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When I was at Hall & Partners, we deconstructed campaigns before we went out to test them, because we wanted to try to give each element its due and we wanted to find a way to fairly determine whether a campaign was succeeding. Our approach was this:

Obviously, you want to make sure you’ve registered the business objective;  clients aren’t in the business of making ads, you are. Agency clients are in the business of managing agencies; marketing departments are in the business of commissioning marketing materials; sales departments are in the business of supporting a salesforce; and so on up and over and across the line until you get to a CMO or CEO. They, in the end, are in the business of being profitable and pleasing shareholders. They probably ought to spend as much time on innovation and marketing as they do on profit-and-loss statements and internal politics, but in the end, they are how their bosses are incentivized, and they are probably incentivized on a business objective.

So, anyway. After you’ve established what your clients’ bonuses are based on, you want to bring it back down to earth – what is possible for the advertising to accomplish, and what role do we want it to play in achieving that business objective? This exercise is often the part of the job called, “managing expectations.” But it’s also the “what do we want people to believe or do” part of a creative brief; it’s not the “what is the client asking us for” part. One is about outcomes, the other is about assignments. Don’t confuse the two.

Where things get sticky is in the difference between the strategic idea and the creative idea. (I’ve also included a media idea here because sometimes the creative idea is actually a clever use of media, not just a nice image with some clever copy.) The strategic idea is how you’re going to go about achieving the advertising objective. Let’s think about Nike+ again. The strategic idea is not “People like to listen to music when they run” – the strategic idea is probably something like, “Let’s entertain and reward people so they’ll use our content when working out.”

So then, what’s the creative idea? It’s the framework for bringing that strategy to life. In the Nike+ example, perhaps the creative idea was to build a social, interactive, content- & feedback-driven ecosystem. The executions were the product, the playlists, the points, the platform, the app. Some of the executions work harder to deliver on the strategy than others; you can swap these out for something that is more effective without losing the overarching creative idea or undermining the strategic idea.

No mesmo post que eu tirei isso, tem uma análise foda sobre a miopia do “insight”.

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