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THE SPIDERMAN
IMPERATIVE
MERCURY MONDAY: APRIL 7TH, 2014
PLANNING FOR RESPONSIBILITY
FIRST THING’S FIRST…
“THE
BUSINESS OF
BUSINESS IS
BUSINESS”
- Milton Friedman
ALL TRUTH IS IN THE
CASH ACCOUNT.
BUT BUSINESS EVOLVES.
SO DOES ADVERTISING.
“One problem is the
mistaken notion that
advertising shapes
culture… Advertising
has always been a
mirror that reflects
cha...
“Without a connection to culture, Coke is merely carbonated water and syrup.
Without culture, it’s just a fizzy drink. So c...
SO WHAT DOES
CULTURE WANT?
“People literally care,
more about an
institution’s values and
conduct than the
intrinsic qualities of the
goods and servi...
“People literally care,
more about an
institution’s values and
conduct than the
intrinsic qualities of the
goods and servi...
Cone Communications Echo Global CSR Report: 10,287 Consumers, 10 Countries.
http://www.conecomm.com/2013-global-csr-study-...
OR PUT ANOTHER WAY…
From Simon Sinek’s Start With Why.
THERE’S A LOT OF EVIDENCE
Havas Meaningful Brands Study 2013: 700 Brands, 134,000 Consumers, 23 Countries: http://www.hava...
WHAT’S A BRAND
TO DO?
STOP
NAVEL GAZING…
“Find a parade and get in front of it.”
– George Lois
FIGURE OUT WHAT
PEOPLE ALREADY
CARE ABOUT…
THERE’S NO
SHORTAGE…
POLLUTION
EDUCATION
FOOD
INEQUALITY POLLUTION POVERTY
OBESITY FOOD SUSTAINABILITY
DEBT EDUCATION STRESS
“There’s problem
after problem, but
what separates this
time from any time
I can remember is
the awareness of
these proble...
WHAT BRANDS ARE
DOING IT WELL?
1.REFLECT THE
VALUES OF YOUR
CORE AUDIENCE
2.GET OUT IN FRONT
OF CULTURE
“If you don’t like
marriage equality, feel
free to sell your
Starbucks Stock.”
- Howard Schultz
3.CHALLENGE
CONVENTION
4.CODIFY THE
WORTHWILE.
5.BAKE IN SOCIAL
BENEFIT.
“Be good in the
way you make
money, not just
the way you give it
away.”
- Alain De Botton
6.EMPATHIZE
•  Super Bowl, 2009.
•  Through the first 10 months of
2009, Hyundai’s sales were up
4.1 percent over 2008.
•  Compared to ...
7.POLARIZE
7.POLARIZE
(WITH PURPOSE)
8.INCLUDE RATHER
THAN EXCLUDE.
THINK THIS…
NOT THIS…
SO WHAT DOES
THIS MEAN?
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
From:
What’s the business problem?
What’s true to the brand?
What’s the core insight?
Who is the audience?
Why will the au...
SAYS
SWIKE
NO GARCESES WERE HARMED IN
THE BUILDING OF THIS DECK.
END
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
The Spiderman Imperative: Planning For Responsibility
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The Spiderman Imperative: Planning For Responsibility

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The Spiderman Imperative: Planning For Responsibility

  1. 1. THE SPIDERMAN IMPERATIVE MERCURY MONDAY: APRIL 7TH, 2014 PLANNING FOR RESPONSIBILITY
  2. 2. FIRST THING’S FIRST…
  3. 3. “THE BUSINESS OF BUSINESS IS BUSINESS” - Milton Friedman
  4. 4. ALL TRUTH IS IN THE CASH ACCOUNT.
  5. 5. BUT BUSINESS EVOLVES.
  6. 6. SO DOES ADVERTISING.
  7. 7. “One problem is the mistaken notion that advertising shapes culture… Advertising has always been a mirror that reflects changes in culture, politics and industry. - Abbie Walker, Momentum Worldwide.
  8. 8. “Without a connection to culture, Coke is merely carbonated water and syrup. Without culture, it’s just a fizzy drink. So culture counts. Let’s be clearer still. The fundamental terms of the Coke proposition are changing. The carbonated soft drink is now contested by new ideas of what a drink should be (Snapple, Gatorade, Poland Springs, Vitamin-water, Red Bull). In the traditional case, culture matters. In the present case, it matters more.” – Grant McCracken, in Chief Culture Officer.
  9. 9. SO WHAT DOES CULTURE WANT?
  10. 10. “People literally care, more about an institution’s values and conduct than the intrinsic qualities of the goods and services themselves… I mean, you gotta have the goods… But part of the goods is being good.” - Bob Garfield, Author, Co-host of NPR’s On The Media !
  11. 11. “People literally care, more about an institution’s values and conduct than the intrinsic qualities of the goods and services themselves… I mean, you gotta have the goods… But part of the goods is being good.” - Bob Garfield, Author, Co-host of NPR’s On The Media !
  12. 12. Cone Communications Echo Global CSR Report: 10,287 Consumers, 10 Countries. http://www.conecomm.com/2013-global-csr-study-release
  13. 13. OR PUT ANOTHER WAY…
  14. 14. From Simon Sinek’s Start With Why.
  15. 15. THERE’S A LOT OF EVIDENCE Havas Meaningful Brands Study 2013: 700 Brands, 134,000 Consumers, 23 Countries: http://www.havasmedia.com/meaningful-brands Edelman Good Purpose Consumer Study 2012: 500 Brands, 8,000 Consumers, 16 Countries:; http://www.slideshare.net/EdelmanInsights/global-deck-2012-edelman-goodpurpose-study Edelman, Brandshare Consumer Study 2013, 212 Brands, 11,000 Consumers, 8 Countries.: http://www.edelman.com/news/ninety-percent-of-consumers-want-more-from-brands/ 71%of people think large companies should be actively involved in solving social problems 92%Want to do business with brands that share their beliefs. 87%Believe business should place at least equal weight on business and society.
  16. 16. WHAT’S A BRAND TO DO?
  17. 17. STOP NAVEL GAZING…
  18. 18. “Find a parade and get in front of it.” – George Lois
  19. 19. FIGURE OUT WHAT PEOPLE ALREADY CARE ABOUT…
  20. 20. THERE’S NO SHORTAGE…
  21. 21. POLLUTION EDUCATION FOOD INEQUALITY POLLUTION POVERTY OBESITY FOOD SUSTAINABILITY DEBT EDUCATION STRESS
  22. 22. “There’s problem after problem, but what separates this time from any time I can remember is the awareness of these problems. We're all very aware.” - Michael Porter, TED, 2013.
  23. 23. WHAT BRANDS ARE DOING IT WELL?
  24. 24. 1.REFLECT THE VALUES OF YOUR CORE AUDIENCE
  25. 25. 2.GET OUT IN FRONT OF CULTURE
  26. 26. “If you don’t like marriage equality, feel free to sell your Starbucks Stock.” - Howard Schultz
  27. 27. 3.CHALLENGE CONVENTION
  28. 28. 4.CODIFY THE WORTHWILE.
  29. 29. 5.BAKE IN SOCIAL BENEFIT.
  30. 30. “Be good in the way you make money, not just the way you give it away.” - Alain De Botton
  31. 31. 6.EMPATHIZE
  32. 32. •  Super Bowl, 2009. •  Through the first 10 months of 2009, Hyundai’s sales were up 4.1 percent over 2008. •  Compared to competitors sales during the same period:   Chrysler (-39 percent);  GM (-33.8 percent);  Toyota (-25.5 percent);  Honda (-22.6 percent); Ford (-20.4 percent).
  33. 33. 7.POLARIZE
  34. 34. 7.POLARIZE (WITH PURPOSE)
  35. 35. 8.INCLUDE RATHER THAN EXCLUDE.
  36. 36. THINK THIS…
  37. 37. NOT THIS…
  38. 38. SO WHAT DOES THIS MEAN?
  39. 39. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  40. 40. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  41. 41. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  42. 42. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  43. 43. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  44. 44. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  45. 45. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  46. 46. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  47. 47. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  48. 48. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  49. 49. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  50. 50. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What can we give the audience social currency? THE RESPONSIBLE BRIEF
  51. 51. From: What’s the business problem? What’s true to the brand? What’s the core insight? Who is the audience? Why will the audience care? What impact will we have on the audience? To: What social problem can we solve? What good can the brand do? Why does the insight matter? Who can the audience influence? What issues do they already care about? What social currency can we give the audience? THE RESPONSIBLE BRIEF
  52. 52. SAYS SWIKE
  53. 53. NO GARCESES WERE HARMED IN THE BUILDING OF THIS DECK.
  54. 54. END

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