Topic 2- Modules 1 to 4

Topic 2:Account Leadership

Module 1: Know your client’s business

Module 2: Know your agency

Module 3: Communication plans and planning

Module 4: Creative briefs and briefing

Know Your Client’s Business

Know Your Role

Know Your Client

Know Your Business

Know Your Job

Be a hunter and a farmer

Know Your Client

Know the market size, trends, consumer profiles

Porter’s Five Forces

Designed by Michael Porter (Harvard Business School):

To assess whether or not a sector offers viable business opportunities

To determine the level of risk in an investment

Porter’s Five Forces

Bargaining Power of Suppliers

Bargaining Power of Buyers

Threat of SubstitutesThreat of Entry Intra-Industry Rivalry

PESTEL

Simple means of describing a firm’s operating environment

Acts as a prompt to capture all relevant information, ranging from consumer trends to legislation

PESTEL

Examples

Political Trade politics, political situation, govt. policy

Economic Taxation, seasonality, trade cycles, inflation

Social Demographics, attitudes, education, social trends

Technological New technology, funding, licensing, manufacture

Environmental Customer values, staff attitudes, ecology

Legal Legislation, consumer protection, employment

PESTEL

Political

*

Economic

*

Social

*

Legal

*

Environmental

*

Technological

*

Know Your Client

Know his competition: threats, opportunities, marketing activity

SWOT

Credited to Albert Humphrey at Stanford University

A SWOT should lead to answers for:

- How to use each strength?

- How to overcome each weakness?

- How to exploit each opportunity?

- How to defend against each threat?

SWOT

Internal External

Strengths Opportunities

ThreatsWeaknesses

SWOT: MTN

Internal External

Strengths Opportunities

ThreatsWeaknesses

Know Your Client

Know the company: people, culture, systems, working methods...

Know the brands: strengths and weaknesses; issues and oportunities

Boston Consulting Group Matrix

Mar

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Low

Hig

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Share of Market

High Low


Mar

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Low

Hig

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Share of Market

High Low


Mar

ket

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Low

Hig

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Share of Market

High Low


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arke

t G

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th

Low

Hig

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Share of Market

High Low


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arke

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row

th

Low

Hig

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Share of Market

High Low

Boston Consulting Group Matrix: Apple

Mar

ket

Gro

wth

Low

Hig

h

Share of Market

High Low

Barriers

Most companies know more about their markets and products than we ever will.

They don’t share all their data

We are not business consultants

Issue Maps

Graphic representation of the issues:

Allow us to present known data from a different perspective

Affords is a degree of levity

Is memorable

Wrigley’s

Financial Times

Know Your Client

Know expectations, attitude to agencies, motivation...

Know your Agency and our Business

Know Your Client

www.ddb.com

In site

Associate agencies

http://www.ddb.com/

DDB’s New Thinking for our New Ambitions

DDB Brand Ambition

Ads

Ads + (consistency)

All communication (constancy)

Creative business ideas

New Tasks

Output

InputAd Executional Idea

Brand Idea Business Problem

New Tasks

New Conviction

New Analytics

New Tools

New Conviction

Today’s communities resemble swarms, not passive herds

You cannot lead a swarm, but you can influence it

A New Communications Model

Interruption Engagement Influence

The old way Not sufficient Technology to influence communities and create

swarms

Turning People into Media

Creating Influence

Influence

Conviction

Co-creativity

Creativity

Advocacy

stand for something

cultivate advocates

open up to consumers

remarkable things

Influence Analytics

Brand Springboard

InfluenceIndex

Influence Scan

Influence Study

Influence Dashboard CommunitySpringboard

Opportunity Springboard

Analytics

Influence Index:

A ranking of the brand with the highest influence scores, derived from the amount of positive word of mouth (and its reach), divided by the amount it

costs to achieve this (i.e. paid for media)

Influence Scan:

A qualitative exploration of how well the brand is driving the four dimensions of influence throughout its entire community

Influence Study:

An in-depth global quantitative study exploring the advocates of a brand and what drives this advocacy, allowing us to segment categories, understand

communities and manage portfolios

Influence Dashboard:

Guidelines on how to monitor the performance of your brand, so that you can improve effectiveness and efficiency

Playbook 2.0 Influence Springboards

Brand Springboard

CommunitySpringboard


Influence Brief

Brand Springboard (revised BF)

Why am I remarkable?

What do I fight for?

What do I do?

What am I like?

What isthe brand

idea?

Where is my world going?Where do I come from?


THINK

DO

PAST FUTURENow

Big Picture©

Community Springboard

1. What are the objectives?

2. Who are we trying to influence? (and what is their current and desired brand relationship)

3. What does the community landscape look like? (‘big visual)

4. What are our channel plans/properties? (proper analysis needed)

5. What are the most appropriate moments of influence?

6. What is the ‘key communications idea’?

7. What role should each channel play?

8. How will we measure success?

Know Your Client

What “advertising” does -- and how

The Role of Brand Advertising

Change in Perceptions

Emotional engagement

Low attention processing is OK

Long-term perceptual change

Stay silent for future

Change in Behaviour

Rational Persuasion

High attention processing is desirable

Short term response (sales?)

Act now!

3. …So impact, engagement, interest and entertainment play a huge role in getting people to process our communications…

4. Memories with vivid emotions attached are much more easily recalled, so have disproportionate effect on decision-making…

5. Engaging the rational brain (the cortex) can naturally encourage us to develop counter-arguments…

• BB film here…”at the heart..’ BB image

Account Leadership: The Six Craft Modules

The Communications Plan

The Flow

Business & Marketing Strategy

Communications Plan

Creative Brief(s) Briefing

Client (+ Agency)


Brand Springboard

Communications Plan

Agency + Client

ROI Springboard(4D)

Brand Community Springboard

Agency (+ Client)

Local Agency Briefs (ROI)

You!

Exercise:

Vitabix launch brief

Objective:

To launch Vitabix successfully into the UK savoury biscuit market, gaining trial and repeat purchase to

achieve the company’s sales targets

Background:

Vitabix is a Swedish savoury biscuit, made of crispbread with added vitamins and fibre for healthy eating. It is a

leading brand in Sweden, where it is enjoyed in snacks and in particular at breakfast with cheese, meat, or fish.

Vitabix is famous for its unique triangular shape.

Vitabix has achieved listings with major UK supermarkets and will be launched in six months’ time at 20% premium to

the category.

Target Market:

Adults who eat crispbread or other savoury biscuits and are prepared to pay a little extra for a healthier alternative to their

present choices, that still tastes great. And their children.

Experience in Sweden suggests that ABC1 women aged 35 – 55 will be our core target.

Brand Proposition:

Vitabix is perfect with cold meat, cheese or fish, tasty and healthy because it contains added vitamins B1, B2, D and E, plus extra fibre to aid digestion. Delicious for breakfast with your favourite toppings. Great for picnics and parties, and

children’s school lunch-boxes

Media:

We have promised our UK retailers that Vitabix will be supported by National TV advertising.

We also intend to run a trial-simulating ‘buy one get one free’ offer at launch.

Developing the Communications Plan:

What the agency team needs to know

Why the work is being requested; business background and objectives; the brand story

What the work should achieve: role of communications/advertising; effects to be measured

Measuring Success:

or “Evaluation – It’s Not Just For Planners”

Any brief expects results from the work

Achieving those results = success

Success may be rewarded; failure may have fatal consequences

So how can you tell if you have succeeded?

Agree the measures and evaluation method upfront

They should depend on your objectives and the way your communications are intended to work (ie not standardised)

Build evaluation into your Communications Plan

DDB Evaluation & Learning Springboard

Developing the Communication Plan:


Who is our target group: their relationship with category and brand; who influences them and how

What we would like them to do: the behaviour change



What the work is to communicate: the brand proposition

How it might do so: brand claims, support, evidence …



What tools and resources we have: communications channels, budget, partners

When it needs to happen: timing plan/critical dates


Rigour & Imagination

“If you want to leap high into the air, first you must have your feet firmly on the ground”

Joán Miro

“Knowledge isn’t an end – it’s a jumping-off point for soundly based new ideas”

Bill Bernbach

The ROI Springboard

The ROI Springboard

“ROI?” Relevance, Originality & Impact

(and Return on Investment for our clients)

“Merely to let your imagination run riot, to dream unrelated dreams, to indulge in graphic acrobatics and verbal gymnastics is NOT being creative”

Bill Bernbach

The ROI Springboard

A tried and trusted DDB framework for deciding the plan (and sometimes the brief)

Can help you plan any effective communication – presentations, speeches …

Designed as a group exercise (key clients and agency team)Is task-focused, to create a plan for achieving specific objectives

The ROI Questions

What do we want to achieve?

Who are we talking to?

What do we want them to do?What reward canwe promise themfor doing it?

Where and When shallwe talk to them?

What is the key insight that willinspire creative solutions?

What tone and styleshould we adopt?

The ROI Funnel

ROI

IdeasMarket Data

ProductResearch

Consumer

History

StrategySingle Minded Brief

The ROI Springboard

How do I answer the ROI questions?

With my client (and sometimes others from the client company), in a facilitated workshop session

With my team – bring in all the relevant talents

With research – new and/or existing, amongst consumers, trade, experts, journalists, etc

With preparation – only run the workshop when you (the team) have done your homework and know what you think

The ROI Springboard

For more on ROI, see the Springboard book on DDB Connect; order the ROI CD ROM from Catalyst.

The Flow


Communications Plan


Client (+ Agency)


Brand Springboard

Agency + Client

ROI Springboard(4D)


Agency (+ Client)


You!

The Creative Brief

From ROI to Creative Brief: Rigor and Imagination

A brief is a means to an end

It is the first step in the creative process

We have to work at making it inspiring

From the ROI, decide on a single-minded focus – the essence of a great brief is sacrifice. The tighter the brief, the greater the creative freedom

Communications Briefs - Their Role

The factualThe knownThe definite

The validated

The brief+

The proposition

The createdThe engagingThe relevant

The contexualized

A Creative Brief

A Creative Brief

Pope Julius II, briefing Michelangelo, could have said:

“Your commission is to decorate the ceiling of the Sistine Chapel”

Not much rigour

No imagination

Leaves everything to the artist

A Creative Brief

… or he could have said:

“You will paint biblical scenes on the ceiling and decorate the vault with bright colours, for which you will be paid 2000 ducats less the rent of the house I will provide you. And it needs to be

finished by Christmas.”

More rigour

Little imagination

Leaves the artist informed but uninspired

A Creative Brief

… but he actually said:

“Please paint on our ceiling – for the greater glory of God and as an inspiration and lesson to His people – frescoes that depict the creation of the world, the Fall,

mankind’s degradation by sin, the divine wrath of the deluge and the preservation of Noah and his family.”

Clear and inspiring

A Creative Brief

Developing the Creative Brief

Your “contract” with creative teams (and client), the brief seeks to:

Initiate

Inform

Distil

Inspire

And get a result! (It’s only a great brief when you’ve got great work)

Developing the Creative Brief

The brief is:

An instruction: it demands action

A set of directions: suggesting the way

A map: showing routes, terrain, obstacles

A story: with a past and a future

A balance: of rigour and imagination

A good brief is...

Clear - and consistent

Colloquial - plain language

Directional - focus, not lists

Convincing - proposition rings true

Stimulating - “I could answer that”

Things to Challenge in Briefs

The Contradictory - “not only but also” propositions (traditional yet modern)

The Repetitive - same point copied throughout the brief

The Wishful - unsubstantiated, exaggerated claims

The Laundry List - with something for everyone

The Lazy - no new thinking, accepted wisdom

Challenge Category Assumptions

Look for these three in the brief:

1. Market assumptions: e.g. “we are in the camera business”

2. Consumer assumptions: e.g. “in this category people buy on performance”

3. Advertising assumptions: e.g. “you cannot use humour in this category”

Success → assumptions (perhaps once true) become ingrained, self-evident

Challenge them/test them and you could find new truths

Analyzing a Brief or Creative Work

Angel, Devil, Judge role-playing

Teams of 3:

One “angel,” who looks for reasons to praise

One “devil,” who picks on things to criticize

One “judge,” who advises on how to improve

Analyzing a Brief or Creative Work

Example briefs handed out

Seriously Strong Cheddar BriefPros

Very single mindedShort and succinct

Executionally very clear and the format draws the eye to the most relevant information.

ConsToo single minded – No description/story/rational

This is not really a brief, but more a list of executional requirementsThis brief is missing an explanation as to how the team (and client) came to this

position. Whoever has written this clearly has their hands tied by the client, but as it stands this is not an appealing brief for a creative team to work on. Some explanation of the circumstances surrounding this brief may help to get a team

on board and see the problem from the account team’s perspective. What are the business objectives?

Where are the communication objectives, measures intended effects?A client brief, all about the product. (‘Starters for ten’ are from the client)

Where is the agency teams’ insight?What have we learned?

What do we think makes “full flavour” a winner? Executional mandatories are too prominent and as a result put the execution before

the idea‘We should try to’ points are redundant: one contradicts itself, the other is self

evident’.What does it want us to do? ( Ads, posters etc)

What are the budget/timings etc?

Exxon Driver Awards

ProsInteresting structure

VisualHas a clear objective (disguised in iteration)

The idea of ‘being appreciated’ feels like it opens up a lot of creative opportunities

ConsIs the story clear? (e.g. the common experience)

Who is the target audience?What does the brief actually want them to do? There seems to be a contradiction between the Issue and the Iteration. The Issue says we want to get people to join

the Driver Rewards programme, and yet the Iteration is increased awareness. Would an increase in applications to the rewards programme be a better

measure of success? What does it want us to do? (Ads, posters etc)

What is the budget?Why is “being appreciated” expected to raise brand awareness?

More thought needs to go into the pictures as they don’t really tell a story. What is the difference between Exxon rewards and competitor programmes? How

is Exxon better? It is confusing in this brief whether rewarding loyalty or the emphasising the quality

of the gifts is the more important thing.

Financial Times

ProsIt’s very short

It’s clear – what, when, how much?It’s directional – core proposition and support.

It’s written in a very engaging (‘business like’?) way that grabs the readers attention.

ConsIt’s unfriendly, impersonal, uninspiring

Who is it for? (Audience) There is information about both the brand, the story behind it

but it is difficult to pick apart as there is no structure to the brief.

There is no explanation as to why we are doing this. (No indication as to what the communications are supposed to

do.)

Qwest Creative Brief

Pros

Well –structuredInformative. The ‘Why are we communicating section’ gives the creative team some

background and context to the brief. The brief gives teams a clear idea of what the communications need to do (Although the latter

half of this box strays into how this should be achieved as well!)

Cons

Full of marketing/sales jargon which assumes prior knowledge of the account from creatives.Full of points, repetitive, not very clear.

‘Closes down’ rather than opens up a creative opportunity. (Creative requirements are too up front)

Two target audiences are listed which is confusing. There isn’t really sufficient information as to why one is priority over another which could leave teams confused about whom they should

target.The ‘Key Insight’ and ‘One True thing’ are contradictory and very confusing. Which is the more

important? The insight around ‘value’ is not very inspiring and seems to be slightly at odds with the

description of the target audience. Here is a picture of a confused consumer who is looking for simplicity. Is there another more interesting way in?

Visually the brief is quite confusing. The large amount of underlining and highlighting means that the eye is not drawn to the most important information on the page

Are the ‘Reasons To Believe’ also creative requirements?

DDB London Creative Brief

Example of the DDB Creative Brief follows

The Flow


Communications Plan


Client (+ Agency)


Brand Springboard

Agency + Client

ROI Springboard(4D)


Agency (+ Client)


You!

Delivering the Brief

Briefing is an act of personal communication: know your audience (creative director/team)

Think about who you are talking to – know your audience

“Socks” Video

Delivering the Brief

Be clear about what you want: avoid jargon

Engage the creatives in the task: e.g. via competitive ads, packs of products, a retail visit, consumer vox pops, eating,

cooking...

Following Up On the Brief

Go to the creative team to invite and answer questions – on the brief, the market, the client, consumers …

See where they are going and encourage and/or correct their course

But don’t be a pain!

Stimulating Creativity

(In a workshop, an account team, or a creative duo)

Have a clear goal – this should come from the brief; if not, challenge it until you really know what you’re trying to achieve

Let ideas flow before you evaluate – let imagination run before knowledge disciplines, explore possibilities

Be positive – “Yes, and …”; “What if …?”; “Why not?”

Criticism is easy; save it for later

Play idea ping-pong – take someone else’s idea, develop it, give it back better … ping-pong the thought

Persevere – don’t accept the first ideas, keep pushing them further

Date post:	17-Oct-2014
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Topic 2- Modules 1 to 4

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