5. Being “Strategic” Is a Frame of Mind
Creatives
Responsibles
What?
What if?
When?
How much?
Intelligents
How?
Why?
OpenMind!
6. SOME BRANDS BADGE
Branding is what makes you
want to put Nike on your feet,
Disney in your vacation, and
Haagen Dasz in your
refrigerator.
David Shore
OpenMind!
7. Thinking Through:
What are We Trying to Achieve?
BUSINESS OBJECTIVE
MARKETING OBJECTIVE
COMMUNICATIONS OBJECTIVE
OpenMind!
8. Thinking Through:
What are We Trying to Achieve?
“A problem well-stated is a problem half solved”
Charles Kettering
OpenMind!
9. Arriving at a “Killer Objective”
Think About…
“I want to be part of that.”
“Tell me more.”
“That reminds me…”
What Type Of
Response Do We
Want?
“Wow. That’s surprising.”
“I knew I was right.”
“Sharing!!”
“…Adding to the to-do list.”
“Time to eat!”
And, perhaps…
Is anything happening in culture that can
help us?
When we look at the world and society, can
we use anything to give our effort more
energy? Is there a wave we can catch? A
point of tension we can leverage? An
opportunity we can exploit?
OpenMind!
10. THE STRATEGIC PROCESS
The
The Business
The Creative
Communications
Objective
Idea
The
Objective
The Marketing
Communications
Execution
Objective
Strategy
What’s a
What must our
powerful way to
How will we
campaign do to
communicate
make more
achieve our goal?
our message?
money?
How do we
What must
express
What’s a
marketing
our
powerful way to
accomplish to
creative idea
achieve our
achieve the
in different
objective?
business
media?
objective?
“Choice of a New
de-position “The
steal market
Generation”
Real Thing” as
share from Coke
position Pepsi as
the old thing
“Pop star anthems”
a younger
increase volume
alternative
3%
OpenMind!
11. When Things Fit Together…
Good
Stories
Work
In
Multiple
Formats
OpenMind!
22. iverable: Big Idea
Product/ Service
Competition
Consumer
Big Idea
Typical Agency Planning Model
deliverable:
big idea
23. hand off, hand off, hand off…
MEDIA
PRODUCTION
CREATIVE
STRATEGY
ACCOUNT
THE TRADITIONAL SYSTEM
24. THIS PROCESS TENDS TO BE!
INEFFICIENT!
SLOW!
FRUSTRATING!
BUILDS WALLS BETWEEN INTERNAL TEAMS
25. THE BEST TEAMS NATURALLY BREAK DOWN THIS
PROCESS - MORE OFTEN THAN NOT, THE BEST
TEAMS SHOOT THE SHIT, TALK A LOT, BOUNCE IDEAS,
COLLABORATE!
THEY GET ALL NEW BUSINESS, EVERY DAY!
27. THE MOTHER EFFIN’
WOLF PACK
TEAMS INTELLIGENTLY BOUNCING
IN AND OUT OF A COLLABORATIVE
GROUP ENVIRONMENT, ALL
WORKING TOGETHER TO SLAY THE
THE BETTER ANALOGY?
PROBLEM
29. hand off, hand off, hand off…
MEDIA
PRODUCTION
CREATIVE
STRATEGY
ACCOUNT
SO INSTEAD OF THIS…
30. THE MODEL STARTS TO LOOK LIKE THIS…
MEDIA
STRATEGY
CREATIVE
ACCOUNT
PRODUCTION
CLIENTS
31. THIS PROCESS TENDS TO BE!
EFFICIENT!
FAST!
INCLUSIVE!
TEAM MAXIMIZING ONE ANOTHER
NOTE: IT’S NOT ABOUT BLOWING UP WHAT WE DO AND OUR SKILL SETS;
IT’S ABOUT WORKING IT DIFFERENTLY
34. Our (general) role
The context
Fuelling
The broader world that your product/brand lives in
Your people
(With loads of emotional and behavioral insights)
The main insight
The one truth your leveraging in your solution
The message
Seeing &
defining
What you want people to know
The creative platform
The thought that holds it all together
Hero execution/s
The executional/spiritual center of the idea
Engagement strategy
The driving principle/s of the platform behavior
Awesoming
The ecosystem
All the stuff that gets built to make the hero shine
35. Our (general) role
The context
Fuelling
The broader world that your product/brand lives in
Your people
(With loads of emotional and behavioral insights)
The main insight
The one truth your leveraging in your solution
The message
Seeing
What you want people to know
The creative platform
The thought that holds it all together
Hero execution/s
The executional/spiritual center of the idea
Engagement strategy
The driving principle/s of the platform behavior
Awesoming
The ecosystem
All the stuff that gets built to make the hero shine
36. so we got some fuel going,
ideas are starting to roll
but how’s a great idea defined?
37. Our (general) role
The context
Fuelling
The broader world that your product/brand lives in
Your people
(With loads of emotional and behavioral insights)
The main insight
The one truth your leveraging in your solution
The message
Seeing &
Defining
What you want people to know
The creative platform
The thought that holds it all together
Hero execution/s
The executional/spiritual center of the idea
Engagement strategy
The driving principle/s of the platform behavior
Awesoming
The ecosystem
All the stuff that gets built to make the hero shine
38. HAS IT BEEN DONE BEFORE?!
WILL PEOPLE LOVE IT AND BENEFIT FROM IT AS MUCH AS
THE BRAND MANAGERS?!
DOES IT LEVERAGE A KILLER INSIGHT?!
IS IT JUST SO DAMN SMART?!
IS IT WILDLY ENTERTAINING, AWESOMELY FUNCTIONAL
AND/OR EMOTIONALLY USEFUL?!
IS IT SIMPLE (ELEVATOR PITCH)?!
IS IT TRUE TO THE BRAND?!
IF IT’S A PLATFORM, CAN THE THOUGHT HOLD MANY
DIFFERENT EXECUTIONAL ITERATIONS?!
IF IT’S A TACTIC, CAN YOU IMAGINE HOW IT WOULD BE
RE-BOOTED/BUILT UPON IN THE FUTURE?!
CAN I BUILD AN ECO-SYSTEM AROUND IT?!
DO YOU GET SHIVERS?
40. FROM THE PERSPECTIVE OF YOUR PEOPLE, DOES
YOUR IDEA FALL INTO ONE OF THESE AREAS?
PURE DELIGHT
sweet spot
EMOTIONALLY USEFUL
FUNCTIONALLY USEFUL
41. The context
The broader world that your product/brand lives in
Your people
(With loads of emotional and behavioral insights)
The main insight
The one truth your leveraging in your solution
The message
THIS IS WHAT GOES INTO THE BRIEF
What you want people to know
The creative platform
The thought that holds it all together
Hero execution/s
The executional/spiritual center of the idea
Engagement strategy
The driving principle/s of the platform behavior
The ecosystem
All the stuff that gets built to make the hero shine
42. A good brief is kindling. It starts a spark.
Nick Cohen, Founder Mad Dogs & Englishmen
(creative)
OpenMind!
43. a standard creative brief answers
these questions:
1. What are we trying to do?
2. Who are we talking to and what should we
know about them?
3. What s the main idea?
4. Why should they believe this?
5. What tone of voice should the advertising
have?
6. What practical considerations are there?
OpenMind!
44. 1) As an agency/client tool, to document aligned expectations around what the creative product
will attempt to accomplish and what its key message is expected to be. For these purposes, the
document needs to clearly outline objectives and a single-minded strategic focus, and must be agreed to by
client and agency.
2) As an internal creative tool, to help spark the creative process. The goals of the internal creative
briefing are: to point the creative team in a clear direction, eliminating the paralysis of infinite choice; to
provide necessary Guide: or brand information or background that must be taken into consideration; to
Creative Briefing product
provide other useful knowledge that may primary purposes (which sometimes (but not to overwhelm the team
A Creative Briefing document has two become fodder for creative thinking seem to be in conflict).
or obfuscate the point with extraneous information); expectations around what the creative product
1) As an agency/client tool, to document aligned and -- ideally -- to inspire maximum creative energy by
providingattempt tofocused area and whatto work. message ispurposes, thebe. For these purposes, the too be
will a clearly accomplish in which its key For these expected to briefing document needs
agreed to by Planning and Creative objectives and a single-minded strategic focus, and must be agreed to by
document needs to clearly outline leadership.
Creative Briefing Guide for Clients (Page 1)
client a agency.
Additionally,andCreative Briefing Guide may express in its format an agency or client philosophy
2) As an internal creative tool, to help spark the creative instance, The goals of the internal creative
about how commercial communications should work (for process. Crispin highlights cultural tension in
briefing are:
its briefs, Wendytos point the creative team in questioning the status quo, the paralysis of infinite choice; to
briefs have highlighted a clear direction, eliminating and this document puts emphasis on
provide necessary product or brand information or background that Brand taken ).
two ideas that kb+p holds dear, the power of people and the Attic ofmust beEquity into consideration; to
provide other useful knowledge that may become fodder for creative thinking (but not to overwhelm the team
It is worthwhile to the point with extraneous information); anddocumentto inspire maximum creative energy by
or obfuscate mention what a Creative Briefing -- ideally -- is NOT:
-
-
-
-
providing a product of the process. It is merely part of purposes, the briefing is kindling – it s be
It is not the endclearly focused area in which to work. For thesethe process. A brief document needs too intention
is to agreed to by Planning and Creative leadership.
spark something. The brief itself will never run on the air. Therefore clarity and economy of language
Additionally, a Creative Briefing Guide may express in its format an document, but a philosophy
are more important than eloquence, and the briefing should not just be a agency or clientconversation.
about how commercial communications is not work (for instance, ideas highlights cultural tension in
It is not a legal document. Going off-brief should against the law. If Crispin are generated which accomplish
its briefs, in ways not foreseen by the questioning the status quo, and
the objectivesWendy s briefs have highlightedbrief, the brief may change. this document puts emphasis on
two ideas that kb+p holds dear, the power of people and the Attic of Brand Equity ).
ItItis not the repository for all what a Creativethe topic. document is NOT: brief. Extraneous detail detracts
is worthwhile to mention information on Briefing A brief should be
from clarity.
- It is not the end product of the process. It is merely part of the process. A brief is kindling – it s intention
A merely spark something. The If the brief isnever effective as an internalclarity and tool -- if it does not make
is to external document. brief itself will not run on the air. Therefore creative economy of language
clearare more important than eloquence,spark creative energynot it is be failure, whetherathe client agreed to it or
reductive choices and work to and the briefing should -- just a a document, but conversation.
not. It is not a legal document. Going off-brief is not against the law. If ideas are generated which accomplish
-
-
-
the objectives in ways not foreseen by the brief, the brief may change.
OpenMind!
It is not the repository for all information on the topic. A brief should be brief. Extraneous detail detracts
from clarity.
A merely external document. If the brief is not effective as an internal creative tool -- if it does not make
clear reductive choices and work to spark creative energy -- it is a failure, whether the client agreed to it or
not.
OpenMind!
45. WHATEVER THE FORMAT...
Good briefs:
Pick a lane
Express the decision clearly
Spark creativity rather than dampen it
Are (fairly) brief
Take on board the individual – and social –
aspects of brand connections
Get people moving
OpenMind!
47. why are we advertising/what’s the background?
Body wash sales are eclipsing those for bar soap. And many male brands (including Dial, Irish
Spring, and Nivea) have swooped in to get a piece of the pie. Old Spice’s share in the male
body wash segment is slipping. We need to protect our share in the category. The problem
to solve is how to generate excitement with guys who are not currently Old Spice customers.
what’s the key insight?
60% of men’s body washes are purchased by women.
the people we’re seeking to attract?
Millennials (males and females, 18-34). They are the most diverse (1 in 3 is not white), most
educated, most marketed to, most medicated, and most cared for generation in history.
Nearly half of Millennials were raised by divorced parents, 33% lived with a single parent, and
nearly 75% had working mothers. Millennials have come of age during a time of rapid
technological and social shifts. The advent of smartphones and texting created whole new
paradigms of communication and interaction. More than 95% of Millennials have an account
on at least one social networking site. Characterized as impatient and with a high need for
immediate response, Millennials reflect the shift to real-time information and sharing.
Despite the shifts around them, Millennials exhibit confidence, connectedness, and value a
deep sense of being called to a cause greater than themselves. Today, only half of
Millennials have entered the workforce but they are being highly studied and are certain to
have a dramatic impact in how we define “work, play and pray.” As it relates to this
product, they are vain and fickle with brands. Loyalty is defined by a sense of, “What have
you done for me lately?” They fein differentiation, so any attempt to make them stand out
will be accepted with open arms.
1.
48. what’s the single most compelling idea?
Smelling manly is sexy.
what’s the brand’s personality?
fun - doesn’t attempt to be serious
cool - on trend and part of the “in” crowd
irreverent - non-traditional and liberal
sexy - attractive and desirable
spirited - has flare and moxie
what are the executional mandatories?
tv
social
digital
radio
ooh
2.
49. why are we advertising/what’s the background?
Ragu is losing market share due to an aging customer base. The original customers of the
brand are now older, and their kids have outgrown home cooked meal or moved out of the
house all together. The problem to solve is how to increase sales and change the image of
the brand in the eyes of a new consumer.
what’s the key insight?
Hindsight makes us forget how tough it is to be a kid. It’s tougher today than ever before.
the people we’re seeking to attract?
Mothers (25-35) - She is the designated chief operating officer of the home. Motherhood will
always distinguish most women from men and put them at the center of home and family
life. While that’s not necessarily a bad thing, many mothers, especially working mothers, are
time- crunched and stressed, putting in long hours at work and at home. To reach this
demographic, marketers need not just to communicate that the goods and services they
offer are practical and convenient; they also need to make real moms feel confident and in
charge.
She is looking for solutions that will help her manage the complexities of her life, lessen her
stress and workload, and give her more time to focus on what’s really important. She wants to
be a good mom and COO of the household but also have an identity outside that. And while
she may be embracing her perfectly imperfect self—as a mother and beyond—she wants
brands to catch up. In plainer terms, she wants products and services that provide value to
her and her family—and that give her permission to be imperfect and recognize her identity
outside of being a mom. Perhaps more importantly, they want to be real women, with
interests that include and extend beyond their roles as caretakers, providers and nurturers.
1.
50. what’s the single most compelling idea?
Childhood sucks. Reward your kids with Ragu.
what’s the brand’s personality?
Traditional – caters to everyday living
Safe – never a poor choice
Homely – part of families
Timeless – has been around and is here to stay
what are the executional mandatories?
tv
social
digital
radio
2.
52. why are we advertising/what’s the background?
Dodge is prepared to launch the new Charger. Because Chevy and Ford have both recently
released new model, Camaro and Mustang, respectively, increasing market penetration with
the new model will be difficult. Our problem to solve is how to make an impact in the market,
staying true to the brand but also differentiating ourselves from the competition.
what’s the key insight?
the people we’re seeking to attract?
1.
53. what’s the single most compelling idea?
what’s the brand’s personality?
what are the executional mandatories?
2.