"Martin Weigel
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."

Clarity, simplicity and a touch of (un)common sense.  — Where the Puck is Going.. — Medium

"Martin Weigel:
My take on this is that I have no idea what a “T-shaped” person is. Or what an “expanding square”-shaped one is."

Clarity, simplicity and a touch of (un)common sense.  — Where the Puck is Going.. — Medium

"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"

Strategy Saying

(via Artists match famous paintings with hip-hop lyrics to glorious effect)

(via Artists match famous paintings with hip-hop lyrics to glorious effect)

Lucille Ball understands planning better than planners - Campaign Asia

"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:"

Loyalty: It’s Killing Your Business | LinkedIn

Byron Sharp / Andrew Ehrenberg applied

Edelman Stockholm: Trust 2014 (med diagram) from Edelman_Stockholm
(via 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."

Northern Planner: Why popcorn teaches us about avoiding behavioural change and looking to alter situations instead