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, 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,,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 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 and ; 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 (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, , Edgar Faure and René Pleven. came in first and 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