planning-ness2011matt summersmanager, account planning<br />
caveat<br />the opinions I share in this deck are those of my own and not of my employer.<br />ialso have heavily borrowed...
a lot of stuff has changed<br />media<br />client spend<br />agency revenues<br />culture<br />consumer behavior<br />adve...
the more complex the world grows, the less interesting brands become<br />cultural complexity<br />interest in brands<br />
and the less likely a singular positioning will be relevant<br />cultural complexity<br />chance for messaging success<br />
so what do modern brands look like?<br />
“modern brands are built for a world of experiences and interactions, not a mass media one.”<br />Adrian Ho<br />
modern strategy needs to be as flexible as modern brands<br />
the brands we love most are always in beta<br />
“modern strategy reactsto new opportunities as they become available and uses them to solve business and marketing problem...
think as you make and make as you think<br />know what the end goal is, what success looks like and that the path to get t...
insights aren’t a thing, they’re a process, too<br />
discovered<br />new<br />fresh<br />deep-seeded<br />“moms believe their kids don’t like eating  healthy food.”<br />
discovered<br />new<br />fresh<br />deep-seeded<br />that’s an observation, and a damn obvious one at that<br />“moms assu...
“runners like to listen to music when they train”<br />
the process you use is what makes it insightful<br />how you<br />frame it<br />how you<br />target it<br />how you levera...
but what makes people work hasn’t changed<br />
we are motivated by things beyond our awareness<br />
this isn’t rational, but neither are we<br />
we aren’t rational, but can always find rationale<br />
“at it’s heart consumerists capitalism isn’t materialistic but semiotic.”<br />Geoffrey Miller<br />
so we buy and behave in ways that signal what we want to portray<br />physical traits<br /><ul><li>health
fertility
beauty</li></ul>personality traits<br /><ul><li>conscientious
extraversion
stability
openness
agreeableness</li></ul>cognitive traits<br /><ul><li>intelligence</li></li></ul><li>and we do it through<br />conspicuous ...
so marketers need to appeal to our ultimate interests<br />secure social status<br />autonomy & control<br />fun (achieved...
work within our cognitive limits<br />aspirin<br />tissues<br />jelly beans<br />
work within our cognitive limits<br />
work within our cognitive limits<br />working memory is tiny<br />long-term memory is spotty<br />we heavily discount the ...
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Planning-ness 2011

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A short distillery of my key takeaways from Planning-ness 2011.

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Planning-ness 2011

  1. 1. planning-ness2011matt summersmanager, account planning<br />
  2. 2. caveat<br />the opinions I share in this deck are those of my own and not of my employer.<br />ialso have heavily borrowed thoughts, quotes and even some assets from the brilliant speakers I enjoyed at planning-ness 2011. as a result, what’s shared here is my interpretation of their key notes, and I may be interpreting differently than they intended.<br />there may also be some formatting errors that have occurred in uploading.<br />
  3. 3. a lot of stuff has changed<br />media<br />client spend<br />agency revenues<br />culture<br />consumer behavior<br />advertising<br />
  4. 4. the more complex the world grows, the less interesting brands become<br />cultural complexity<br />interest in brands<br />
  5. 5. and the less likely a singular positioning will be relevant<br />cultural complexity<br />chance for messaging success<br />
  6. 6. so what do modern brands look like?<br />
  7. 7. “modern brands are built for a world of experiences and interactions, not a mass media one.”<br />Adrian Ho<br />
  8. 8. modern strategy needs to be as flexible as modern brands<br />
  9. 9. the brands we love most are always in beta<br />
  10. 10. “modern strategy reactsto new opportunities as they become available and uses them to solve business and marketing problems.”<br />Adrian Ho<br />
  11. 11. think as you make and make as you think<br />know what the end goal is, what success looks like and that the path to get there will be uncertain<br />stop thinking that changes in the plan are the result of failure<br />essentially, create a strategic process rather than a strategic plan<br />
  12. 12. insights aren’t a thing, they’re a process, too<br />
  13. 13. discovered<br />new<br />fresh<br />deep-seeded<br />“moms believe their kids don’t like eating healthy food.”<br />
  14. 14. discovered<br />new<br />fresh<br />deep-seeded<br />that’s an observation, and a damn obvious one at that<br />“moms assume their kids won’t like healthy food.”<br />
  15. 15. “runners like to listen to music when they train”<br />
  16. 16. the process you use is what makes it insightful<br />how you<br />frame it<br />how you<br />target it<br />how you leverage it<br />identify the most relevant behavior/attitude to fuel a solution to a business problem <br />
  17. 17. but what makes people work hasn’t changed<br />
  18. 18. we are motivated by things beyond our awareness<br />
  19. 19. this isn’t rational, but neither are we<br />
  20. 20. we aren’t rational, but can always find rationale<br />
  21. 21. “at it’s heart consumerists capitalism isn’t materialistic but semiotic.”<br />Geoffrey Miller<br />
  22. 22. so we buy and behave in ways that signal what we want to portray<br />physical traits<br /><ul><li>health
  23. 23. fertility
  24. 24. beauty</li></ul>personality traits<br /><ul><li>conscientious
  25. 25. extraversion
  26. 26. stability
  27. 27. openness
  28. 28. agreeableness</li></ul>cognitive traits<br /><ul><li>intelligence</li></li></ul><li>and we do it through<br />conspicuous precision<br />conspicuous reputation<br />conspicuous waste<br />
  29. 29. so marketers need to appeal to our ultimate interests<br />secure social status<br />autonomy & control<br />fun (achieved through resources, friends, team mates)<br />
  30. 30. work within our cognitive limits<br />aspirin<br />tissues<br />jelly beans<br />
  31. 31. work within our cognitive limits<br />
  32. 32. work within our cognitive limits<br />working memory is tiny<br />long-term memory is spotty<br />we heavily discount the past and future<br />attention is a depletable resource<br />we try to think as little as possible<br /><ul><li>anchors, frames, heuristics, schemas</li></li></ul><li>use our decision-making influences<br />
  33. 33. use our decision-making influences<br />
  34. 34. use our decision-making influences<br />social proof<br />reciprocity<br />commitment & contingency<br />scarcity & loss-aversion<br />liking<br />authority<br />
  35. 35. understand how people work to understand everything else<br />
  36. 36. thoughts?@mattsummers<br />

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