Core Lecture Lecture Presentation


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Core Lecture Lecture Presentation

  1. 1. How Current “Hot” U.S. Agencies Think, Write and Draw: A Few Examples and The Role of the Account Planner. <ul><li>Adv 385/391 </li></ul><ul><li>Presented By </li></ul><ul><li>Professor Neal M. Burns </li></ul><ul><li>Advertising Department </li></ul><ul><li>The University of Texas at Austin </li></ul>
  2. 2. What A Good Planner Has . . . <ul><li>• A passion for advertising and a sensitivity to the creative process. </li></ul><ul><li>• Intuitive curiosity about consumers, current culture and values -- and an understanding of human relationships. </li></ul><ul><li>• They appreciate the changes technology has helped create in communication. </li></ul><ul><li>• Know how to understand and use marketing and research data. </li></ul><ul><li>• They can translate research results into advertising action and are able and inspiring communicators. </li></ul><ul><li>• A strategic/visionary mind to create new openings. </li></ul><ul><li>• Continuous involvement as an integrated member of the account team and agency leadership. </li></ul>
  3. 3. Where Did Planners Come From Anyhow ? <ul><li>• A long line of cultural anthropologists </li></ul><ul><li>• A history of behavioral scientists involved with advertising </li></ul><ul><li>• A British initiative to involve the consumer </li></ul><ul><li>• Cultural & societal influences </li></ul><ul><li>• An emphasis on relevant creative </li></ul>
  4. 4. Strategic Development Stage <ul><li>• Planners collect and synthesize data </li></ul><ul><li>• Guide strategic development thru understanding attitudes and behavior of people </li></ul><ul><li>• Gain insight into the consumer relationship with the brand and the advertising </li></ul><ul><li>• Define the positioning and relevant proposition </li></ul>Personal relevancy encapsulates the rational and emotional appeals of the brand.
  5. 5. Creative Development Stage <ul><li>The planner may commission diagnostic research on rough ads to check whether the advertising is achieving the desired responses. </li></ul><ul><li>The information will be interpreted/presented with sensitivity in order to stimulate the creative process further - and not stifle it. </li></ul>
  6. 6. The Approval Stage • Bold or original work, that goes against conventions, sometimes has a rough ride. • Objective justification can help to win the case. • The planner will help to provide reassurance on how and why the particular piece of advertising will work for the brand. • It is not arbitrary -- it is messianic!
  7. 7. Overall Planning Achievements <ul><li>• Having a planner on an account has led to more integration within the agency and better teamwork in trying to combine the needs of the client, the demands of the market, and the expectations of the consumer. </li></ul><ul><li>• The planner has brought an added dimension of understanding to the process of developing ads by stimulating discussion about: purchasing decisions, the brand-consumer relationship and how the advertising is working in specific circumstances. </li></ul>
  8. 8. Where Do Planners Stand In the Politics and Work Product of The Agency? <ul><li>It varies -- depends upon ownership, performance, length of time in Agency and the emphasis on the creative product. </li></ul><ul><li>A “Department of Account Planning” per se is less important than Strategic Thinking and Planning taking place. </li></ul>
  9. 9. The Use of Personal Relevance
  10. 17. The 21 st Century Strategic Account Planner <ul><li>Strategy development for clients </li></ul><ul><li>Research, analyze and develop digital strategy solutions that integrate the client’s digital message with traditional platforms. </li></ul><ul><li>Pushes the limits of interactive innovation (including emerging platforms, social media, mobile marketing, search marketing, display marketing, rich media, email marketing, etc.). </li></ul>
  11. 18. Inside the Agency . . . <ul><li>Monitors industry and consumer trends updating both agency and clients. </li></ul><ul><li>Helps build and maintain client relationships. </li></ul><ul><li>Facilitate the growth of the digital department. </li></ul><ul><li>Partners with creative teams, account management, production and media planning teams to develop and present insightful new business campaigns. </li></ul>
  12. 19. The New Brief <ul><li>At leading digital agencies planners find the creative brief was no longer simple. </li></ul><ul><li>The planner must realize a new set of deliverables had to be created. </li></ul><ul><li>– some that say something, some that listen </li></ul><ul><li>- some that make things happen – and all of which must be in the new brief. </li></ul><ul><li>And there s a new creative team to work with: Anne Benevuto calls it the Creative Hydra. </li></ul>
  13. 20. The Hydra (RG/A) The new team; conversant with the entire spectrum Of purchase behavior and The role each member of Team Hydra.
  14. 21. Defining New Deliverables <ul><li>For the planners, inspiring this multi- brained monster requires an entirely new approach to the brief, because each of the Creative Hydra’s heads demanded different information. </li></ul><ul><li>Failing to yield that information meant that the Creative Hydra would never successfully create campaigns, programs and experiences. But if they treated the Hydra right, they would produce great work in all these areas. He would even become their best friend. </li></ul>
  15. 27. So, Why does This Stuff Work? <ul><li>It is culturally resonant. </li></ul><ul><li>It speaks to what the brand delivers. </li></ul><ul><li>Because it is relevant to the target(s). </li></ul><ul><li>Intelligence is paralleled in product’s voice and respect for the customer. </li></ul><ul><li>It reinforces the character of the Brand building off leverageable equity. </li></ul><ul><li>It grasps and is designed for all media of the customer’s choice. </li></ul>
  16. 28. And What Was The Role Of The Account Planner?
  17. 29. They Got Lucky ! <ul><li>Worked hard and spoke to dozens of enthusiasts in the category </li></ul><ul><li>Gained insights from others in the “supply chain” </li></ul><ul><li>Partnered with bright and supportive creatives. </li></ul><ul><li>Understood the category and what was current in society. </li></ul><ul><li>Could incorporate customer behavior into the brief. </li></ul>
  18. 30. Produced A “Transcendental” Level of Understanding <ul><li>Planners risked going beyond the data and tried to make sense of a broad collection of quantitative and qualitative information. </li></ul><ul><li>Remembered the concept of “O I I“ and developed a Point of View (POV). </li></ul>
  19. 31. How Do We Do Great Work? <ul><li>Our Belief Is That The Customer Has The Answer </li></ul><ul><li>OK, perhaps only part of the answer </li></ul><ul><li>From That Answer We Can Develop an Effective Brand Position and Attitude . . . </li></ul><ul><li>A Creative Brief That Reflects Those Thoughts </li></ul><ul><li>And a media recommendation that reflects market use. </li></ul>
  20. 32. Any Questions or Comments ?
  21. 33. So . . . What Applies In A Digital Social Networked World? <ul><li>The importance of the 3 rd screen/mobile devices </li></ul><ul><li>Likely social networks of the customers and prospects </li></ul><ul><li>The equities of the brand </li></ul><ul><li>Tactical considerations of mass media </li></ul>
  22. 34. The Digital Network Reach! <ul><li>Growth is phenomenal </li></ul><ul><li>Facebook has replaced Yahoo as the second-largest U.S. Web property. </li></ul><ul><li>May catch No. 1 Google, according to web analytics firm Compete. </li></ul><ul><li>In 1/1 FB had 134 million unique visitors – Yahoo a mere 132 m. </li></ul><ul><li>Google reins supreme with monthly audiences of about 150 million. </li></ul><ul><li>Planners must see these communities as part of their basic tool set. </li></ul>
  23. 35. And Is There Any Place For Conventional Media? The notion of integration for many starts with this question.
  24. 36. Key Elements In The Process <ul><li>Competition actions and share of market and voice </li></ul><ul><li>A good sense of “the economic spirit” </li></ul><ul><li>The website </li></ul><ul><li>Always the budget and time (speed to market, for me, is always a differentiator). </li></ul><ul><li>Targeting – behavioral and choice. </li></ul>
  25. 37. Addressable TV Advertising <ul><li>Test showed that viewers in households receiving ads targeted specifically at them were less likely to change channels. </li></ul><ul><li>The technology and results, were released 2/18/10, conducted during an undisclosed period in Baltimore during 2009, and utilized technology developed by Invidi, a company backed by WPP's GroupM unit. </li></ul>
  26. 38. Examples <ul><li>Surprise </li></ul><ul><li>Humor </li></ul><ul><li>Engagement </li></ul><ul><li>Call to action </li></ul>
  27. 39. Sustaining Interest Following Environmental Disasters <ul><li>In most cases aftermath is not considered </li></ul><ul><li>Community health issues are assumed to fall to local authorities </li></ul><ul><li>Ecological degradation, coastline erosion and more are not top of mind </li></ul><ul><li>This may be the very stuff on which the afflicted area is dependent for continued survival </li></ul>
  28. 40. Corporate Actions In Disaster or Environmental Circumstances <ul><li>Philanthropic or charitable </li></ul><ul><li>2. Contractual </li></ul><ul><li>Collaborative or Adversarial </li></ul><ul><li>Unilateral. </li></ul><ul><li>Corporations do not often collaborate or partner with NGO’s or community based organizations </li></ul>
  29. 41. In A Sense – Charities Compete <ul><li>Check out www.everyclick .com for their “giving” ideas </li></ul>
  30. 42. One Firm’s Charitable Causes That Regularly Receive Donations (Honest!) <ul><li>Alliance for Children's Rights </li></ul><ul><li>Anti-Defamation League </li></ul><ul><li>Asian American Justice Center </li></ul><ul><li>Bet Tzedek </li></ul><ul><li>Brennan Center for Justice </li></ul><ul><li>Center for International Peace Organizations </li></ul><ul><li>Habitat for Humanity </li></ul><ul><li>Human Rights First </li></ul><ul><li>Hurricane Katrina Relief Project </li></ul><ul><li>Lambda Legal </li></ul><ul><li>Lawyers Committee for Civil Rights of the San Francisco Bay Area </li></ul><ul><li>Legal Aid Foundation of Los Angeles </li></ul><ul><li>Legal Services for Entrepreneurs </li></ul><ul><li>Mexican American Legal Defense and Educational Fund </li></ul>
  31. 43. And More . . . <ul><li>Mississippi Center for Justice </li></ul><ul><li>NAACP Legal Defense and Education Fund </li></ul><ul><li>National Council of La Raza </li></ul><ul><li>New York Lawyers for the Public Interest </li></ul><ul><li>Office of the Public Defender for Montgomery County (Maryland) </li></ul><ul><li>Public Counsel </li></ul><ul><li>Sanctuary for Families </li></ul><ul><li>Tenderloin AIDS Resource Center </li></ul><ul><li>Legal Aid Society of NYC </li></ul><ul><li>Trial Advocacy Prosecution Program </li></ul><ul><li>United States Court of Appeals for the Ninth Circuit </li></ul><ul><li>Washington D.C. Area Lawyers for the Arts </li></ul>