3. Personal, Professional, and CommercialOUR GOALSTIMULUS FOR SUSTAINABLE GROWTHThe Lovemarks Academy
4. HEALTH WARNINGThe Academy experience is at its best when you:• don’t jump to the answer• trust the process even if it isn’t in your natureto do so• ban stereotypes, hierarchies, and traditionalroles at your tables• don’t let your inhibitions or insecurities put astop to creative flow• remember that this is a learning experienceWe don’t believe there is a recipe for Lovemarks or a single way ofdoing things. We’re just sharing one way of doing things that we useat S&SThe Lovemarks Academy
5. DEVICES DURING BREAKS
6. WHICH OF THESE THINGS HASA STRONGER NEGATIVEEFFECT ON YOUR IQ?
7. CHATHAM HOUSE RULESWhat happens at aLovemarks Academy staysat a Lovemarks Academy
10. The Lovemarks AcademyWHO WE AreSaatchi & Saatchi was founded in 1970 byCharles and Maurice Saatchi on one singlecompelling principle:‘Nothing is Impossible’From the outset Saatchi & Saatchichallenged industry conventions, broke therules and created work that was groundbreaking in every respectThe Agency became famous for its maverickspirit and audacious creativity
11. The Lovemarks Academy
12. The Lovemarks Academy
13. The Lovemarks AcademyOUR PURPOSEWHY?WHO/DNAWHAT? HOW?THE SPIRITTHE GREATESTIMAGINABLE CHALLENGE(GIC)THE FOCUS
14. The Lovemarks AcademyTO BECOMEAGENCYOF THE YEARIN EVERYMARKETIN WHICHWE OPERATE
15. The Lovemarks AcademyNo Sustainability,No Lovemark.- Kevin Roberts, Global CEO,Saatchi & Saatchi
16. OUR SPIRITAct Now. Nothing is Impossible
17. OUR DREAMis to rewrite thefuture with ourclients bytransformingtheir culturesand brands sothey thrive inperpetuity
18. OUR FOCUSis to make sustainability irresistible
19. The Lovemarks AcademyWhat’s Irresistible?EffortlessSurprisingDeliciousObviousProfitableTrendyComfortingMagneticHealthBeautifulAffordableFun(But it’s notcompliance.)
20. The Lovemarks AcademySocialEnvironmentalEconomicCulturalThe Four Streams of Sustainability
30. The Lovemarks AcademyBRANDS• Based on a promise• Internal structure• Singular consistentmessage• Communicate animage• Trust through authority• Controlling• Marketing as a layer• Profit drives decisionsLOVEMARKS• Guided by a purpose• Internal culture• Multiple coherentmessages• Deliver an experience• Trust through transparency• Empowering• Marketing is baked-in• Integrated triple bottomline
37. The Lovemarks AcademyTHE LOVE RESPECT AXISLOVEBRANDSLow LoveHigh RespectLOVEMARKSHigh LoveHigh RespectPRODUCTSLow LoveLow RespectFADSHigh LoveLow Respect
38. The Lovemarks AcademyWHAT DRIVES TRUST1)Reciprocity2)Ability and/or Integrity3)Sacrifice and/or Benevolence
39. The Lovemarks AcademySource: Harvard Business ReviewKnown for things that are differentKnown for good thingsAdvocacyUnknownKnownKnown for somethingKnown for things that I care aboutLOVEMARKSTHE JOURNEYTO A LOVEMARK
40. The Lovemarks AcademySource: Harvard Business ReviewLOVEMARKSBEWARE THEDIFFERENTIATION TRAPKnown for things that are differentKnown for good thingsAdvocacyUnknownKnownKnown for somethingKnown for things that I care about
41. The Lovemarks AcademyNewerBrighterGreenerCheaper
42. The Lovemarks AcademySource: Harvard Business ReviewKnown for things that are differentKnown for good thingsAdvocacyUnknownKnownKnown for somethingStands for things that I care aboutLOVEMARKSTHE JOURNEYTO A LOVEMARK
43. “The essential difference betweenemotion and reason is thatemotion leads to actionwhile reason leads to conclusions.”Donald B. CalneProfessor of NeurologyUniversity of British Columbia
44. The Lovemarks Academy“Ive learned thatpeople will forgetwhat you said,people will forgetwhat you did,but people willnever forgethow you madethem feel.”Maya Angelou
45. The Lovemarks AcademyGOAIGLA CRYING (OR ANOTHER EXAMPLE)
46. The Lovemarks AcademyHOW WILL YOU KNOW WHEN YOU’VE ARRIVED?
47. The Lovemarks AcademyDefend youWHEN PEOPLECAN’T HELP BUT:PromoteyouForgiveyouChallengeyou
48. The Lovemarks AcademyWHEN THINGS WE LOVEDO THINGS WE DON’TLOVE….
49. The Lovemarks Academy
50. The Lovemarks AcademyLovemarksSHOW AND TELL
51. The Lovemarks AcademyNo Sustainability,No Lovemark
52. The Lovemarks Academy93% of consumers want to knowwhat companies are doing tomake the world a better place91% also want to be heard bycompanies.In contrast, 71% report beingconfused by the messagecompanies use to talk abouttheir efforts and impacts.2011Cone/Echo Global CorporateResponsibility Study
53. Lovemarks stand for things people careabout - like design, provenance, quality,experience, taste, etc.Increasingly, they also must ensure thatthey don’t stand in conflict to people’sbeliefs more generally
54. The Lovemarks Academy“Not all profit is created equal.Profits involving a social purposerepresent a higher form ofcapitalism. One that creates apositive cycle of company andcommunity prosperity.”Kramer and Porter onShared Value
55. The Lovemarks AcademySustainable Opportunities:Collaborative ConsumptionIf your product ever sits idle whatare the opportunities to create anew model for consumption? Ifyou don’t do it, someone else will.Leasing, sharing, blending,collaborating.... You get thepicture‘I used to get something from knowing Ihad a Porsche in the driveway. I justdon’t anymore. So even with 2 kids Idon’t own a single car. Just City Car.’Martin, 45, London
56. The Lovemarks AcademyWho is 49M?It is government, Eskom, big players inindustry and commerce, and it is you –all 49 million of you South Africancitizens.SAVE ELECTRICITY ANDCREATE A BETTER ECONOMIC,SOCIAL AND ENVIRONMENTALFUTURE FOR ALLSaving power is really about changingour attitudes. By simply making smallchanges in our everyday life,collectively we can make a massivedifference.BE PART OF THE SOLUTION, MAKE A DIFFERENCE AND TAKETHE 10% PLEDGENO SUSTAINABILITY, NO LOVEMARK49M INITIATIVEREMEMBER YOUR POWER
57. The Lovemarks Academy
58. The Lovemarks AcademyWhat do people really careabout these days when it comesto brands and business?
59. The Lovemarks AcademyEDELMAN TRUST BAROMETER2008 TRUST DRIVERSOPERATIONS(79%)2013 TRUST PERFORMANCECLUSTERSReputation as aplace to work(81%)FinancialPerformance(76%)Respected CEOor leaders (71%)ENGAGEMENT (59%)INTEGRITY (58%)PRODUCTS & SERVICES (54%)PURPOSE (47%)OPERATIONS (39%)
60. The Lovemarks AcademyENGAGEMENT• Listens to customers• Treats employees well• Places customers ahead of profits• Communicates frequently and honestly on the state of its businessINTEGRITY• Has ethical business practices• Takes responsible actions to address an issue or crisis• Has Transparent and open business practicesPRODUCTS AND SERVICES• Offers high quality products or services• Is an innovator of new products, services or ideasPURPOSE• Works to protect and improve the environment• Addresses society’s need s in its everyday business• Creates programs that positively impact the local community• Partners with government and 3rd parties to address societal needsOPERATIONS• Has highly regarded and widely admired leadership• Ranks on global list of top companies• Delivers financial returns to investorsEDELMAN’S 16 ATTRIBUTESTO BUILD TRUST
61. YOURDREAMWHEN DID YOU KNOW THIS WAS YOURAMBITION?Brands have to fit into a broadernarrative these days which is notjust about product and servicedelivery. It is all about Purpose.
62. The Lovemarks AcademyTHE PURPOSE EFFECTA strong and well communicated purpose is associated with up to 17%better financial performance.IMD/Burson Marsteller Corporate Purpose Impact Study 2010Only 40% of employees understand their organisation’s strategy.Accenture High Performance Workplace StudyOnly 4% of UK workers exhibit the highest level of engagement withtheir work.Corporate Leadership Council40% of a company’s reputation is determined by its purpose and 60%by performance.Burson Marsteller/Penn, Schoen & Berland, 2008
63. The Lovemarks AcademyFIRMS OF ENDEARMENTOver the ten years that ended in June 2006, the publicFirms of Endearment returned 1,025% to theirinvestors, compared to the 122% earned by the S&P 500.1,025%Firms ofEndearment122%S&P500
64. BECOMING IRRESISTIBLE ISA FUNCTION OF HOW YOUMAKE PEOPLE FEEL
65. The Lovemarks AcademyADOPT ARELATIONSHIPMINDSET
66. The Lovemarks AcademyFling … Secret affair … Courtship… Marriage …Rebound … Hostile … Dependency … Enslavement… Family … Friends ... Casual friends … Childhoodfriends … Sibling …Best friends … Arranged ... Blind Date ...Re-acquaintance ... old family friend ... Pariah ...the guy next to you on the airplaneDEFINE YOURRELATIONSHIP
69. The Lovemarks AcademyDISCOVERYUnearth insights intoyour clients businessEXPLORATIONUncover Humancentred insightsTHE PATH TO IRRESISTIBILITY
70. The Lovemarks AcademyThe Lovemarks AcademyDISCOVERYUnearth insights intoyour clients businessEXPLORATIONUncover Humancentred insightsINSPIRATIONFocus and ideaGenerationACTIVATIONTHE PATH TO IRRESISTIBILITYIRRESISTIBLE
71. The Lovemarks AcademyYES,BUTNUH-UH.YES-HUH!
72. ‘Plus-ing’ is what it’s called atPixar, and there are two rules:1) Practice ‘Yes, And’2) Always make your partners lookgood
73. The Lovemarks AcademyBEST PRACTICESFOR IDEA GENERATION• Practice ‘Yes, And’.• Bring a diverse group of people together.• Encourage the reticent and moderate the talkers.• If you feel the group is going in circles step back and use areframing tool, visualisation, or some other stimulus to changethe perspective.• Don’t become a salesperson.• Pick a scribe to capture ideas. Pick a facilitator to managetime and to keep the team on task and target.• Set ground rules as a team if necessary. Things like,“encourage wild ideas”, “Go for quantity not quality”, “Don’tjudge while ideating” etc.• Focus ruthlessly when the time comes to make decisions.
74. Don’t becomethis guy. Sellingan idea thathasn’tlanded…..Maybe theworld is just notready for it
77. Lovemarks AcademyCLIENT CHALLENGEHow might Airbnb create a compelling, unified storyaround its core mission of a future economy powered bysharing that is easily understood, emotionally captivating,intellectually rigorous, and lots of fun?How might that story translate into a statement ofcorporate responsibility? How might Airbnb go aboutbuilding a corporate-responsibility strategy?
78. Lovemarks AcademyCLIENT CHALLENGEThe program’s communication efforts are meant to meet one end goal: make sustainabilitypart of our routine decision-making and long-range planning.ARNG Soldiers and Leaders do not currently use a common language or consistentlyintegrate sustainability in their day-to-day decisions and meetings. Though we have madelimited progress at the Directorate level, we would like to take this message all the way to thetop and bottom (from the Leaders at the Pentagon to part-time Soldiers in the State Guards)so that it becomes part of our organizational culture. This way, sustainability is driven byinformed and empowered individuals rather than a central administrative program.ARNG seeks to build a communications strategy to educate personnel on sustainability,integrate the principle into our Army Values, support sustainability initiatives in action, andconnect efforts to our communities and their priorities.To begin progress to that end we must bring the message home to the ARNG’s mostimportant goal – maintaining and improving our operational capacity to accomplish ourglobal and domestic (federal and state) missions.How do we connect the operational missions more deeply to the concept of sustainability, soas to initiate an organization-wide culture change among Soldiers and Leaders?
79. Lovemarks AcademyCLIENT CHALLENGEOne of APE’s key properties (Outside Lands) is already perceived as one of the greenest festivals in themarket. And while sustainability may not be overtly promoted to festival-goers at Outside Lands, APE hastaken steps to reduce their environmental impact and teach attendees everyday sustainability practices.APE has built a robust sustainability platform with Eco Lands and other sustainability measures taken at thefestival. Outside Lands’ sustainability branding is both highly relevant to local consumers and is also apowerful point of difference for Outside Lands within the music festival competitive landscape. APEwants to continue strengthening its competitive positioning as a leader in sustainability in the musicindustry.Accordingly, APE is now looking to take its sustainability platform to the next phase of growth with a newbig idea that can propel its sustainability strategy to the next level -- not only making a majorenvironmental impact, but also engaging consumers with its brand (strengthening brand equity andbrand loyalty), and ultimately raising awareness and solidifying APE’s positioning as a leader insustainability in the music industry.Guidelines:- Ideas must be aligned with APE’s core mission and product (a music experience) and resonate with itsconcert goers.- APE doesn’t want to overly push the message to consumers but would rather consumers ‘discover’ thesustainability practices as they explore the festival. So, how can APE ‘do more’ without necessarily‘saying more’?- How can APE engage concert goers on this topic at varying touch points (before, during and afterconcerts)?
80. Lovemarks AcademyCLIENT CHALLENGESFGoodwill has reached a point in its brand re-launch where its readyto engage team members in understanding the brand position – “Seethe good and grow it.” and their role in championing the core valuesof the organization “Community. Possibility. Courage. Integrity.”Given the complexity of the audience, how might SFGoodwill bestengage internal stakeholders, connecting on an emotional level withpeople of various backgrounds, learning styles, levels of sophistication,and “tribe” alliances? How might brand ambassadors be encouragedto emerge from among the rich diversity that makes up the Goodwillfamily? And how might Goodwill do this on a shoestring budget?
81. The Lovemarks AcademyPresentationsEACH TEAM HAS5 MINS TO PRESENT1. The content of your OIIC and,In particular, make sure yourinsight resonates with people inthe room, perhaps delivering an‘aha’ moment for the audience.2. Your Organising Idea to thepower of S (OIs)1. 1-3 ideas for how your OIscouldtransform the client’s business. Notraditional communicationideas are allowed
82. The Lovemarks AcademyPresentationsKEEP IN MINDTHE FOLLOWING:For the next two days you work atSaatchi & Saatchi S. Our goal is tomake sustainability irresistible andsustainable brands irresistible.Armed with our creative tools anda point of view, no otherenterprise should be able tocome up with our creativesolutionPaint the ‘pain’ the business isfacing, or will be facing, whichyou uncovered during Discoveryand the insight into what peoplereally care about that indicates away around the issue
83. THE OIICA FRAMEWORK TO CAPTURE THE BEST THINKINGAND FORCE SIMPLICITY IN EVERY STRATEGYO I I CObjective Issue Insight Challenge
84. The Lovemarks AcademyTHE OIICINSPIRE PARTNERSWITH A SIMPLE,FOCUSED,TRUTHFUL BRIEF…Objective: a real,transformational andmeasurable businessobjectiveIssue: the one thingcurrently preventing us frommeeting the objectiveInsight: the simple truth weknow about people that willhelp us overcome the issueChallenge: what we needto do (not say!) to meet theobjective
85. THE PERFECT PAINTING
86. The Lovemarks AcademyWHAT MAKES AGOOD OIIC? • A measurable business objective –not necessarily the objective inthe brief• Short, punchy and inspirational, withinherent tension• A natural and logical flow from O toC, although it may not be createdin that order• Agreed upon by all involved• Based on real insight from peopleand clients – insight is the heart ofthe OIIC and connects to the OI• Avoid buzz words or industry lingo.Use language that real peoplewould use as well
87. The Lovemarks Academy
88. The Lovemarks AcademyRAINFOREST ALLIANCEObjective: Drive sales in Rainforest Alliancecertified products with people who already‘care’ about the environment.Issue: Even people who ‘care’ about theenvironment are cynical about what buying agreen label can do about big problems.Insight: There are times in your life, often inyouth, when you feel like you have nothing tolose. When allowing your passion andconscience to drive your decisions is theresponsible, moral thing to do. But when familyand other ‘responsibility’ come into the picture,that all changes. All of a sudden ‘responsible’takes on whole new meaning.Challenge: Make Rainforest Alliance a short-cutto ‘responsible’ for the green cynics out there
89. The Lovemarks AcademyMILLER HIGHLIFEObjective: Use the Superbowl as acatalyst to turn around declining salesIssue: Highlife has a very limitedbudget and no national rights toadvertise during the SuperbowlInsight: The recession is causing realpain in American and people are sickof what seems like big spending andout of touch behaviour by big businessChallenge: In a world of pretension,make Miller Highlife a refuge for therealOI - Common Sense in a Bottle
90. Video: Miller Highlife Effie
91. The Lovemarks AcademyMILLER HIGHLIFEOne Year OnCommon sense informed theirsponsorship, communications andadvertising in entirely new ways.Times were still tough. So they startedsponsoring small business owners withtheir own Superbowl spots.
92. The Lovemarks AcademyOxygenBroadbandObjective: Inspire customers already using internet in thehome to switch to Oxygen Broadband.Issue: The currency of broadband in Hong Kong is speed,but every few weeks faster broadband becomesavailable. Oxygen may be the fastest today, but theywon’t be tomorrow.Insight: There is absolutely nothing more important tofamilies in Hong Kong than their children’s performance inschool. In fact, their competitive spirit is at it’s strongestwhen they take on their child’s education.Challenge: Make Oxygen broadband a Partner inLearning
93. Video: Oxygen Broadband
94. The Lovemarks AcademyTHE OIIC CAPTURES THE STRATEGICIMPERITIVE AT ANY LEVELSBusiness strategyOrganising IdeaOIICOIICOIICOIICOIICOIICExecutionBusiness/brand levelCampaignlevelCampaign Idea/Creative IdeaBrand OIICS
95. The Lovemarks AcademyCLARIFYTHE OBJECTIVEThe OBJECTIVE should bemeasurable and focussed on results.Think about how to frame anEXCITING or ENERGISINGobjective that is more powerful thanwhat you commonly work withtoday.
96. The Lovemarks AcademyTHE OIICINSPIRATION STARTSWITH THE OBJECTIVE…Objective: a real,transformational andmeasurable businessobjectiveIssue: the one thingcurrently preventing usfrom meeting theobjectiveInsight: the simple truthwe know about peoplethat will help us overcomethe issueChallenge: what we needto do (not say!) to meetthe objective
98. The Lovemarks AcademyThe path to irresistibilityDISCOVERY
99. The Lovemarks AcademyTHE PATH TO IRRESISTIBILITY -DISCOVERYDISCOVERYUnearth insights intoyour clients businessEXPLORATIONUncover Humancentred insightsINSPIRATIONFocus and ideaGenerationACTIVATION IRRESISTIBLE
100. The Lovemarks AcademyTOOLS FORDISCOVERY• Face the Facts• The Four Streams• Irresistible Matrix• Love-respect Axis• Lovemarks Journey• PESTEL• Five Forces framework• Identify the BusinessStrategy• Drucker’s 5
101. The Lovemarks AcademyLOVE AND RESPECT THROUGH THELENS OF SUSTAINABILITYLOVEBRANDSLow LoveHigh RespectLOVEMARKSHigh LoveHigh RespectPRODUCTSLow LoveLow RespectFADSHigh LoveLow Respect
102. The Lovemarks AcademySocializeSustainable IrresistibleBusiness asUsualGreenwash
103. The Lovemarks AcademyThe Four Streams ExerciseStream Current issues relevant to client challengeSocialEnvironmentalEconomicCultural
104. The Lovemarks AcademyFIVE FORCESFRAMEWORKSource: Harvard Business ReviewBUSINESSPOTENTIALENTRANTSCOMPETITORSSUBSTITUTESBUYERSSUPPLIERS
105. The Lovemarks AcademyFIVE FORCESFRAMEWORKPOTENTIALENTRANTSCOMPETITORSSUBSTITUTESBUYERSSUPPLIERSSource: Harvard Business Review
106. The Lovemarks AcademyINCREASED COMPETITIONPOTENTIALENTRANTSCOMPETITORSSUBSTITUTESBUYERSSUPPLIERSSource: M. Porter
107. The Lovemarks AcademyPOTENTIALENTRANTSSource: Harvard Business Review
108. The Lovemarks AcademySUBSTITUTESSource: Harvard Business Review
109. The Lovemarks AcademySUBSTITUES:SHARE OF WALLET,TIME AND ENERGYGiftimage
110. The Lovemarks AcademyWHERE IS THE GREATESTFORCE BEING EXERTED?POTENTIALENTRANTSCOMPETITORSSUBSTITUTESBUYERSSUPPLIERSSource: M. Porter
111. ORGANISING IDEA:Make business socialSAATCHI & SAATCHI - LOVEMARKSACADEMYOBJECTIVE:To be admired for improving quality of life throughbusinessISSUE“I just don’t believe you. The job of business is to makemoney!”INSIGHTThere are moments when we turn ourselves intobelievers. When we say ‘I do’ and become a husbandor wife, when we sign on the dotted line, when we taketo the streets to protest. That’s when our new beliefsare made official in front of my peers”CHALLENGEInspire a generation of upcoming leaders to sign a newsocial contract for business
112. ORGANISING IDEA:Business for a new worldSAATCHI & SAATCHI - LOVEMARKSACADEMYOBJECTIVE:To be the Harvard Business School of AfricaISSUE‘When I think of Africa, I think of opportunity, but I don’tthink of entrepreneurship or innovation’.INSIGHTThe leaders that have global currency and that inspirewell beyond their home are people driven by values, notpower. Kofi, Mandela, Ghandi, Makeba…CHALLENGEMake UCT business school the home for values driven,global leaders
113. The Lovemarks AcademyTHE ISSUE SHOULD BE INSIGHTFULSIENNA LAUNCHIssue:Despite their immense love for their kids, parents feel thatbuying a minivan is yet another sacrifice they now have tomake for their young ones
114. The Lovemarks AcademyTHE OIICWORK ON YOUR OIIC…Discovery helps us betterunderstand the ISSUES facing ourclients and it is a chance toreframe the OBJECTIVE in moretransformational languageObjective: a real, transformational andmeasurable business objectiveIssue: the one thing currently preventing usfrom meeting the objectiveInsight: the simple truth we know aboutpeople that will help us overcome the issueChallenge: what we need to do (not say!) tomeet the objective
115. F IRST:POTENTIAL ISSUESTHEN:F ILTER OBJECTIVEISSUE-----WHAT’S STANDING IN YOUR WAY?
116. THEF ILTERIf we removethis issue, is theobjectiveobviouslyachievable?
117. The Lovemarks AcademySUMMARYDISCOVERYObjective: a real,transformational and measurablebusiness objectiveIssue: the most important thingcurrently preventing us frommeeting the objectiveInsight: Insight: the simple truthwe know about people that willhelp us overcome the issueChallenge: Challenge: what weneed to do (not say!) to meetthe objective
118. THE FIVE (OR SO) WHY’STHE ISSUETHE ROOT CAUSETHEREFORETHEREFORETHEREFORETHEREFOREWHY?WHY?WHY?WHY?
119. THE FIVE (OR SO) WHY’STHE ISSUETHE ROOT CAUSETHEREFORETHEREFORETHEREFORETHEREFOREWHY?WHY?WHY?WHY?Not enough nailsHorse lost a shoeOne less horseOne less warriorLost the battle
120. THE FIVE (OR SO) WHY’STHE ISSUE FOR TUITHE ROOT CAUSETHEREFORETHEREFORETHEREFOREWHY?WHY?WHY?WHY?I don’t get a lot of timewith my family. I wantmy holiday to be avacation, not a crusade.Because my primaryfocus is on where,when, and who – myfamily- for my vacationOnly 4% of peopleactually pay attention tosustainability whenbooking a holidayA betterarticulation ofthe issue!THEREFORE
121. THE FIVE (OR SO) WHY’STHE ISSUE FOR TUITHE ROOT CAUSETHEREFORETHEREFORETHEREFOREWHY?WHY?WHY?WHY?I don’t get a lot of timewith my family. I wantmy holiday to be avacation, not a crusade.Because my primaryfocus is on where,when, and who – myfamily- for my vacationOnly 4% of peopleactually pay attention tosustainability whenbooking a holidayA betterarticulation ofthe issue!THEREFORECrusades are all aboutsacrifice and exhaustionand there is plenty ofthat already in my life.We all have a mental accountingsystem in our unconscious. Every time Icompromise or exercise willpower I’minadvertently adding it up in my head.
129. The Lovemarks Academy“The ability to pierce through the veils ofordinary perception to a bitter truth”My Shallow Affair with TwitterHarry Eyres. FT Weekend July 9 2011What do we mean by Insight?“A new understanding, probably of humanbehaviour or attitude, as a result of whichaction may be taken and an enterprisemore efficiently conducted.”Jeremy Bulmore Market Leader: Issue 29, Summer 2005
130. The Lovemarks AcademyWhere do insights come from?
131. The Lovemarks AcademyFirst stage: the impasseSecond Stage: the revelationThird stage: the certaintyThe Insight ExperienceLateral Thinking Drilling Down Laddering Up
132. The Lovemarks AcademyGO XPLORINGREDEFINEYOURCATEGORY(PLAY ‘WHAT’S MY JOB’)Tools toGENERATEINSIGHTLADDER THEBENEFITSEXAMINETHEEXPERIENCEGAP
133. The Lovemarks AcademyVideo: Simpsons focus group
134. The Lovemarks AcademyCHALLENGEASSUMPTIONSOnly 27% ofrespondents expressed apositive attitude aboutPorsche 911 drivers… yet 89% agreed “itwould be my lucky day”if given a chance to beone(Weeks & Williams JM2006)
135. The Lovemarks AcademyXPLORINGISABOUTGETTINGTOTHETRUTH
136. The Lovemarks AcademyTHE TRUTHABOUT REALPEOPLE IN THEREAL WORLD
137. The Lovemarks AcademyWe use stereotypes andassumptions - we couldn’tsurvive modern life withoutthem. But to successfullyxplore, and uncover insightsgenerally, you must TAKEOFF YOUR BLINKERS.Start seeing the world with‘soft eyes’.ALL OF US HAVEBLINKERS ON
138. The Lovemarks AcademyWHAT IS IT?A GUIDE TO ACTIONINSPIRED BY REALPEOPLE IN THEREAL WORLDWHY SHOULDWE DO ITIF YOU WANT TOUNDERSTANDHOW A TIGERHUNTS … DON’TGO TO THE ZOOGo to the JUNGLE
139. The Lovemarks AcademyUNDERSTANDINGUnderstanding comes…when you empty yourhead of what youTHINK you know!10% You know10% You know you don’t know80% You DON’T KNOW youDON’T KNOW
140. The Lovemarks AcademyEMOTIONALIZINGTHE RELATIONSHIPPEOPLE HAVE WITHOUR BRANDSHIGH RESPECTHIGH LOVESTANDS FOR SOMETHINGPEOPLE CARE ABOUTADVOCACYKNOWN FORSOMETHING GOODOR DIFFERENTKNOWN FORSOMETHINGKNOWNUNKNOWN
141. The Lovemarks AcademyLET OTHERPEOPLE TALKFIRST AND RESISTTHE TEMPTATIONTO INTERVIEWJUST HAVE A CONVERSATION
142. The Lovemarks AcademyTide Stain Or Cadbury Argentina Shhhh
143. The Lovemarks Academy
144. The Lovemarks Academy
145. The Lovemarks AcademyTOOLWHAT’S MY JOB?“The customer rarely buys what the businessthinks it sells him”—Peter Drucker (1964)
146. The Lovemarks Academy
147. The Lovemarks Academy
148. The Lovemarks AcademyTOOLLADDER THE BENEFITSFeatures- Benefits- ValuesASK,‘THE BENEFITOF THEBENEFIT ISWHAT?’UNTIL YOUREACH ANANSWER THATINSPIRES YOU
149. The Lovemarks AcademyTOOLIDENTIFY THE BRANDEXPERIENCE GAPDoug Dietz, Head Designer for GE Healthcare
150. The Lovemarks AcademyTHE OIICINSPIRE PARTNERS WITHA SIMPLE, FOCUSED,TRUTHFUL BRIEF…Objective: a real,transformational andmeasurable businessobjectiveIssue: the one thingcurrently preventing us frommeeting the objectiveInsight: the simple truthwe know about people thatwill help us overcome theissueChallenge: what we needto do (not say!) to meet theobjective
151. The Lovemarks AcademySUMMARYEXPLORATIONObjective: a real,transformational and measurablebusiness objectiveIssue: the most important thingcurrently preventing us frommeeting the objectiveInsight: Insight: the simple truthwe know about people that willhelp us overcome the issueChallenge: Challenge: what weneed to do (not say!) to meetthe objectiveXPLORING
152. The Lovemarks AcademyPresentationsEACH TEAM HAS5 MINS TO PRESENT1. The content of your OIIC and,In particular, make sure yourinsight resonates with people inthe room, perhaps delivering an‘aha’ moment for the audience.2. Your Organising idea to thepower of S (OIs)1. 1-3 ideas for how your OIscouldtransform the client’s business. Notraditional communicationideas are allowed
153. The Lovemarks AcademyTHOUGHTSOVERNIGHT?
154. The Lovemarks AcademyFoundations
155. The Lovemarks Academy198 Saatchi & Saatchi S
156. The Lovemarks AcademyLovemarks
157. The Lovemarks AcademyTHE LOVE RESPECT AXISLOVELOVELow LoveHigh RespectLOVEMARKSHigh LoveHigh RespectLOVELow LoveLow RespectFADSHigh LoveLow Respect
158. The Lovemarks AcademySUMMARYDISCOVERYObjective: a real,transformational and measurablebusiness objectiveIssue: the most important thingcurrently preventing us frommeeting the objectiveInsight: Insight: the simple truthwe know about people that willhelp us overcome the issueChallenge: Challenge: what weneed to do (not say!) to meetthe objectiveDRUCKER’S 5
159. The Lovemarks AcademySUMMARYEXPLORATIONObjective: a real,transformational and measurablebusiness objectiveIssue: the most important thingcurrently preventing us frommeeting the objectiveInsight: Insight: the simple truthwe know about people that willhelp us overcome the issueChallenge: Challenge: what weneed to do (not say!) to meetthe objective
160. The Lovemarks AcademyONE WORD STORYTELLING
161. The Lovemarks AcademyPresentationsEACH TEAM HAS5 MINS TO PRESENT1. The content of your OIIC and,In particular, make sure yourinsight resonates with people inthe room, perhaps delivering an‘aha’ moment for the audience.2. Your Organising idea to thepower of S (OIs)1. 1-3 ideas for how your OIscouldtransform the client’s business. Notraditional communicationideas are allowed
162. ‘Plus-ing’ is what it’s called atPixar, and there are two rules:1) Practice ‘Yes, And’2) Always make your partners lookgood
163. MBA POLYMERSOBJECTIVE:One in two green cars to use recycled complex plastic in the next threeyearsISSUE:People believe the hallmark of a green vehicle today is fuel efficiency andlower emissionsINSIGHT:I go green to be seen. I drive a Prius - an ugly car - because everyonerecognises it as the green car. It is that little bit of bling that acts as theshort cut to joining the environmental eliteCHALLENGE:Turn recycled plastic into gold by making it just as visible as the shape asthe PriusORGANISING IDEA:Plastic Alchemy
164. OBJECTIVE:Convert one car company as a customer in the next 12 monthsISSUE:We have large, complex supply chains and, even though there is nowincreasing plastic in our cars, each piece of plastic is a marginalcomponent. Making a switch to MBA Polymers as a supplier is just fartoo difficultINSIGHT:There comes a point in every parent’s life when they go from superhero to simply human. Their kids no longer grant them unconditionaladoration: ‘You do what for a job?’CHALLENGE:Make the first step to buying recycled plastic the new act of heroismORGANISING IDEA:Hero Plastics
165. OBJECTIVE:Replace virgin plastic with recycled plastic.[Metrics: % recycled; % products in particular category over 3 yeartimeframe]ISSUE:Despite knowing ‘the why’ they should buy recycled plastics(environmental and economic benefits) and understanding the ‘how’(MBA Polymers’ unique technology), they still don’t understand whatthey’re gettingINSIGHT:As a society, we all value progress. We illustrate this progressthrough numerical iterations. Who doesn’t want the iphone 5 insteadof the iphone 4?CHALLENGE:Demonstrate the progress of MBA Polymers’ plasticORGANISING IDEA:Unleash Plastic 2.0.
168. The Lovemarks AcademyInspirationFOCUS AND IDEA GENERATION
169. The Lovemarks AcademyThe Path to IrresistibilityDISCOVERYUnearth insights intoyour clients businessEXPLORATIONUncover Humancentred insightsINSPIRATIONFocus and ideaGenerationACTIVATION IRRESISTIBLE
170. The Lovemarks AcademyObjective: a real, transformational andmeasurable business objectiveIssue: the most important thing currentlypreventing us from meeting the objectiveInsight: Insight: the simple truth we knowabout people that will help us overcomethe issueChallenge: Challenge: what we need todo (not say!) to meetthe objective
171. The Lovemarks AcademyTHE CHALLENGE:AS A RESULT OF WHAT WEKNOW FROM THE OII, WHATWE NEED TO DOOBJECTIVE:Reduce the cost ofincubators from$25,000 to $2500 tomake incubatorsaffordable forhospitals in Nepal.CHALLENGE:‘UNPLUGINCUBATORTECHNOLOGY TOGET IT OUT OF THEHOSPITAL ANDINTO THEVILLAGES’
173. The Lovemarks AcademyThe challengeWHAT WE ARE GOING TO DO (NOT SAY) TO MEET THE OBJECTIVE
174. The Lovemarks AcademyAn Organising Idea springsfrom and is at the HEART ofthe business, AUTHENTICand INSPIRING – to people,to partners – internally andexternally and drives thePurpose of the organisationinto the everyday activities ofthe businessAn Organising Idea poweredby S puts sustainability rightwhere it belongs: at the heartof the businessORGANISING IDEApowered by ustainabilityOI
175. The Lovemarks AcademyFight for every heartbeat
176. The Lovemarks AcademyTHE ECONOMIST“TO SHINE A WHITE LIGHT ONTHE TRUTH”
177. The Lovemarks AcademyCelebrate Every Birthday Shoes for Tomorrow
178. The Lovemarks AcademyTOMSBOBS(Sketchers)
179. The Lovemarks AcademyThe Joy ofMovementFuelsevery child’simaginationLife FlowsBetter
180. The Lovemarks AcademyVISA – FLOW-BILL
181. The Lovemarks AcademyTHE SIX SIGNS OF ANORGANISING IDEA
182. The Lovemarks AcademyIt starts with Purposeand gives strategicinspiration, not simplyexecutional directionSo it tells you whatcause you champion1
183. The Lovemarks AcademyIt is authentic andclearly defines themeaning of the brandin people’s lives2
184. The Lovemarks AcademyIt flows from genuineand surprising insight,focusing on WHATREAL PEOPLECARE ABOUT,not what we thinkthey need3
185. The Lovemarks AcademyIt makes decisionseasy“WE DON’TDO MARKETRESEARCH.”4
186. The Lovemarks AcademyIt drives the bottomline and anchors thebusiness for the LONGTERM -inspiringproduct and servicedesign, socialprograms, customerexperience, strategy,media choices5
187. The Lovemarks AcademyIt’s SIMPLE, shortand strong6
188. The Lovemarks AcademyINSIGHT:‘When my car breaksdown in the middle ofthe night, I feel reallyvulnerable and helpless.’ORGANISING IDEA:We’re the fourthemergency service.
189. The Lovemarks AcademyINSIGHT:‘As a clueless teenager, Ihave no idea what willmake a girl fancy me.’ORGANISING IDEA:We’re your best firstmove
190. The Lovemarks AcademyINSIGHT:‘Mornings are not thereto be enjoyed, theyneed to be survived.’ORGANISING IDEA:Tolerate mornings
191. The Lovemarks AcademyINSIGHT:‘You can never get backthe precious time a childmisses through illness.’ORGANISING IDEA:Childhood uninterrupted
192. The Lovemarks AcademyHOW DO WE GET TOORGANISING IDEAS?
193. The Lovemarks AcademyORGANISING IDEAS (OI) TEND TO FALL INTO ONE OFTHREE CATEGORIES DEPENDING ON WHAT WILLAUTHENTICALLY SETS A BRAND AND A BUSINESSAPART FROM THEIR COMPETITION.If your Spirit or ashared Dream thatinspires people tolend you their timeand money sets youapart, your OIprobably answersthe question:WHY?If what you deliverin the marketplace(service,experience,product)differentiates you,your OI should focuson the ‘WHAT’.If the way in whichyou create yourbrand experienceand the focus thatdrives your people istruly distinctive, yourOI probably answersthe question HOWdo we do what wedo?
194. The Lovemarks AcademyWHAT SETS USAPART IS OUR‘WHY’. OURDREAM.1. S&S: To be revered as thehothouse of worldchanging ideas2. LBS (London BusinessSchool): To have aprofound impact on theway the world doesbusiness3. Retail Bank (new entrantto market): To transformthe relationship the Britshave with their money
195. The Lovemarks AcademyWHAT SETS USAPART IS‘WHAT’ WE DO1. Lego: (we are) Fuel for achild’s imagination2. Apple: UnleashesCreativity3. Nike: Empowers Athletes
196. The Lovemarks AcademyWHAT SETS USAPART IS HOWWE DO WHATWE DO1. Lexus: Pursuit of Perfection2. Pampers: Focuses onBaby’s Development3. Williams F1: Pushes backtechnological barriers tomake the car go faster4. S&S: Fill the world withlovemarks5. S&SS: Makes SustainabilityIrresistible
197. TOOLS FOR EVALUATING THEORGANISING IDEAThe Lovemarks Academy
198. The Lovemarks AcademyOI CHECKLIST 1. Is the OI simple, short andstrong?2. Does it give strategicinspiration, notexecutional direction?3. Does it flow from a newand surprising insight?4. Does it help you makedecisions?5. Does it anchor the brandfor the long term?6. Does it focus on what realpeople care about, ratherthan what we thinkthey need?
199. The Lovemarks AcademyCAN EVERYONE IN THEBOARDROOM AND BEYONDUSE IT FOR INSPIRATION?
200. The Lovemarks AcademyWEAR THE 6THINKING HATSWith the exception of theblue hat, everyone mustwear the same hat at thesame time. The blue hatmust keep the team thinkingwith the same frame ofreference.All red at the same time, allblack at the same time. Youget the idea.EMOTIONS THEMODERATORSOLUTIONSTO THEBLACK HATEVERYTHINGGOOD ANDPOSITIVEEVERYTHINGBAD ANDNEGATIVETHE FACTS
201. The Lovemarks AcademySUMMARYINSPIRATIONObjective: a real,transformational and measurablebusiness objectiveIssue: the most important thingcurrently preventing us frommeeting the objectiveInsight: Insight: the simple truthwe know about people that willhelp us overcome the issueChallenge: Challenge: what weneed to do (not say!) to meetthe objective
203. The Lovemarks AcademyActivationIdeas to stimulate Participation
204. IRRESISTIBLE IDEAS FOR THEPARTICIPATIONECONOMY
205. THESE DAYS THERE IS AN EXPECTATION THATBRANDS AND BUSINESSES AND ORGANISATIONSWILL INVITE PEOPLE TO:INFLUENCE< ADAPT< OWNAND PEOPLE WILL DO SO THROUGH AFFILIATIONS, OPENNESS TO NEW FORMS OFEXPRESSION, SOLVING PROBLEMS, AND (RE)CIRCULATING MEDIA
206. AFFILIATIONSFormal and Informal
207. EXPRESSIONSNew Creative Forms
208. COLLABORATIVE PROBLEMSOLVING
209. CIRCULATING MEDIACreate, Share, Change
210. The Lovemarks AcademyHOW DO WE INVITEMEANINGFULPARTICIPATION?
211. The Lovemarks AcademyHOW DO WE INVITEMEANINGFUL PARTICIPATION?
212. WE NURTURE CULTURES OFPARTICIPATION AROUND BRANDSLow barriersto expressionandengagementInformal Guidanceand mentorship fromthe experienced – orjust the right to makemistakes whilelearning.Individualcontributionsmatter to otherpeople and it’simportant I heartheir opinion.
213. Image courtesy of KradsINCITE PLAY
214. FACILITATE SIMULATION
215. CREATE OPPORTUNITIES TOIMPROVE PERFORMANCE
216. ENCOURAGE APPROPRIATION
217. INVITE JUDGEMENT
218. FACILITATE MULTITASKINGDon’t demandeveryone’s fullattention. Justinvite them tocome back.
219. HAVE APOSITIVEIMPACT ONTHEENVIRONMENT
221. The Lovemarks AcademyDEMONSTRATESOCIAL VALUE
222. THE ULTIMATE TEST OF APARTICIPATORY CULTUREFOR OUR CLIENTS:HAVE WE EMPOWERED PEOPLE TOINFLUENCE BRANDS AND INSPIRE THEBUSINESSES BEHIND THEM?
223. The Lovemarks AcademyRoddick
224. The Lovemarks AcademyT-mobile
225. The Lovemarks AcademyHow attractiveis your idea?Will your story stimulate abundant participation?
226. The Lovemarks Academy“Will they wantto improve it?”“Will they want to experience it again?”“Will they want to share it?”
227. The Lovemarks AcademySUMMARYATTRACTIONThree ideas to INVITEPARTICIPATION andTRANSFORM theRELATIONSHIP betweenbrand and consumer
228. The Lovemarks AcademyTHE GROUPPITCH TASKA PURPOSE-INSPIRED answer tothe challengeYOUR TEAM’S most creative andaudacious thinkingFOCUSED by, and captured in, anirresistible OIICGROUNDED in an original and truthfulInsightDeveloped into an Organising IdeaBROUGHT to life by 3 ideas of how tounleash that Organising Idea within thebusiness or externally withconsumers/customersUSING the opportunities presented bythe Participation EconomyPITCHED with purpose and panache,inspiring actionALL IN 5 MINUTES (max) or lessWith some form of record of yourOIIC/OI/Ideas
229. The Lovemarks AcademyMAKEYOURSOLUTIONTHEOBVIOUSONE.SIMPLE.
237. • TOOLS NOT USED OR SHARED IN THE2013 ACADEMY
238. The Lovemarks AcademyDRUCKER’S 5Start makingdecisions rightfrom the start.Describe in 5simple answerswhat the businessis and whatfundamentallyit does forcustomers andstakeholders.Some of thequestions maydemand that youmakeassumptions orchallenge whatthe client hascommunicated inthe brief.
239. The Lovemarks AcademyWhat Business are you in?Who are your customers/clients?What do your customers/clientsvalue?With whom do you compete?What are you really good at?DRUCKER’S 5
240. The Lovemarks AcademyWhat Business are you in?Who are your customers/clients?What do your customers/clientsvalue?With whom do you compete?What are you really good at?DRUCKER’S 5: REFRAME
241. The Lovemarks AcademyWith whom dowe compete?
242. The Lovemarks AcademyWho are ourcustomers?
243. The Lovemarks AcademyWhat do ourcustomers value?
244. The Lovemarks AcademyWhat business are we in?
245. The Lovemarks AcademyREFRAME YOURANSWER
246. The Lovemarks AcademyWHAT BUSINESS ARE YOU IN?I’m aconversationstarter
247. The Lovemarks AcademyTHE ECONOMIST“TO SHINE A WHITE LIGHTON THE SUBJECTS WITHINOUR RANGE”
248. The Lovemarks Academy“To organize theworldsinformation andmake ituniversallyaccessible anduseful."GOOGLE
249. The Lovemarks AcademyWhat business are you in?The financial planning businessThe realizing dreams businessWho are your customers/clients?Retirees & people worried about the futurePeople with a lot of living left to doWhat do your customers/clients value?Security in the futureA chance to do things that working life didn’t allow forWith whom do you compete?Financial advisors, banks, pensionsFriendly advice, vacations, savings accounts,grandchildren…What are you really good at?Investment, financial adviceUnderstanding & realising dreamsAMERIPRISE FINANCIAL
250. Ameriprise: Sand Dunes Dreams don’t retire.
251. The Lovemarks Academy
252. The Lovemarks Academy• Energized FAs• Drove Lead Generation• 28% Direct Mail ClientResponse Rate• $250 in IncrementalInvestmentsINSIDE-OUTENGAGEMENT
253. The Lovemarks AcademyTHE CREATIVE TRIBEBring together partners, provocateurs, and experts. Fora few hours or a few days. Define the challenge.
254. The Lovemarks AcademyMINI-TRIBEWe’re going repeat a similar process 3 times, withthree different exercises to push your thinking.
255. The Lovemarks AcademyTHE TRIBE: IDEAS TO RETAINThis is your list of other people’s ideas that youthink may go places. That have something youwant to hold onto. Ideas that have legs.The Lovemarks AcademyIDEAS: ROUND 1 IDEAS: ROUND 2 IDEAS: ROUND 3
256. The Lovemarks AcademyMINI-TRIBE1) Take 3 minutes on your own to write down(neatly) on a piece of paper a territory for anOrganising Idea based on the following:
257. The Lovemarks AcademyMINI-TRIBE2) Read your best idea out-loud. Write downOTHER PEOPLE’S ideas that you like and thatyou think have legs
258. The Lovemarks AcademyIdentify thecrown jewelsTAKE A VOTE TO PICK THE WINNING IDEA(S) FROM THE MINI-TRIBE