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You ever sit in the yard and pull weeds? It’s a horrible job and even worse metaphor for what I’m about to share. My job is not pulling weeds but “pulling proof.” Brand discovery is all about the search for proof points. What is a proof point? It’s evidence. It may be an action. A practice. Perhaps a milestone. A result. Proof is existential. Why is proof in branding so important? Because 90% of all consumer facing advertising, packaging and promotion is sizzle. It’s claim, claim, claim. A promise without any foundation.
If an ad makes a claim about a product or service and the consumer asks “Why?” or says “Prove it,” is there a suitable response? Is there proof? Almost always there is not. That’s why brands today are media driven not idea driven.
Proof is what you use in a debate to make your point. Proof well told (McCann-Erickson’s mantra is Truth Well Told) makes a superior debater.
The process of brand discovery begins with proof pulling. Then organizing the proof into care-abouts and good-ats. Then, if you learn the language of the consumer, overlay some category culture, and organize your findings, you may have yourself a brand strategy.
Tags: Brand Strategy, brand strategy guidelines, brand strategy tips, care-abouts, care-abouts and good-ats, good ats, mccann erickson, proof in brand strategy, proof in branding, proof well told, Truth well told, whats the idea, whatstheidea
Before I became a brand planner I was a writer of creative briefs at an ad agency. One of the bigger refinements of my learning came at the hand of Peter Kim, McCann-Erickson NY’s the strategy officer. He designed (or repackaged) the McCann creative brief to include what he called the Key Thought. The Key Thought was the “spark that propels the brand toward its objective.” The word spark is what I preserved for my branding practice. I morphed Key Thought into “Claim” a more focused branding label but both are cultivated from and beholden to the word spark.
At an ad agency, a spark is the direction that gets the creative team excited about an ad. In brand planning, the spark is the claim under which all marketing work is organized.
When I wrote crappy briefs, before spark, they were lifeless sentences devoid of personality, culture and intrigue. Post Spark, they were strategic but poetic. More pregnant with possibility. As a brand claim, a spark is strategic but also more interpretative.
One of my first claims with a spark was for ZDNet. Written in the 90s, the brand strategy was “For doers not browsers.” Still holds today.
Spark it up! Peace.
Tags: Brand Planning, Brand Strategy, mccann erickson, peter kim, whats the idea, whatstheidea, zdnet, zdnet brand strategy
A number of years ago, while with McCann-Erickson, I was on the new business team that pitched and won the worldwide Motorola account – at the time one of the world’s premier technology corporations. Someone smart upstairs decided it would be a good idea to put a global research project in play to tout the scale and utility of McCann’s global network. I wasn’t the developer of the research questionnaire, fielded by 10 plus offices around the globe, but the data was given to me to interpret. A tactic in search of an insight.
My insight, which we embedded into the presentation in an uneven way, was that the world was made up of 3 different segments of wireless adoption. All based on teledensity – the quantification of communications devices per person.
The creative was great, (we used a Rolling Stones song as an idea bed), there was no time left for the media portion of the presentation (common in new business at the time) and the chemistry was lovely. No one ever came out and said the segmentation insight was the deal-breaker, but all creative being equal-ish (and it never is), I’m pretty sure the Moto team from Atlanta felt a marketing depth to our pitch others lacked.
A tactic in search of an insight can work. Can be worth millions.
Tags: Brand Strategy, mccann erickson, motorola, Motorola new business pitch, rolling stones, teledensity, whats the idea, whatstheidea
I was thumbing through old Quora posts and noticed I had made a ringing endorsement of Google Glass. “How could it not work?” The medical field alone would be enough to keep it an exciting new product. Wrong!
Many years ago I worked for McCann-Erickson, a top 3 advertising global agency. McCann handled Coca-Cola. They had just brought on a new creative director, Gordon Bowen, who stood before the entire NYC office in the grand ballroom of the Waldorf Astoria and he smilingly told us, “It’s Coke, how hard can it be.” It practically sells itself, he implied. Coke was gone within the year to a group called Creative Artists. A west coast talent agency.
So here’s one for the prognosticators. Expect to be wrong. Even when you know you are right. Don’t be paranoid, but keep an eye toward the future knowing there are no absolutes.
I love to position myself as a beyond the dashboard planner. It’s where, I believe, the successful marketers need to play. But you get a black eye every now and again. Expect it. Learn from it. Parlay it.
Tags: beyond the dashboard, beyond the dashboard planner, coca cola, Gordon bowen, mccann erickson, quora, whats the idea, whatstheidea
One of the challenges when writing a brand brief is knowing which insight to use to fuel the claim. (The claim is the idea at the top of the brand strategy, supported by 3 proof planks.) Often in a brief there are 2 or 3 really exciting insights, all of which offer enough power to motivate brand predisposition. But which to pick, that’s the question.
What I love about the brief I use, borrowed from McCann-Erickson’s Peter Kim 2 decades ago, is that it has a serial framework. One section leads to the next. Like puzzle pieces, they don’t always fit, but fit they must. Until they fit, you need to keep working. Until there is a linear story you are only bumping along the cobble stones. Chank a chank.
As I work the brief, key insights find their way into the story. But some must be let go. What’s funny is the outcome of the story – the claim – is often not known until the story plays out. Insights float in the back of the mind as you work toward the end, some more strongly than others, but the big finish is often a bit of a surprise.
There can’t be two endings. Enjoy the ride.
Tags: brand briefs, chank a chank, claim and proof, creative briefs, Insights and brand briefs, mccann erickson, one claim and three proof planks, peter kim, whats the idea, whatstheidea
My first “real” big advertising job after 10 years at my dad’s shop Poppe Tyson was with McCann-Erickson, NY. The first assignment was on an AT&T network management service called Accumaster. The budget was 2-3 million. Poppe Tyson’s biggest account when I left may have been one million. I went to AT&T in Bridgewater, NJ for the briefing and took lots of notes. My next step was to make a recommendation as to how to handle the campaign. Stoked. My boss at the time was Eric Keshin, a 30-something on fast track to head the NY office.
“I think we need to do a series of 9 ads,” I suggested. “There are 9 key things that this product does well and it will tell a nice long term story. A story with lots of chapters.” Eric responded after quickly reading my notes and recommendation was “Three ads. There are three functional groups here which we can hammer home over time.” BAM.
Eric understood the natural order of selling. He got frequency. He got the consumer attention span. But it wasn’t just the three thing, it was a natural order thing.
Natural order is what brand strategy is all about. It’s why my brand strategies are “1 claim and 3 proof planks.” I create an organizing principle combining what customers most care-about and what the brand it good-at. Natural ordering is a skill. It takes experience, instinct, a good ear and selflessness.
Tags: accumaster, Brand Strategy, care-abouts, good-ats. Eric keshin, mccann erickson, natural ordering. AT&T, one claim three proof planks, poppe Tyson, whats the idea, whatstheidea
Sorry for my snark yesterday concerning the BBDO advertising for Hewlett Packard Enterprise. I’m sure the people who worked on the campaign are very nice. I worked on the Lucent Technologies launch in the 90s when AT&T and Lucent spun apart, and the execution was superb. From the logo design to the launch ads and the subsequent follow-on advertising — that was McCann-Erickson at its best. Lucent was only an $11B company at the time. Hewlett Packard enterprise is $53B.
Launching multi-billion dollar spin offs should be a big thing. Not a pedestrian effort. HP is an American brand of great import. It should carry itself that way. The company deserved fanfare. It deserved a great launch. A big budget.
An ad is an expression of a company. My hope is that moving forward Ms. Whitman and her executives put great effort into the new brand and company, and this “quiet period” will be over soon.
Tags: AT&T Lucent split, bbdo, Hewlett Packard Enterprise, Hewlett Packard Enterprise advertiging laucnch, lucent launch, mccann erickson, meg Whitman, whats the idea, whatstheidea
When a latent adult working at McCann-Erickson NY, I was lieutenant in charge of all the AT&T data products. These were the data lines, the network software services and whatever other B2B things that were not particularly sexy — during a very competitive time when phone companies were spending like drunken sailors. My services eventually became the internet so I had a grand time. And managed a great team.
Anyway, I had this idea that if ever the agency president (John Dooner) was asked to go to a meeting in Bridgewater NJ on some of these non-big sexy products (sorry Bartolo) he would need a primer. So the Fact Book was born. The idea was to put all the relevant facts into a binder that could be read in 60 minutes (on the way to the client), giving the reader a foundation of knowledge, e.g., overall market universe, market share, competition, product explanations, YOY sales trends and futures. I stole the idea from Marian Harper, a McCann and IPG CEO, from back in the 60s.
At What’s The Idea?, my current business, a key deliverable is the marketing plan. The first step in its development is a document called the 24 Question. It is much like the Fact Book. Anyone, at any company, in the marketing department should know the answers to the 24 Questions. They are the financial and marketing fundamentals of business. If you don’t know the answers as a marketer, you are a danger to the company.
If you are interested in seeing these questions, email me Steve@WhatsTheIdea.com. And we’ll talk.
PS. Go see Steve Jobs.
Tags: 24 questions, at&t, bartolo, big sexy, Dangerous marketers, Fact book, john dooner, marian harper, marketing plan templates, mccann erickson, steve jobs, firstname.lastname@example.org, whats the idea, whatstheidea
When I when I started my blog What’s The Idea? in 2007 I had a tough decision to make. Originally, I wanted to call it What’s The Big Idea?, thinking big ideas were better than regular old ideas. Eight years out, I’m happy with my decision to leave off the “big.”
The reality is, as much I seek big ideas for my brand strategy clients, sometimes just getting them to agree to an idea is enough. Big, bold, brave ideas are currency of the planning realm these days. According to Suzanne Powers, chief strategy office at McCann-Erickson, it is one reasons Team Catfish won the Griffin Farley Beautiful Minds competition last night at Google. And she wasn’t wrong. But “big” can sometime be a synonym for brazen. (And I get it, most of my brand strategies contain one word that make CEOs and marketing officers uncomfortable.) But brand ideas don’t need to be huge, or poetic, or brilliantly layered — they just need to be clean. More importantly they need to be followed. Enforced. And enculturated.
Coke’s “refreshment” wasn’t a big idea. It was a smooth sailing idea. “We know where you live” for Newsday wasn’t a big idea, it was a comfortable idea.
A brand strategy idea (the claim) doesn’t need to be big to be effective. It must, however, be believable, relevant and easy to understand. Peace!
P.S. Great job last night Sarah Watson, Angela Sun and BBH.
Tags: Angela Sun, bbh, brand idea, Brand Strategy, coke, google, Griffin Farley beautiful minds, mccann erickson, newsday, sarah Watson, Suzanne powers, whats the big idea, whats the idea, whatstheidea
I think it was UnderCurrent or Nobl (Bud Cadell’s new consulting effort) who came up with the notion of an operating system for a company. It may be someone else…I need to dump the brain cache. Anyway the metaphor of an operating system for a company or brand is similar to language I use in brand planning “an organizing principle.”
One of the most overused words in business and brand consulting is “culture.” Just as companies that talk the most about ROI are the one’s who don’t have it, companies that speak of culture most often don’t have it. Back in the 90s John Dooner spoke of culture at McCann-Erickson. When I finally got through the blather about “entrepreneurship,” someone finally described it to me as “Do what you want until someone says stop.” Culture needs a motivation. It needs articulation. And it needs behavioral tenets. Culture is like the mama on your shoulder who tells you how to behave and what to do at any given moment.
Brand Culture may be a good way of repackaging what I do as a brand consultant. Brand strategy at What’s The Idea? is defined as 1 idea, 3 proof planks. (I find a motivation or claim — one that customers want most and that the brand does best – and arrange that atop 3 behaviors that are business winning.) Not a particularly sexy or in-demand sale, it works. Yet it doesn’t often get past the c-suite. I’m thinking of packaging it as a brand culture exploratory; it may clear up the misunderstandings around the words brand and culture. Operating system ain’t bad, but it’s a little bit like organizing principle.
Stay very tuned. Peace.
Tags: brand and culture, brand cultiure exploratory, brand culture, bud cadell, john dooner, mccann erickson, Nobl, undercurrent, whats the idea, whatstheidea