Seven Deadly Sins


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Presentation on the 7 'deadly' sins of account planning given at the 2007 AAAA Account Planning Conference by Gareth Kay of Modernista! and ... less Mark Lewis of DDB San Francisco

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Seven Deadly Sins

  1. 1. seven deadly sins gareth kay - head of planning, modernista! mark lewis - planning director, ddb san francisco
  2. 2. people against lazy
  3. 3. quot;i'm just surprised that no-one's thought of a better idea yet” stephen king on planning
  4. 4. success? “in most categories a brand’s market share is stationary” 4 out of 5 categories seen as increasingly homogeneous less than 1 in 10 ads seen as different 4% response rate successful in dm 0.5% average click through rate for banners
  5. 5. we think we’re changing, but we are what we do old assumptions old models of communication old behavior misplaced action
  6. 6. deadly sin #1 living by old, unchallenged assumptions
  7. 7. is this it ?? awareness interest desire action
  8. 8. we’ve based our thinking on an anomaly now
  9. 9. a half century oddity tv other communication passive active monologue dialogue centralized decentralized image substance money stickiness what ‘we’ do what you do to what we do
  10. 10. deadly sin #2 we care about the wrong objectives
  11. 11. the usual suspects are wrong awareness… …when meaning and familiarity matter more in our world of overchoice attitude… ...attitude and attributes, adjusted for size, don’t change image… …image doesn’t shift until after behavior
  12. 12. the real objective
  13. 13. energy and the world is made of energy and the world is electricity and the world is made of energy and there's a lot inside of you and there's a lot inside of me and the world is made of energy and the world is synchronicity and the world is made of energy and there's a lot inside of you and there's a lot inside of me
  14. 14. it’s not what you got, it’s how you use it y&r’s bav found that a brand’s energy changes the dynamics of differentiation and relevance andrew ehrenberg: salience is what matters hall & partners: momentum rules
  15. 15. Source: McKinsey Quarterly
  16. 16. ye can ney break the laws of physics Jim low entropy high entropy
  17. 17. deadly sin #3 our craving for simplicity and order of outcome
  18. 18. embrace complexity randomness creates energy culture craves complexity the thrill of the new
  19. 19. information predictability…
  20. 20. …or information entropy the more random the source of information is, the higher it’s entropy and the more information it has
  21. 21. how does this fit? brand onions, brand prints etc. are designed to force consistency… …but that means less energy
  22. 22. “consistency is the last refuge of the unimaginative”
  23. 23. culture craves complexity “it takes a thousand voices to tell a single story” native american saying
  24. 24. the thrill of the new
  25. 25. john grant and the molecule specials eg language, frappucino eg ‘skinny’ habits formation ‘my sister’ range book and options book barista better reading culture ordering coffee system akelah and mission used grounds the bee in store for gardeners starbucks performance sofas and company and art social starbucks ambience responsibility salon africa 05 hearmusic fair trade Xm coffee music cd cause burn your own publicity cd in store
  26. 26. deadly sin #4 what’s the main message?
  27. 27. everything in its right place
  28. 28. the reality is everything is intertwingled
  29. 29. reality is more ambiguous (especially in Italy)
  30. 30. knowledge vs. information We work hard to find the right message, for the right target at the right time But this only works if the information’s and it’s value doesn’t change once it’s in people’s hands (and it does)
  31. 31. from thinking to doing
  32. 32. deadly sin #5 self-importance
  33. 33. “people look at what interests them and sometimes it’s your ad.” howard gossage “often our biggest mistake as managers is believing that, in general, customers care a lot about your brand. they do not.” patrick barwise
  34. 34. it’s about having a social mission, not just a commercial proposition to get a marketing literate and resistant culture enthusiastic about your brand, then your brand needs to have an enthusiasm bigger than your category create something of social meaning above your product or service your point of view on real society and life, not Nielsen categories, allows you to connect in mutually beneficial and contagious way it’s about being useful to customers and relevant to your brand
  35. 35. real beauty, not moisturizer
  36. 36. heart health / cholesterol, not margarine
  37. 37. encourage messy play
  38. 38. good design is a right, not a privilege
  39. 39. against dirty
  40. 40. deadly sin #6 it’s the big things that matter
  41. 41. the world of fat tails
  42. 42. phase transitions Change is never smooth, continuous or instant
  43. 43. complex systems, huge changes
  44. 44. we live in complex systems, not unstable ones why are we over complicating the input and oversimplifying the outcomes???
  45. 45. we live in an unstable world “i gave volunteers variations of a newspaper story describing an assassination attempt on a fictitious president. those who were given the version where the president died were significantly more likely to attribute the event to a conspiracy than those who read the one where the president survived, even though all other aspects of the story were equivalent… …to appreciate why this form of reasoning is seductive consider the alternative: major events having minor or mundane causes - for example, the assassination of a president by a single, possibly mentally unstable, gunman, or the death of a princess because of a drunk driver. this presents us with a rather chaotic and unpredictable relationship between cause and effect. instability makes most of us uncomfortable: we prefer to imagine we live in a predictable safe world, so in a strange way, some conspiracy theories offer us accounts of events that allow us to retain a sense of safety and predictabilityquot; patrick leman Source: New Scientist, July 11 2007. Via Mark Earls:
  46. 46. deadly sin #7 learn then do
  47. 47. the 1 in 20 rule
  48. 48. so, in summary
  49. 49. Old assumptions Wrong models Misplaced doing of thinking
  50. 50. seven deadly sins 1. old assumptions should remain unchallenged 2. awareness and image are the things that matter 3. simplicity, predictability and order exist 4. messaging works 5. what we do is important 6. focus on the big things 7. learn then do
  51. 51. seven ways to make brands and their communication matter again 1. challenge (the old) assumptions 2. energy is what really matters 3. embrace complexity 4. be uncomplete 5. be humble 6. sweat the small stuff 7. DO then learn then DO again
  52. 52. “if you don’t like change, you’re going to like irrelevance even less” general eric shinseki
  53. 53. embrace uncertainty forget the planning (sort of) don’t predict (less theory) get out there and try
  54. 54. transmission is not the only way communication can work… …through modeling …as feedback …by making you present …by being interesting quot;people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” bonnie jean wasmund
  55. 55. planning for uncertainty a linear process ! a continuous process of creation presenting to clients ! co-creating with clients
  56. 56. planning for uncertainty one size fits all campaign ! frequent micro-initiatives big stuff ! small stuff strategy to execution ! strategy in execution
  57. 57. energy ! noise it’s not about getting noticed, it’s about demonstrating motion
  58. 58. thank you and be very
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