Have you ever thought about what marketers and the story of The Emperor’s New Clothes have in common? 

In my experience… quite a lot! 

Let’s take a step back for a moment. When was the last time you read Hans Christian Andersen’s short tale (the second greatest thing to come out of Denmark, just behind the beer, of course)? If you’re familiar with the story, feel free to skip ahead—but for those who aren’t, here’s a quick refresher: 

The story centers around an emperor who is tricked by two swindlers posing as weavers. They promise to craft him a suit of clothes that’s invisible to anyone unfit for their position, foolish, or incompetent. When the emperor parades through the streets in his “new clothes,” no one dares to speak the truth until a child points out that he’s wearing nothing at all. 

The moral of the story? It can be summed up in three lessons (among others): 

1. Speak the truth, no matter what others think. 
2. Don’t blindly believe everything you hear. 
3. Sometimes, it takes the innocence of a child to enlighten an adult. 

Now, let’s bring this back to marketing. 

In my experience, there are marketers who fit the roles of the child, the swindlers, the crowd, and the emperor. Here’s how I see it: 

These marketers are slick, confident, and masters of manipulation—sometimes even deceiving customers. They care little for the business or its true marketing goals. Their focus is on their own agenda for power and success. The “results” they boast about seem impressive at first, but in reality, they’re just smoke and mirrors. 

These marketers simply follow what they’re told about marketing without questioning it. They often lack the knowledge or awareness to know better, churning out flashy PowerPoints and glitzy designs that lack real substance. Their focus isn’t on delivering business outcomes, but just on keeping their job and following the status quo. Unfortunately, this results in marketing that has little impact, and no one can see the value. 

This marketer has likely landed their position due to connections or family rather than merit. They make lofty claims about business goals, but these claims aren’t supported by substance. People around them defer to their “pedigree,” which can make their position seem untouchable. They don’t need to worry about delivering real value because they’re already at the top. To outsiders, this is like seeing an emperor strut through the streets, naked in their marketing efforts. 

The child marketer is different. They take the time to listen, form their own opinions, and speak up when necessary. They aren’t afraid to challenge the status quo. With creativity and a focus on achieving the business’s true goals, they add real value and look for effective new channels in an increasingly complex marketplace. 

I believe that the presence of so many SCEs (Swindlers, Crowd, and Emperor marketers—yes, another TLA for you) is the root cause of poor marketing practices. It’s why many organizations lose faith in marketing, relegating it to an administrative function while promoting sales reps and number crunchers to leadership roles. The focus shifts to short-term revenue rather than a long-term, customer-focused exchange relationship that delivers sustained value. 

To fix this, we must be open to the changing landscape of marketing, challenge the norms, and explore new channels. But we also need to be critical about how we use these channels—don’t blindly follow the latest trend without considering its real merit. 

So, do you agree with this analogy? It’s time to let the “child marketer” within speak up, take risks, and drive meaningful change. 

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