Tencent and Dentsu’s Mobile stack – what exactly are they trying to achieve?

Cannes is a time for grand announcements. Even if they mean nothing.

So DAN and Tencent signed a deal that apparently will ‘transform mobile marketing‘ according to Campaign asia and usher us in a ‘new era of future marketing‘ according to Yahoo Finance.  Neither of the articles go beyond gibberish and jargon to suggest actual ramifications of the partnerships. One of the clearer outcomes is a ‘university’ to teach digital marketing. But that in itself is not very revolutionary, now is it?

Campaign asia talked about ‘exclusive’ partnership. So that’s how agencies are going to build superiority now – walled gardens, rent seeking. Damn, we are really out of ideas now aren’t we.

The truth is the mobile stack is just a gimmick to get clients to think that Dentsu ‘gets’ mobile marketing. I am sure some good will come out of it. But it certainly won’t ‘transform’ anything. The lack of vision in the PR article on two websites was indication enough of a clear lack of vision.

sigh. I so wish for leaders in the industry to actually read, learn and think hard to actually become more useful to more people, more businesses. Instead we get these hogwash deals.

 

 

Agencies as platforms – setting up for failure

Publicis is trying to become a platform with ‘Marcel’.

PHD has ‘Source’ – another platform idea.

Ogilvy also has its OS – more or less a similar idea.

Every global agency wants to become an Operating system/ platform where it could efficiently put to use the thousands of creative minds, departments for its thousand clients across the globe. The idea theoretically is  pretty awesome. Now that the agencies have grown to global proportion, how do yo make sense of the scale? How do you break the silos? How do you partner global brand’s global operations? A digitally enabled global platform sounds about right.

But will it actually work? There are two things that make an idea work. One is clarity of purpose. Second is people – Who is supposed to make it work and does he/ she gain anything from it?

And I think the agencies have lost the game on both fronts.
They lack the vision – they underestimate the power of AI or are shy of actually using its potential. The examples shown in the video are pedestrian. They queries showcased do not require ambitious AI. It tells me they lack imagination and conviction.

Secondly, the people.
The value of a platform or a network is really in its ‘network effect’. Facebook is valuable because all my friends are on facebook and so are their likes and their suggestions. It is worthless if my friends were not there. So a platform is as good as the number of active people on it.
And I doubt there is strong enough an incentive for agency workforce to go digital – use that digital add-on of a ‘platform’.
Let me elaborate. Starting with vision.

  1. The AI’s story

    Professional assistant sounds like an exciting idea. But the examples shown in the demo video for Marcel makes me think that they really haven’t thought it through yet. The potential of a professional assistant in my pocket is huge and I doubt they have the conviction, the drive and the ability to truly create a product that could help me with my work. The video showed examples of fairly simple queries (for reports, for teams, for projects… simple keyword searches) – something that a simple google search would yield an answer. If that is the ambition, then the product is worthless.
    I imagine a professional assistant for a strategist to know up-to-date information of my client’s business performance, brand matrices, social listening etc. I will need it to analyse that social, market data for me.
    For a creative professional, an AI enabled professional assistant could help fetch examples of a certain emotion being portrayed in movies, novels etc, or find the right cultural conversation to target, find right examples of older/ competitive ad that conveys something. From a coding perspective, it requires technology that can scan videos for emotions, scan novels for metaphors, suggest content that might be useful for my current project, scan global market indices, scan social conversations for expressions, not just sentiments.
    That is a sophisticated product that I can use. And also, a sophisticated product that is technically very difficult to create. There is a reason it doesn’t exist yet.

    It would be economically more viable for Publicis to sell these products in open marketplace with high margins, instead of restricting it to their employees and clients.

    Euromonitor and their ilk have not yet shown a willingness to improve their delivery with AI. Understandably so, because of the economics of it and the coding prowess it requires to create an intuitive and powerful AI that will actually be useful. If Publicis or Ogilvy, has that kind of coding prowess, they would be better placed to monetise it for strategy projects rather than as  value-adds, to advertising!

    Why would you give away something more valuable for free with something whose value is depreciating. Would you sell a bicycle by giving away gold bars free with it?

  2. Conviction: It is a platform if it is the primary interface for a defined purpose. Otherwise, it is simply an onerous add-on.

    The nature of advertising business demands close co-ordination, casual comfort in conversations, intellectual proximity… None of which will exist if digital becomes the primary interface for inter-agency/ or agency-client relationships. People like to meet, talk and see if they find others as being agreeable. Even within an agency, if a CD doesn’t like my (planner’s) attitude, he would simply not bother even reading my brief. In the ego chamber that is an agency, relationships determine  if people even attempt at listening to other people. I have a hard time getting creatives excited about most of my briefs. I am sure they won’t get excited over anonymous briefs gathering digital dust on the ‘platform’ – a brief that doesn’t get an appointment, doesn’t challenge them intellectually, doesn’t provide them a startling new insight, doesn’t smile encouragingly, doesn’t empathize with their issues, doesn’t complement on their excellent creativity… is a dead brief.

    Indeed, many business relationships are based solely on the merit of nothing more than strength of actual people to people relationships. What happens to those if digital platforms become the primary interfaces?
    And if that is not the case and real world remains the primary interface with digital being an add-on, why would anyone want to invest extra time and effort on a platform that has diminishing returns for the primary purpose of fruitful relationships.

  3. Relationships vs projects: Should our industry incentivize the philandering behavior of clients?

    There are two kinds of clients – those that build a trust based relationship with an agency and works closely enough to grow their brands. Increasingly, however, trust is giving way for power tactics – clients who get agencies to pitch for every little project.
    The ‘platform’ idea is more suitable for the latter kind of clients. It is in the nature of ‘open relationships’ to put out briefs that hide more than they reveal. The lack of transparency means that the planner has to work harder in ‘guessing’ the brand challenge and strategy, in absence of hard numbers and concrete objectives from clients. Which means, more possible ‘routes’ to work on. which means more work.
    Do we really need to do more work that might not see the light of day, or less of it?

  4. Best creative brains do not want briefs from elsewhere.

    Consider a over-worked Creative Director with 5-6 projects (with at least one ongoing pitch) on his plate with deadlines of yesterday? That practically is every other CD in increasingly poor agencies (Look at retainers going down and businesses asking to pitch for every little project). Would a busy CD from China want to work on that superbowl commercial for a US client? I doubt it. Maybe interns and junior copywriters would like that opportunity. But typically the best creative brains with enough experience wouldn’t be going out to search for extra projects. They might do so, if they already have an idea/ script and need now a client to sell it to.
    So perhaps, the platform will become a Craigslist for ‘idea in need of clients’.

  5. Every brief a pitch

    This system, in a manner of speaking, is further fragmenting the whole pitch business. In a sense, every Publicis brief then becomes a pitch. Which planner/ creative director wants that?
    Pitches essentially are blackholes for good ideas. ideas that titillate clients, but that have much smaller chance of seeing the light of day.

  6. The knowledge bank – why quora works but internal Q&A does not

    I have worked in multiple global agencies. All of them had strong internal ‘knowledge bank’ networks. I even oversaw making of one of those, long time back.
    None of them worked. No one ever contributed answers, knowledge to the supposed bank.
    Or rather, the same person who might spend hours writing a thorough answer to a question on Quora, would never write (or even read a question posed by someone else) in the internal network.
    The reason – While both public and company networks can give you validation – only company networks might be unforgiving for your faux pas/ ignorance. You don’t want to be seen as an ignorant buffoon to all your global colleagues, do you? But if it happens on facebook or quora, your post just might get buried and no one has to point fingers at you for more than a few days at worst.
    A stupid answer would brand you stupid among your peers. A career suicide.

    Secondly, I have seen differences in the nature of questions. A Quora question may be fairly open-ended, it might seek opinions, experiences, expertise. As against, most of the questions on internal networks of agencies are boring specific asks for a certain requirement. Nobody wants to do the homework for you.
    So while I maybe willing to answer your question, “What is positioning?”, I am absolutely not interested in answering your question, “How should I position xyz car brand in China which is dominated by abc?”
    Do your work, don’t ask me to work for you! I don’t have time for that.

  7. How then is a freelance networking company different from WPP/ Publicis?

    Lastly, I feel a freelance networking company has better incentive to create a platform like this. If it is going to be open, why not completely open? Anyways, senior creative rock stars are not going to search for briefs themselves. They want client and servicing team to come to them for briefs. So it is marketplace for junior talent. And if it is junior level talent we are talking about, might as well keep it open for junior level talent across the world.
    So essentially, it might make your existing junior-middle level creative talent insecure. I doubt you want that to happen.

A better way to go about this process is with a different perspective – one not about technology as a stop-gap solution, but technology that solves a real problem. And the real problem is not ‘access to best talent’, or ‘access to reports’ – the problem is decline in value of our creative ideas, the decline in our growth. The answer is open source. Read about it here.

The triad of Consultancies, FB and Google will neuter creative agencies globally, unless…

The triad of Consultancies, FB and Google will neuter creative agencies globally, unless…

First: The digital disruption.

Globally, Facebook and Google now dominate advertising dollars, not WPP or Publicis or other agency companies. (For comparison about the market muscle – Combined market cap of FB and G was $812Bn as of June 2016. How did WPP, Omnicom, IPG, Publicis stack up? The four combined were at $70 Bn. And the less said about the growth, the better.) So there’s that.

And now consultancies are entering the fray to steal the lunch from agencies. And agencies have largely been too busy in denial to notice their impending irrelevance and gutting of their margins.

Second: The value of ideas.

Adweek recently wrote about the trend of Global consultancy goliaths buying up small agencies to make inroads into the branding industry. And similarly, creative agencies have also been trying to make inroads into consultancy businesses.

Who is more likely to succeed? Which industry will prevail, which will shake-up?

To me the answer is obvious. Why? Here’s why –

  1. Relative Value: Consultancy’s service is typically valued at higher valuations than creative agencies. In another world, where creative agencies didn’t get too complacent early on and put more emphasis on effectiveness beyond awards, perhaps, creatives would have earned more, grew bigger by creatively solving newer and varied problems and given bigger business growth for brands. But we don’t live in that world. Consultancies are good at convincing with numbers how they affect businesses positively.
    P.S. – There should be a research done in success rate of consultancies versus agencies in actually delivering growth.
  2. Positioning: Consulting is positioned as a house of experts. Consultancies typically house ‘domain experts’ that the CXO knows he can access. So, it is not a big stretch to imagine that consultancies house creative experts too. It is a stretch to imagine the chaotic agency to house a supply chain expert though.
    So even if a CXO trusts a creative mind’s judgement in his/her field, I doubt he/she would extend the assumption of competency to other matters of business growth.  As against a typical consultant – no matter how dumb/ smart he/she might be, the CXO trusts him/her to create access to competent people for most business needs.
  3. Ear of CXOs – Both agencies and consultants get to interact and influence CXOs. But, agencies only cater to propaganda need, while consultancies can affect change in almost all facets of a business – supply chain, production, legal etc. So consultancies have a better view of the business and what it needs, and hence better opportunity to offer more services.
  4. Plurality of ‘closed thinking’ projects – Pardon the generalization, but while consultants are masters of ‘closed’ thinking, creatives are masters of ‘open’ thinking. I estimate that there are more ‘closed thinking’ services that a company typically needs help with, than ‘open thinking’ services.
  5. When you can’t innovate, advertise!: Growth in 21st century is about innovations – consolidative tech innovations (FB and G consolidating the ad and comm tech market) or fragmenting tech innovations (innovations in CPG that is creating new breed of many niche players – online or offline.) There is no substitute for actual, real innovation to grow in 21st century.
    While agencies are known for their ‘big ideas’, they are not known for path-breaking ideas that inform a business model or product development. Most of the time, the idea comes from within the company for it to be truly adopted with conviction. And to execute these ideas, they go to the consultancies for help, not to advertisers.
    Can advertising agencies create new business ideas? sure they can. But the evidence is lacking as of now.
    Advertising agencies instead are now becoming home to companies that fail to innovate and then want the advertising to push the ship stuck in the muck.

There have been attempts by agencies to get into consultancy shoes – most recently by R/GA. I wish them best of luck. I really hope someone cracks it and in the process, ‘pivots’ to a higher value service. But so far the trend has not been encouraging.

Here’s an idea for a better future for the industry – start putting your money where your ideas are.

FAQs – Open Source Ad Agency business model demystified

FAQs – Open Source Ad Agency business model demystified
In an earlier article, I proposed a new business model for advertising agencies. As I see it, it is a logical next step for the industry to remain relevant and to thrive. Unless it evolves like this, expect marginalisation of creative industry.
I have been speaking with a few industry leaders. There were some interesting themes of concerns and ideas emerging from these conversations. The biggest is about ‘human creativity’ that most think is a trump card that no one can wrestle away from them. There is a grain of truth in that assertion. However, look at the numbers – it doesn’t take creativity for google and facebook and consultancies to steal creative agency’s lunch. Agency margins have never been this low – which means, the kind of creativity we so dearly hold, has never been valued so lowly. Digital ecosystem has fundamentally shifted the value of our kind of creativity and we seem to persist in denial. Most of my creative and intelligent classmates are not in agency business (from a school that was historically setup to train future agency leaders), but in media, brand management and digital businesses. That should tell you something.
Anyways, here’s some of the broad themes of concerns about my idea of ‘open source ad agencies’ shared by senior leaders in the industry. Weigh in to make the idea better.
Essentially, there were six themes of concerns for the idea –
1. Becoming ROI oriented (SMEs want quick results)
2. Possibility of becoming fragmented unprofitable business
3. Will it upset existing corporate clients?
4. Existing client architecture – many small businesses within larger ones
5. Should the tools be really foolproof.
6. Reputation at stake
Cost of opportunity: Firstly, I will look at these decisions from a broader perspective: if this idea is even remotely possible and say a competitor creates this, would we be able to bounce back to compete in the ‘winner-takes-all’ game of online services in the future?
This idea will need a little longer horizon to payoff and a fair bit of disruption (but not necessarily with existing clients).
1. Businesses want ROI from advertising. Should we fight it or embrace it?
I understand the concern. This is actually true about not only small businesses but also larger corporates. I see companies already looking at big data to cut down on every conceivable inefficient costs even in high growth developing economies like India and Sri Lanka.
This is inevitable. We have to be prepared for it. The digital systems, when used appropriately, helps make better sense of data. One of the minor points in the article was about opening and curating all of agency’s historical campaigns effectiveness data across the globe. Now that would be a herculean task to make that data consistent and usable by a bot, but it is possible. But once we have that data at one place and an algorithm to parse through it and add to the body of knowledge about what works – we will have the single most valuable tool in advertising – an oracle that can guide real time about effectiveness.
The tool and the data remains agency proprietary. Only the results are visible to paying customers. This is where the premium will be charged in the future.
How would the agency like to become the only creative agency that can give effectiveness predictions with decent enough (and improving) confidence levels?
2. Fragmented unprofitable business
That is a real threat. It will be a low margin high volume growth. And as such, in a way it is a second business for the agency. (Perhaps a sub-brand of the agency)
To really evaluate it, we will need to know the cost of its implementation and possible market sizes we can realistically win. I can do that, but that will be a longer exercise. There will be big cost and efforts to create the system, but the fruits of the system, however marginal, will continue for a sufficiently long time.
Also, the way I envision it, this system doesn’t cut down manpower that is currently employed for corporate clients. But the new system that is largely consumer facing, will need smaller human support who will manage bots. So costs would be dramatically less and hence help profit margins.
3. Will it upset existing clients?
I have envisioned it to be an ‘addition’ to existing business, not a disruption to existing structure. So in a way, this new additional service can delight existing clients with the new intelligence that we will have from the community and user, without them being concerned about their data leaking into the Open OS.
I have made a distinction in my article – when decisions are made by committees/ hierarchies, they require people on the other side to work with. So the existing system with all its checks and balances will exist for such clients.
The additional online interface is for clients who usually make decisions individually (personal brands, SMEs). These two segments, who will pay less, will never have the kind of servicing, planning, creative support that the corporate clients have.
So that takes care of the expectations.
The biggest concern is the safety of their data. Again, corporate client data need not go through the open digital system, it can exist off the grid like it does now. What goes in the big data pile that will inform the effectiveness bot, is case studies and older data perhaps. There could be ‘opt-in’ mechanism with clients to ascertain what client data remains forever secret, what comes out eventually.
4. Existing client architecture – Treating smaller brands from big corporates as separate SMEs
That is an important point that I overlooked in my article. I see this as an opportunity to add value to their businesses. This model creates a sliding scale of services. what this allows is, no business, howsoever small, needs to leave the agency or become unprofitable for us just because it is a prestigious client – there will be space for all sizes of businesses without it straining profitability.
5. About creativity and promise of foolproof tools
This is the interesting part. Nowhere in the consumer journey is the creativity itself automated. The community might help them brainstorm or find a smaller shop/ freelancer who could help the client. Or at max, the client will be redirected to agency office if the scope of work is large enough. The creative output is always through a human. So we can continue charging premium for access to agency rockstars.
What the broader algorithms are helping clients with is – strategy, research, competitive mapping, analytics and critically – a confident direction.
The way I see it is, we will need to do two things: set the right expectations and make our existing tools smarter.
First, smarter tools. I fully appreciate the concern about tools being misused. As they sit now, agency briefs or strategic frameworks, are static guidelines. So it leaves even basic question open to interpretations.
In my experience, we often face the problem of receiving ‘bad briefs’ or incomplete briefs from clients. Then it becomes a guess game – what the client might really need/ want?
But let’s look at what BCG does for its interactive cases. Its a guided online journey to solve a business case. It has a simple interface that forces consumer to seek for the right data and right perspective to inform the strategic challenge.
Something like this could help set the expectation and help learn the tools first.
Then, the user will be guided through a smart algorithm (automated strategy framework) that will ensure that the right business problem is identified.
Often, that is half the creative work – identifying the right single-minded problem to solve.
And the process will help people in doing that.
Next comes the human interface – the actual creative interpretations and campaigns.
There are two possible options for clients – either to pay premium and access agency  rockstars. Or find cheaper freelancers (Possibly agency certified? another revenue stream?) who they can find on our community and who can help them. Similar to uber’s rating for its drivers, or amazon’s ratings for its suppliers, we can have ratings for our freelancers. This mechanism has worked so far in most industries – even 99designs.com which is in similar space, but fundamentally different.
6. Reputation
Perhaps, to begin with it could be a controlled roll out or with another brand.

Setting the right expectation should help a lot. At the start of consumer journey it should be clear that what they will get is an Agency process, not Agency creative. 

The consumer journey could make it very clear owing to its subjective nature, Ogilvy is only responsible for its creative output by its people, not the algorithmic output of a plan/ brief.
1. For free – access to free algorithms, certain datasets and case studies to all. cannot expect creative output or a definite solution, only a direction.
2. Personal brand wizard – wizard will interactively guide in creating a brief with client data. that they can then share with people in the community for ideas. None of which is a creative output or a definite solutions, again only a direction.
3. Small business boosters – Online collaborative tools (like slack, skype, etc) used to provide services with planners/ creatives depending on Scope Of Work (SOW). These could be a single team of 20-30 people (spread globally in 4-5 key agency offices) for the entire globe. They can help create creative solutions with quick turnaround. We will have to take responsibility of their success/ failure.
4. Full service  – Corporate clients will see Agency as the most contemporary and innovative agency in the world! Who can deny that if we make this real.  Besides, the first three options will create a substantial bank of possible new business leads.
Having said that, I understand, this is not the complete picture and we will have to dig a lot deeper to understand the massive implications of this move.
But can this be our new purpose? To make effective branding possible for everyone in the world.

End of the bluff

In this video, P&G’s ‘chief brand officer’ talks about P&G’s efforts in ‘draining the swamp’ (as trump would have said) of digital fraud, unverified stats, dubious practices by publishers and agencies.

This is great, because this comes from one of the biggest advertisers in the world. And it is a positive step – one that is towards transparency and common sense that does not entertain exceptionalism every time some one conjures up a shiny new .com.

How would that affect agencies?

I want to be cheerful and hopeful that the greater scrutiny and transparency will force agencies to grow a spine and start asking for the rightful fee it deserves.
But I shouldn’t be too hopeful. Internecine competition takes up way too much time and efforts of an agency with awards, new biz pitches etc. Agencies typically are way too dependent on a few key clients for survival. Fear of losing them and prospect of winning new ones, keeps them forever running on the hamster wheel of survival.
So this is what is going to happen: simple erosion of margins. Agencies will start working at even smaller margins. Which means, even crappier talent will get hired at cheaper costs. Which means, bye bye to competent people.

How would it affect facebook/ snapchat/ etc.

Its amazing how such large companies like facebook can so shamelessly deceit people about their performances. This is a product of the ‘fake it till you make it‘ mentality of the morally vacuous people who see business as a game of bluff.
These digital-advertising-revenue-based companies will definitely be shaken up. Largely, because they are still in the phase where they have to prove their business models. Their valuations are still in need of correction. Their valuations are still based on the assumption of the great payoff that awaits for winner in a ‘winner takes all’ game. They need all the confidence of investors until the ‘winner takes all’ game is over/ or they learn to become profitable.

Hi5 for reasonable people who vote with their money. 🙂

 

“Relatability”

“Relatability”

The context

So recently we shared two creative options for a campaign. I wish we hadn’t. But we did.

Imagine the product is a soap targeted to housewives. The product is better because it smells of pleasant cuttle fish, instead of the generic smell of sardines that all the competitor soaps have. (For the sake of argument, imagine a world where being clean, has so far, always meant smelling of sardines. So in this world, people do not take a bath if they have to engage in social functions.)

So the first film was a humorous take on a working woman’s dilemma of using that soap before going to the clothes retail outlet where she works. She hasn’t taken a bath in a long time and really is in pains to do so. But then the sardine smell will scare away the customers. But then she gets to know about the new cuttle fish soap and the world is alright again. (please read these scripts with a huge dollop and then a pinch of salt. I am exaggerating for benefit of no one but my kicks. Oh yes, and to not let out the brand or the category.)

The other film was a generic category film – housewives working at home scratching their backs and in need of a bath. They go get a bath with the new soap. Mother-in-law approves of the bathed daughter-in-law who surprisingly doesn’t smell as bad. End of story.

When we narrated the two scripts – clients laughed at the right time for the first film. The second film elicited familiar nods – ticked all the check boxes.

The first was potentially memorable – simple, apt yet disruptive setting; clear role of brand and need incidence. More importantly, there was a strong emotional payoff – removal of a real social anxiety. Strategically it was very sound. The client however, was concerned that in their culture, women don’t work at retail garment shops. And they don’t wear saris as much here.

And that brings us to the order of the day.

Suspension of Disbelief and Relatability

In Barjatiya films, we relate to the mansion owning, ferrari driving ‘good boy’ who follows “Indian traditions” and agonizes over minor cultural infractions. We relate to Prem, Rahul and all the other misunderstood millionaires, even though we have never stepped into mansions and ferraris. We don’t own billion dollar businesses. Yet, we not only relate to their heartaches, but we wish we could have the problems they are having.

If you could choose the problems you have to face in life, which one would you chose?

  1. Your biggest concerns are eviction, loss of livelihood, hunger, respect etc when you are poor, frail and low on self confidence.
  2. Your biggest concern is earning a ‘yes’ from the girl you love when she can see already that you are wealthy, stable, handsome and from a royal lineage.

Obviously, you will choose no.2. People who watch movies, want the problems that the hero in the film is having. When watching the film, they are playing the role of the hero in their minds. For once, life doesn’t seem as hopeless. For once, they would win a battle. For once, they will get what they want.

Here, relatability is not a problem. People, from their innermost core of being, want to relate to the heroes. There is a ‘suspension of disbelief’ because people want to believe in the story, want to live vicariously the rich life that is forever out of reach for them in real life.

So the question is, if humans have the capacity to entertain a sufficiently large gap in reality with their ‘suspension of disbelief’, what kinds of instances will break that suspension, which ones will succeed in maintaining the mirage?

The Decision

With the first script, was the setting really alien? It was not. Women do work in shops here, this is no Saudi Arabia. If you stroll through a market here, you can see at-least 30% of the shops being run by women. Secondly, though most women wear skirts, the traditional dress is the sari here too. Even if they don’t (for the sake of argument), any person (man or woman) can relate to peculiarities of choosing a shirt/ skirt/ pant/ saree to buy. The dilemmas and role of fashion is almost universal. The fabric, form and designs may differ, but the drive to appear desirable is universal.

Secondly, reality does not inspire actions – utopia (what reality can be) does.

People want to relate to people they think they can be, not people who are like themselves. That is why ads will always depict lifestyles one or two steps removed from that of the real TG. That is why, the first film also could have worked better – because for women who often work on fields and in hard labour, work in air-conditioned showrooms is aspirational. The younger ones do leave villages to work happily in fashion showrooms, don’t they?

Instead, the second script was chosen eventually by the client – because they felt it was more relatable. Death by committee. Committee goes with the safest choice -the MIL and DIL interaction, done to death by a million categories in almost all countries. The easiest way to get lost in clutter.

The way to break the clutter is to stay true to the emotional need but change the context enough to be new yet within the limits of the suspension of disbelief. But not many clients can suspend their disbelief in power of human emotions, their empathy. They resort to hackneyed concepts of “SEC” divisions and other catch phrases that mean absolutely nothing to save themselves from taking a decision to change.

The importance of knowing the unsaid objective

The importance of knowing the unsaid objective

The situation – Death by committee

So imagine an impulse purchase soap brand. (Because all brands are soap brands for the purpose of this blog.) Client wanted to do an ad because ‘it has not been advertised for a while now.’ We push. We ask, how exactly will advertising help the brand now? Some confusing slides that perhaps were rehashed from another presentation find their way into our inboxes. We ask what it means – contradictory briefs in one brief. So they try to rationalise. We don’t get a satisfactory answer. We do our own thinking. Figure out that there is a bigger potential for growth if we target certain occasions. So we need to increase occasion based TOM for brand. Client agrees – exactly what they meant apparently. So we give them beautiful ideas to solve the problem.

But the brand has made a problem solution commercial in another country. Someone somewhere in the client hierarchy likes that work. He wants to do something like that. But we argue that the category is impulse, problem solution will narrow its relevance down. But client persists. So we do a second round of even better and potentially very memorable problem solution ads.

But someone somewhere in the client world has woken up. Says how can we do problem solution. Says we need to just ‘tweak’ the scripts. Just focus on the solution. Not the problem. #facepalm

The reading of the situation

For any given project, no matter how effectively you suggest a strategy that is sound and reasonable, the solution will be shaped by the power dynamics at the marketer’s office. (BU wants this, boss wants that, APAC/ Global head wants something else, research team wants to save its ass by pasting these things etc).

The truth is – Power dynamics define what the brand says, not the strategy.

So, if you can ‘align’ the ‘story’ of the idea with the power-that-be’s perspective, the chance of it actually happening is higher. Hence, must always get the big guy in the conversation at the earliest stage. What exactly does the CEO/marketing director want with this campaign? What is his interest? What is his angle. Not knowing this can lead to futile waste of time, efforts and most importantly, will affect creative team’s morale when they think that the creative idea is at fault, but the reality is about the unsaid objective that they never knew of.

A junior marketing executive, no matter how ambitious and bright, will seldom have the perspective of the APAC head/ country head. From close to the ground, there are many problems that a brand faces and that the executive wants us to solve. But a 30,000 ft perspective of the leader is more illuminating – his perspective will be about existential threats to the brand  and the long term interest of the brand. This is the perspective we need to know before we begin work.

Beyond the perspective, there is power play too. There are local heads, national heads, global heads – too many heads to deal with one thing. The multiple power centers in the client company might have competing interests. They might want different things from the campaign? Now these machinations are beyond our control and view. But, it helps if we know these unsaid objectives. What is the leadership’s perspective? what do they stand to gain/ lose?  If it doesn’t concern them immediately, great! But if it does, what are their concerns?

If the agency doesn’t know the many invisible hands at play, they are rendered dumb, groping in the dark for some validation, wasting time and efforts on pitches they were never going to win, doing hard work for campaigns that will never see the light of day.

Must know what the multiple interests are, who are the players. Must know the bird’s eye’s perspective of the business as well as the perspective from the ground. Once we know these things, simple common sense will do.