Strategy « Big Orange Slide

Finding Forrester

March 10, 2010 by Wes Dean

Everybody loves a good Forrester Research study. But who’s got time to read them? Not to worry. We’ve got you covered with our synopses of two of this research giant’s recent reports:

1. Introducing new social technographics
Back in 2006, Forrester created its Social Technographics Ladder to classify online social behavior into six overlapping categories, from top to bottom: “Inactives. Spectators. Joiners. Collectors. Critics. Creators.” The idea being that the higher you go on the Ladder, the more user-generated content you’re contributing online.

Recently, an exponential increase in the number of rapid conversations happening on Twitter and Facebook has inspired a new rung to be added to the ladder: “Conversationalists.”

This group tweets or posts updates to their social network status at least weekly.

In terms of demographics, Conversationalists are 36% Generation Y-types (18 to 29 years old), and are the most female-skewed of all categories on the Ladder (56% are female). They’re also the most likely group to have a college degree.

The Social Technographics Ladder has proven to be effective in identifying appropriate methods to reach customers.

The next time you’re writing a creative brief, don’t forget to take a look at the new Social Technographics Ladder to help you better define your target audience as being on one of the rungs.

2. The future of online customer experience
This report examines trends in online customer behaviour and arrives at four key attributes they believe will shape the next phase of web development. To help you remember, they’ve created an acronym: “CARS.”

Customized by the end user.
Aggregated at the point of use.
Relevant to the moment.
Social as a rule, not an exception.

A good example of CARS being used to create a better online customer experience comes from Zillow.com’s iPhone app. This real estate search application covers three of CARS’ four attributes: customized, aggregated, and relevant. Users move down the street with the mobile app while it pulls prices and details of nearby homes.

Here’s how the Zillow.com example breaks down:

Customization
Allows users to filter the homes based on personal preferences, save favorites, and receive updates.

Aggregated
Uses GPS data to display a map, while also pulling pricing and house details, all delivered to your screen simultaneously.

Relevant
Due to recent economic conditions, it’s currently a buyer’s market for real estate.

The CARS acronym is a great tool to use early in the development of interactive projects. It could make the difference between users returning to a website/application, or thinking it’s not user-friendly enough and finding a competitor.

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Goodby’s cab test (part 2)

Strategy
March 9, 2010 by Dave Hamilton

Last week I promised to hail a cab and take our temperature via Jeff Goodby’s Cab Test.

Essentially: What are we doing that people notice and (hopefully) enjoy noticing enough so that they remember it.

Some good news, some bad…

The good news is we’re getting noticed. Budweiser commercials in particular. Bud’s NFL sponsorship and Super Bowl promotion specifically.

The bad news is, not by cab drivers.

It was actually a bartender at the House On Parliament who admitted to remembering and liking Budweiser’s NFL ads. And it was a young patron within earshot of me at the bar who chimed in on the “chick who kicks the ham” – confirming the enduring power of Bud’s Super Bowl sponsorship.

As for the cabbie responsible for delivering me to the House On Parliament? Well he articulated (passionately, I would add) that, unlike the rest of the population, he is completely impervious to the persuasion tactics employed by advertisers.

He “never buys anything based on the lies they tell on TV,” and knows that, “whatever they advertise in the paper, you can be sure they ain’t got when you get to the damn store.”

(Alas, the damage we’ve done ourselves!)

My driver did however very much like the ad where the guys jump on the moving couch like it’s a bobsled. He insisted it was a Rogers ad (it’s for Bell), and further insisted that though he likes the ad he’d never buy their phones (it’s an ad for their TV product) because he’s “a Bell guy.” (They made him sign a contract.)

So where does all this rigorously mined qualitative research leave us?

Well, as a profession near the bottom (and sinking) on the most reviled list according to a recent Gallup survey, I know of at least one cab driver who would concur.

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The death of business books, blogs and articles

Strategy
March 5, 2010 by David Chiavegato

Time management is dead. Project management is dead. The MBA is dead. Conventional marketing is dead. Traditional advertising is dead. Print is dead. ebooks are dead. Commercial radio is dead. Satellite radio is dead. Network television is dead. Social media is dead. Journalism is dead.

One of the more recent posts on this site had me thinking (inadvertently) about the liberal use of “death” in the context of business blog, article and book headlines and titles. (Which is a pleasant change as my thoughts are, for the most part, exclusively focused on death alone.) The death of all of the aforementioned topics have been written about. The list of “Is dead” and “Death of” articles and books goes on and on.

So, why all the dramatic (and often wildly overstated) predictions? Well, part of the reason rests with human nature. We like simplicity. We like a straightforward narrative. But more importantly, we like change.

In fact, according Russell Poldrack, a neuroscientist and researcher at the University of Texas, the brain is “built to ignore the old and focus on the new.” The brain is wired to appreciate novelty, which, as he surmises, is important from an evolutionary standpoint, as we don’t spend all our time noticing the things in our surroundings that don’t change.

Hey, that chair is in the same place! Hey, the rug is still on the floor! Hey, nobody is still buying that whole ‘sex addiction’ thing! (Sorry – that last one was a little too Tiger-Woods-centric).

Mr. Poldrack goes on to state that novelty causes the dopamine system to be activated, which is a “gimme more” neurotransmitter (also known as the “bank fee administrator” transmitter). So, our brains literally crave change. Or in the case of “trend-watching,” impending change. Which would explain why, given the opportunity to choose between Reflections On The Evolution Of Consumer Listening Patterns versus RADIO IS DEAD, people would be inclined to read the latter.

What does it all mean?

In short, when it comes to creating a headline for an article or a title for a business book, it’s important to convey the idea that you’re about to talk about is a huuuuuuge change. Even if it means stretching the truth a bit. Or a lot. It’s all about being more “changeyoriffic,” as Mr. Poldrack put it.

Okay. Poldrack never used that word. I kind of made that word up. It sounded more novel and exciting.

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I BELIEVE . . . Canada can do better

Strategy
March 3, 2010 by Randy Stein

So, the 2010 Winter Olympics are over and Canada’s performance was lackluster to say the least. This isn’t just my opinion, pretty much everyone I talk to agrees.

No, I’m not talking about the performance of our athletes. I’m talking about Canada’s batch of Olympic advertising. It wasn’t great. In fact, in summarizing the Olympic advertising we’ve been inundated with these past couple of weeks, my initial plan was to award Gold, Silver and Bronze to those ads worthy of the podium. Unfortunately, there wasn’t a Gold to be seen. Not sure there was even a Silver.

I initially suspected that I was just being too tough a judge, so I asked around. I asked everyone I could. And mostly people outside of the industry. When asked to name a commercial that stood out to them, most people couldn’t. Or they named a commercial or campaign that stood out because it was annoying.

If there was a “winner”, it seems it’s the Coca-Cola “hockey” spot – which I agree is a great one. Hard to award it Gold, however, as it turns out that spot is eight years old (and created by our very own Bob Goulart and Dave Hamilton) and originally created for the 2002 Winter Games. Is an eight-year-old spot really the best we can do?

And while I didn’t think any one spot was worthy of Gold, I did think there were a few flashes of brilliance.

HBC’s tagline “We Were Made For This” was outstanding. Leveraging their heritage, they told us that their rich Canadian history has led them to this moment – the moment where they can design and sell the outfits for our home Olympic Games. I loved the line and the emotion it stirred. It almost made me forget they’re owned by an American. Nonetheless, the strategy and the line “We Were Made For This” stood out for me.

There were a few very nice spots for VISA (don’t love that the iconic voiceover is Morgan Freeman – an American), but nice Olympic stories, very well told.

And McDonald’s had some nice moments. Not quite the glory years when they used to leverage the wonderful line “Anything’s Possible When You Have a Dream,” but some nice moments, nonetheless.

All in all, maybe the big win was just being associated with these games. Regardless of the creative. It’ll be interesting to see how much “post-sell” the major sponsors of the games do. Because if those brands can somehow – even slightly – attach themselves to Sidney Crosby’s golden goal, or Joannie Rochette’s triumph in the face of adversity, or any of the countless stories that made us all feel so proud to be Canadian these past two weeks, maybe that’s the victory. Maybe just being attached to these games was Golden. Of course, some more memorable creative wouldn’t have hurt either.

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Goodby’s cab test (part 1)

Strategy
March 1, 2010 by Dave Hamilton

One of advertising’s most respected creative leaders, Jeff Goodby, has said that advertising is only great if it passes his “cab test.”

The cab test is when an ad exec gets into a taxi and the driver asks whether they’ve done any work he’s familiar with. If the answer is “No,” you’ve failed the test.

The exercise is Mr. Goodby’s call-to-arms. He’d like to see us get back to making marketing communications that are truly famous – outside the navel gazing walls of our awards show circuit.

Jeff Goodby’s a guy I look up to. His agency’s one I’ve long admired. So naturally I’m hailing a cab this afternoon to take our temperature.

I’ll share my findings here in a week. Stay tuned!

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Five ways to get more from your agency

Strategy
February 17, 2010 by Graham Budd

Marketing essentials: Time is creative.

Time is money. It’s one of business’ best-known and most irrefutable proverbs. In the marketing world, time – and how it is managed – can also be the difference between mediocre creative and breakthrough campaigns.

For marketers, on the agency side especially, time is creative.

Think of this familiar scenario: You’re rolling out a big campaign. You and your agency are spending round after round revising a project, evolving the objectives as the project moves forward, and getting surprise feedback from stakeholders even as the campaign goes to market.

While you and your agency were investing so much time getting that project out the door, what other gardens were being left untended? Researching a consumer insight to nail the strategy for the next campaign? Dreaming up a great idea around how your business could use a new media channel? Diving into competitive research to a flush out a ripe communication opportunity?

Think about it: the more time you and your agency spend working through rounds of revision, the less time you and your agency have at breaking through big creative ideas that will truly move your business forward. There is a cost to this time, and it’s measured in big creative opportunities lost.

For your consideration, here are five ways you (the client) can get campaign breakthroughs (from your agency) more often:

1. Involve all key stakeholders in the brief.
Before engaging the agency on creative development, bring in all stakeholders at the brief creation stage and have them sign off – sales, retail partners, research, R&D, third-party sponsors, etc. Get everyone’s input, flag potential pitfalls, and sign off on the brief up front before a single agency brainstorm has started. This may seem like a massive undertaking, but truth be told, time invested here saves exponential amounts of time (and money) later on in the process. It minimizes or eliminates feedback and changes near project completion, reducing the number of rounds of revisions required, and giving you a written document that can be used to help defend the creative you’ve approved (and love).

2. Brief early.
Not always easy (and in some circumstances, impossible), but when a known project is briefed in well in advance there are myriad benefits:

• Safer timelines.
Allows for workbacks that can insulate projects against late-coming changes, keeping projects on the rails.

• Better work.
With more time, more value-adding steps can be integrated. These are the elements that, when a project is rushed, are often the first to fall by the wayside. For example: consumer research, insight testing, creative testing, competitive production bidding, detailed QA testing of a microsite, etc.

• Better decisions.
Dozens of tests have shown that people tend to do better work and make better decisions when they are not under undue time pressure.

• More options.
The agency can present more detailed and refined creative options versus a compressed creative development phase.

• Increased co-promo potential.
Extra time to negotiate the intricate details of co-promo opportunities that enhance the perceived value of your promotion and allow you to leverage the strength of another brand.

3. Treat the first campaign presentation like the final ad.
So you’ve chosen a big idea to move against and the agency has just presented a detailed creative recommendation on how to execute against that. Though you’re not seeing every execution, review the creative with a fine-toothed comb against the backdrop of the brief – take at least a day or two to really think over every detail. Take time to get the opinion of other stakeholders, and compile the first round of feedback in one consolidated document or meeting delivered back to the agency.

This step alone can drastically reduce rounds of revisions, and avoid running or trickling feedback that can spiral a project well past its timelines.

4. Give clear, actionable feedback.
Avoid guessing games as much as possible. Clarity is king. So, feedback such as, “I don’t like this, can you come back with a few options at fixing it?” means that whomever is addressing it has to take shots in the dark at answering it. And the more rounds this goes on for, the more time and money gets burned (though a seasoned account person should never let it come to this). Alternatively, feedback such as, “This copy is not hitting objective X in the brief. Can you dial Y up to deliver more strongly against that objective?” is infinitely more actionable for the agency – you identify exactly what was missed, along with a suggestion of how to get there, all related back to the brief. The brief is the blueprint. Use it to make your feedback clearly understandable and get to the results you want faster.

5. Stick to the brief.
If you’ve looped in all stakeholders at the brief creation stage and found out that, “this product is all about X,” then you’d better fight tooth and nail to make sure it doesn’t become, “well actually, this product is actually about Y and Z” after production has started (or worse, nearing completion). If stakeholder feedback late in the game is changing your brief, be prepared for the worst – in time and money. Late changes equal blown timelines and increased costs.

These five simple strategies can have a tremendous positive impact on the quality of your marketing efforts – with the goal of maximizing opportunities for spending time on what really matters: unlocking great innovative ideas.

Looking for even more ways to tilt the innovation scales in your favour? Check out Seth Godin’s How to be a great client.

What else is in your arsenal for getting to great ideas faster?

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Brand like Batman

Strategy
February 3, 2010 by Ian Mackenzie

You’ve heard of Batman, right? Orphaned son of Thomas and Martha Wayne? Billionaire playboy by day? Caped crime fighter by night? World’s greatest detective? Butler named Alfred? Protégé named Robin?

That guy.

How do you know all that stuff? How do you know that the local insane asylum is Arkham? That Batman’s nemesis is a clown called Joker? That he drives a Batmobile? Lives in Gotham City? There’s a good chance you even know the name of the Police Commissioner.

There’s more. Small stuff, but just as important: Batman never uses a gun. He protects his identity to protect those he loves. His super power is discipline. And he’s motivated by a need to shield others from the senseless violence that ruined his own life.

He’s in comics, movies, TV shows, cartoons, action figures, playing cards, lunch boxes, Halloween costumes, fine art, pulp fiction and roller coasters.

Batman is a one-man, multi-billion-dollar industry. And he’s one of branding’s all-time greatest success stories.

How does he do it?

He started with a compelling story.
Batman’s tragic origin story contains a fundamental human insight: we’re all afraid of losing those closest to us. Nearly all of the great Batman stories make at least passing reference to the killing of Bruce Wayne’s parents by a common thug. That’s rich narrative terrain. And it provides a dependable platform for brand growth.

He’s surrounded by well-structured brand elements.
The core elements of the Batman universe have back-stories nearly as robust as his own. The Joker: a failed standup comedian involved in a botched robbery and driven insane by a toxic chemical dunk. Alfred: the loyal butler sworn to support the Wayne orphan any way he can. Gotham City: a crime-ridden metropolis on the edge of chaos. These are highly articulated brand elements – as important to the Batman franchise as the looping cursive typeface is to Coca-Cola’s.

He never underestimates his audience.
OK. This isn’t entirely true. There’s plenty of bad Batman out there. But more than most brands of its ilk, Batman reaches for the highest common denominator. The Batman library’s masterpieces – including Frank Miller’s The Dark Knight Returns, Alan Moore’s The Killing Joke and Christopher Nolan’s The Dark Knight – ask much of their audience. But not too much. It’s a fine line, and at his best, Batman treads it fearlessly.

He never breaks his own rules.
Batman lives by a strict code of conduct – as do all the characters in his world. Gotham is always in danger. The Joker is always crazy. The Riddler always speaks in riddles. That consistency provides comfort for consumers. But it also provides parameters, at the edges of which big ideas are born. In other words, good Batman stories test the limits of the brand rules while simultaneously reinforcing them. When you have a strong set of rules, you empower your brand and its practitioners to play at the edges without getting lost in the wilderness.

He knows the difference between pictures and words.
This is a lesson from comics: The picture tells some of the story. The words tell some of the story. And together they are greater than the sum of their parts. It’s also an advertising fundamental. And good Batman easily stands among the ad industry’s best picture-headline work. Check out Brian Azzarello and Lee Bermejo’s Joker for proof.

There’s more. Much more. Much too much to get into here. Suffice to say, as marketers we’d all do well to worship at the altar of the Dark Knight.

I mention all of this not because I’ve mastered the lessons – far from it – but because Batman has. We ignore them at our brands’ peril.

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Grip interviews: Matthew Corrin

Strategy
January 19, 2010 by Ian Mackenzie

Matthew Corrin is Founder and CEO of Freshii.

1) Freshii is to McDonald’s as _____ is to ____?
Fresh is to frozen.

2) How’s business in the Healthy Convenience Food category?
Ask me January 1, 2011 once we have 65 units open and operating in 15 cities around the world, including Dubai, NYC, LA, Orange County, Vienna, Houston, DC, Denver, Edmonton, Calgary, Toronto, Chicago and Nashville.

I THINK and HOPE I can say, “GREAT.” Time will tell.

3) With nearly 100 new locations on the horizon, how are you managing to keep Freshii on-brand?
The make-or-break is with our $30,000/year store managers and their $9/hour part-time staff. Most of the time we get it right. Sometimes we don’t. When we don’t, we use all means possible at a corporate level to make good and fix a mistake in real time.

4) Do you have any good examples of staying true to Freshii’s sustainability manifesto at the expense of business growth?
Our Freshii Green Mission is simply that: a mission. To us it means to constantly strive to be more and more ‘green.’ We don’t take on a green initiative if it will significantly compromise profit – that wouldn’t be prudent to our shareholders or franchise partners. However, we are proud of the steps we’ve taken to date and look forward to opening new stores so we can continue to leverage economies of scale to implement additional green initiatives.

As an example, we’ve stayed away from building stores with LEED certification because of the significant additional cost, and the ROI pressure. I think one day this will change. We have been able to implement almost totally biodegradable packaging, as well as operational techniques that have eliminated the need for dishwashers in our stores – and the additional chemical, water and energy waste that comes with commercial grade dishwashers.

So, we do everything we can and have big plans for the coming year.

5) How important is it to keep the Freshii brand separate from the “Matthew Corrin” brand?
In Toronto, our home market, I get recognized a lot – at the airport, in line at Starbucks, within our restaurants – and actually really like it because it reinforces the sense of passion people have for Freshii and their willingness to say it to my face, sometimes positive, sometimes constructive. My friends call me a D-List celebrity.

In the infancy of our growth, attaching myself to the brand really helped generate media attention and sell franchises, which in turn helped drive our company growth. However, the concern with me being too tied to the brand was what it could do to the valuation, should I ever choose to step away from the company and no longer associate myself with it as intimately as I do today.

The good news is that in every other market that we’ve opened or are opening in – Chicago, DC, Denver, Dubai, LA, etc. – nobody knows me and nobody cares about me. The ‘buzz’ is now mostly derived around the Freshii brand, itself, and is not tied to one person. I guess that makes me an E- or F-Lister now . . .

6) How much return on investment are you getting from the company’s social media marketing spend?
I noticed that as Freshii grew from one, to two, to 15 stores, there was a particular demographic that felt we had ‘sold out’ and lost our ‘local’ appeal. I was, and am, extremely sensitive to this, as I saw what it eventually did to Starbucks. Focusing social media on a local level has been really helpful in keeping that important demographic engaged with our brand and motivated to support our local restaurants and be evangelists for Freshii.

7) What’s one of the common marketing mistakes you see coming from less experienced entrepreneurs in the social media space?
I’m more interested in companies that use social media really well, then we try to put our own spin on it and launch it to our customer as fast as possible. For example, we took the Supersize Me movie and launched Lettuce Size Me a few years ago. It was very buzz-worthy and generated national media attention for several weeks.

8) What’s your leadership style?
Talk a big talk and then walk a big walk.

That is: Dream big and then work my butt off to reach those dreams. Everyone on my team subscribes to this philosophy. We have a motto internally: Merely ‘good’ managers need not apply. You will only fit into our organization if you’re a ‘super-achiever.’ It took us some time to figure that out – but it’s really helped. It’s the same reason that I personally fly to every single market to perform the final stage interview with our Store Managers. I need to make sure they embody the ‘super-achiever’ mindset.

In fact, I’m flying to San Francisco as I type this to perform exactly that: a final round interview. Then I go to LA. And then Dubai. My wife loves it . . .

9) How do you make sure your employees are growing in their roles?
Give them the message that they can be anything they want within Freshii – all they need to do is prove it.

We reward for results and not tenure.

10) Do you think Canada does a good job of supporting its young entrepreneurs?
I think it could do a better job – and I’m about to put my money where my mouth is with a really cool website I am launching with my brother. Think American Idol meets Monster.com meets TMZ meets a talent agency. The domain is still a secret, but our tagline is: “Rising Stars Wanted.”

Can I come back for another interview once we go live?

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A special report

Strategy
January 8, 2010 by Holly Broome

A brand’s success in social media hinges on its ability to let go, to react quickly, to give consumers a voice in conversations that are only loosely controlled at best. How then is one of marketing’s most highly regulated branches – healthcare – to navigate the terrain?

It’s a question that has, for the most part, kept healthcare marketers waiting on the sidelines of the social media phenomenon.

To help answer the question, we’re pleased to present a special Grip Perspective report: Social Media in Healthcare Marketing. It draws on the latest Canadian regulatory information available from both Health Canada and the Pharmaceutical Advertising Advisory Board (PAAB). The report is co-authored by myself with Ravi Dindayal.

Please click the link below to download the (PDF) report. And feel free to contact me with any questions or comments.

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A Movember to remember

Strategy
December 14, 2009 by Graham Budd

(Our Movember participants, from left to right. Top row: Shane Holmes, Martin McClorey, Paul Dhillon. Middle row: Ron Dunstan, Graham Budd, Mike Kassar. Bottom row: Brian Ross, Rich Fortin, Patrick Robinson. Photographed by Todd McLellan, Sugino Studios.)

Another Movember has come and gone. And for those of you who were wondering about the sharp increase in moustaches per capita last month, Movember is one of the fastest growing fundraising events on the planet – both in terms of participation and almighty dollars. The month-long tribute to moustaches (”Mos” for short) started in 2004 in Australia and raised a grand total of nada in year one (it wasn’t actually a fundraiser that year). In the five years since then, it has become a worldwide phenomenon, raising more $35 millon this year alone for the fight against prostate cancer.

Many agencies, including Grip, love this fundraiser. And it’s not just for the pleasure of satisfying our urge to look like 70s porn-stars. Movember is a veritable case study in best practices on fundraising and non-profit marketing.

How did they do it?

1. Simple method of participation.
All you have to do is not shave your upper lip for one month, nothing else. The only stipulations are that it can’t connect to your sideburns (a beard), nor can you have any hair on your chin (a goatee). Dead easy.

2. Highly visible and conversational awareness tool (a.k.a. a moustache).

We’ve all seen the yellow Livestrong bracelet and every possible colour of ribbon, and sure, these are decent awareness tools. The moustache functions in the same way – and then some. Not only is the face the first thing you look at when meeting someone (so everyone is going to notice, regardless of what you are wearing), but a new moustache coming in is an immediate trigger for starting conversations about the cause. Don’t believe me? Consider a typical Mo conversation: “What the hell is that on your face, Bob?” “Well Steve, glad you asked. It’s for Movember, in support of prostate cancer research by…” Raising awareness through conversation just comes that much easier.

3. Personal expression.
You can grow a Mo to suit your personality. Wanna look like Hulk Hogan? Go for the bleached-blonde handlebar. Magnum PI? How about a thick classic moustache (with floral print shirt). Ok, not really a marketing tactic per say, but it makes participation that much more fun, especially when you dress up to match your Mo at one of the many Gala parties.

4. Painless donations (with instant tax receipts).
Becoming the norm for fundraisers, but cannot be overlooked – instant tax receipts by email when people donate online.

5. Social functions all built in to the donation pages.
Donations pages that allow you to post pictures and comments of your Mo and donation progress, allow donors to comment and vote on your Mo, and links to tweet and post to your Facebook status.

6. Tagline.
“Changing the face of men’s health.” Nuff said, right? It’s smart and just works really well for the event.

7. Motivating the fundraisers.
Above and beyond wanting to do good for the cause, fundraisers are rewarded for their hard work. Leveraging sponsor-provided prizing and Gala tickets, fundraisers receive prizing for hitting certain fundraising levels. Larger scale individual and team fundraising prizes. Plain old best moustache prizes. All this adds up to one motivated fundraising force.

8. Great themed experiential events.
Gala parties in major cities in all participating countries. Dress up to match your Mo, and win prizes. They are super fun, draw huge crowds, and add another great layer to the overall event.

All in all, a great fundraising and communications success story, and definitely a fundraiser to track in the coming years.

Are there any other keys to Movember’s success you would add?

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