Thriving Through Change: Career Lessons From a Maven of Marketing
Todd Haskell had mastered the marketing playbook—until he hadn’t. For a time, in the heyday of magazine marketing, the formula for success was simple. Then the rise of digital media, changing consumer expectations, and a host of other factors disrupted everything. As the SVP and chief marketing officer of Hearst Magazines, Haskell has been at the forefront of the changing landscape, and how he responded is an instructive story of modern marketing. With a background in sales, advertising, and marketing at the New York Times and Meredith Corp., Haskell has for the last decade led the corporate marketing functions, content services team, and industry marketing for Hearst, overseeing creative development across print, digital, social, and video for 25 magazine brands, reaching 146 million readers each month.Haskell began his publishing career while studying at St. Lawrence University in upstate New York. With the support of a fellow St. Lawrence alum, he secured an internship at the New York Times Magazine Group and went on to land a full-time role after graduation. “The publishing business was very different from what it is today. But a lot of the same things that make working in publishing interesting remain, which is the fact that you’re creating and marketing a product that plays a significant role in people’s lives. Whether it’s informing, entertaining, or empowering them to take control of their lives and shape a better future for their families, that work has always been interesting and rewarding to me. It’s what has kept me in the business for 35 years,” he said.At the end of last month, Haskell announced his departure from his position at Hearst. His next endeavor is volunteering on the board of directors for the Highlands Current, a nonprofit print and digital news outlet in New York’s Hudson Valley. He feels it’s an important cause: “Local journalism is a pillar of a functioning democracy, and is more important now than ever.” In the midst of this transition, Haskell spoke with From Day One about lessons learned in the industry, the profound changes in recent years, and the future of marketing. Excerpts:Q: What has been the most rewarding and successful marketing campaign you’ve worked on—perhaps one where consumers were deeply connected with the message in a positive way?A: It’s some of the work that we do that speaks to the organization’s values. For example, when the pandemic first hit, Hearst, with brands that touch a broad cross-section of the American population, from families in the Midwest to wealthy individuals in major markets, asked “what can we do to shine a light on the reality that so many of the communities we serve are dealing with, and how can we do that through the unique lens of each of our brands?” We recognized that food insecurity was such a crisis, particularly in those first six or nine months of the pandemic. We organized all 25 of our editorial brands to create content as part of an overarching campaign focused on shining a light on food insecurity through the lens of each brand.Hearst Magazines publishes 25 different brands, from Good Housekeeping to Cosmopolitan So for a brand like Esquire, a men’s brand, but probably best known as a fashion brand, there is a deep heritage in the restaurant business, which was hugely impacted. We explored food insecurity by highlighting how the restaurant community was coming together to support their employees who were suddenly displaced. In Good Housekeeping, we covered food insecurity through the lens of community organizations that were rapidly forming to support local communities. This was a campaign that was driven by content that our editors created, but it also was all about raising awareness of this, and sending people to Feeding America, to then take action, volunteer, and donate money. What was so special about it was the fact that it was genuine and it felt credible, because each brand looked at the topic through something that was really unique and specific to them. But all of the brands had this sort of universal truth, which was this issue around food insecurity.Q: And thinking more on staying connected to values, on a broader level, how do you keep marketing efforts meaningful and rooted in values, even as the industry evolves?A: The most important thing is to ensure the creative people within the organization feel that they have the liberty to advocate for those types of things, and that they’re going to feel supported. We make sure that we’re communicating the values that we as an organization hold, to make sure that we’re articulating them to our own population, so they then feel empowered to recommend work to our clients that reflect some of those values and truths.Q: In thinking about the industry changes as of late, how has technology reshaped the way marketing strategies are developed and executed? How has media disruption changed the game?A: How hasn’t it? First of all, I think one of the big things is how distribution has changed everything. When magazines were primarily print, for example, you had a rate base, delivered magazines with messages in them, they hit the mailbox and your job was done. That doesn’t work anymore. Now, with the audiences for these brands being primarily digital, you need to earn the attention of the reader every minute of every day. Now you have to work for that constantly, whereas it used to be that your circulation department worked to get an audience and you created content creatively to deliver to them. Now, everybody needs to be thinking about earning attention all the time. That’s really driven by the technology changes in the media landscape.The other thing is that now, through things like media-mix modeling and attribution, advertisers have an infinitely better sense of what their campaigns are delivering, and are able to compare the results of different campaigns. You can create something that looks amazing, but the marketer is going to be able to tell whether or not it works, and that’s going to be proven with data that comes from third-party sources.Q: As digital marketing has evolved, what are your feelings about the potential for consumer manipulation through data-driven personalization, with hyper-targeted ads directed towards consumers who might not really understand what’s going on?A: It’s a very tricky time, and I think everyone in the marketing community, whether you’re at a brand, a publisher, or an ad-tech company, needs to be very deliberative about how we proceed over the next couple of years.I do think one of the foundational concepts is that AI can empower creativity and human creation, and there’s nothing wrong with that. For example, humans can come up with a powerful creative idea, and then use AI to develop sophisticated audience segmentation, ensuring that the right flavor of that message is delivered to you. Those types of uses are appropriate for AI—things we could never do without it.However, the idea of positioning creative as coming from humans when it’s not is really dangerous. And when I say dangerous, I also mean it’s dangerous from a brand perspective. The potential for brand damage from that type of strategy is profound, and people will need to be very careful about it.Q: In addition to new technology and use of AI, are there any emerging trends you think are going to take off soon?A: In the wake of this past election, many ideas are becoming more visible that brands and media organizations will need to address. For example, the issue of toxic masculinity is something that’s becoming more prominent. I’m not saying this purely in a partisan way, it goes both ways. But the gender divide, especially around masculinity, is growing wider. The way many young people are viewing certain issues, and the differences in perspective based on gender, is profound. This will undoubtedly impact marketing in a much bigger way.Additionally, trust in institutions is going to become more important. While there has been a lot of degradation of trust, this also presents an opportunity for organizations to position themselves as trustworthy, which is a valuable opportunity for brands to take as well.Q: When it comes to trust, do you have any advice on how to build lasting relationships with consumers?A: Lasting relationships with consumers are generally based upon the consumer feeling that the brand is supporting them and they’re getting something. Is there a differentiated benefit that I’m getting from my relationship with this brand or product as a consumer, something I can’t get anywhere else? In a world where the barriers to entry are low, like in the media world, anyone can start creating digital content, whether it’s video or written. Durable relationships are built where readers feel valued, and that’s where they’ll stay.Whether it’s about establishing relationships or messaging to existing customers, it’s crucial to ensure they understand the real value they’re getting from a relationship they can’t find elsewhere. Reinforcing these relationships over time, rather than just focusing on acquiring customers is key. It’s about consistently communicating to customers that they made the right choice in supporting us, and I think that’s going to be increasingly important.Q: Looking back on your career so far, what are some of the key decisions that have shaped your path and success?A: The key thing is having respect for really talented creators. In the world of publishing, it’s editors. Even though I’ve always sat on the business side, advocating for the people who create content every day has been a guiding principle throughout my career.Now as I’m looking forward. [having retired from Hearst in November], I’m going into the nonprofit space purely as a volunteer. I’ll be supporting a news organization where that relationship between the editorial team and the readership, even if it’s on a much smaller scale than the global brands I’ve worked with in the past, is even more important. Now I’ll be working for a brand with a much smaller audience, but the same dynamic of delivering something truly important for the reader’s life is what will result in sustainable success.Erin Behrens is an associate editor at From Day One.(Featured photo courtesy of Todd Haskell, taken at the global Harper’s BAZAAR Milan Fashion Week party)