Jack of All Trades

I’ve noticed a growing trend with companies advertising creative positions. It seems that responsibilities are growing within the visual fields to the point that a Director of VM is expected to take on all aspects of creative: visual, store design, construction, marketing, creative branding, Web design … Is this simply a normal evolution, such as when “Display” departments became “Visual Merchandising” departments decades ago? Has the economy forced us to build ourselves up into this all-encompassing being?

It made sense when Display became Visual Merchandising, because it meant we could no longer just throw anything we liked onto a mannequin. There had to be a reason behind it. Display was forced to get more involved in the business, merchandising the floor and ensuring adjacencies were correct, reading the daily flashes and contributing to the bottom line.

Many companies went on to combine Visual and Store Design, as well. This meant not only creating a feel for what the stores should look like, but also learning such crucial details as which architectural firms and builders to work with; what programs were appropriate (CAD or Quark, Studio 3D Max, Photoshop); a thorough knowledge of construction; creating a build-out schedule; and more.

Then Marketing came into play, and creative started moving back into that department. This seemed to make sense, and I wondered what was going on down there: Couldn’t I attend these meetings to learn more about the marketing direction and to translate that effectively with visual and store design? In fact, why not work with Web site designers as well, to make sure the company’s site complemented the store design, visual merchandising and marketing plans to create a unified branding message?

In other words, the department head becomes a jack of all trades, with a general knowledge of several categories. But the key to a company making this successful is that there exists a number of people within the department who’ve focused on their specific craft and fine-tuned it. The department head can be a generalist – but only with a strong support staff to ensure success through the details.

This brings me back to the job ads I’ve been seeing. A recent post had the following requirements:

• Responsible for visual merchandising, store design, marketing and seasonal changes in all retail stores, concept shops, trade shows, showrooms, sales meetings and international stores.
• Communicate regularly with VP of stores, district and store managers in order to provide training with regard to implementing and maintaining creative strategies.
• Direct marketing, online media buying, and/or Internet business development. (Experience with SEM, SEO and online media is a must, with emphasis on performance-based marketing.)
• Develop successful marketing programs across a variety of channels and media including display advertising, paid search and e-mail.
• Bring a deep address book of relationships with major portals in all creative aspects, vendors, architects, construction, ad networks, agencies and other publishers, and explicit understanding of how to achieve successful campaigns.
• Expertise in CPA, CPM, CPC business models with top-notch quantitative/financial acumen.
• Staff of two.

Is it actually possible for one person to handle all of these responsibilities, with a staff of two people? While many people would jump at the chance to try, how many would be successful?

In the end, I still feel strongly that it’s important to expand your knowledge in as many areas as possible, while still respecting the experience that others bring, as well. Success is generally achieved by the contribution of a group of people, not just one. I will continue to portray myself as a jack of all trades and acknowledge that I am not all-encompassing, bearing in mind the origin of the phrase: Jack of all trades, master of none, though oft times better than master of one.

Houston is a visual and store design consultant; her web site is www.brendahouston.com.