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Planners must also demonstrate a streak of practicality striving for a viable solution is more desirable than an academic, intellectually stimulating angle that is simply not executable. Finally, the possession of a colourful imagination. It's no good just looking to the past for the answer, planners need kaleidoscopic minds to help see around corners too. So, parallel use of both left and right brain, analytical and imaginative thinking will sort the strategic wheat from the tactical chaff and get you from wannabe to strategic planner. This is all a bit of a tall order perhaps, especially for a junior planner or a graduate trainee, as much of this comes with experience. My advice to anyone out there looking to transfer to planning or get an upgrade is to arm yourself with a set of strategic principles, a step-by-step process, and some tools and techniques that you can apply to just about any marketing situation or brand, to render yourself invaluable. Know the difference between a strategy and an objective. It is surprising to me how often people conflate 'strategy' and 'objective'. Obviously one follows on from the other, but you can't develop a strategy until you have identified your objectives. One is what you want to achieve, the other is how you are going to achieve it. Knowing what it is you want to do is the first essential step. You can't define the best role for communication (and creativity within it) unless you really understand the business context behind your brand plan. You need to do your homework and ground the project in the business reality of the brand. Identify the challenges it is facing and the business goals and strategies designed to redress them. Figure out why your client thinks these goals are important, whether it is to create a good return for shareholders in the short term or building long-term, future-proof customer relationships. Establish what success looks like and define it quite precisely. From there you should be able to identify the purpose of the brand and from that the role that communications can play in helping the brand deliver against its objectives. Or, if indeed, whether communications can help at all. At this point, you can start writing your creative strategy. Avoid 'fat' words 'strategy' and 'creative' and 'ideas' are big, important-sounding words, but what do we actually mean when we say them? We bandy them around and think everyone will know what we mean whereas their definition of the same words may be quite different. A shared vocabulary is key.
4. Identify the barriers preventing you from achieving it use research to establish what the competitor's (Tesco) customers currently think of Sainsbury's and why they don't go there. 5. Feed your head (try the warc.com database for starters). How has the recession impacted people's attitudes and behaviours in supermarket shopping? What are the trends and drivers in the market? Develop and hone your consumer insights about shoppers. 6. Figure out what you have in your arsenal to overcome the barriers in the case of supermarket marketing there are all sorts of stories to be told price, range, promotions, loyalty cards, location, service and the like. 7. Develop various hypothetical solutions and research them. For example, conduct interviews with a variety of supermarket customer segments, the existing and competitive customers, heavy and light, loyal and promiscuous, young and old, families and single person households. 8. Refine your creative strategy and how it should work using your findings. 9. Write your creative brief out the boxes with care and aplomb make every word count. Remember that less is more, and the more you refine and cut, the more focused and effective it is likely to be. Make sure you have a really compelling, single-minded proposition. 10. Do some clever thinking around channel choice for delivering it. Clever thinking right at the start of the communications planning process, from the consumer end of the telescope, will pay off with dividends. This is a logical, linear 10-point checklist and the various responses illustrated are quite conventional. In fact, what the advertising agency's strategist really did to crack Sainsbury's 2.5 billion objective was considerably more creative, analytical and clever. It makes for a classic case history on how to develop a business-changing, idea-based, creative strategy and you can check it out on warc.com, 'Sainsbury's: It's always worth trying something new'.
provoke. Almost every box yields a potential strategy. Strategic thinking techniques, such as benefit laddering and mind maps, are great ways of stretching your mind and getting you out of a rut.
TOP TIPS
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Spend as much time nailing the problem as you do developing the strategic solution Ensure the flow from business objective through to the marketing strategy to the communications plan and creative brief is seamless and interlinked.
A creative strategy has to be both challenging and compelling to the target in order to be effective. Make sure it is also distinct from the competition. As well as true to the brand/product.
OTHER READING
Communication Strategy Best Practice Guide IPA/ISBA/MCCA/PRCA 2007 Excellence in Advertising by Leslie Butterfield
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