1.
messaging

2.
quick warm-up <ul><li>problem: high-end shampoo is being stolen from our fancy health club showers </li></ul><ul><li>challenge: eliminate theft, at zero cost, without upsetting the members </li></ul>

3.
warm-up discussion <ul><li>did you leap to the solution? physicians diagnose (on average) in 18 seconds </li></ul><ul><li>did you make false assumptions? it’s the staff, it’s only the women, it’s only the infrequent members… </li></ul><ul><li>did you complicate it? buy dispensers, put in cameras… </li></ul><ul><li>did you compromise? put cheap shampoo in expensive looking bottles etc… </li></ul>

4.
agenda <ul><li>Expectations </li></ul><ul><li>Architecture </li></ul><ul><li>Positioning </li></ul><ul><li>journey to purchase </li></ul><ul><li>media </li></ul><ul><li>briefs </li></ul><ul><li>messaging exercise 1 </li></ul><ul><li>storytelling </li></ul><ul><li>messaging exercise 2 </li></ul><ul><li>giving feedback </li></ul><ul><li>recap: </li></ul><ul><li>messaging </li></ul><ul><li>process </li></ul>1 2 3 4 5 6 7 8 9 10 11

5.
will it blend ? business objective marketing strategies insights positioning customer understanding media briefs

6.
expectations 1

7.
expectations <ul><li>training? </li></ul><ul><li>workshop? </li></ul><ul><li>work session? </li></ul><ul><li>instruction? </li></ul><ul><li>lecture? </li></ul><ul><li>teaching session? </li></ul><ul><li>coaching? </li></ul><ul><li>guidance? </li></ul><ul><li>practice? </li></ul>

8.
objectives: <ul><li>1 better messaging for CS5 </li></ul><ul><li>2 better process, tools, discipline, system to apply going forward </li></ul><ul><li>3 teamworking </li></ul><ul><li>4 ??? </li></ul>%

9.
process expectations concrete abstract output outline flow scope strategy

10.
architecture 2

11.
let’s take inventory inputs available need to develop

12.
Situation Synthesis Vision & Goals Key Strategies Key Initiatives Vision Goals 2. 2.1 2.3 2.2 3.1 3.2 3.3 1. 1.1 1.2 1.3 3. can you fill this out? Key Issues Key Leverage Points Business Implications Core Skills/ Competencies

13.
positioning 3

14.
positioning <ul><li>describe what you’ve got, who it’s for, how it performs, and how it’s better/different </li></ul>

15.
<ul><li>For [target end user] </li></ul><ul><li>who wants/needs [compelling reason to buy] </li></ul><ul><li>the [product name] is a [product category] </li></ul><ul><li>that provides [key benefit] . </li></ul><ul><li>Unlike [main competitor] , </li></ul><ul><li>the [product name] delivers [key differentiation]. </li></ul>positioning statement

16.
example: <ul><li>For drivers with incomes over $75,000 (target), who are concerned with safety (reason to buy), Volvo (product) is the one automobile (product category) that has long been the forerunner in building the safest automobile (differentiation). </li></ul>

19.
positioning mistakes

20.
positioning mistakes <ul><li>Not precisely defining the target customer </li></ul><ul><li>Listing multiple differentiators/benefits (the benefit promise should be singular) </li></ul><ul><li>Developing benefits that are not unique or sustainable </li></ul><ul><li>Not including the reason customers should believe the benefit promise </li></ul>

21.
example <ul><li>the FedEx domain is logistical confidence. </li></ul><ul><ul><li>transfer material and information </li></ul></ul><ul><ul><li>from point A to B quickly and confidently </li></ul></ul><ul><li>customers include large and small businesses, and single customers. </li></ul><ul><ul><li>users are skewed towards information intensive business and mail order businesses. </li></ul></ul><ul><ul><li>small business represents 70% of users but only 15% of revenue. </li></ul></ul>

22.
<ul><li>For [target end user] </li></ul><ul><li>who wants/needs [compelling reason to buy] </li></ul><ul><li>the [product name] is a [product category] </li></ul><ul><li>that provides [key benefit] . </li></ul><ul><li>Unlike [main competitor] , </li></ul><ul><li>the [product name] delivers [key differentiation]. </li></ul>positioning statement

23.
journey to purchase 4

24.
sharing customer insights Level 1 Sections in the VOC VOC Level 1 A 1-2 page summary of the key knowledge Level 2 White papers and research summaries Level 3 The source data with reports <ul><li>The user profile </li></ul><ul><li>Functional attributes/ benefits </li></ul><ul><li>Customer emotional benefits </li></ul><ul><li>Values associated with usage </li></ul><ul><li>Customer usage behavior </li></ul><ul><li>Purchase/shopping habits </li></ul><ul><li>Media usage behavior </li></ul><ul><li>Customer hopes/ fears </li></ul><ul><li>Customer solutions </li></ul><ul><li>Competitive issues </li></ul>

25.
the customer The Customer Who are they? How do they use our brand? How do they decide to buy our brand? What do they want? How are they influenced? What turns them on and off? How can we reach them? How loyal can they be?

26.
key behaviors <ul><li>What consumer (or customer) behavior is most relevant? Why? </li></ul><ul><ul><li>the mental processes that precede purchase? </li></ul></ul><ul><ul><li>the social processes that influence the purchase decision? </li></ul></ul><ul><ul><li>the buying process itself? </li></ul></ul><ul><ul><li>the mental process that follows purchase? </li></ul></ul>

27.
day in the life

29.
Advocate Critic Loyal Fickle

31.
media 5

32.
1 Where are you currently spending? 2 What do you really want? Advertising Loyalty Promotions “ Buzz” Equity-building Sales-driving Future Now

33.
media/tactics

34.
how little do I have to spend to reach the target with the most compelling message?

36.
briefs 6

37.
“ “ Give me six hours to cut down a tree and I will spend the first four sharpening the axe Abraham Lincoln

38.
Focus: “ “ When forced to work within a strict framework the imagination is taxed to the utmost - and will produce its richest ideas. Given total freedom, the work is likely to sprawl. T.S. Eliot

39.
… from a fascinating article in the New Yorker, by Chandler Burr; about the creation of a new scent for Hermes. This a French perfume executive describing the typical brief that marketing give to the perfumiers: “ “ Basically, it’s ‘We want something for women.’ OK, which women? ‘Women! All women! It should make them feel more feminine, but strong and competent, but not too much, and should work well in Europe and the US and especially in the Asian market, and it should be new, but it should be classic, and young women should love it, but older women should love it, too.’ If it’s a French house, the brief will also say, ‘And it should smell like that Armani thing two years ago that did four million dollars in the first two months in Europe but also like the Givenchy that sold so well in China.

40.
great creative brief = great messaging <ul><li>increased efficiency </li></ul><ul><li>better creative </li></ul><ul><li>improved agency relations </li></ul><ul><li>direction versus interpretation </li></ul><ul><li>objective evaluation </li></ul><ul><li>critical for integrated marketing communications </li></ul><ul><li>keeps team on same page </li></ul>

41.
creative brief “food chain” data a lot knowledge organized data wisdom conclusions from knowledge insight makes wisdom relevant, unique, surprising brief makes the insight intriguing, easy to grasp, easy to “sell”

42.
another way to think about the brief… simplistic complicated simple

43.
Creative Brief: One Page Client: Job: Date: Assignment/Objective Budget/Timing Brand Target Challenge Insight Strategic Idea Support Approvals: Planning Account Management Creative

44.
can you make this brief better? <ul><li>background: for buildings </li></ul><ul><li>objective: provide a complete security solution </li></ul><ul><li>audience: decision makers </li></ul><ul><li>insights: buyers are practical, want to do the right thing, budget-constrained </li></ul><ul><li>single persuasive idea: DigiLock helps you see the big picture when it comes to what is right for your property </li></ul><ul><li>reasons to believe: trusted </li></ul><ul><li>desired response: “I know DL will deliver” </li></ul><ul><li>tone: guardian, driven, progressive, smart, solid </li></ul><ul><li>deliverables: integrated campaign </li></ul><ul><li>mandatories: logo, image </li></ul><ul><li>budget: $2M </li></ul><ul><li>schedule: Spring launch </li></ul>

45.
creative brief the creative challenge: <ul><li>Considerations/Requirements: </li></ul><ul><li>Timeline/Critical Dates: </li></ul>Consumer Insight (To overcome the obstacles) Current Behavior Obstacle(s): Future Behavior

46.
what makes FOCUS so difficult? <ul><li>we already have a routine, we don’t need to focus </li></ul><ul><li>no time </li></ul><ul><li>want to explore, don’t want to be hemmed in </li></ul><ul><li>not our practice historically </li></ul><ul><li>don’t know what ‘focus’ looks like </li></ul><ul><li>doesn’t allow us to change our minds </li></ul><ul><li>easier to be complicated than simple </li></ul>

47.
finally

48.
finally

50.
m essaging exercise #1 7

51.
“ “ That which is written without effort is generally read without interest. Dr Johnson

52.
ten writing pitfalls

53.
1 passive verbs ten writing pitfalls

54.
ten writing pitfalls 2 jargon

55.
ten writing pitfalls 3 inconsistencies in tense

56.
<ul><li> </li></ul>ten writing pitfalls 4 meaningless superlatives

57.
ten writing pitfalls 5 negative language

58.
ten writing pitfalls 6 awkward language

59.
ten writing pitfalls 7 over-use of emphasis

60.
<ul><li> </li></ul>ten writing pitfalls 8 vague phrases

61.
ten writing pitfalls 9 not credible

62.
ten writing pitfalls 10 wordiness

64.
storytelling 8

66.
m essaging exercise #2 9

68.
g iving feedback 10

69.
criticism <ul><li>constructive criticism encourages growth </li></ul><ul><li>should be actively encouraged </li></ul><ul><li>good criticism helps others to evaluate their own work effectively </li></ul><ul><li>a way of coaching ourselves and others </li></ul><ul><li>criticize well </li></ul>ridicule constructive criticism abdication

70.
the easiest way… <ul><li>I get it </li></ul>

71.
the easiest way… <ul><li>I get it </li></ul><ul><li>I believe it </li></ul>

72.
the easiest way… <ul><li>I get it </li></ul><ul><li>I believe it </li></ul><ul><li>I didn’t expect it </li></ul>

73.
creative evaluation tool I don’t understand it It isn’t credible I’ve seen it before Inconsistent with the brand Is unlikely to connect with consumers Unlikely to achieve our business objective Doesn’t use the insight Fails to bring the Strategic Idea to life Could come from any brand Has no holistic potential Is unrealistic (cost, timing, system, legal, etc.) I get it I believe it I didn’t expect it Builds the brand Definitely connects with consumers I’m confident it will achieve our business objective Convincingly uses the relevant insight Compellingly brings the Strategic idea to life Could only come from our brand Is highly synergistic with other brand communications Can easily be executed

74.
recap - messaging 11a

75.
what makes effective messaging? <ul><li>relevancy - if not, nothing else matters. </li></ul><ul><li>KISS - do one thing well </li></ul><ul><li>engagement – drive loyalty </li></ul><ul><li>do it your way - differentiation makes it yours </li></ul><ul><li>extendable - key to growth </li></ul><ul><li>memorable - intrusive but not obnoxious </li></ul>

76.
did it blend ? business objective marketing strategies insights positioning customer understanding media briefs

77.
recap - process 11b

78.
idea-driven Strategic Idea Measurement Creative Idea Understanding Alignment

79.
Thank You!!! [email_address] 314.568.4886 @jimholbrook