a new way of making<br />September 19, 2011<br />
“Nobody reads ads. People read what’s interesting and some of it happens to be advertising.”		    -- Howard Luck Gossage<b...
People do what’s interesting. If we’re lucky, some of it happens to be advertising.<br />
Two “moments.”<br /> <br /> <br />There’s always been and always will be the first moment of transformation (aka cracking ...
Our deliverable.<br /> <br /> <br />New global frame of reference.<br />Global Creative Brief Template<br />- Cracking the...
A good brief must...<br /> <br /> <br />Solve the problem behind the problem<br />Reframe the category in a novel way<br /...
Cracking the idea.<br />(aka the first moment of transformation)<br /> <br /> <br />
Why are we doing this?<br />Client’s take on the situation in a nutshell.<br />Brand Truth<br />There’s a lot to love abou...
Outcome – Better Faster.<br /> <br /> <br />OUR DELIBERATE APPROACH<br />More iteration in development, less of those endl...
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Howtomake

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A short summary of how I like to go about making great communications ideas

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Howtomake

  1. 1. a new way of making<br />September 19, 2011<br />
  2. 2. “Nobody reads ads. People read what’s interesting and some of it happens to be advertising.” -- Howard Luck Gossage<br />
  3. 3. People do what’s interesting. If we’re lucky, some of it happens to be advertising.<br />
  4. 4. Two “moments.”<br /> <br /> <br />There’s always been and always will be the first moment of transformation (aka cracking the idea).<br />But equally important is the second moment of development.<br /><ul><li>What does the idea do + What could people do?</li></li></ul><li>People over process.<br /> <br /> <br />
  5. 5. Our deliverable.<br /> <br /> <br />New global frame of reference.<br />Global Creative Brief Template<br />- Cracking the idea<br />Guide to Creative Orchestration<br /><ul><li>What does the idea do + What could people do?</li></li></ul><li>A new frame of reference<br /> <br />Do<br />Lateral logic<br />Insights<br />Open source<br />Creative orchestration<br />Say<br />Linear logic<br />The insight<br />Set template<br />Creative “check-ins”<br />
  6. 6. A good brief must...<br /> <br /> <br />Solve the problem behind the problem<br />Reframe the category in a novel way<br />Characterize the consumer through community, culture and context<br />Deliver insights that are transformational truths – not merely observations<br />Outline a brand purpose that has action at its core<br />
  7. 7. Cracking the idea.<br />(aka the first moment of transformation)<br /> <br /> <br />
  8. 8. Why are we doing this?<br />Client’s take on the situation in a nutshell.<br />Brand Truth<br />There’s a lot to love about Brand X. What have we<br /> left on the table?<br />Category Context<br />What is the problem behind the problem?<br />Brand Purpose<br />(a POV on the category and life)<br />Cultural Context<br />What do we need to know about people in culture and community?<br />Reframe Beyond Reason <br />How do we change the frame of reference around our brand?<br />
  9. 9. Outcome – Better Faster.<br /> <br /> <br />OUR DELIBERATE APPROACH<br />More iteration in development, less of those endless rounds post client presentation.<br />Defined purpose acts as magnetic north for future activity – evolution not constant reinvention<br />Creative executions focused on defined narrative/roles - no more ‘blowing it out’<br />Participation delivered quickly by having an idea that meets people halfway<br />Quality of briefs improved through global planning resource<br />

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