brian sheehan 1999-2007 chairman & ceo team one 1996-1999 ceo saatchi & saatchi australia...

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Page 1: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other
Page 2: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Brian Sheehan

• 1999-2007 Chairman & CEO Team One

• 1996-1999 CEO Saatchi & Saatchi Australia

• 1993-1996 CEO Saatchi & Saatchi Japan

• 1983-1993 Lots of other advertising jobs (AAE-Group Account Director)

Page 3: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Situation Analysis—How Important is it?

Page 4: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

The answer to every marketing problem lies in:

• Industry situation – An opportunity in the industry

• Company situation – A truth about the company, brand, or product

• Competitive situation – A competitive gap or weakness

• Target situation – A consumer need or bias

Page 5: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Good situation analyses = Insights, not just facts

Avoid the data dump!

Page 6: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Legal Warning

Some of the following information is confidential and is for the purposes of demonstration only. This information cannot be shared or reproduced without the consent of Team One and/or its clients.

Page 7: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Example

“The running shoe market is crowded at point of sale. It is a ‘war of the walls,’ which makes it hard for any brand to stand out.”

Page 8: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other
Page 9: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

“The running shoe market is crowded at point of sale. It is a ‘war of the walls,’ which makes it hard for any brand to stand out. (FACT) Therefore, the real power to influence decision making lies with the salesperson.” (INSIGHT)

Page 10: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Leads to “strategic framing” and strategic problem solving

• What kinds of people are the salespeople in sporting goods stores(young, old, part-time, full-time, short-term, long term, socioeconomic)?

• How can we influence their behavior (rationally, economically, emotionally)?

• Can we take the power out of their hands and change the game?

Page 11: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Another example:

“Lexus used to have demonstrable product advantages, but its competitors have now caught up. For example, BMW and Mercedes are now even using gold-plated connector terminals in their cars.”

Page 12: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

“Lexus used to have demonstrable product advantages, but its competitors have now caught up. For example, BMW and Mercedes are now even using gold-plated connector terminals in their cars. (FACT) However, Lexus probably owns the positioning of minute engineering advantages in consumer’s minds.” (INSIGHT)

Page 13: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Strategic framing and problem solving

• Does Lexus really own this position? (next step—find out)

• Could Lexus then use parity engineering to reinforce its positioning?

Page 14: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other
Page 15: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Situational Analysis is not just this:

Industry Analysis

Company Analysis

Competitive Analysis

Target Analysis

Page 16: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

It’s this:

Industry Analysis

Company Analysis Competitive Analysis

Target Analysis

Page 17: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Learning

All situations are only relevant depending on the consumer’s point of view (i.e., all analyses are

intertwined with your target analysis).

Page 18: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Industry, company, and competitive information are easy

• Articles• Annual Reports• Industry White Papers• Media Reports• Monitoring Services• Google

Page 19: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Real target insights take some effort (and creativity)

• Syndicated studies• Focus groups• One-on-ones• Vox pops • On-line communities

Page 20: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Better yet:

• Create a community• Observe in natural habitat • Bring them into the research process

• Show Activision Example

Page 21: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Doing this right

• Differentiates agencies

• Wins accounts

• Leads to more effective creative work

Page 22: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Boost Telecom

• Independence?

• No, Collective Independence!

Page 23: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other
Page 24: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Gold EFFIE Winner

Page 25: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

So Why Did I Sign an NDA?

Because facts are at everyone’s disposal, but even the smallest insights are worth protecting.

Page 26: Brian Sheehan 1999-2007 Chairman & CEO Team One 1996-1999 CEO Saatchi & Saatchi Australia 1993-1996 CEO Saatchi & Saatchi Japan 1983-1993 Lots of other

Thank You!