire
life
La
of
to 71 Calif.:Stanford University Press, 1999).For the Franco-American experience see Clark Eric Hultquist, “Americans in Paris: The J. Walter Thompson Company in France, 1927-1968:’Enterprise and Society 4 (2003): 471-501. For broader works on modern French business history seeMichael Stephen Smith, TheEmergenceofModern Business Enterprise in France, 1800-1930 (Cambridge, Mass.,: Harvard University Press, 2006) and Patrick Fridenson, France: the relatively slow development of big business in the twentieth century in Big businessand the wealth of nations, Alfred D. Chandler, Franco Amatori, and Takashi Hilcino,eds., (New York:Cambridge University Press, 1997). 7. Pamela Laird, Pull: Networkingand SuccesssinceBenjamin Franklin (Cambridge, MA: Harvard University Press, 2006), 2. 8. Bleustein-Blanchet, The Rage to Persuade, 65. 9. For more on the Pinay Loan, see Jean-Pierre Rioux, La France de Ia quatrième Republique,vol. 2 (Paris: Seuil, 1983), 13-15. 10. LeMonde, 6 June, 1952, 5. The ad’s text begins, “De l’or qui rapporte, pour la defense du franc, SOUSCRIVEZ,al’emprunt de la confiance.”The border of the ad is ringed by a circle of 20-franc gold pieces of 1907.SeeBleustein-Blanchet, Mémoiresd’un lion, 192-193, and Sylvie Guillaume, Antoine Pinay ou la confiance en politique (Paris: Presses de la Fondation nationale des sciences politiques, 1984), 80-81. 11. One can only partially credit advertising for the loan’s success.The loan paid a then- favorable 3.5% and was exempt from taxation and death duties. A popular slogan of the time was “Get into Pinay before getting into your coffin:’ Frank Giles, TheLocust Years:The Story of the Fourth FrenchRepublic,1946-1958(NewYork:Carroll and Graf, 1991), 163. 12. For more on Pierre Mendès-France, see Jean Lacouture, Pierre Mendès France,trans. George Holoch (New York: Holmes and Meier, 1984). The circle around Mendès France referred to him as “PMF,’ala FDR. Lacouture’s biography makes no mention of Bleustein-Blanchet (nor do any of Mendès-France’s own writings). According to Lacouture, PMF, because of his reformist nature, attracted many “modernist managers” (such as Bleustein-Blanchet) to “bombard him with suggestions, opinions, warnings, and criticisms:’ See 257-264. 13. One ad showed a young man hobbling on crutches with the accompanying slogan, “When parents drink, children get drunk.” Mémoires d’un lion, 190. 14.Mendès-France hoped not only to fight alcoholism, but to reduce the tax privileges of home distillers. The alcohol lobby consisted of some five million people. Maurice Larkin, France since the Popular Front (Oxford, U.K.: Clarendon Press, 1988),245. 15. Giles, The LocustYears,234-235. 16.Bleustein-Blanchet, Mdmoiresd’un lion, 190-193. This 1954 poli provided a list of 12 politicians to the poll-takers. The question asked,“Among the following,whom do you trust most to resolve France’sproblems in case of national danger?” The list included Antoine Pinay, Henri Queuille, Edgar Faure and René Pleven. Guy Mollet came in first and Charles De Gaulle second. 17.Even at the time of the fall of PMF’sministry, public support remained high. In a rank ordering of ten political leaders, PMF outdistanced by far his nearest competitor, 72 Antoine Pinay. See “Le Gouvernement Mendès-France et l’opinion,” Sondages,no. 1
Essays in Economic&BusinessHistory— VolXXVII,2009
29.
27.
28.
26.
25.
24.
23.
21.
22.
20.
19.
18.
management
a
sound-proofed
meters
35,000
l’Agence electric
furnished
rubble
Bleustein-Blanchet, l’essor
Bleustein-Blanchet,
Marcel
One Martin,
February,
Publicis Archives,
Library,
14
Bleustein-Blanchet,
Bleustein-Blanchet, had
H.A.
216.
Blanchet
De
the
telling
According
upon
convince
House,
accession
The
Marcel
Mendès-France’s
from loyalty
France
At Frank
Socialist
(1955),
handwritten
October,
Villenes,
Gaulle
“most
been
For
company
Publicis
Paniguian
the
1957-196
économique?”
of square
Giles,
him
to
Bleustein-Blanchet,
and
and
Dassault.
Publicis,
lasted
Trois
North
was
forbade
35-42.
more
was
piping
Prime
him
by
publicitaire
1992,
a
to
start
hated
E.G.Wilson
was
to
that
telephone
post-war
enthusiasm,
1964,
power
of
the
obstructing Bleustein-Blanchet
more
owner
siècles
Michel
Bleustein-Blanchet,
account meters
some
not
on
source
Carolina.
ceiling
able 1.
Publicis.
the
Paris.
to
if
Minister
unpublished
man and
its
London
Bleustein-Blanchet,
Catroux
ministers,
Le
De
and
to
Sam
than
in
La foreign
process.
depublicité
The
Mémoires
The
recounts
to
ten
Boloré, Troquer,
3,000
Entreprise,
of
impede
client
Gaulle
in
June,
wires, estimated
for
of
material,
rage
“Considérez-vous
take
Papers,
Meek,
Rage
paint,
Rage
France.”
months
The
30
Times
calumny
developments
the
of
assistance.
had
“Ii
meters
agencies
de
1958.
businesses,
of
Diomède
over
After
the
the
1,000
did
building
to
in
work,
De
to
transfer
see
est
d’un
convaincre,
13
800square
been Publicis.
correspondent,
en
Persuade,
his
Special
Persuade,
proprietor
3,000
21
that
Third
befriended
not
With
in
from
Gaulle? André
temps
August,
a
Frank
and
of
France,
tons
that,
lion,
Gaullist
November,
memoirs
office:
collection
Air
to
Could
accede
conduits
4,000
Mémoires
Catroux,
had
loathing.”
square
Le
of
do
Coty.
Republic,
of
500
at
Minister
Bleustein-Blanchet,
de
the
215-219.
Giles,
Le
Collections
Bleustein-Blanchet
la
meters
Troquer’s
69-71.
291.
power
1959.
97-98.
plaster
Publicis
the
165-167.
seven
his
defender
Troquer,
of
five-ton
Bleustein-Blanchet
to
(with
tons
publicité
remodeling his
The
how
meters
same.
OCB,
ministry of
The
for
liked
power,
1964. served
d’un
In
new
floors
Giles,
Claude
of
of from and
who
and
Gaullist
whom
heating.
he
the
from
Locust
acquiescence
windows,
Mendès-France
which
iron,
the
trucks
Interview
la
lion,
served
neighbor,
Armament
Department, of
comme Le cement,
at
J.
both
publicité
and
The
President
fell
Socialist
Walter
1927-1960,
Marcus, carpeting,
Publicis
Troquer
he
required
205-206.
150
Years,
who
made
G.
three
took
Locust
in
had
had
as
Mémoires
won
Tallet,
6,000
cubic
un
600,000
February,
with
midwife
go
sought
the
Thompson
française,”
done
352-356.
the
away
Speaker
cigarette
underground
as
Minister.
in
17.
would
Coty
facteur
over
see
Years, 300,000
and
airplane Financial
Claude
the
produced
to
Duke
square
Petite
meters
ability This
business)
Le
17,000
Leon
d’un hours
out
Le
to
to
Lower
finally,
237.
soon
1955.
Troquer
of
“history:’
essential
paper.
De
Histoire
Troquer
De
University
Le
meters
Bleustein
meters
Marcus,
Company
to
the
of
lion,
Blum,
magnate,
Mendès
of
Director
Monde,
become
I-kiltquist
tons
Gaulle’s
for
“attract
House,
Gaulle.
One
levels.
wood,
Lower
5,000
work
called
0GB
213-
the
and
de
of de
the
of
of
by
is
of
6 73 30. Tallet, Petite Histoire 25-27. Such descriptions of Publicis’building sounds similar to other authors’ descriptions of J. Walter Thompson’s Madison Avenue headquarters, located in the Graybar building. JWT’s office space took up four floors of the building, each floor about an acre in size. The firm placed a heavy emphasis on style and design, ensuring elegant accommodations to impress its clients. See Stephen Fox, TheMirror Makers, 90-91, and Martin Mayer,Madison Avenue USA,7, 93-94. 31. Interview with Claude Marcus, Vice Chairman of Publicis, 19 February, 1992, Paris, France. 32. Madeleine Fuchs, “Si nous visitons...” LeJournal de la Publicité, 5 December, 1958,6. 33. VenteetPublicité, 15 July, 1953, 1, 3-5. 34. Venteet Publicité, 15 July, 1953, 1. 35. For the “Americanization” of France see Richard Kuisel, Seducing the French: the dilemma of Americanization (Berkeley,CA: University of California Press, 1993) and Victoria de Grazia Irresistible Empire: America’sadvance through twentieth-century Europe (Cambridge, MA: Harvard University Press, 2005). 36. Bleustein-Blanchet, La rage de convaincre,293-294. 37. Bleustein-Blanchet, La rage de convaincre,295. 38. Sanche de Gramont, The French:Portrait of a People(NewYork:Putnam’s Sons, 1969), 431. 39. David Landes,“French Business and the Businessman: A Social and Cultural Analysis:’ in Modern France:Problemsof the Third and FourthRepublics,ed. Edward Meade Earle (New York:Russell and Russell, 1964), 342-343. 40. Bleustein-Blanchet, La rage de convaincre,298-299. 41. Janet Flanner, Paris Journal, 1944-1965, ed. William Shawn (New York: Atheneum, 1965), 491. 42. Interview with Claude Marcus, Vice Chairman of Publicis, 19 February, 1992,Paris, France. 43. Germon, Monsieur Publicité, 104. 44. Interview with Claude Marcus, Vice-Chairman of Publicis, 6 February, 1992, Paris, France. 45. One perhaps could compare this system of production/marketing to the “just-in-time” system favored by Japanese automobile makers. 46. Guy Houel, Vendre,June, 1947, 141-142. Bleustein-Blanchet noted that Publicis used public relations as well to promote the sale of Timor, to try to create a favorable climate around the brand. Potential buyers came to cocktail parties where they were given menus cadeaux in order to make them more favorably inclined towards Timor. Bleustein-Blanchet, Mémoiresd’un lion, 160. 47. Vendredid a follow-up study on Timor twoyears later.Forty-nine percent of the people they polled knew Timor was an insecticide (though 3% correctly knew as well that it was an island in the Pacific).The poll also revealedthat a key market for Timor, farmers in localities with less than 2,000 people, had the lowest recognition level of Timor. Urban professionals recognized Timor the most. This disparity of target audience probably came from the fact that farmers bought fewer newspapers and owned fewer 74 radios than any other social group. Gilles Perrin, Vendre,May, 1949, 177-181.
Essays inEconomic&BusinessHistory— VolXXVII,2009
61.
60.
59.
57.
58.
56.
55.
54.
53.
52.
51. 48.
49.
50.
manufacturer Alfred
(Cambridge,
Colli in
David
vein,
(New Interview
Dupuy,
(Cambridge,
bluff Interview
Interview Marcus,
any
regional
Lyon
receive
mayor
agreement Marcus,
negotiated want
newspapers
national
more,
advertising
Subramanian,
Germon,
He
agency
advertiser
Georges department was
internal
Bleustein-Blanchet, grand
1963, Publicis
Hubert
Bleustein-Blanchet,
Publicis
Edward
discussion.
brought
a
Dilip
62.
York:
had
to
discusses
Landes,
D.
2
significant
of
see
bluff
a
at
himself
bis.
Bonin,
pay
was dealers.
the
Chandler,
groupe. took
level
commission
Peninou,
replaced
Marseille
with
Monsieur
with
with
the
agencies
Mead
before
and
Germon,
that
Russell
awards with
29.
confronted
U.K.:
syndicate
Publicis
Mass.:
one
time
in
“French
on
in
for
Claude
Le
Subramanian Claude
Fiat.
Claude
Histoire
Marcus
wrote
the
Earle,
Interview
Terramorsi
1948-1949.
TWT)
fifty the
addition.
of
Grand
Roland
Promos, Cambridge
Renault,
of
a and
and
because
from
The
Belknap
Publicité,
semiotician, La the
Monsieur La
Andrea
post-1945
Publicis’
a
syndicate
from
more
Marcus,
Business
and
Marcus,
ed.,
Marcus,
felt
president
commission
Russell,
and
Visible
rage
economique
signed
rage
Publicis.
the
bluff only
with
Modern
that
Barthes
designed
Jean
Renault’s
Publicis
of the
then
employees
de
Press,
1960s
had
de wrote
124.
Later,
newspapers
Colli,
takeover
University
38.
its
Hand:
Vice
Publicité,
Vice
with
Vice
convaincre,
Publicis
1964), and
regional
Claude
convaincre,
Terramorsi,
for
success
was
of
briefly
headed
newspaper,
The
to
1977).
France:
that
the
Chairman
the
for
de
Chairman
Chairman
to
faced
the
he
his
two
in-house
directeur
the
The
The
336-337.
regional
(a
paper,
of
to
Marcus,
Businessman:
Renault
work
in
was
worked
syndicate
press
was firm’s
124.
½ 1
Press,
1980s,
Publicis’
of
Managerial
the
years
service
that
History problems
the
305.
Problems
306.
a
earning
république the
Renault
Le
Le
managing
Despite
“Sciences
technique
for
of
1950s,
briefly
agency.
campaigns
of
of
commissioned
2003),
press
such
13
dealers’
and
Provençale.
Progrès
for
Publicis’
Publicis,
Renault:
family-owned
Publicis,
Publicis,
the
Research
head,
February,
of
of
Publicis
on
as
the
something
finally Revolution
account.
A
syndicate,
Renault
this
53-54
Boutelier
Family
the
for
five
(Paris:
Social
of
Po”
advertisements.
de
the
Gaston
PDG
director
9
ads
for Third
Promos,
for
advertising
6
19
Lyon,
the
As “Grands
March,
Department
graduate,
regional
and
February,
came
1992,
in
February,
a
Danone.
ads for and
Balzac of
local
Economica,
a
Business,
firm
the
firm.
result,
the
Deferre, and
and
for
in
65-66.
Dupuy,
which,
Italian
Renault
they
of
Cultural
Paris, American
Renault’s
to
1992.
cinema
agencies
Prix
nothing.
SNPQR,
Fourth
of
Subramanian,
7800,
level.
headed
Propag
success
Publicis Boutelier
a
1992.
placed
some
See
1992.
According
according
in France.
E.S.C.P.’
Roger
In
automobile commission
the
1850-2000,
won
September
1987),
Analysis’
Provincial
the
Le
Republics
this
and
Business
in-house
Socialist
without
300,
Publicis
did
Hultquist
the
for
on (Ford’s
Grand
would
Louis
1960s.
many
same
radio
new
and
302.
not
the
For
this
the
to
to
Le 75 62. Landes, “French Business and the Businessman:’ 338-339. 63. Colli, The History ofFamily Business,1850-2000,76. 64. “World’sBiggestAgencies,”AdvertisingAge,31 March, 1969,44. Havas had billings of $54 million and was ranked 41st. The world’slargest agency,I.Walter Thompson, had world-wide billings of $638 million. If Publicis were an American firm, it would have ranked 43rd in the USA. 65. Clochemerle,a novel written in 1934by Gabrielle Chevallier,lampooned and satirized French village life of the 1930s, depicting the townsfolk as homespun rustics. John A.M. Rothney, “French History as World History: Some Suggestions for Interpreting France since De Gaulle,” Western Societyfor French History, 18th Annual Meeting, University of California, Santa Barbara, 1990,3.
76
EssaysinEconomic&BusinessHistory— VolXXVII,2009