I work at Wieden Kennedy, which means I probably unlearn something every single day. My years here have taught me:
that strategy and execution cannot be separated
that the creative brief really doesn’t matter
that if strategy doesn’t iterate in the light of execution you’re doing something wrong
that from-brief is better than on-brief
that making is better than talking
that being useful is better than being smart
that conversation is more powerful than Powerpoint
that chaos is good
that creatives must be let into the strategic process
that you’re better off being in a creatively-led agency than a planning-led agency
that process is the enemy of great
that clients cannot be held at arms’ length from the creative process
that maintaing a health disdain for our business is your best chance of making something amazing.
That life is too short not to work with people you respect and like."
My take on this is that I have no idea what a “T-shaped” person is. Or what an “expanding square”-shaped one is."
"I have often seen that models created as ‘segmentation models’, to locate ‘types of consumers’ actually function as ‘need maps’, helping the client to define coherent clusters of need. If you are able to create a product that is consistent in the kind of needs it reflects, you will be successful. In qualitative research I have often seen that offers like that are robust for segmentation. That is to say: consumers who are supposed to fall into segment 1, are absolutely interested in a product designed for segment 2, be it that they may use it for different reasons or talk about it in a different way. A beautiful example is the Renault Twingo. This was designed for young urban types. In Holland it became popular amongst elderly people, because it was small, easy to handle, not too expensive and looked cute. If your segmentation model creates a language that helps you to find consistent needs, you will be successful. Instead of segment-oriented marketing, you make ‘self-segmenting products’, products that will ‘find’ their own segments.
- Jochum Stienstra: ‘The Myth of Segmentation or How to Move Beyond’, ESOMAR Congress Odyssey 2010"
"companies surveyed that had higher loyalty spend also had EBITDA margins that were about 10 percent lower than companies in the same sectors that spent less on loyalty. You can see some of the data here in this slideshare:"
Byron Sharp / Andrew Ehrenberg applied
- The RIBS Test A message succeeds when people remember it — when it sticks. This is crucial not only to get press, but to raise funding from the best firms, hire the best people, and attract the best advisors. Getting strong press feeds all of these needs, too. To develop a compelling message, Marooney advises running it through the RIBS test (will your story “stick to your ribs”?). In short:
Edelman Stockholm: Trust 2014 (med diagram))
"Many moons ago, I was tasked tby a retailer to get people interested in buying a new bed, which is of course very, very hard. But we found that there was a much easier situation to solve. There were plenty of people who knew they needed a new bed, but couldn’t be bothered with the hassle of getting rid of the old one. So put it off . All we did was change the situation by promising people in the market (no one was doing this at the time) we would get rid of their old bed for free. Because we all choose the path of least resistance. Then another time, we realised people were LEAVING the store because they didn’t know how to choose a bed, and hated talking to staff. So we created a free guide to buying beds so they didn’t have to, and made them feel like they had the upper hand when eventually a conversation had to happen. Put another way, choose a fight you can win. Not always sexy, but very effective."
- Jarboe: You conclude that many old rules still apply even though the media landscape has changed. If this is true, then why are so many big ad agencies struggling to apply the science of sharing to their viral marketing?
- Nelson-Field: “Two reasons, hype abounds in this space - for example when we are told often enough to believe that ‘deep brand engagement is the key to added loyalty’ many believe it, even when credible justification is elusive. Secondly, as blunt as this may seem, many agencies are not across the reality of how buyers behave or even how advertising really works. Most rely on pseudo-science or what they learned in college from text books. So it’s not surprising that my findings are hard hitting and in many cases contrary to popular belief…but they didn’t surprise me at all.”