why working with creatives isn't working
TRANSCRIPT
WHY WORKING WITH CREATIVES ISN’T WORKING
HYPE SESSION APRIL 21
Vincent d’halluin – SD mortierbrigade
HELLO! I AM VINCENT
@vincentdh
WHY WORKING WITH CREATIVES ISN’T WORKING
WHY WORKING WITH CREATIVES ISN’T WORKING
Bernoulli’s Equa/on:
Feynman Technique
• Step 1. Choose the concept you want to understand.
• Step 2. Pretend you’re teaching the idea to someone else.
• Step 3. If you get stuck, go back to the book.
• Step 4. Simplify your language.
Good planners make complicated things simple. Bad planners make simple things complicated
“A problem well-put is a problem half-solved.”
John Dewey
YOUR JOB
SIMPLIFY
Most briefs
SELL MORE
SALES ARE NEVER THE REAL PROBLEM
Exercise: WHY?
Define a daily life problem and keep asking why.
SOLVE THE PROBLEM
don’t answer to the brief
WHY WORKING WITH CREATIVES ISN’T WORKING
UNDERSTAND
• The business
• The problem
• Your client
• Your colleagues
UNDERSTAND
• The business
• The problem
• Your client
• THE CUSTOMER
• Your colleagues
A BAT AND A BALL COST €1,10 IN TOTAL. THE BAT COSTS €1 MORE THAN THE BALL.
HOW MUCH DOES THE BALL COST?
3%
SYSTEM 1
• FAST • IMPLICIT
• EXPERIENTIAL • INSTINCTIVE
• EMOTIONAL
SYSTEM 2
• SLOW • EXPLICIT
• ANALYTICAL • EFFORTFUL
• COGNITIVE
YOU GIVE EMOTIONAL PEOPLE A BRIEF WRITTEN BY RATIONAL PEOPLE.
EMOTIONAL PEOPLE who ARE NOT allowed to critic the work of rational people.
You go back with emotional work to rational people.
YOUR JOB
human understanding
CREATIVE INSPIRATION
YOUR JOB
human understanding
business advantage
INTRODUCING
THE BRIEF
Vs
The briefing
“Every order which can be misunderstood will be misunderstood”
Jacob Meckel, 1877
A SYMPHONY?
THE BRIEF
• CLEAR • Stating the problem
• inspires • Elaborated & discussed
• from the planner
THE BRIEFING
• Clear • Stating the problem
• inspires • In beta & open to discussion
• From the team
BRIEFING
OUTPUT
INPUT
INFLUENCE
INTELLIGENCE
CLAIMS
Vs
IDEAS
Great campaigns are A simultaneous orgasm of strategy and creation.
It’s rare in advertising as well
SHOW WHAT PEOPLE WITH DEMENTIA ARE
CAPABLE OF, THANKS TO THE POWER
OF MUSIC
Let’s play WHAT’S THE BRIEF
Let’s play WHAT’S THE BRIEF
Let’s play WHAT’S THE BRIEF
Let’s play WHAT’S THE BRIEF
My first campaign @ mortierbrigade
Good joke – strategy: 1 - 0
YOUR JOB
BECOME THE CREATOR OF DIRECTIONS
Directions?
• Start with many ideas. People with little ideas freak out.
• Discuss the directions
• Provide stimuli
Make it an experience
• Go outside
• Try the product
• Go where your target is
What creatives say
• Be brief • AVOID , , , , , • Spark ideas • Give many proof points • Use insights only if they are fresh / TRUE • Don’t create or write taglines • BE PROVOCATIVE • BELIEVE IN THE POTENTIAL • WEAR NICE SHOES
The next day
HI
REPOSITION
Creepy weirdos Beloved entertainers
REPOSITION
WHY WORKING WITH CREATIVES ISN’T WORKING
“You and I both drink from the same well of inspiration. The difference is that you get to piss in it first.”
EXERCISE
YES BUT
INTRODUCING
THE REVIEW
ASK
• If you want to win an argument, ask the person trying to convince you of something to explain how it would work.
• If they can explain why they are correct and how things would work, you’ll learn something. If they can’t you’ll soften their views, perhaps nudging them ever so softly toward your views.
• You should attempt to re-express your target’s position so clearly, vividly, and fairly that your target says, “Thanks, I wish I’d thought of putting it that way.
• You should list any points of agreement (especially if they are not matters of general or widespread agreement).
• You should mention anything you have learned from your target.
• Only then are you permitted to say so much as a word of rebuttal or criticism.
FEEDBACK METHOD
• Questioning feedback: “what did you like best?” • AFFIRMATIVE FEEDBACK “What I liked…” • PERSPECTIVE FEEDBACK “as a planner, I lack…” • Open feedback “according to you, …” • Gossip feedback: everyone gives feedback, creative only
replies afterwards • Tips & tricks feedback: “I once worked on this campaign and
we did that to tackle the issue” • Personal feedback: write an email afterwards • Plus one feedback: if you agree, keep it short
Become the (wo) man with the questions instead of the planner with the answers.
COMMANDMENTS
• Be useful
• Help, don’t impress
• Don’t fall in love
• Build trust
• Give all your ideas away
LOVE
THEM
WHY state the problem clearly WORKING WITH CREATIVES ISN’T WORKING
WHY state the problem clearly WORKING WITH CREATIVES collaborate, don’t convince ISN’T WORKING .
WHY state the problem clearly WORKING WITH CREATIVES collaborate, don’t convince ISN’T WORKING questions are your best friend