The document summarizes lessons learned from trying to evolve an advertising agency. It discusses external perceptions that the agency lagged in areas like creativity and integration. Internally, there was a lack of clearly articulated identity and vision. Productivity metrics showed low success rates. Work processes were inefficient with too many teams on assignments. The agency's output and resources needed to shift from traditional to include more digital and integrated work, but the creative department was not yet structured to support this. Evolving the agency required changes to better manage perceptions, improve focus and efficiency, and adapt resources to match the changing output.
the Agile Virtual Enterprise - empty concept or future necessity?Marc Buyens
In this presentation we explore the difficult relationship between traditional organsational structures and innovation. The starting point for this quest is the concept of an agile virtual enterprise (AVE).
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
the Agile Virtual Enterprise - empty concept or future necessity?Marc Buyens
In this presentation we explore the difficult relationship between traditional organsational structures and innovation. The starting point for this quest is the concept of an agile virtual enterprise (AVE).
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
Game mechanics are not games. They are the rules and principles that guide a person through a series of activities while providing feedback as to progress and performance and delivering rewards for accomplishments.
Game mechanics are deeper than pins, badges or levels, they are mechanisms that harness the power of fundamental human needs.
If you understand fundamental human needs and how they apply to game mechanics you will be able to design software interactions that are compelling and engaging for the people who us the software. This presentation discusses the psychology of motivation and the basics of game mechanics.
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Presented at UXIstanbul 2016.
When designing new services / products / experience, designers often start with the user needs or technical feasibilities. When designers ask “why are we doing this”, we often shy away from the business reasons. If we try to design with a holistic view of everything, shouldn’t we understand the business needs as well?
Taking a step away from the traditional design thinking, this session will dive into business design and stretch our design thinking muscle to business thinking. Business design brings in the commercial prospect to form a more complete approach to solving complex problems.
In this session, we will look at examples of hands-on case study of how to integrate commercial thinking into design projects. How to balance the different requirements and needs from all angles? What are the different toolkits that can be used for designers to start thinking about business more? And maybe most importantly, how can designers stop being scared of numbers.
Innovation through Experience Design: Designers as InnovatorsJason Ulaszek
The pressure to create amazing, groundbreaking product and service experiences has intensified within just about every industry. Entire industries are now competing heavily on larger, connected ecosystems, not just individualized experiences. Competing organizations are increasingly enlisting designers to help bring clarity to decisions supporting the what, where, how and when of it all. In turn, the pressure point becomes the designer.
Designers possess the ability to influence the creation and design of new products and services. Sometimes they’re even given opportunity to influence business model transformation. But, what about innovation? Do designers possess the ability to disrupt the status quo and become the innovator? And, are they ready for it? I think so. And, after this session I think you’ll see why too.
Together, we’ll examine the role of an experience designer as an innovator and the skills designers command that can engineer new business opportunity and effect social change. We’ll share examples, models and skills that you’ll need in order to lead the charge.
Originally presented by Jason Ulaszek and Brian Winters at Webvisions Chicago on September 24, 2015.
B2B Buying Process, Selling Process and Internet MarketingSite-Seeker, Inc.
The B2B buying process and selling process don't match up as well as we'd like. Use Internet marketing - SEO, SEM, PPC, Social Media (LinkedIn, Twitter, Facebook, SlideShare, Google+...) - to fill the gaps.
Game mechanics are not games. They are the rules and principles that guide a person through a series of activities while providing feedback as to progress and performance and delivering rewards for accomplishments.
Game mechanics are deeper than pins, badges or levels, they are mechanisms that harness the power of fundamental human needs.
If you understand fundamental human needs and how they apply to game mechanics you will be able to design software interactions that are compelling and engaging for the people who us the software. This presentation discusses the psychology of motivation and the basics of game mechanics.
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Presented at UXIstanbul 2016.
When designing new services / products / experience, designers often start with the user needs or technical feasibilities. When designers ask “why are we doing this”, we often shy away from the business reasons. If we try to design with a holistic view of everything, shouldn’t we understand the business needs as well?
Taking a step away from the traditional design thinking, this session will dive into business design and stretch our design thinking muscle to business thinking. Business design brings in the commercial prospect to form a more complete approach to solving complex problems.
In this session, we will look at examples of hands-on case study of how to integrate commercial thinking into design projects. How to balance the different requirements and needs from all angles? What are the different toolkits that can be used for designers to start thinking about business more? And maybe most importantly, how can designers stop being scared of numbers.
Innovation through Experience Design: Designers as InnovatorsJason Ulaszek
The pressure to create amazing, groundbreaking product and service experiences has intensified within just about every industry. Entire industries are now competing heavily on larger, connected ecosystems, not just individualized experiences. Competing organizations are increasingly enlisting designers to help bring clarity to decisions supporting the what, where, how and when of it all. In turn, the pressure point becomes the designer.
Designers possess the ability to influence the creation and design of new products and services. Sometimes they’re even given opportunity to influence business model transformation. But, what about innovation? Do designers possess the ability to disrupt the status quo and become the innovator? And, are they ready for it? I think so. And, after this session I think you’ll see why too.
Together, we’ll examine the role of an experience designer as an innovator and the skills designers command that can engineer new business opportunity and effect social change. We’ll share examples, models and skills that you’ll need in order to lead the charge.
Originally presented by Jason Ulaszek and Brian Winters at Webvisions Chicago on September 24, 2015.
B2B Buying Process, Selling Process and Internet MarketingSite-Seeker, Inc.
The B2B buying process and selling process don't match up as well as we'd like. Use Internet marketing - SEO, SEM, PPC, Social Media (LinkedIn, Twitter, Facebook, SlideShare, Google+...) - to fill the gaps.
Business-to-business (B2B) selling is no longer about finding that one C-suite executive at the golf course. It's now about consensus sales. It takes average of 5.4 decision makers to approve a B2B purchase. 60% of the research is done before reaching out to sales. Half of B2B purchases involve millennials as decision-makers. How should marketing adapt to address the new dynamics of B2B purchases?
Music 2.0: The Future of Music. Gerd Leonhard at Telkom Indonesia Music Unlim...Gerd Leonhard
This is the PDF from my talk at Telkom Indonesia's Music Unlimited event in Jakarta, May 2, 2011. See for details and the event flyer: http://twitter.com/#!/gleonhard/statuses/63871852434563072 and http://gerd.fm/j8g0nh (Rolling Stone Indonesia)
Neel Banerjee of Urban Airship and Gene Ehrbar of ISITE Design discuss strategy and tips for making digital disruption a part of business large and small.
Project: Create a deck proposing a product & campaign to help Netflix better serve their increasingly social audience.
Summary slides are above; full details below.
Team:
- Norman Tran: Digital Strategy
- Gabriella Pizzitola: Account Management
- Laetitia de Camas: Account Management
Role:
- Work with 2 other TBWA\Chiat\Day interns with limited resources and 6 week timeframe to create a new product & campaign for Netflix
- Facilitate brainstorming sessions
- Project management
- Research
- Design deck template and product mockups
Skills Utilized: Visual Design | Personas | Competitive Analysis | Trend Analysis | Product Development | Campaign Development | Storytelling
TBWA\Chiat\Day: TBWA\Chiat\Day is part of TBWA Worldwide. TBWA is one of the top ten US-based agency networks made up of 250+ full service agencies around the world with expertise in all of the disciplines required for the positioning, launching and long-term management of brands. TBWA is a highly awarded agency and our clients include Nissan, Infiniti, Pepsi, Gatorade, Sara Lee, Energizer, Principal Financial Group, Crate & Barrel, and Southwest Airlines.
Nicolas Bordas - TBWA - HUBFORUM Paris 2013 HUB INSTITUTE
HUBFORUM PARIS 2013
Panel : Creativity is the future of innovation - Keynote
Intervenant : Nicolas Bordas - Vice-Président TBWA Europe & President BEING Worldwide - TBWA
http://www.hubforum.com/paris/2013/
www.hubinstitute.com
[HUBFORUM] TBWA - STAR KEYNOTE : DISRUPT OR BE DISRUPTEDHUB INSTITUTE
SESSION #1 | L’EXPÉRIENCE CLIENT : LE FUTUR DU MARKETING ?
Le mobile est devenu le 1er écran de nos vies. Tablettes, smart glass, smart watch,… le nombre de points de contacts, leurs formats, spécificités explosent. Ce qui fait la différence entre les entreprises leaders et les autres, repose désormais sur la qualité et la cohérence omnicanale de l’expérience client. Mix de design, d’ergonomie, d’utilité, d’interaction et de pertinence, la CX est l’élément clef de différenciation et de préférence face aux nombreuses offres de vos concurrents.
#parcoursclient #mobile #omnicanal #personnalisation #ergonomie #retail #engagement
MISSION IMPOSSIBLE? WHAT AGENCY HEADS WANT FROM PLANNERSAndreas Krasser
Creatives want planners to give them inspiring insights, single-minded propositions, and clear problem statements. Clients want frameworks, effectiveness, a bit of retro-engineering every now and then, and lately also crisis management advice. Planning heads want gut, empathy, curiosity, and interesting methods to unearth human truths. Suits usually want pretty PowerPoint decks. But what about agency heads? Do they even care?
This talk aims at giving a (slightly biased) perspective on agency leaders’ expectations for strategists. It will answer questions such as ‘what’s the value of strategy from an agency leadership perspective’ or ‘how do planners fit into the company’s overall growth agenda’. The topics covered also provide a blueprint for convincing agency leaders of strategy’s worth in case they’re too short-sighted to see it.
What Separates the Best From the Rest: What Makes Great Agencies GreatTim Williams
The truly great agencies share a set of principles and practices that distinguish them from the other 12,000 agencies in America and make them brands in demand.
Lean Planning for Nimble Agences - Mirren New Business Conference 2012The Difference Engine
This was the talk I presented at the Mirren New Business Conference on May 2, 2012 in New York. The audience was mainly small and mid-sized agencies - and we had an excellent, engaged audience. Thanks to all who made it (or watched over the streaming service)!
How To Sell Your UX Vision- UX Scotland 2015Jane Guthrie
So you have a killer idea and you are ready to sell through your UX vision. You've got various internal and external stakeholders that you need to get on board. They have varying levels of technical savvy and involvement.
In a world of cross-channel experiences, with an ever-growing number of touchpoints, communicating a vision can be a challenge. In this session, we'll cover the key ingredients you'll need to sell a UX vision. We'll examine ways to craft your UX deliverables so that they tell a story in a way that clearly communicates your vision.
In this presentation, you will learn:
- How to define a UX Vision in five steps
- Why it's crucial to consider and be savvy about politics as part of your process
- How to speak the language of your internal and external audiences
- How to make the best use of numbers and metrics to support your strategy
- The magic of structuring a persuasive presentation
- How and why to adjust the fidelity of your deliverables based on the needs and expectations of your audience
- Techniques and tools to make deliverables that are engaging and memorable
Social media branding for organizationsTodd Nilson
Building an effective social media presence does not start with creating a blog or Twitter profile. Businesses that are serious about and committed to a social media approach that serves the business need to create a roadmap that begins with an understanding of audience, goals, what will be said, and what will be measured... a Social Solution Suite.
SellXL™ – a practical, high-energy, one-day workshop that helps professional salespeople better establish, maintain and leverage relationships at the executive level.
This was the question the Holmes Report and creativity experts Now Go Create set out to answer through the first in-depth study of creativity within the public relations industry.
The report, sponsored by Ketchum, polled 650 people from more than 35 countries across the world, helping us uncover some fascinating findings about the state of creativity in PR.
Respondents came from agency and in-house, and from a range of industries and sectors, covering consumer, corporate, healthcare, technology, digital and public affairs practices. They answered a variety of questions during the two months the study ran during the summer of 2012, focusing on attitudes towards creativity; tools and skills; opportunities and challenges; and suggestions and advice.
Ben Wright of Atlas Advertising presents What Would Google Do if it Were in Charge of Economic Development? At the Arkansas Economic Developers Conference in Hot Springs, Arkansas
Co-Creation Forum presents: How Brands can Derive Insight from Co-CreationEphraim Cohen
Co-Creation is an increasingly interesting and talked about topic of conversation. Yet some are left to ponder its relevance and value to an organization. During this webinar, Jennifer Kitchen, Managing Director of Promise North America will challenge the audience to think about “Why aren’t organizations infusing co-creation into their brand development processes?” As fodder to the discussion, Jennifer will draw upon real-life stories from a range of co-creation believers and skeptics.
Similar to Derek robson how you can digitilize your agency (20)
Презентация исследовательской компании Salt (www.salt-research.com)
Содержание:
- Образование и карьера
- Семейные ценности
- Развлечения и поведение в digital
- Потребительское поведение
22 октября
Докладчик: Екатерина Курносова
Содержание:
- Аудитория российского интернета
- Потенциал роста интернета
- Проникновение, динамика, интенсивность использования устройств
- Онлайн-активность по устройствам
- Топ сайты (desktop и mobile трафик)
- Браузер vs. приложения
- Мобильная реклама
Справедливая доля digital в медиа-миксе. Основные работающие инструменты в di...Mitya Voskresensky
Презентация AdWatch Isobar
Выступление Марии Дмитриевой на круглом столе, организованном Российской Ассоциацией Фармацевтического Маркетинга, компанией Аарон Ллойд Медиа и коммуникационной группой Dentsu Aegis Network Russia
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. Who am I?
Goodby,
O&M Direct Ogilvy & Mather BBH Silverstein
& Partners
Account
Planner
+
Account Deputy
Manager Planning
Account Director Managing
+ +
Planner Partner
Account Business
Planner Director
+
Managing
Director
6. The agency dilemma
Q: “If you had to choose,
would you rather be
interesting or right?”
—Malcolm Gladwell, GQ Magazine
7. The agency dilemma
A:
“If I were President of the United States, I would
rather be right than interesting. If I were a CEO of
a company, I would rather be right than interesting.
But I am a journalist—what journalist would rather
be right than interesting?”
—Malcolm Gladwell, GQ Magazine
14. Auditing the agency
Consultants Press
EXTERNAL GSP
Industry Headhunters
INTERNAL GSP
15. External perceptions of the agency
(the industry)
We were number one:
“The shop that makes the best hires”
“The shop with the best reel”
“Best at Consumer Insight”
“Best at Strategic Planning”
Source: Adweek, Industry-on-Industry Survey, 2005
18. External perceptions of the agency
(the industry)
But we lagged behind in:
“Most creative”
“The shop with the best reputation”
Source: Adweek, Industry-on-Industry Survey, 2005
19. External perceptions of the agency
(the industry)
We didn’t even appear on the attributes
that defined the future:
“Best at Branded Entertainment”
“Best at Branded Integrated Solutions”
“Most Media Neutral”
Source: Adweek, Industry-on-Industry Survey, 2005
20. External perceptions of the agency
(the pitch consultants)
“I don’t associate GSP with integration.
”
—Russel Wohlwerth, Select Resources
“Is there an ability to tap into
interactive and the nontraditional?”
—Judy Neer, Pile & Co
21. External perceptions of the agency
(the headhunters)
“It feels very ad driven.
”
—Gary Stolkin, Stolkin + Partners
“I am not sure people know that
you’re fully engaged in interactive.
”
—Rachel Law, Kendall Tarrant
22. External perceptions lagged
behind agency reality
GSP Historical Head Count 11
5
4 15
2 9
4 5
2002 2003 2004 2005
Interactive Creative Interactive Production
We were the 2004 One Show Interactive Agency of the Year
Source: Goodby, Silverstein & Partners
24. External perceptions of the agency
(the advertising press)
“Personally, I feel under-informed
about the agency’s work. ”
—Ellie Parpis, Creative Editor, Adweek
“Crispin have got two people who just
work the phones. That’s all they do.
”
—Stuart Elliott, New York Times
27. Internal perceptions of the agency
“ We’ve got Crispin envy.
”
Source: Goodby, Silverstein & Partners Agency Interviews
28. Internal perceptions of the agency
“ ”
Our biggest single issue is lack of
a clearly articulated identity.
Source: Goodby, Silverstein & Partners Agency Interviews
29. The vision thing
The lack of vision led to questions
about the leadership of the agency
32. A quick formula for efficiency
Ideas Generated Ideas Generated % Hit Rate
& Produced & Not Produced
Creative/Client X X XX%
TV Print OOH Radio Web Other
33. A quick formula for efficiency
Ideas Generated Ideas Generated % Hit Rate
& Produced & Not Produced
Creative/Client X X XX%
TV Print OOH Radio Web Other
Who’s performing? Who’s not performing?
34. Agency productivity, 2005
Ideas Generated Ideas Generated % Hit Rate
& Produced & Not Produced
2005 804 1,413 37%
Low strike rate clients with correlated problem relationships
35. How we worked
“There are too many creative teams on
assignments. The result is no ownership.
Everyone thinks someone else
will crack it.
”
Source: Internal Agency Interviews
36. How we worked
“We’re a big agency with small agency
processes. We need to address
this because we’re starting to
kill people.
”
Source: Internal Agency Interviews
37. How we worked
“ We work dumb.
”
Source: Internal Agency Interviews
38. Managing our most expensive resource
We committed to full-time, high-level resource
management of the creative department.
40. Our workload
(percentage of GSP projects)
82%
May 2005
18%
Web/Interactive
Traditional Source: Goodby, Silverstein & Partners
41. Our output was evolving
(percentage of GSP projects)
82% 58%
42%
18%
May 2005 May 2006
Web/Interactive
Traditional Source: Goodby, Silverstein & Partners
42. So we needed to change
our creative resources
(percentage of head count)
37%
The Creative
Department
May 2006
49%
14%
Traditional
Traditional + Interactive
Interactive Source: Goodby, Silverstein & Partners
43. The shift in our output was dramatic
Web = 29%
Print = 23%
TV = 11%
58% Alt media = 11%
50%
42% 50%
OOH = 11%
P Of Purchase = 8%
Radio = 5%
Brochures = 2%
May 2005 October 2006
Web/Interactive
Traditional Source: Goodby, Silverstein & Partners
44. More flexibility in our
creative resources
was our goal
28%
The Creative
Department
October 2006
41%
31%
Traditional
Traditional + Interactive
Interactive Source: Goodby, Silverstein & Partners
46. We were recycling creative resources
TBWA Chiat Day Crispin Porter + Bogusky
Goodby,
Fallon Silverstein & Wieden + Kennedy
Partners
47. Different output = different resources
The Sci-Fi Channel
Sweden YouTube Star,
Music Video The Rappin’ Jelly Donut
Production
Punk Rock
Zine
Interactive Agencies
TBWA Chiat Day Crispin Porter + Bogusky
with Dangerous-sounding Names
Sketch Comedy Troupe
(“Killing My Lobster”) Goodby,
Fallon
Silverstein & Wieden + Kennedy
Partners
Best Buy
Film School
UCLA Media Lab
Design Firms
Planning at Hal Riney & Partners
Malcontents in London, São Paolo,
Stockholm and Berkeley
49. A simple approach to increasing
digital competence
Traditional Interactive
Art Director Art Director
From two distinct
creative “camps” +
Traditional
+
Interactive
Copywriter Copywriter
Source: Goodby, Silverstein & Partners
50. A simple approach to increasing
digital competence
Traditional Interactive
Art Director Art Director
From two distinct
creative “camps” +
Traditional
+
Interactive
Copywriter Copywriter
To a consciously mixed Traditional ADs and CWs
+
creative resource Interactive ADs and CWs
Source: Goodby, Silverstein & Partners
52. In the words of Jeff Goodby...
“It’s going to get worse,
before it gets better.”
—Jeff Goodby
53. In defense of failure
“Making mistakes is a great
American freedom. The goal shouldn’t
be to eliminate failure; it should be to
build a system resilient enough
to withstand it. ”
Source: Time Magazine, March 22nd 2010
54. Goodby was right—It got worse
before it got better
2005 2006 2007 2008
1. Crispin 1. Crispin (695) 1. TBWAChiat (565) 1. BBDO NY (845)
2. TBWAParis 2. TBWAParis 2. Crispin 2. TAG SF
3. GSP (300) 3. AMV BBDO 3. Saatchi + Saatchi, NY 3. McCann Erickson
4. W+K London 4. DDB London 4. R/GA 4. Fallon London
5. TBWAChiat 5. DDB Chicago 5. DDB London 5. Saatchi NY
6. Taxi 6. JWT London 6. DDB Chicago 6. TBWAChiatDay NY
7. DDB London 7. Dentsu Tokyo 7. BBDO NY 7. Crispin
8. Fallon/NY 8. Forsman +Borden 8. BBH NY 8. GSP (260)
9. Almap/BBDO 9. Taxi 9. Leo Burnett Chicago 9. Saatchi Singapore
10. W+K/Portland 10. GSP (155) 10. Fallon London 10. DDB London
11. DDB Brasil 11. Fallon London 11. Saatchi + Saatchi, Singapore 11. TBWA Paris
12. Dentsu/Tokyo 12. W+K London 12. W+K Portland 12. W+K London
13. Springer + Jacoby 13. Saatchi + Saatchi, NY 13. TBWAParis 13. Saatchi + Saatchi, NY
14. Arnold 14. Nordpol Hamburg 14. W+K Amsterdam 14. Nordpol Hamburg
15. The Jupiter Drawing Room 15. Leo Burnett London 15. Fallon Minneapolis 15. Leo Burnett London
16. 180 Amsterdam 16. Lowe Hunt Sydney 16. GSP (115) 16. Lowe Hunt Sydney
Source: Creativity Magazine, top 20 creative agencies at the awards shows
56. A more holistic approach to
developing strategy...
Account Media
Planning Planning
Consumer Brand Media Consumer
Insight Insight Insight Insight
Message Content Channels
How can the message and channel
work hardest for each other?
57. ...driven by a focus on ideas
Account Message Media
Channels
Content
Planning Planning
People engage with ideas, not channels.
Ideas drive channel behavior.
58. Change the way we create strategy
Do what Bernbach did by combining
Copywriters and Art Directors…
we could implement with Account Planning
and Media Planning
59. One department called “strategy”
Brand Media
Strategist Strategist
Focused on how the message and channel
can work hardest for each other
63. Speed of change
“Creative firms of all kinds
(including ours) know that
they must evolve at LEAST
as fast as the world is
changing around them. ”
—Tom Kelley,
General Manager, IDEO
65. Increasing industry convergence
Traditional
ad agencies with Integrated “Larger” digital Digital
“bolt on” digital ad agencies agencies production shops
(e.g., DDB, Euro) (e.g. GSP, CPB) (e.g. R/GA, (e.g. Big
Razorfish, Spaceship,
AKQA) Firstborn)
66. A looming turf war
Traditional
ad agencies with Integrated “Larger” digital Digital
“bolt on” digital ad agencies agencies production shops
(e.g., DDB, Euro) (e.g. GSP, CPB) (e.g. R/GA, (e.g. Big
Razorfish, Spaceship,
AKQA) Firstborn)
Implications for talent retention,
organic growth and new business
67. Creative output alone
will not be enough to succeed
Top four most important
elements for an ad agency
1. Understand my market
2. Creative
3. Understand company direction
4. Strategy and thinking
Source: Reardon Smith Whittaker survey of 184 key marketing decision makers, October 2008
Heidrick & Struggles survey of 111 senior marketing executives at firms with $1B+ in annual revenues, December 2008
68. Creative output alone
will not be enough to succeed
Top four most important Top four most important % Very
elements for an ad agency elements of digital Satisfied
1. Understand my market 1. ROI 18%
2. Creative 2. Analyses of Web behavior 13%
3. Understand company direction 3. Search 19%
4. Strategy and thinking 4. CRM 17%
Source: Reardon Smith Whittaker survey of 184 key marketing decision makers, October 2008
Heidrick & Struggles survey of 111 senior marketing executives at firms with $1B+ in annual revenues, December 2008
69. Creative output alone
will not be enough to succeed
Top four most important Top four most important % Very
elements for an ad agency elements of digital Satisfied
1. Understand my market 1. ROI 18%
2. Creative 2. Analyses of Web behavior 13%
3. Understand company direction 3. Search 19%
4. Strategy and thinking 4. CRM 17%
A need for fluency from “the work” to how the work works; the “what” to the “why”
Source: Reardon Smith Whittaker survey of 184 key marketing decision makers, October 2008
Heidrick & Struggles survey of 111 senior marketing executives at firms with $1B+ in annual revenues, December 2008
70. One final observation
The Agencies of the future
may not be the Agencies that
have dominated the past
74. Setting the right metrics for the agency
An Annual GSP Our performance
Client Relationship at the major
Survey Creative Award Shows
To be the best advertising Agency in the world, as judged
by our peers, based on the quality and effectiveness of our work
Our performance
An Annual Agency
at Effectiveness Awards
Staff Survey
(EFFIES)
76. The changes helped make us more productive
Ideas Generated Ideas Generated % Hit Rate
& Produced & Not Produced
2005 804 1,413 37%
2006 1272 1,214 51%
Source: Goodby, Silverstein & Partners
77. Historical Creative Performance
2005 2006 2007 2008 2009
1. Crispin 1. Crispin (695) 1. TBWAChiat (565) 1. BBDO NY (845) 1. GSP (680)
2. TBWAParis 2. TBWAParis 2. Crispin 2. TAG SF 2. Crispin
3. GSP (300) 3. AMV BBDO 3. Saatchi + Saatchi, NY 3. McCann Erickson 3. Saatchi + Saatchi NY
4. W+K London 4. DDB London 4. R/GA 4. Fallon London 4. W+K Portland
5. TBWAChiat 5. DDB Chicago 5. DDB London 5. Saatchi NY 5. Droga5
6. Taxi 6. JWT London 6. DDB Chicago 6. TBWAChiatDay NY 6. BBDO NY
7. DDB London 7. Dentsu Tokyo 7. BBDO NY 7. Crispin 7. Dentsu Tokyo
8. Fallon/NY 8. Forsman +Borden 8. BBH NY 8. GSP (260) 8. TBWA NY
9. Almap/BBDO 9. Taxi 9. Leo Burnett Chicago 9. Saatchi Singapore 9. CumminsNitro
10. W+K/Portland 10. GSP (155) 10. Fallon London 10. DDB London 10. Leo Burnett Lisbon
11. DDB Brasil 11. Fallon London 11. Saatchi + Saatchi, Singapore 11. TBWA Paris
12. Dentsu/Tokyo 12. W+K London 12. W+K Portland 12. W+K London
13. Springer + Jacoby 13. Saatchi + Saatchi, NY 13. TBWAParis 13. Saatchi + Saatchi, NY
14. Arnold 14. Nordpol Hamburg 14. W+K Amsterdam 14. Nordpol Hamburg
15. The Jupiter Drawing Room 15. Leo Burnett London 15. Fallon Minneapolis 15. Leo Burnett London
16. 180 Amsterdam 16. Lowe Hunt Sydney 16. GSP (115) 16. Lowe Hunt Sydney
Source: Creativity Magazine, top 20 creative agencies at the awards shows
78. AGENCY WINNERS 2009
1. Goodby, Silverstein & Partners (680)
2. Crispin Porter + Bogusky (365)
2009 3. Saatchi & Saatchi NY (345)
4. Wieden + Kennedy Portland (320)
CREATIVE 5. Droga5 (295)
AWARDS
6. BBDO NY (205)
7. Dentsu Tokyo (200)
8. TBWA Chiat Day NY (200)
9. CumminsNitro Brisbane (200)
10. Leo Burnett Lisbon (200)
Source: Creativity Magazine, September 28, 2009
79. AGENCY NETWORK WINNERS 2009
1. BBDO (1375)
2. DDB (985)
2009 3. Leo Burnett (965)
4. Saatchi & Saatchi (885)
CREATIVE 5. TBWA (765)
AWARDS
6. Ogilvy (700)
7. JWT (615)
8. Wieden + Kennedy (470)
Goodby would have placed seventh in this 9. Y&R (420)
ranking, even though it’s a one-office agency
10. Crispin Porter & Bogusky (400)
Source: Creativity Magazine, September 28, 2009
80. We were named the most
awarded agency in the world
“The most awarded Agency of 2009 is GSP, a shop that simultaneously was named
Cannes’ Digital Agency of the Year and, according to our count, had the most awarded TV spot
this season with ‘Rabbit’ for Comcast.
“What’s more, the San Francisco–based Omnicom agency didn’t earn this distinction for
hitting one home run that won everything—last year’s top winners could chalk up success to
standout campaigns like HBO’s ‘Voyeur’ and ‘Halo 3.’ A broad range of award-winning work and
strength across media proved fruitful for Goodby, which won for work like the YouTube-quaking
‘Wario Land Shake It!’ for Nintendo, the split-screen ‘There Can Only Be One’ spots for the NBA
that inspired spoofs on the cover of Time Magazine and on SNL, the ‘Save the Honey Bees’
campaign for Häagen-Dazs and the virtual haunted ‘Hotel 626’ for Doritos. Goodby also won
for the first augmented-reality campaign for a major advertiser, the GE Plug into the Smart Grid
Web site, as well as the data-crunching Sprint Now widget.”
Source: Creativity Magazine, September 28, 2009
81. 2009 saw a real cementing
of our digital interactive credentials
We were the Cannes Digital Agency of the Year
(with work for seven different clients)
We were the One Show Interactive Agency of the Year
(with work for six different clients)
82. And 2009 wasn’t just about creative awards.
Media got in on the act too...
We were the #2 office in the world at the
Festival of Media Awards in Venice
We won six (out of a possible 16) awards at the
Creative Media Awards in NY for four different clients,
including the Grand Prix