Presentation on the 7 'deadly' sins of account planning given at the 2007 AAAA Account Planning Conference by Gareth Kay of Modernista! and ... less Mark Lewis of DDB San Francisco
3. quot;i'm just surprised that no-one's
thought of a better idea yetâ
stephen king on planning
4. success?
âin most categories a brandâs market share is
stationaryâ
4 out of 5 categories seen as increasingly
homogeneous
less than 1 in 10 ads seen as different
4% response rate successful in dm
0.5% average click through rate for banners
5.
6. we think weâre changing, but we are
what we do
old assumptions
old models of communication
old behavior
misplaced
action
11. a half century oddity
tv other communication
passive active
monologue dialogue
centralized decentralized
image substance
money stickiness
what âweâ do what you do to what
we do
13. the usual suspects are wrong
awarenessâŚ
âŚwhen meaning and familiarity matter
more in our world of overchoice
attitudeâŚ
...attitude and attributes, adjusted for
size, donât change
imageâŚ
âŚimage doesnât shift until after behavior
15. energy
and the world is made of energy
and the world is electricity
and the world is made of energy
and there's a lot inside of you
and there's a lot inside of me
and the world is made of energy
and the world is synchronicity
and the world is made of energy
and there's a lot inside of you
and there's a lot inside of me
16. itâs not what you got, itâs how you use it
y&râs bav found that a brandâs energy changes the dynamics of
differentiation and relevance
andrew ehrenberg: salience is what matters
hall & partners: momentum rules
31. john grant and the molecule
specials eg
language, frappucino
eg âskinnyâ
habits
formation
âmy sisterâ
range
book
and options
book
barista
better reading
culture ordering
coffee system akelah and
mission
used grounds the bee
in store
for gardeners starbucks
performance
sofas and
company
and art
social starbucks
ambience
responsibility salon
africa 05
hearmusic
fair trade Xm
coffee
music cd
cause
burn your own
publicity
cd
in store
39. knowledge vs. information
We work hard to find the right message, for the right target at the
right time
But this only works if the informationâs and itâs value doesnât
change once itâs in peopleâs hands (and it does)
42. âpeople look at what interests them and sometimes itâs your ad.â
howard gossage
âoften our biggest mistake as managers is believing that, in
general, customers care a lot about your brand. they do not.â
patrick barwise
43. itâs about having a social mission, not just
a commercial proposition
to get a marketing literate and resistant culture enthusiastic about your
brand, then your brand needs to have an enthusiasm bigger than your
category
create something of social meaning above your product or service
your point of view on real society and life, not Nielsen categories, allows
you to connect in mutually beneficial and contagious way
itâs about being useful to customers and relevant to your brand
53. we live in complex systems,
not unstable ones
why are we over complicating the input and
oversimplifying the outcomes???
54. we live in an unstable world
âi gave volunteers variations of a newspaper story describing an
assassination attempt on a fictitious president. those who were
given the version where the president died were significantly more
likely to attribute the event to a conspiracy than those who read
the one where the president survived, even though all other
aspects of the story were equivalentâŚ
âŚto appreciate why this form of reasoning is seductive consider
the alternative: major events having minor or mundane causes - for
example, the assassination of a president by a single, possibly
mentally unstable, gunman, or the death of a princess because of
a drunk driver. this presents us with a rather chaotic and
unpredictable relationship between cause and effect. instability
makes most of us uncomfortable: we prefer to imagine we live in a
predictable safe world, so in a strange way, some conspiracy
theories offer us accounts of events that allow us to retain a sense
of safety and predictabilityquot;
patrick leman
Source: New Scientist, July 11 2007. Via Mark Earls:
http://herd.typepad.com/herd_the_hidden_truth_abo/2007/07/big-things-big-.html
63. seven deadly sins
1. old assumptions should remain unchallenged
2. awareness and image are the things that matter
3. simplicity, predictability and order exist
4. messaging works
5. what we do is important
6. focus on the big things
7. learn then do
64. seven ways to make brands and their
communication matter again
1. challenge (the old) assumptions
2. energy is what really matters
3. embrace complexity
4. be uncomplete
5. be humble
6. sweat the small stuff
7. DO then learn then DO again
65. âif you donât like change, youâre
going to like irrelevance even lessâ
general eric shinseki
67. transmission is not the only way
communication can workâŚ
âŚthrough modeling
âŚas feedback
âŚby making you present
âŚby being interesting
quot;people will forget what you said, people will forget what you
did, but people will never forget how you made them feel.â
bonnie jean wasmund
68. planning for uncertainty
a linear process ! a continuous process of creation
presenting to clients ! co-creating with clients
69. planning for uncertainty
one size fits all campaign ! frequent micro-initiatives
big stuff ! small stuff
strategy to execution ! strategy in execution