25. strategy in military terms: a
plan of action designed to
achieve a particular goal.
tactic in military terms:
employing available means
to accomplish objective.
26. a [quick] look at the traditional
ad agency departments.
28. anthropologist
support for account
right hand to client
investigator
voice of clarity
researcher
inspiration to creative
investigator
brief writer
voice of consumer
29. there is no such
thing as a
[typical] day in
the life but letâs
imagine.
31. the brief
Â
â˘âŻ qualitative or quantitative research
â˘âŻ getting a client brief
â˘âŻ workshops with product insight team
â˘âŻ competitive analysis
â˘âŻ developing positioning statements
â˘âŻ testing already developed key messages
32. the brief
Â
â˘âŻ getting client and creative to buy-in
â˘âŻ thinking of different ways in
â˘âŻ brainstorming with creative team
â˘âŻ making sure creative is on brief
â˘âŻ tweaking the brief to match the work
â˘âŻ sending inspiration to creative team
â˘âŻ writing set-up story slides for the work
â˘âŻ presenting work to client
â˘âŻ making decisions based on performance
38. about
the
brief.
ĂźďźâŻ itâs a source of clarity, inspiration and direction.
ĂźďźâŻ every planner has their own style.
ĂźďźâŻ every agency has their own template.
ĂźďźâŻ some briefs are left open while others are written tightly.
ĂźďźâŻ creative appreciates thought starters
ĂźďźâŻ client and account typically approve the brief.
ĂźďźâŻ a brief doesnât have to be a piece of paper.
ĂźďźâŻ some people ignore briefs.
ĂźďźâŻ others edit them until the end.
39. âthis tension between control and freedom is at the heart of
creative briefing. getting it right isnât easy. however, i
believe that whilst you need to rigidly control and give
clarity about the problem you are asking creativity to fix,
being open-minded and giving people freedom in how
they solve it is the smartest thing any briefer can do.â
- Pete Heskett, art of the brief
40.
41. BACKGROUND
ĂźďźâŻ what is the objective?
what is the problem (awareness, trial, sales)?
ĂźďźâŻ what is the real problem (price, cultural irrelevance, unclear product benefit)?
ĂźďźâŻ what category are we in?
AUDIENCE
ĂźďźâŻ who are we talking to?
ĂźďźâŻ what do we know about them demographically or psychologically?
ĂźďźâŻ are they users or non-users of our brand (retain vs. recruit)
INSIGHT AND STRATEGY
ĂźďźâŻ after looking through the lens of culture, consumer, brand and category, what is our target insight?
ĂźďźâŻ using our target insight, what is the plan we want to make for our communications?
REASONS TO BELIEVE
ĂźďźâŻ what are the brand and product truths that support our strategy?
IDEAL OUTCOME
ĂźďźâŻ after our target sees our ad, what do we want them to think, do or feel?
MANDATORIES AND CONSIDERATIONS
ĂźďźâŻ what are we making?
ĂźďźâŻ what should the creatives keep in mind when developing the work?
TIMING
ĂźďźâŻ when do we go to market?
BUDGET
ĂźďźâŻ how much money to we have to play with?
43. 1.⯠write, re-write and write again.
2.⯠running a napkin with doodles on it to a colleague
is allowed.
3.⯠the words should jump off of a page.
4.⯠the briefing moment does not have to be in a
room.
5.⯠know itâs the first step in the creative process and
not the last step in the strategy process.
6.⯠client and account typically approve the brief
44. possible challenges with client briefs:
â˘âŻ no clear problem [often something like increase
awareness or sales by x%]
â˘âŻ unclear how success is measured [often confusion
between marketing goals and advertising goals]
â˘âŻ many people write them with different intentions
[maybe someone wants to please their boss,
maybe someone wants to win an award]
â˘âŻ sometimes there is no general direction
49. letâs practice.
why?
the battery is dead.
why?
the alternator is not functioning.
why?
the alternator belt has broken.
why?
the alternator was well beyond its useful service life and not
replaced.
why?
the vehicle was not maintained according to the
recommended service schedule.
50. how to go about finding the real problem.
ask many, many questions.
rephrase the problem.
challenge the assumptions that come in.
fill your brain with goodness.
youâll have the chance to ask clients about their creative brief
and to ask consumers about their hopes, dreams and fears.
example: when an executive asked employees to brainstorm
ways to increase productivity, he got blank stares. but when
he rephrased his request as ways to make their job easier, he
couldnât keep up with the load of suggestions.
remove bias, come up with different ways of looking at the
category and provided problem. example, if youâre working
on a restaurant brand, donât assume they have a clear menu.
this is a great time to fill your mind with as much information
about the current category, competition, audience, historical
advertising and product.
58. Product
an issue with the way the
object works, doesnât work or
is priced and like canât count
on advertising to change it
59. Brand
there is a perception of the
brand that is weighing it
down that can likely be
solved with advertising
60. Communications
a problem with customer service,
an advertising touch point along
the customer journey, or
something in media that is
hurting the brand that can likely
be helped with advertising.
61. Audience
thereâs a thought or behavior
with the intended audience thatâs
between he/she and the brand
or the current audience is the
wrong audience, and can likely
be solved with advertising.
62. Category
the competition is doing
something better, your brand is in
the wrong category, and can likely
be helped with advertising.
63. the key to uncovering
insights was given to you
at a very young age.
65. c a t e g o r y
what category are we in?
what is the pricing and features of the different products?
who else is in our category?
what category could we be in?
can we re-define the category?
66. c o n s u m e r
what is the current behavior of our consumer?
how do we want to change their behavior?
what words do we want our consumer to use when telling
their friend about us?
what are their conflicts, passions and goals?
who are they influenced by?
72. c o m p a n y
what are the functional and emotional benefits?
what is your clientâs goal?
what is their bossâs goal?
what is the companyâs goal for this advertising campaign?
what is the companyâs goal for the next five years?
73.
74. 1.⯠Pick a brand or product
2.⯠Label the end points
3.⯠Fill it in
77. c u l t u r e
what is happening in the world right now?
can the product tie to a movement?
is the brand going with a cultural trend or against it?
is there a specific group of people that we can focus on?
example: if itâs known that many new yorkers are waking up
earlier than ever before, how can a brand or product fit into
the 7am time slot?
78.
79.
80. PURCHASE FUNNEL METRICS
awareness, purchase intent, consideration, loyalty
BRAND ATTRIBUTES
personality descriptors, product attributes,
customer satisfaction
THE CREATIVE
brand archeology, current campaigns, social
media audit
81.
82. congratulations! you just
opened your own advertising
agency and you landed your
first client without having to
ever meet them. you have an
initial meeting to learn about
their business. what do you ask
them?
85. pretend these are your brands. what
does a successful headline in the
wall street journal look like?
86.
87.
88.
89.
90. now letâs get to an
in-class
assignment in
prep for the big
weekly one.
91.
92. your client is peetâs coffee.
the owner is planning on closing all stores on the west coast unless
each store increases its yearly revenue by 15%.
your assignment is to:
1.⯠identify the problem/s [product, brand, communications,
audience, category] and articulate it back in an inspiring way
2.⯠with the problem in mind, conduct and then present your
research plan on how you got to your problem
3.⯠write a creative brief for your [imagine] creative team that they
would use to come up with a campaign
4 [bonus]: put a few creative ideas on paper
93. itâs arguably the best job in the world
five learned lessons from
being a planner.
the skills are transferable
Â
planners arenât needed to make work but are there to make the work better
Â
inspiration fades. stay with it and get out there
Â
planners donât need the answers but need to know how to get them later
Â
95. itâs time to say
goodbye.
and hello to the best
three months of your
darn life.
96.
97.
98. The CEO found $50 million dollars in
his pocket.
he has 6 months to turn the brand
around and has agreed to use all of the
found money for a marketing
campaign.
what would you recommend?
best strategy and creative wins.