To maintain cultural relevance, True Religion's CMO builds a diverse marketing team by hiring people from outside traditional corporate structures, such as the music industry. This ensures the team is genuinely tapped into emerging trends, a practice reinforced by weekly "tea time" meetings to share cultural observations.
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Prioritizing a candidate's skills ('capacity') over their fit with the team ('chemistry') is a mistake. To scale culture successfully, focus on hiring people who will get along with their colleagues. The ability to collaborate and integrate is more critical for long-term success than a perfect resume.
True Religion evaluates potential partners using a "math and magic" framework. The "math" involves data analysis of audience reach, engagement, and sales mapping. The "magic" is the intuitive assessment of cultural fit, timing, and brand authenticity. This dual approach ensures both relevance and performance.
Involve people from outside the marketing team and across different demographics (e.g., Gen Z) in the content ideation process. Their diverse perspectives and awareness of different trends can surface novel ideas that marketing-focused teams might otherwise overlook.
True Religion strategically defines the objective of each partnership before launch. A collaboration with Ford aimed for mass scale and broad awareness. In contrast, a partnership with fashion brand Bella Donna was specifically designed to attract a new, targeted audience (the Hispanic consumer), showcasing a dual-pronged approach to growth.
The company's head of marketing convinced the CEO to hire young marketers with unconventional resumes that didn't fit the typical 'perfect GPA' mold. This talent created the brand's wildly successful, 'unhinged' TikTok account, which became a major user acquisition channel, proving the value of diverse hiring perspectives.
The common practice of hiring for "culture fit" creates homogenous teams that stifle creativity and produce the same results. To innovate, actively recruit people who challenge the status quo and think differently. A "culture mismatch" introduces the friction necessary for breakthrough ideas.
Instead of a standard celebrity ad, The Gap produced a full-fledged music video with the group Cat's Eye, generating 500 million views. By creating culture (art, music) instead of just sponsoring it, The Gap transformed its marketing from an expense into a viral entertainment asset, driving its best growth in years.
Frito-Lay's Flamin' Hot brand moves beyond simple influencer marketing by studying and collaborating with obsessed subcultures. This approach informs not only marketing campaigns, like a song with Megan Thee Stallion, but also its core product innovation pipeline, making marketing a byproduct of deep cultural integration.
The CMO role has shifted from a top-down "ivory tower" approver to a servant leader. The primary goal is to create an environment of psychological safety where even the most junior person can say, "I think you got it wrong," which ultimately leads to bolder and better ideas.
True Religion's CMO views marketing through a simple lens: the collaboration with a celebrity or influencer is the "what"—the core content of the campaign. The media strategy, including paid spend and the partner's own channels, is the "how"—the distribution engine. One cannot be effective without the other.