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Planning Through Paradox

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Marketing is an industry full of paradox. In fact, the field of Account Planning is struggling to make sense of many dichotomies at present. We have an abundance of data that haven’t translated into clearer and more inspiring strategies. We are brand experts that have a difficult time branding our discipline. The list goes on. The Planning discipline is driven by choice, distillation, consistency and focus. But today’s marketing challenges demand a more sophisticated approach to handling issues, which at face value, seem like competing opposites. In this session, we’ll examine how to strategically lead our clients through Paradox, and hopefully, create a new brand for Planning by doing it.

Publicada em: Marketing
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Planning Through Paradox

  1. 1. LEADING THROUGH PARADOX Brandon Murphy, 22squared @brmurphy 1
  2. 2. PROCESS INFO HOLISTICALLY MOVE RANDOMLY FROM TASK TO TASK USE INTUITION TO SOLVE PROBLEMS SEE END RESULT WITH CLARITY CREATIVE PROCESS INFO IN A LINEAR MANNER IDENTIFY IMPORTANT DETAILS ANALYTICAL MOVE IN A SEQUENTIAL ORDER USE LOGIC TO SOLVE PROBLEMS ? 012 345 2
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  5. 5. 5 MY PATH Becoming a Strategic Leader Huntington University Huntington Indiana Played Basketball, Met wife 4 years Fayetteville, Arkansas Branding and Shopper Marketing 2.5 years Fort Wayne, Indiana Learned Lots of Shit 1 year Toledo, OH Whoops 1 year Detroit, MI Became Very Plannerly 4 years Tampa, FL Helped Reinvent the Agency 8 years Atlanta, GA Learned How to Lead: Strategy, Analytics, Media and Account Management 3 years Business Management and Psychology Strategic Planner Thompson Murray One-Man Marketing for Non-Profit Church Doctor Ministries Account Director Fahlgren Advertising Planning Director Campbell-Ewald Chief Strategy Officer West Wayne, 22squared Chief Client Officer 22squared 1997 2001 201620051996 19991992
  6. 6. 6 MY PATH Becoming a Strategic Leader Huntington University Huntington Indiana Played Basketball, Met wife 4 years Fayetteville, Arkansas Branding and Shopper Marketing 2.5 years Fort Wayne, Indiana Learned Lots of Shit 1 year Toledo, OH Whoops 1 year Detroit, MI Became Very Plannerly 4 years Tampa, FL Helped Reinvent the Agency 8 years Atlanta, GA Learned How to Lead: Strategy, Analytics, Media and Account Management 3 years Business Management and Psychology Strategic Planner Thompson Murray One-Man Marketing for Non-Profit Church Doctor Ministries Account Director Fahlgren Advertising Planning Director Campbell-Ewald Chief Strategy Officer West Wayne, 22squared Chief Client Officer 22squared 1997 2001 201620051996 19991992
  7. 7. ? 7 WHY THIS TOPIC?
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  9. 9. PLANNING PARADOX 9 GOOGLE PLANNERS DATA BOUND SOURCE: Informal survey conducted by 4A’s Strategy Committee
  10. 10. SPECIAL THANKS Jen Grant Group Director, Strategy at Team One 10 Phil Heuring Strategic Planning at Greenberg Strategy Saya Heathco Director of Strategy at 22squared David Yeend Group Strategy Director at 22squared Chuck O’Connor Late Planner in Chicago Hillary Traylor Content Strategy Director at 22squared
  11. 11. 11 Lead collaboration without becoming obsolete Be inspiring but don’t be creative Brand experts that can’t brand themselves More data yet less inspiring findings Awash in data yet planning doesn’t own insight anymore 1 2 3 4 5
  12. 12. 12 LET’S LIST SOME MORE…
  13. 13. WE WON’T SOLVE OUR OWN PARADOX UNTIL WE HELP OUR CLIENTS SOLVE THEIRS Help me, help you! 13
  14. 14. 14 THE FUTURE OF PLANNING RESTS ON OUR ABILITY TO LEAD OUR CLIENTS THROUGH PARADOX.
  15. 15. BRAND 
 STRATEGY SCHOOL OF THOUGHT 15 DISTILLATION CHOICE CONSISTENCY FOCUS 1 2 3 4
  16. 16. 16 TOOLS OF CHOICE POSITIONING MAPS THIS NOT THAT DEFINE YOUR ENEMY BRAND ARCHETYPES
  17. 17. 17 COMMON ASSUMPTIONS RIGHT VS. WRONG EITHER / OR MINIMIZE COGNITIVE DISSONANCE SACRIFICE MANY THINGS TO OWN ONE THING FOCUS AND BE CONSISTENT
  18. 18. 18 STRATEGIC PARADOX
  19. 19. SHORT-TERM 19 LONG-TERM
  20. 20. DEEP TARGETING AND BRAND LOYALTY 20 LIGHT USERS AND BROAD REACH
  21. 21. 21 WIN YOUNGER CUSTOMERS RETAIN OLDER CUSTOMERS
  22. 22. PURPOSE 22 PRODUCT
  23. 23. 23 STRATEGIC PARADOX LET’S IDENTIFY SOME MORE…
  24. 24. 24 VIEW PARADOX AS A POSITIVE AND INNOVATIVE FORCE. CHANGE OUR VIEWPOINT
  25. 25. BOTH/AND THINKING 25 “ ”EXPLORE THE NEW CONSTANTLY ENGAGE CONFLICTING STRATEGIES SIMULTANEOUSLY LEARN FROM MULTIPLE PERSPECTIVES EMBRACE MULTIPLICITY TOLERATE UNCERTAINTY LEARN FROM FAILURE 1. 2. 3. 4. 5. 6.
  26. 26. TRANSCEND DIFFERENCES RATHER THAN RESORT TO COMPROMISE 26
  27. 27. JUSTICE & MERCY YIN & YANG LAW & GRACE LONG-TERM & SHORT-TERM CHRISTIANITYTAOISM THIS IS NOT A NEW IDEA 27 4000 YRS AGO JUDAISM 2500 YRS AGO 2000 YRS AGO 50 YRS AGO BUSINESS 10 YRS AGO TECH & INNOVATION
  28. 28. LEADS TO MORE ITERATIVE STRATEGY 28 STRATEGY LAUNCH STRATEGY LAUNCH INSIGHT INSIGHT INSIGHT MEASURE MEASURE 0d 15d 30d 45d 60d 75d 90d INSIGHT INSIGHT STRATEGY INSIGHT STRATEGY INSIGHT STRATEGY INSIGHT STRATEGY PLAN DESIGN LAUNCH MEASURE PLAN DESIGN LAUNCH MEASURE PLAN DESIGN LAUNCH MEASURE PLAN DESIGN LAUNCH MEASURE ITERATIONITERATIONITERATIONITERATION
  29. 29. HOW CAN PLANNING LEAD WITH BOTH/AND THINKING ? 29 “ ” 1 32 + - SPOT THE POLARITIES LEARN CRITICAL RELATIONSHIPS SEE THE FULL PICTURE
  30. 30. CREATE OPENNESS TO MULTIPLE, EVEN CONTRADICTORY WAYS OF THINKING 30
  31. 31. 31 ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? THE GOAL OF BALANCE THE FEAR OF IMBALANCE UPSIDES DOWNSIDES UPSIDES DOWNSIDES
  32. 32. 32 ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? THE GOAL OF BALANCE THE FEAR OF IMBALANCE INSPIRING AND ASPIRATIONAL BRAND TAKES LEADERSHIP POSITION EMOTIONAL AND FULFILLING APPLY TO EVERY PART OF BUSINESS DOWNSIDES DOWNSIDES QUICK WINS HAPPY STAKEHOLDERS EASY TO DEFEND/EVALUATE SUCCESS STEAL SHARE PURPOSE PROFIT LOWER APPEAL VALUE-CONSCIOUS CONSUMER LESS TANGIBLE AND PRACTICAL KEEPS YOU FROM DOING PROFITABLE THINGS TAKES TOO LONG UPSIDES UPSIDES GREED CAN TURN OFF CONSUMERS DILUTES BRAND, LEADS TO QUESTIONABLE DECISIONS SHORT-TERM THINKING KILLS CULTURE GOOD GUY WINS, CONSISTENTLY FLAWED AND UNSUSTAINABLE SUCCESS GET AUTHENTIC BUY-IN SET MEASURABLE GOALS OPERATIONALLY FULFILL PURPOSE SET COST BOUNDARIES DON’T ACT RANDOMLY TIE EVERYTHING TO A “WHY” SET BOTH SHORT-TERM AND LONG-TERM METRICS THINGS FEEL THIN DELUGED WITH QUESTIONS HIGH OPPORTUNITY COSTS NO CLEAR CTA’S SLOW MOVING LOSE GOOD PEOPLE WAR-LIKE LANGUAGE BUY SHARE INSTEAD OF EARNING IT PAVLOVIAN CONSUMERS TRAINED FOR THE DEAL
  33. 33. 33 ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? ACTIONS WHAT DO WE NEED TO DO TO STAY UPSIDE AND AVOID DOWNSIDE? WARNINGS HOW DO WE KNOW WE ARE IN DANGER? THE GOAL OF BALANCE THE FEAR OF IMBALANCE INSPIRING AND ASPIRATIONAL BRAND TAKES LEADERSHIP POSITION EMOTIONAL AND FULFILLING APPLY TO EVERY PART OF BUSINESS DOWNSIDES DOWNSIDES QUICK WINS HAPPY STAKEHOLDERS EASY TO DEFEND/EVALUATE SUCCESS STEAL SHARE PURPOSE PROFIT LOWER APPEAL VALUE-CONSCIOUS CONSUMER LESS TANGIBLE AND PRACTICAL KEEPS YOU FROM DOING PROFITABLE THINGS TAKES TOO LONG UPSIDES UPSIDES GREED CAN TURN OFF CONSUMERS DILUTES BRAND, LEADS TO QUESTIONABLE DECISIONS SHORT-TERM THINKING KILLS CULTURE GOOD GUY WINS, CONSISTENTLY FLAWED AND UNSUSTAINABLE SUCCESS GET AUTHENTIC BUY-IN SET MEASURABLE GOALS OPERATIONALLY FULFILL PURPOSE SET COST BOUNDARIES DON’T ACT RANDOMLY TIE EVERYTHING TO A “WHY” SET BOTH SHORT-TERM AND LONG-TERM METRICS THINGS FEEL THIN DELUGED WITH QUESTIONS HIGH OPPORTUNITY COSTS NO CLEAR CTA’S SLOW MOVING LOSE GOOD PEOPLE WAR-LIKE LANGUAGE BUY SHARE INSTEAD OF EARNING IT PAVLOVIAN CONSUMERS TRAINED FOR THE DEAL 1 2 3 4 5
  34. 34. 34 WORKSHOP OUTPUTS @BRMURPHY BRANDON.MURPHY@22SQUARED.COM
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