Inspiring Creative in a Digital First World
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Joonathan Lee, Managing Director, Brand Strategy, Huge #DMC2014
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Inspiring Creative in a Digital First World
- 1. November 21, 2014 45 Main St #220 BKLN / 718 625 4843 / hugeinc.com
- 2. November, 2014 Inspiring creative in a digital first world. Huge
- 3. Why am I here?
- 4. 1993
- 5. “Have an idea or leave the room”
- 6. 2001
- 7. 2005
- 8. 2008
- 9. 2010
- 11. 2010 200+ employees. BKLN LDN LA
- 12. 2014 1,000+ employees worldwide. ATL BKLN DC LDN LA PDX RIO SF SGP CAN
- 14. So … let me share a little about what I have learned
- 16. 1886
- 17. 1886
- 22. Passive consumers Promises Interruptive Storytellers Campaigns Pre-digital. People play the role of… Brands are judged by… Interactions are… Great brands play the role of… They deliver …
- 24. Say and Do
- 25. Single most compelling idea One thing that we need to say Unique selling proposition
- 26. But
- 29. Post-digital. (digital interactions became so ubiquitous, they transcended mediums and became the new way of life) Pre-digital. (media channels were limited and broadcast reigned) vs
- 32. Pre-digital. Passive consumers Promises Interruptive Storytellers Campaigns People play the role of… Brands are judged by… Interactions are… Great brands play the role of… They deliver … Post-digital. Active users Promises + behaviors Permissive Enablers Capabilities
- 33. How do you inspire creativity in this new word? Pre-digital Digital Digital-first emergence 1880 1990 2010
- 34. Can you apply the processes and frameworks created in this era
- 35. How do you navigate the constantly evolving and expanding touchpoints?
- 36. What is your role when you are not the only valid strategic voice
- 37. You need to evolve a few things 1.Philosophy. 2.Strategic Approach. 3.View of Creative.
- 38. Expand your … Philosophy
- 39. Customers first.
- 40. Users first.
- 41. Brands are built on values, mission and beliefs.
- 42. Brands are built on values, mission, beliefs and capabilities.
- 44. Create and make things. Participatory. Iterative. Valuable.
- 45. The planner sets the strategy.
- 46. The planner identifies the right strategy.
- 47. Deepen your … Strategic Process
- 48. Real Challenge The problem that lies behind the objective or goal Un-spoken User Need The want or need that the user has but can not articulate True Brand Capability What must be enabled to deliver on brand vision/mission Strategic idea Overhaul your briefing tools
- 49. Unearth the real challenge.
- 50. Awareness Relevance Equity Sales
- 51. Awareness Relevance Equity Sales Likes Clicks Tweets
- 52. But there is more!
- 53. WHY? But WHY? WHY? WHY?
- 54. I want to drive more sales why? Sales are down why? Competition is stealing share why? We are no longer seen as “special” why? We have been there so long we are the boring staple mass option We need to get our “Stige” back
- 55. Determine the root behavioral cause.
- 56. Understand and apply a valuable user need.
- 57. User Myth 1: New insights exist
- 58. Insight = Existing knowledge + digital context
- 59. User Myth 2: Research has all the answers
- 60. Data is a valuable crutch.
- 63. User myth 3 They know what they want
- 66. Expectations lead to needs and desires
- 68. The Un spoken Need. 1.Solves a problem. 2.Sets expectations 3.Can be incremental
- 69. Go beyond the “Un-Met” Aspire for the “Un-Known” And you will find the “Un- Spoken”
- 70. Know your brand’s capability.
- 71. In truth brands are simple
- 73. A good brand has. 1.Focus. 2.Meaning. 3.Conviction
- 74. Vision Define where we want to be Mission What drives us Beliefs How we achieve the mission and vision
- 75. Vision Define where we want to be Mission What drives us Beliefs How we achieve the mission and vision Capability What we must enable for our user
- 76. What is a brand capability?
- 77. Addresses the challenge and un-spoken need
- 78. It is active and participatory
- 79. It delivers the brand’s vision, mission and beliefs
- 80. Think about what the brand should say, do and ENABLE
- 81. Shift from a campaign based model to a … Capability based model
- 82. The other World Cup
- 83. vs
- 84. vs
- 88. “Adidas may be the official world cup sponsor, but Nike wins the battle of the buzz.” 30% Nike’s “official and competitor buzz.” 14% Adidas’ “official and competitor buzz.” vs Data from Nielsen http://www.fastcompany.com/1658906/adidas-may-be-official-world-cup-sponsor-nike-wins-battle-buzz
- 89. How do you shift from inspiring a campaign centric model to inspiring a capability-centric model?
- 90. Create Value. Push forward. Support it.
- 91. Uber Delivers Ice Cream #UBERICECREAM
- 93. Create Value: Capability + need = authenticity. Enable before say. Deliver in context.
- 94. Create Value. Push forward. Support it.
- 95. HBO Go
- 96. Nature Valley Trail View.
- 97. Push Forward: Following = failure. Try, learn and iterate. What user needs you to do.
- 98. Create Value. Push forward. Support it.
- 100. Insert image of President cheese
- 101. Lowe’s Fix in Six.
- 102. Support it: Take the long view. Get out of the silo. Be agile.
- 103. Is the creative idea Creating Value. Pushing forward. Supportable.
- 104. Final Thoughts
- 105. You can not do this alone.
- 106. Inspire, identify, codify and help translate the strategic idea
- 107. “Have an idea or leave the room”
- 108. jelee@hugeinc.com
- 109. November 21, 2014 45 Main St #220 BKLN / 718 625 4843 / hugeinc.com
Notas do Editor
- Note: This slide sets the topic for the meeting.
- Be careful about this slide. For large companies, 1000 employees means safety, security, the ability to deliver at scale—hiring the best. Smaller companies may fear that we are too big for them. So only use the 1000 number if we are talking to a big brand. Otherwise, change the title and remove the headcount under each office so we talk about having global capabilities instead of the number of people. On this slide, we should talk about the history of the company, how we started as a small design firm back in 2005 and have now grown organically to span all capabilities and geographies to comprehensively serve the needs of clients etc. If appropriate (only to add to the “Huge is a safe choice” option, one can say that we are an independent agency within IPG.
- Be careful about this slide. For large companies, 1000 employees means safety, security, the ability to deliver at scale—hiring the best. Smaller companies may fear that we are too big for them. So only use the 1000 number if we are talking to a big brand. Otherwise, change the title and remove the headcount under each office so we talk about having global capabilities instead of the number of people. On this slide, we should talk about the history of the company, how we started as a small design firm back in 2005 and have now grown organically to span all capabilities and geographies to comprehensively serve the needs of clients etc. If appropriate (only to add to the “Huge is a safe choice” option, one can say that we are an independent agency within IPG.
- This slide should only have logos of (a) universally recognized brands. Ideally, this slide also only has logos of current, active clients. This allows us to give our most powerful story, which is that we work with the worlds largest companies and brands across almost every industry, and here’s a selection of clients we are working with TODAY. We can then say that for every brand you see here, we are responsible for core digital experience or marketing for the overall company or a major brand in the organization. This means (a) there should be no logos from a long time ago, like Target. On this slide a prospect will often ask what we do for a given company; it will not look good if it is years old. (b) the presenter should be able to answer we are doing for every logo on the chart they present, so they can answer authoritatively.
- Let’s take at coca cola as an example, a brand that has consistently been winning the hearts and minds of consumers through the years. *They’re consistently at the top of Interbrand’s word leading brands.
- They’ve been nailing it for 100 years…the earliest newspaper ads. (they were the first) 1886 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- Through the golden eras of print… 1938 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- and broadcast… 1971 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- and broadcast… 1979 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- and broadcast… 1986 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- and broadcast… 1993 MATT – can we combine some of the print ad slides into a single slide that flips through each iteration? Same for the TV slide – a single image of a TV and the coke images flip through?
- Explain how “Hilltop” fits fits the above pre-digital model. The experiences they create are… (communications vs. interactions) The deliver… campaigns (a finite series designed around telling a story) vs. Capabilities (ongoing, ever-present behaviors and interactions)
- Fast forward to 2010. The world has changed. The digital surge has happened. They’re still winning the hearts and minds of people, but with relationships that now look like this.
- And this. *Campaign info: It goes without saying that Share A Coke is one of Coca-Cola’s most noteworthy digital campaigns. It’s such a simple idea, yet the response has been amazing and it’s now a global campaign that has been running for around two years. The campaign was originally trialled back in 2011, resulting in a 7% increase in sales. It also earned a total of more than 18 million media impressions, and traffic on the Coke Facebook site increased by 870%, with page ‘likes’ growing by 39%. The campaign gives people the chance to order personalised Coke bottles through a Facebook app, while in some countries the labelling has been changed altogether so all Coke products have different names on them.
- Both examples are exemplary for their eras. But what’s changed? Recognizing the important differences in what works today vs. yesterday and what’s driving these profound difference gives us an understanding of how brands should behave moving forward. *There’s an adolescent era of digital that I didn’t depict because there didn’t seem to be a big point to make about it except that brands didn’t really know what they were doing, and people didn’t really either. What we care about is what dictates what you need to be successful today.
- The exponential boom in both volume of media channels and media types creates a boon in ad pollution, which results in the opposite of the intended effect: the grip brands had on consumer attention started to loosen. And now there is so much media, so many options that people can choose not to listen to brands (FF’d through commercials). They can choose not to interact with brands (not “subscribe to ” or “like” your brand). This will only continue to expand. *Since1994 and the internet boom, we’ve experienced a seemingly lightning-speed proliferation of digital media over a disproportionate span of only 22 years. While advertisers were focused on invading the next available media channel over the past two decades, consumers gained back power over their own attention.
- New enabler brands emerge, made possible by the surge of digital mediums and usage. They led by just being great companies designed around enabling people to do things. Digital mediums allowed people to be exposed to their behavior, and therefore trust them as companies. A new form of trust is built, but also a new expectation is set for how companies behave in digital. The idea of the user vs. the consumer is born. Capabilities become as important as campaigns delivering on your brand purpose.
- So this is the world we live in today. Explain how “Share a coke” fits fits the above post-digital model. If you compare the two examples… even though they’re means to the same end, they could not be more different. ---- *The experiences they create are… (communications vs. interactions) They deliver… campaigns (a finite series designed around telling a story) vs. Capabilities (ongoing, ever-present behaviors and interactions)
- That being said, this is still a new territory for everybody. And vestiges of the old model abound. (This is not all bad, though).
- efuhrman@hugeinc.com / password
- Traditional branding frameworks have a tendency to overcomplicate and create many layers – the result is you end up with no real boundaries or meaning.
- Activity of both companies were built on a campaign-centric model, relying on stories told through metaphor to evoke emotional association. (Nike: we are for those who risk everything, Adidas: we are for those who go all in and leave nothing on the table)
- And relied heavily on a broadcast model. Pictured: nike spot YOUTUBE VIEWER (in context)
- And relied heavily on broadcast. This works in rare occasions like the world cup where you have people’s attention and TV is where you find them. (But it’s expensive as hell!) Pictured: adidas spot
- But we did see signs of them nudging into capability territory, nike more successfully than adidas.
- Adidas outfitted 12 teams (versus 9 for nike) Data from Nielsen http://www.fastcompany.com/1658906/adidas-may-be-official-world-cup-sponsor-nike-wins-battle-buzz
- Uber delivered ice-cream to promote their newly diversified private rides. Uber expanded it’s fleet from Lincoln Town Cars to SUVs and hybrids in an additional service called “Uber X.” To market the change, Uber offered on-demand ice cream to users, ordered and paid for through their app, in Boston, Chicago, New York City, San Francisco, Seattle, Toronto, and Washington D.C.
- This is approach that we believe will be (has to be) adopted even further as we move forward into this post-digital territory. Here’s how we make sure we do this…
- Nature Valley Trail View, created a first-of-its-kind interactive hiking experience thanks to teams who used Google Street View technology to map trails in three National Parks—the Grand Canyon, the Great Smoky Mountains and Yellowstone. Absent from the site is any explicit pitch for granola bars. “It’s not necessarily about getting someone to go out today and buy a Nature Valley granola bar,” Scott Baldwin, senior marketing manager for Nature Valley, said of the project. “Supporting lifestyle causes that your customers care about is what’s going to keep them loyal to you, and when they have a choice, maybe they’ll choose you.” PUT IN BROWSER
- Created by BBDO New York, the Lowe’s campaign answered the question “How can we help people improve their homes in just six seconds?” Insert vine video (rubber band) Phone from template play video
- EJW: updated phone number