Intro and History of Account Planning
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A brief introduction of the history of account planning and what account planners do.
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Intro and History of Account Planning
- 1. A Brief History of Account Planning: How we came to include the customer in the marketing and advertising process
- 4. "The account planner is that member of the agency's team who is the expert, through background, training, experience, and attitudes, at working with information and getting it used - not just marketing research, but all the information available to help solve a client's advertising problems.” — Stanley Pollitt ”…we will never use research to the full unless we start from a carefully worked out theory of what the brand is, why it is successful or not, and what advertising can contribute.” — Stephen King
- 5. • Get people to join the conversation • Guide creative development • Tool for new business • Represent the consumer • Get people excited about thinking in a new way • Ensure effectiveness • It’s where you start Planners keep their fingers on the pulse of culture.
- 6. A consumer is more than just a number Account Planning adds consumer response, rather than simply using consumer generated data, to the client and creative viewpoints.
- 7. The Account Planner: The Voice of the Consumer
- 10. Planner as Explorer Keep the Change Campaign How do we regain trust when we are a meme for bad?
- 15. What makes a good planner? • Curiosity and common sense intuition about people, brands and advertising • Combination of logic/analytical skills and lateral thinking • Accepts nothing at face value • Ability to dive deep into an issue but not lose site of the bigger picture • Open minded and optimistic • Pragmatic approach to problem solving • Empathy
- 16. “At the heart of an effective creative philosophy is the belief that nothing is so powerful as an insight into human nature, what compulsions drive a man, what instincts dominate his actions, even though his language so often camouflages what really motivates him. For if you know these things about a man you can touch him at the core of his being.” —Bill Bernbach (1911-1982, Founder, DDB)
Editor's Notes
- In the 1950s, ad agencies were all about marketing research. Agencies had large research staffs or child companies that conducted their research, and they were the go to folks for consumer information and attudinal trends. Leo Burnett (the US branch) had a research department that rivaled the top 20 research companies of the era. When an agency invested in primary research, it allowed them to be competitive in a different way, they could act as a consultant to their clients in a new and innovative way, providing them with data they would otherwise have to source for themselves. The 60’s was a time of change. Industry-wide, companies started to move away from the operations-based systems where folks had limited marketing knowledge, to a broader, brand-management system, a little closer to what we know today. They started to bring research in house, and started to use their agencies for execution only. Uh oh. The agency becomes cumbersome and expensive.
- So these guys in the UK, Stephen King (not the author) from J Walter Thompson, and Stanley Pollitt, from Boase Massimi Pollitt, helped to keep their agencies relevant by starting a new trend called account planning. Pollitt started it from a research perspective, developing an enhanced research role, using it as the “account man’s conscience” to direct creative strategy and help determine how a campaign was measured. Mr. King envisioned the role more broadly, more like we see it used today, where the planner is a full on strategist working with the account manager and creative department on creative strategy as well as brand positioning, media strategy and target segmentation.
- How do you do this? Read. Observe. Experience. Write. All the time. Even on weekends.
- If the planner has anything to add it is the ability to be empathetic, to look inside themselves and be in touch with people to understand what they are like and how they tick.
- Not something that is that easy to define but overall the benefits are clear. Account planners involve consumers to achieve insights we wouldn’t otherwise get. “Account planning adds context, perspective, guidance and opinion to advertising development. Consequently the chances of getting the advertising right first time are increased. If the goal is to produce better, more effective advertising, then the combination of imaginative planning and creative excellence is the means of achieving this. The planner ensures that the advertising works in a relevant and distinctive way”.
- An insight – that “aha moment” is a new take on the brand/audience/market that ultimately leads us in a new and interesting direction and directly informs the strategy Insight can lead to more effective communications by helping to build a relationship between your consumers and your brand talk ‘with’ them not ‘to’ them know what message will be interesting, funny, relevant, useful to them know when is the best time to have the conversation “Seeing within” the consumer - obtaining new and deeper levels of understanding -- seeing the consumer as a complete person, not simply as a user of a particular product or brand Discovering things that are not obvious, something enlightening which adds richness to our overall understanding Seeing what we know from a new and different perspective Making links between apparently disconnected ideas
- To better understand the desired market—boomer-age women with kids—IDEO traveled with members of Bank of America’s innovation team across the United States, conducting observations in Atlanta, Baltimore, and San Francisco. They discovered that many people in both the target audience and the general public would often round up their financial transactions for speed and convenience. Keep the Change launched in October 2005. In less than one year, it attracted 2.5 million customers, translating into more than 700,000 new checking accounts and one million new savings accounts for Bank of America. Read more at https://www.ideo.com/work/keep-the-change-account-service-for-bofa#UckFRZLujHuuKrHm.99
- Planning played a key role in the development of the campaign and uncovered a basic truth about milk: the only time consumers think about milk is when they are out of it. This insight led to the "deprivation" strategy used in the campaign in which complementary food items were presented without milk in order to stimulate a desire for the product. All executions started with one food item-for example, a cookie-for which milk is the perfect complement. The twist in the ads was that there was no milk available to accompany the food, so both the food and the moment were ruined.
- The late-night crowd has been beloved by Jack in the Box. We have decided to double down on this and really go right after this late-night segment. In addition to the late-night meals, the company is jacking up the music and adding mood lighting for the after-party audience.
- Wieden Kennedy conducted market research on bathroom products and found that it’s best to target women when selling men’s products (women tend to make the purchasing choices for bathroom supplies), Old Spice created “The Man Your Man Could Smell Like.” Previously, men’s products had been marketed directly toward men, most notably with Axe body sprays and washes, whose commercials showed attractive women running after the men who wore them. However, this approach turned women off to purchasing Axe products while making men feel pandered to by commercials that equated their sexuality with body sprays.
- American Express launched Small Business Saturday on November 27, 2010. The idea was simple: Encourage U.S. consumers to use the Saturday between Black Friday and Cyber Monday to shop at their local mom-and-pop businesses. The goal here is to have the idea gain traction and have business owners take control of the program as well. They did.
- Good common sense! Curiosity about what makes people act and think the way they do Understands that what people say is not necessarily what they believe or do Detailed enough to examine a problem from different perspectives without losing sight of the big picture Logic and analytical as well as lateral thinking Open minded Pragmatic approach to problem solving Realize that strategy is only a means to an end Can read between the lines data is not gospel - accepts nothing at face value, and challenges assumptions until the whole picture (sales, quantitative, qualitative, competitive info, etc) makes sense. ability to clearly identify problems (getting to the nub of it) Intuitive about people, brands and advertising Able to portray a target consumer without immediately stating demographics Practical and down to earth whilst being able to think in depth when needed Planning is state of mind and a way of thinking about the world that looks beyond the obvious answers to the brief – not necessarily about a person.