This page contains a Flash digital edition of a book.
BEST
BEST PRACTICE
PRACTICE
............................................................................................................................................
Briefi ng your agency
.............................................................................................................................................
This month, Merry Baskin advises on how to brief an agency to ensure your
objectives are met and that you get the best out of the relationship
.............................................................................................................................................
I
..........................................................
NTRODUCTION FIGURE 1 business problem and the current
status of the brand, as well as
Marketing directors know only the desired response from your
too well how radically consumers’ customers, the more likely it is
consumption behaviour is chang ing that your planners and creative
and how the traditional ways of teams will be able to grasp the
communicating with them have issues to produce distinctive and
diversifi ed. Some are becoming less relevant solutions. Sloppy use of
effective in delivering volume, while language, indecisiveness or lack of
former niche media are growing in clarity waste time and effort and
importance. Nowadays, instead of will demotivate your teams.
a one-stop global mark eting shop, Over half of client briefs
where the agency team understood change once work has started,
the whole picture, from the fi nance indicating a fundamental short-
director to the consumer’s POV, coming or lack of expertise. At
the average marketing dir ector has least a third of clients admit to
many different spec ialist commun- using the creative development
ications agencies in his stable. process to defi ne their strategy,
Tasking them all on delivering their which can work, provided you
separate, but hopefully holistic, have budgeted for the time and
brand communications has consumer research to refi ne your
become what one marketing direc- hypotheses. This will enable you to
tor with a roster of nine agencies take calculated risks to be more
refers to as a ‘cluster fuck’ (ie innovative and entrepreneurial.
integrated briefi ng).
Source: Stephen King, JWT 1968
The Account Planning
Clients may not care where Group Awards case studies (avail-
the big idea comes from, and say brief must now realise the creative wrong with Stephen King’s able at www.warc.com) contain
they don’t care what channel it communication of the message and, Planning Cycle (Figure 1) as a many stories of how the process
is as long as it works, but their equally importantly and simultan- structure for your brief. It illustrat- of trial and error enabled them to
single-discipline agencies certainly eously, identify the wide variety of es perfectly that this is a process get to a better solution.
do, because their remuneration media that transmits it. of continuous learning, experimen-
is at the heart of it. The resulting A growing emphasis on tation, adaptation and evolution. W
..........................................................
HAT TO AVOID
time-wasting politicking, high emo- the accountability of the market- The Planning Cycle asks:
tion, tension and vested interest ing spend also means perform- ‘where are we?’ (in people’s minds, Throwing down a random wish
bluster distracts from the task in ance results are linked to agency in the competitive marketplace); list of tasks and woolly tactics is
hand. Imagine the scenario of nine fees. Procurement want it done ‘why are we there?’ (the combin- not helpful. Neither is a fait ac-
different agencies, not aligned, all cheaper and more effi ciently. You ation of factors over what period compli diktat for an ad, a viral or a
fi ghting over the same diminish- expect your agencies to put a lot that has got us here); ‘where could mailing. Clarity and focus are key
ing, pressurised budget, each one of time, effort and money into ful- we be?’ (where we would like to – it is called a ‘brief’ for a reason.
declaring that their medium/spe- fi lling the task you are setting, so be in people’s minds); ‘how could Including reams of irrelevant data
cialism is the dominant one driving it is only fair and professional that we get there?’ (the combination just fogs the issue, but you need
the consumer’s brand experience/ you are disciplined about writing of activity that will help us); to provide suffi cient business
engagement, and all claiming credit them a clear and stimulating brief. and ‘are we getting there?’ background and context, so that
for the results. (measuring progress fi rst in test, the agency can respond positively.
Marketing directors need to W
..........................................................
HERE TO START then in market). Don’t just involve procure-
be more accountable, more innova- At which point, you return ment because you can’t avoid
tive and more collaborative, espec- You could start by browsing the to the start again – so now where it, and don’t hide behind them
ially in the writing and delivery ‘Further recommended reading’ at are we? The more thought that because you do not want to
of the marketing plan. The client the end of this article. You can’t go goes into the defi nition of the be the bad guy with the agency.
ADMAP FEBRUARY 2010
ADM Feb 38-39 BP briefing agency.indd 1 1/22/2010 14:57:13
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52
Produced with Yudu - www.yudu.com