Design Thinking for Media Agencies
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Presentation on how media agencies can use Design Thinking to better serve their customers.
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Design Thinking for Media Agencies
- 1. Rethinking Media, By Design Kendra Hatcher King – Initiative EVP, Worldwide Director of Insight & Innovation Ariel Churi – Sparkle Labs, Founder Adjunct Professor, Parson’s The New School for Design
- 2. In the beginning No focus Media as GRPs on order creativit takers y CPMs Half
- 3. The evolution Communica tion Greater planning Performa focus on nce creativity analytics Media as Innovatio strategic n partner
- 4. Our age of enlightenment Insight & Strategy Analytics Creativit y New World of Media
- 5. New times, new tools Reframin Design Thinking Prototyp ing Feedback
- 6. What is Design Thinking?
- 14. Inspiration Implementati Ideation on
- 15. Inspiration Feedback Reframing Implementati Ideation on Prototyping
- 16. Reframing: seeing what’s Historical perspectiv e Definition Design example
- 17. Apple: the master reframer Graphical User Source: The Innovation Secrets of Steve Jobs Interface
- 18. 1984 2001 2007 2010
- 20. Media reframe: Daimler Client request Monthly report of category, competitive and brand-specific sales data = Dashboard
- 21. Media reframe: Daimler Client request Our response A focused POV on Monthly report of category, what drives sales competitive and brand-specific sales data = Multiple = Dashboard Regression Model
- 22. Media reframe: Daimler Client request Our response Result A focused POV on Refocused Monthly report of category, what drives sales communication competitive and brand-specific plan sales data = Multiple = Prioritized = Dashboard Regression Model touch points & Relevant KPIs
- 23. Prototyping: iterating ideas Fast and dirty Scenarios and storytelling Again and again
- 24. “Fast and dirty” innovation 3 levels of participatio n Dev: open to the developer community (1%) Beta: reasonable stability (10%) Stable: “just want it to work” (89%) Source: Business Week, January 2010
- 25. Google: iterative innovation All news on one screen Statistical Lots of mock- analysis ups of new selected a version winner Simplified User interface navigation and testing: poor moved it navigation 3rd iteration: on 2nd iteration did public site, but not make it to not used user testing
- 26. Feedback: listen and adapt Test and learn Reframe Fail often..and early
- 27. Wal-Mart: retail + social +
- 28. “Change in all things is sweet” Aristotle
- 29. Our new world is visual Pen & Pencil Prototyping Mind mapping
- 30. We are all connected Media Agencies Clients
- 31. We are all connected Media Agencies Clients Marketing knowledge Data, data, data
- 32. We are all connected Media Agencies Clients Marketing knowledge Data, data, data Distinct POV Access to decision makers
- 33. We are all connected Media Agencies Clients Marketing knowledge Data, data, data Distinct POV Access to decision makers Creation An open mind True collaboration
- 34. We can rethink media by Consultants, Creators, Role Planners & Buyers Analysts & Inventors Perspective Creative Outsider Creative Insider Value Reach & Frequency Business Outcomes
- 35. Thank You. Kendra Hatcher King – Initiative EVP, Worldwide Director of Insight & Innovation Ariel Churi – Sparkle Labs, Founder Adjunct Professor, Parson’s The New School for Design
Editor's Notes
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- \nDriven by their penchant for media math, media agencies were once quite comfortable being left to speak their own language of half-lives, gross rating points and cost per thousands. Only occasionally did they dare to visit the world of exploration and imagination governed by the advertising agency brethren. \n
- However, with the elevated role of media and technology in the lives of consumers, media agencies have evolved to meet the needs of marketers by strengthening their strategic capabilities, progressing beyond traditional media planning to offer communications planning, and offering strong performance analytics capabilities. And as part of this evolution, some media agencies have elevated the role of creativity and innovation in their processes, products and talent recruitment. \n
- Call to Adventure: Rethinking Media, By Design (Kendra)\n The evolution of a media agency: whole-brained (art/science): NEED IMAGE\n \n Progressive media agencies want to be “whole-brained,” embracing both the art and science of marketing. They believe this approach will increase their value with marketers and secure their position as business consultants and creative problem solvers, both of which are directly tied to the bottom line. This transforms media from a marketing expense to a marketing asset that can be directly linked to sales. Although “art and science” is not a new concept, it can be argued that no agency has successfully balanced the two on a large scale. Since media agencies have already been entrusted by their clients to manage and analyze large amounts of data, coupled with their focus on creative talent recruitment, they are in a good position to execute. \n
- Call to Adventure: Rethinking Media, By Design (Kendra)\n The evolution of a media agency: whole-brained (art/science): NEED IMAGE\n \n Progressive media agencies want to be “whole-brained,” embracing both the art and science of marketing. They believe this approach will increase their value with marketers and secure their position as business consultants and creative problem solvers, both of which are directly tied to the bottom line. This transforms media from a marketing expense to a marketing asset that can be directly linked to sales. Although “art and science” is not a new concept, it can be argued that no agency has successfully balanced the two on a large scale. Since media agencies have already been entrusted by their clients to manage and analyze large amounts of data, coupled with their focus on creative talent recruitment, they are in a good position to execute. \n
- Call to Adventure: Rethinking Media, By Design (Kendra)\n The evolution of a media agency: whole-brained (art/science): NEED IMAGE\n \n Progressive media agencies want to be “whole-brained,” embracing both the art and science of marketing. They believe this approach will increase their value with marketers and secure their position as business consultants and creative problem solvers, both of which are directly tied to the bottom line. This transforms media from a marketing expense to a marketing asset that can be directly linked to sales. Although “art and science” is not a new concept, it can be argued that no agency has successfully balanced the two on a large scale. Since media agencies have already been entrusted by their clients to manage and analyze large amounts of data, coupled with their focus on creative talent recruitment, they are in a good position to execute. \n
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- Reframing: See what’s possible; find different ways of looking at the client’s problem (Ariel)\n Definition of reframing\n Historical perspective\n Design example\n
- It was called a “graphical user interface.” In that moment, Jobs knew that this technology would allow him to fulfill his vision of putting a computer in the hands of everyday people. Jobs later said that Xerox could have “dominated” the computer industry but instead its ‘vision’ was limited to building another copier. Two people can see the same thing but perceive it differently based on their vision. \n
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- Daimler Colombia wanted a monthly report of category, competitive and brand-specific sales data. Instead of simply forwarding a dashboard report of neatly organized data, we dug deeper for a more focused perspective on what activities have the greatest impact on sales. We searched through an enormous amount of data sources to find relevant data needed to run a multiple regression model designed to uncover how magazines, press, regional TV and out-of-home contributed to total Mercedes-Benz sales. By taking a step beyond our client’s initial request, we successfully reframed the task and identified a specific combination of media touch points needed to drive sales, allowing us to refocus our communication planning against the most relevant KPIs. \n
- Daimler Colombia wanted a monthly report of category, competitive and brand-specific sales data. Instead of simply forwarding a dashboard report of neatly organized data, we dug deeper for a more focused perspective on what activities have the greatest impact on sales. We searched through an enormous amount of data sources to find relevant data needed to run a multiple regression model designed to uncover how magazines, press, regional TV and out-of-home contributed to total Mercedes-Benz sales. By taking a step beyond our client’s initial request, we successfully reframed the task and identified a specific combination of media touch points needed to drive sales, allowing us to refocus our communication planning against the most relevant KPIs. \n
- Daimler Colombia wanted a monthly report of category, competitive and brand-specific sales data. Instead of simply forwarding a dashboard report of neatly organized data, we dug deeper for a more focused perspective on what activities have the greatest impact on sales. We searched through an enormous amount of data sources to find relevant data needed to run a multiple regression model designed to uncover how magazines, press, regional TV and out-of-home contributed to total Mercedes-Benz sales. By taking a step beyond our client’s initial request, we successfully reframed the task and identified a specific combination of media touch points needed to drive sales, allowing us to refocus our communication planning against the most relevant KPIs. \n
- Flexibility: Experimenting and accepting failures (Airiel)\n Definition of flexibility, iteration\n Historical perspective\n Design example\n
- ; manages a user’s expectations and experiences in a lowkey manner\nTakes off the pressure of deliver “something-anything\n Dev: open to the develo\n How to: “real time” teamwork with all media disciplines: analytics, strategy, research, planning and investment (breakdown the silos)\n Examples: Facebook\n \nIteration •\nGoogle News was result of watching engineering email (one employee wrote\nthe demo after being frustrated trying to read news after Sept 11 event. •\nStarted as a demo created by one engineer on a weekend •\nGooglers started to use it to read their news •\nThen assigned 3 people (one was UI designer) and one PM to work on it •\nIteration example\no Original: all news on one screen o Pre-release:\n! break into sections with a ìgoogleî look and feel\n! lots of mock-ups of the layout o User interface testing (user studies); Asked ìGo to Entertainment\nPageî but users couldnít find their way around ñ poor navigation o Next iteration: Didnít make it to user studies because Googlers hated it o Next iteration: Finally got to put something on the public site, but\nfound users not using the navigation bar at all o Next iteration: simplified navigation and moved it\n•They use ìtest marketingî techniques where they try two styles when they canít decide which is best. Statistical analysis shows which is used more.\n\nUser-centered Design Original minimalist design because founder didnít really know HTML and did the simplest design. However, one founder also has Masters degree in human-computer studies.\n•User studies (1x per week) •Focus on quality and ask: What does user really care about? • Experimentation\no Try out on public site and see if users respond well\no Do statistical analysis on results of use • Iteration\no Make product better over time from feedback •Expedient Solutions\no Better to get it out ñ ìa good (rather than best) solution sooni\n
- How to: “real time” teamwork with all media disciplines: analytics, strategy, research, planning and investment (breakdown the silos)\n Examples: Facebook\n \nMake product better over time from feedback\n\nIteration •\nGoogle News was result of watching engineering email (one employee wrote\nthe demo after being frustrated trying to read news after Sept 11 event. •\nStarted as a demo created by one engineer on a weekend •\nGooglers started to use it to read their news •\nThen assigned 3 people (one was UI designer) and one PM to work on it •\nIteration example\no Original: all news on one screen o Pre-release:\n! break into sections with a ìgoogleî look and feel\n! lots of mock-ups of the layout o User interface testing (user studies); Asked ìGo to Entertainment\nPageî but users couldnít find their way around ñ poor navigation o Next iteration: Didnít make it to user studies because Googlers hated it o Next iteration: Finally got to put something on the public site, but\nfound users not using the navigation bar at all o Next iteration: simplified navigation and moved it\n•They use ìtest marketingî techniques where they try two styles when they canít decide which is best. Statistical analysis shows which is used more.\n\nUser-centered Design Original minimalist design because founder didnít really know HTML and did the simplest design. However, one founder also has Masters degree in human-computer studies.\n•User studies (1x per week) •Focus on quality and ask: What does user really care about? • Experimentation\no Try out on public site and see if users respond well\no Do statistical analysis on results of use • Iteration\no Make product better over time from feedback •Expedient Solutions\no Better to get it out ñ ìa good (rather than best) solution sooni\n
- Feedback: Listening to multiples voices and adapting\n Definition of listening, prototyping, collaboration \n Listening and trying out ideas\n Historical perspective\n Design example\n Agile development?\n Collaboration software?\n
- How to: embrace new practices, learn new techniques, make time & give more effort, shadowing\n Examples: Wal-mart, Google: Wal-Mart labs video\n
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- New Behaviors\n Media agencies\n New tools: (visualization), pencil & paper, mind-mapping, prototyping\n New roles/training: relationship managers, creative resources, t-shaped designers\n Clients\n Access to data and decision-makers\n Moving beyond the media status quo: openness to new approaches and POV’s\n Ad agencies\n Collaboration/Listening\n Time for sharing & building\n
- Formally re-define all roles and responsibilities. Both planners and buyers will maintain ownership of efficiently delivering relevant brand messages to consumers, but will need to expand their skill set to become what is referred to as a “T-shaped designer (deep experience and knowledge in one’s area of expertise, with broad exposure to disciplines need to creatively solve problems). \n\nMedia planners will need to develop a broader understanding of general marketing and branding principles. They may need to spend time working on-site with the creative teams at an advertising, design or digital agency to see how ideas are birthed and cultivated. On the other hand, the buyers will need to be trained on data analysis, consumer insight and strategy development. \n\nDesign thinking is a realistic goal for media agencies, but it will have a profound impact on what they will get paid to produce. By embracing design thinking, media professionals will go well beyond delivering syndicated data runs, media plans and flowchart. Media agency sightings in client brand planning meeting presenting in-depth knowledge of the consumer’s path to purchase or perspective on the most relevant KPI’s will become commonplace. With this evolution, clients will become more accustomed to new voices leading their integrated marketing briefings, proposing innovative consumer research and allocating budgets across paid, owned and earned touchpoints. \n\n \n
- Formally re-define all roles and responsibilities. Both planners and buyers will maintain ownership of efficiently delivering relevant brand messages to consumers, but will need to expand their skill set to become what is referred to as a “T-shaped designer (deep experience and knowledge in one’s area of expertise, with broad exposure to disciplines need to creatively solve problems). \n\nMedia planners will need to develop a broader understanding of general marketing and branding principles. They may need to spend time working on-site with the creative teams at an advertising, design or digital agency to see how ideas are birthed and cultivated. On the other hand, the buyers will need to be trained on data analysis, consumer insight and strategy development. \n\nDesign thinking is a realistic goal for media agencies, but it will have a profound impact on what they will get paid to produce. By embracing design thinking, media professionals will go well beyond delivering syndicated data runs, media plans and flowchart. Media agency sightings in client brand planning meeting presenting in-depth knowledge of the consumer’s path to purchase or perspective on the most relevant KPI’s will become commonplace. With this evolution, clients will become more accustomed to new voices leading their integrated marketing briefings, proposing innovative consumer research and allocating budgets across paid, owned and earned touchpoints. \n\n \n
- Formally re-define all roles and responsibilities. Both planners and buyers will maintain ownership of efficiently delivering relevant brand messages to consumers, but will need to expand their skill set to become what is referred to as a “T-shaped designer (deep experience and knowledge in one’s area of expertise, with broad exposure to disciplines need to creatively solve problems). \n\nMedia planners will need to develop a broader understanding of general marketing and branding principles. They may need to spend time working on-site with the creative teams at an advertising, design or digital agency to see how ideas are birthed and cultivated. On the other hand, the buyers will need to be trained on data analysis, consumer insight and strategy development. \n\nDesign thinking is a realistic goal for media agencies, but it will have a profound impact on what they will get paid to produce. By embracing design thinking, media professionals will go well beyond delivering syndicated data runs, media plans and flowchart. Media agency sightings in client brand planning meeting presenting in-depth knowledge of the consumer’s path to purchase or perspective on the most relevant KPI’s will become commonplace. With this evolution, clients will become more accustomed to new voices leading their integrated marketing briefings, proposing innovative consumer research and allocating budgets across paid, owned and earned touchpoints. \n\n \n
- Move Media from an expense to an $ generator\n New metrics: Media metrics to media creativity that creates business opportunities\n Strategic partner: clear POV that informs, teaches & inspires; consultants, creators, analysts and investors than media planners and buyers\n
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