The document discusses the need for changes in the planning process for advertising. It outlines 3 main problems: 1) advertising is operating in the wrong business model and not considering culture, 2) there is a disconnect between commercial and social aspects of branding, 3) common advertising objectives like awareness are no longer effective. The document argues for a new approach where planning has a point of view on the world rather than just the category, understands social interests, and creates additive interactions rather than interruptive ads. The goal is to plan for a different outcome through new ideas that solve business problems in a culturally positive way.

1. Planning Needs Some Planning. Gareth Kay Head of Planning, Modernista! Conferência de Planejamento do GP 2008

3. My contention: Advertising, primarily due to the failure of planning, is complacently coasting into irrelevance. We need to fix it. Quickly.

5. Controlled friction. Creative Account person Planner

6. Controlled friction. Make the advertising good Make the advertising happen Make the advertising work

7. More often than not, it isn’t. “ In most categories a brand’s market share is stationary” 4 out of 5 categories seen as increasingly homogeneous Less than 1 in 10 ads seen as different 4% response rate successful in DM; 0.5% average click-thru rate for banners 3x $ spent on price cutting as on ‘brand building’ in packaged goods Sources: Andrew Ehrenberg; Copernicus Consulting; McKinsey

8. “ I’m just surprised no-one’s thought of a better idea yet.” Stephen King on Planning at Planning’s 30 th Birthday, 1998

9. It’s time to be radical.

10. 3 big problems.

11. 1. We’re operating in the wrong business.

12. Consumer. Brand. Business.

13. Culture.

16. The most interesting people and things are multi-faceted, full of depth and nuance.

18. 2. Lost in translation.

20. A brand is a business’ social manifestation. We live in two worlds, one of ‘social exchanges’ and one of ‘market exchanges’ Historically, we’ve focused on translating commercial grammar into social grammar (rather awkward, like offering your friend’s mum $10 for cooking you dinner) We need to translate the other way and bring social grammar into the commercial world.

23. 3. The pursuit of the wrong objectives.

24. The usual objectives are wrong. Awareness doesn’t really matter in a world of overchoice Attributes and attitudes, adjusted for brand size, don’t change Image doesn’t shift until after behavior Source: Andrew Ehrenberg

25. It’s energy that matters. The active or moving force of a brand A leading indicator of usage and preference Justifies a higher price Adds an incremental 64% to brand value than sales growth alone Source: Y&R Brand Asset Valuator

26. Source: “The Brand Bubble”, John Gerzema

27. Energy drives conversations. A fourfold increase in conversation drives double the revenue. Source: London School of Economics 2007.

28. This means planning for a different outcome. Have a point of view on the world, not a position in the category.

29. Have a social mission, not just a commercial proposition.

30. “ Like any company we require a profit to stay in business. But it is not the reason we are in business. The thing that has not changed from day one is the desire to make people think about the world we live in. This is, and always will be, why we are in business.”

34. Photo: Andrew Hovells (aka Northern Planner)

35. Photo: Andrew Hovells (aka Northern Planner)

36. It’s not about social media. It’s about social ideas and unsocial ideas.

37. Have a point of view on the world, not a position in the category. Understand what people are interested in and work back from there. This means planning for a different outcome.

38. “ Nobody reads advertising. People read what they want to read and sometimes it's an ad .” Howard Gossage “ Often our biggest mistake as managers is believing that, in general, customers care a lot about your brand. They do not.” Patrick Barwise

41. Have a point of view on the world, not a position in the category. Understand what people are interested in and work back from there. Be additive not interruptive. This means planning for a different outcome.

43. Have a point of view on the world, not a position in the category. Understand what people are interested in and work back from there. Be additive not interruptive. Interaction, not integration, is what matters. This means planning for a different outcome.

46. Stop making a thing, start creating a puzzle

49. Have a point of view on the world, not a position in the category. Understand what people are interested in and work back from there. Be additive not interruptive. Interaction, not integration, is what matters. Do stuff. This means planning for a different outcome.

54. Have a point of view on the world, not a position in the category. Understand what people are interested in and work back from there. Be additive not interruptive. Interaction, not integration, is what matters. Do stuff. Lots of it. This means planning for a different outcome.

55. Coherency not consistency. Provide an uplifting experience that enriches people’s lives Source: John Grant, ‘The Brand Innovation Manifesto’ language, eg ‘skinny’ specials eg frappucino habits formation range and options ordering system starbucks company barista culture ‘ my sister’ book africa 05 social responsibility used grounds for gardeners fair trade coffee cause publicity in store sofas and ambience hearmusic Xm burn your own cd music cd in store performance and art book reading starbucks salon akelah and the bee

56. It’s about understanding distributed identity. Organize the world’s information and make it universally accessible and useful. Google Search Google 411 Google Docs Google labs Google Shopping Google Scholar Google Books Google Maps Google sketch Google.Org Fossil fuel Challenge Youtube Chrome Browser Blogspot

57. “ Any idea is dangerous if it’s a person’s only idea”* A culture full of depth and complexity The rule of the 5% requires lots of matches to start a fire Why not when the economics have changed? * George Will’s take on the American idea, Atlantic Monthly, November 2007

58. DO. Learn.

59. The only big idea is not to forget the little ones along the way.

60. High frequency. Low value. Semi-unpredictable rewards.

62. Thank you Ed and Influx Insights for spotting this

65. This could be the most exciting time to be a planner and to be in this industry. Let’s seize it.

66. The future of advertising isn’t messaging. It’s in ideas that solve business problems in a culturally positive way.

67. Obrigado http://www.garethkay.com http://www.modernista.com