Apg Sharp Stick May2003[1]

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SHARP STICK This copy reserved for:

MAY 2003 Inside this issue 1 Letter from the Chair Marie-Louise Neill APG Chair & Christine Asbury Vice Chair 2 The “Outsider’s” Perspective Dan Izbicki, Board Planner, WRCS 3 The Future of Planning Russell Davies, Planning Director,Weden & Kennedy 4 A perspective on planning a year in, and how’s it been? Ila de Mello Kamath, Account Planner, Saatchi & Saatchi 5 Once upon a time I was an account planner Mark Brown, Ex Director of Planning at The Marketing Store, Founder of Ancient Oak Consulting 6 APG Training Network Sam Michell, Planner, Lowe 7 Forthcoming APG events 8 Fellow Planners 9 Electronic Sharp Stick & APG Website The Account Planning Group 16 Creighton Avenue London N10 1NU Email: [email protected] Website: www.apg.org.uk

LETTER FROM THE CHAIR Dear Members, We had a positive response to our mustard yellow version of Sharp Stick, so in the spirit of Spring we’ve gone for a green Sharp Stick. That should stop it getting lost on the desk. We also had a thumbs up from many of you (thanks) for the idea of theming Sharp Stick. So this time it’s about the planner’s journey of learning. Sam Michell writes about her experience of the training network, and her disappointment with the emphasis on presentation in the final session. When you’ve lovingly crafted a strategy, how frustrating is it when clients (in this case a bunch of planners) complain that however good the strategy, it’s no good at all if you can’t communicate it succinctly and with drama? This theme came up again in the first of our how to win evenings – a speaker making the point that winning papers usually involve a bit of ‘flipping’ the problem, so that the final solution reveals itself as dramatic and suprising. Well, yes, we agreed in the ensuing discussion that it helps to present things with a bit of panache – after all, if you’ve tried reading 100 papers, you realise you need your strategy to stand out! This is not to say that methodical research and an incremental approach do not produce great planning insights, but to be great, planning also needs to communicate dramatically – after all that’s when the idea becomes the brilliant idea – the blinding flash, thunderbolt, etc. Dan Izbicki picks up on this theme too – the desire for clients to see our work as valuable may tempt some to turn the planners art – that of an elegantly simple thought – into a labyrinth of language and complexity. But the job isn’t to demonstrate that a planner’s head is the size of a planet.That’s just a means to an end. And like most simple things, it is easy to undervalue a great, simple thought, and easy to be over-impressed by a sea of information. And as if the point of impressions counting needs any further reinforcement, both Mark Brown and Ila de Mello Kamath underline that a planner’s words are weighted, and that we should recognise that our ability to deliver great value – to our organisations, to the client and to the reputation of the planning discipline – is largely up to us. Marie-Louise Neill APG Chair

Christine Asbury Vice Chair

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The “Outsider’s” Perspective I sit writing this in the Canadian ski resort of Whistler. A month’s snowboarding stretches before me. However, I’m afraid to tell you this is just the beginning. Our stay here is a small holiday before my wife and I set off on the more serious task of “travelling”. India is followed by S.E.Asia is followed by Australia is followed by ..... well I’m sure you get the picture. I know, I know, I’m a lucky b******d and you’d love to do the same if only blah blah. Quite frankly it’s a relief to get away from all those conversations. Now I’m just one amongst hundreds of lucky b******ds (a.k.a. ski bums) and already it feels a world away from Soho and the world of advertising. However, life is never that simple. our to provide something resemHours before I’m due to hand bling a constructive view on the back my mobile phone (in itself a world of planning. profoundly cleansing experience), Rarely has a day gone a call comes from some bright by when I haven’t counted spark. Unfortunately this bright my blessings for avoiding spark is a mate and even more the myriad of dull and unfortunately happens to be ediunrewarding jobs that are tor of Sharp Stick. In his wisdom out there. he wonders whether now would be the perfect opportunity for to reflect on my nearly eight years Before I start it’s important as a planner. How do I feel about that I make two things clear. my profession as I set off on my Firstly, my whole career as a plantravels? And why have I chosen ner has been spent at WCRS. to take time out? However, like all planners I have Well the answer to the secno intention of this narrow perond question is simply “because spective preventing me from we could”. I’m afraid I don’t have making massive generalisations any sob stories or tales of disilluabout the market as a whole. sionment. Quite simply we fanSecondly, whilst the following cied a break from working, we may come across as a diatribe, I had the cash, no kids, so why not? have enjoyed my years as a planI recognise we’re in an extremely ner immensely. Rarely has a day privileged position, but if you’ve gone by when I haven’t counted got the chance my advice is to my blessings for avoiding the grab it. I can’t believe there’s an myriad of dull and unrewarding employer left who would frown jobs that are out there. on such a decision, and if they do Advertising might be going they’re not worth working for. through a poor patch at the As for the first question, the moment (well it was when I left), following are my thoughts. I but it’s populated by bright, make no apologies for any lack of entertaining people and that insight. Indeed producing “lacks makes a world of difference. of insight” is precisely what I How do we impress clients intend to do over the following with something so appareight months of this trip, and I’m ently straightforward? already slipping into it quite comfortably. However, I will endeav-

My starting point and I guess my primary observation about planning and advertising as a whole is our ability to undervalue what we do. Great advertising is rare and difficult to achieve, but it almost always originates from the simplest of thoughts, creative or strategic and ideally both. And this is the problem that we, as planners in particular, deal with day in day out. How do we impress clients with something so apparently straightforward? How do we get them to pay for something that, on the face of it, looks like they could have come up with themselves if only they’d had a spare five minutes? Working in a business that endeavours to communicate with virtually everyone out there, it’s always seemed very important to me that the language we use remain as simple and easily understood as possible; no matter whether our audience is clients or consumers. However, this inevitably creates problems. The law profession has managed to maintain its own inner clique by using a style of language that is indecipherable to anyone except lawyers. If you’ve ever been unlucky enough to see a legal document, you will know that commas, full stops and other familiar forms of grammar are unknown. My concern is that planning is heading this way. In the last few years, every research document or article I’ve read, has introduced a new piece of lingo. Now if this was a well researched and insightful article this would be the moment when I’d introduce a stream of examples. However, I’m in a ski resort, there’s fresh powder and I’m keen to get up the mountain and catch some “big air”, so you’ll just have to

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take my word for it. Even with the language of brands, we’ve got brand propositions, positionings, pyramids, values (along with tonal values too), worlds, onions, ....................... Quite frankly it’s hard to know where you are when all you’re trying to do is get more people to buy more yellow fats. Is pseudo-scientific language damaging planning? Now you might say that all this pseudo-scientific language is helpful in trying to move advertising up the agenda within major corporations, particularly if it allows us to charge the same exorbitant fees as lawyers. I would disagree; in fact my feeling is that the very concept of “brands” and “branding” has become massively devalued in the last few years, partly because of the dot-com fiasco and partly because of the industry of nonsense that now surrounds these words. “Branding” has become a lazy and discredited term that is thrown around with little thought. Indeed, it is a word that is invariably used when people are covering up for lazy thinking (brand consultants being the primary culprits in my experience). In my agency the word would be banned. What we as planners and advertisers are dealing with is people’s perceptions. A brand is simply the perception people have about a product/service, nothing more and nothing less. The perception of a product is after all its most important asset. Yet the language that surrounds the concept of “branding” suggests that a brand is somehow physical or controlled by particu-

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lar elements of the communication mix. For me one of the greatest misuses of the word “brand” is when we (and you’ve all done it) talk about “brand advertising” as opposed to “promotional or price advertising”. Surely the biggest single creator of a perception is the price something is sold for, so how can promotional advertising not be brand advertising? Now obviously the more “scientific” end of planning has its place, not least when it comes to proving advertising’s effectiveness. However, it seems that our recent obsession with this side of planning (itself no bad thing) has had a detrimental effect on our ability to provide simple solutions for complex problems. In a corporate world of over complication, simplification is a rare and valuable skill to offer, and it isn’t a skill that’s confined to advertising. No doubt E=mc2 was met with a certain amount of scepticism and even disappointment

that it could all be that straightforward. I’m sure there were plenty of Israelites who couldn’t quite believe that there were only the Ten Commandments. And surely there’s a better question than “to be or not to be?” My rallying cry from the Rocky Mountains is thus for planning to stop being apologetic about our primary skill – strengthening a product’s perceptions via advertising (and by advertising I mean any piece of consumer communication). It’s not easy, but when it’s done right you’ll know because it’ll be so simple everyone will think they could have come up with it too. Dan Izbicki Board Planner,WCRS [email protected] Editors’ note: Do you agree or disagree with Dan? Let us know. Or if you simply want to insult him for being so lucky, send it to us and we’ll pass it on!

The future of planning I was a judge on the final night of the APG Training Network, so the relentless news hounds at Sharp Stick Towers, sensing a scoop, have asked me to share my impressions of being a judge. What did I see on the night? What do I deduce about the health of the industry from seeing presentations from all these junior planners? Let’s start with the good impresnoble traditions of planning sions. through an above average tendency to be bespectacled.They’re enthused and feisty and willing up Young planners are to give their evenings to get betupholding the noble traditer at their jobs.This is encouragtions of planning through ing. an above average tendency It made me realize what to be bespectacled. immense value these courses There are a lot of bright, offer – lots of brilliant, experiarticulate young planners out enced, wise planners offering there. They’re upholding the hours of training and focus for

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very little cost to you, the planning people paying the bills. Makes you proud to be a planner. But now the bad impressions. It’s a good job that there are courses like this around, because the young planners I saw didn’t seem to be getting a lot of decent training anywhere else. We need to start teaching them how to use Powerpoint. Or how to not use Powerpoint. There’s nothing wrong with Powerpoint, if it’s used well. It was used very badly by this lot. Boring, overly wordy charts. No pictures. No story. No structure.

should say ‘target oriented message delivery units’). Are they short of maverick inspiration? We need to teach them to ignore the brief. There were dozens of interesting solutions to the problem they were given, which any agency in London would have pursued, but they were justly slightly off the centre of the brief. So they didn’t present them. We need to teach them less fear.

So, what do I deduce? Well, maybe I was being overly harsh, these folk were very junior, but it worried me. Not because these people were short of talent, but because they seem to be short of maverick inspiration. We should all be concerned about this, and we should all support the APG Training Network because it’s one of the answers to this problem. Russell Davies, Planning Director Wieden & Kennedy

They weren’t looking for big ideas, they were looking at the fiddly bits at the edges.

A perspective on planning a year in, and how’s it been?

We need to start teaching people basic thinking skills. They had all the jargon, they could do a nice pen portrait, but they couldn’t find the big simple stuff at the heart of the problem. They weren’t looking for big ideas, they were looking at the fiddly bits at the edges. We need to stop confusing people with all this media neutral stuff. They said ‘media neutral’ a lot, but didn’t really understand it. This is screwing them up.They’ve learned not to default to a TV ad as a solution, but they’ve not replaced it with anything else. They’re creating strategies without thinking about execution, which just leads to crappy strategies. I’ll accept that TV ads aren’t the answer to every communications problem, or even many communications problems, but they are a convenient thinking tool, they force you to think big. They force you to think about making ads. (Sorry, I shouldn’t say ‘ads’, not media neutral enough, I

The grass always seems greener on the other side and for once it really is. It’s been a year since I made the move from Account Handling into planning and there has not been a moment of regret. As an account person I found team had spent the whole meetplanners (the breed) and what ing saying, that the client would they did fascinating, especially finally give the nod of agreement. because they never seemed to do It seemed as if there was basicalvery much. Planners would sit at ly a different weighting given to a their desks all day with a pair of planner’s word versus an account headphones on, flicking through man’s, something like 1 planner magazines, and every now and word = 20 account man’s words. then would raise their head with a disapproving tut to complain Moving into planning was about the level of noise. This certainly an intriguing appearance may explain why prospect every frustrated, over-worked account handler immediately I found the process of becomconsiders planning as a way out ing a planner an interesting expeof their daily grind? rience in itself, and one which The planner’s role in the creconfirmed that this seemingly disative process looked equally eluparate group of people were sive.They would beaver for hours indeed a breed. I had several over that piece of white paper interviews during which I was and then disappear completely, asked a plethora of questions, the presumably to the creative floor. conclusions to which were uniBut it was client meetings that versally ‘well she’s a planner’. I’m were the most bewildering. For it not entirely sure what my interwas only when the planner viewers were looking for, but I summed up what the account presume it was someone with a

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bit of a lot of things and an interest in everything else. But the ways in which each interviewer found that out were as diverse and varied as the ways each planner approaches a problem and assimilates information for a brief. It’s a difficult job to learn; it’s hard to know when you move from trainee to planner; and I suspect you never know it all. But I have been very fortunate to get a breadth of experience from working on very diverse pieces of business, and having two very different mentors to teach me over my first year. Both mentors have very different styles, and both have different skills to teach.

Training courses were a good short cut to understanding the basics One took me through their set of guidelines for how to do things: their way to brief a research company; their way to analyse data; their way to summarise reports. When you have never tried these things before, having a way of doing it is invaluable. It gave me the confidence to know that I could get the job done, and as my experience increases, a mould to decide to stay with or to break and find a method more suited to my own skills. The other approach is the ‘have a go’ approach. This was much more daunting in prospect, with no rules, no precedent, no right and wrong answer, only your conviction to guide you. When you get through a project on those terms you feel you can probably face most things and that your way, whilst it may not be the best way, is probably as good as any other. However whilst you can’t be

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taught how to plan, I found training courses, both external and internal, were a good short-cut to understanding the basics.They also provided a chance to ask all the questions I needed to. Like driving, planning seems to become second nature to planners and you just need someone who can go right back to the days when they knew nothing, to teach you. Anything that helps speed up your learning curve over the first year is invaluable. This is partly because one of the hardest (and most exciting) things you face at the start is instantly being seen as ‘a planner’, and immediately being expected by clients, creatives and indeed your old account teams to ‘do what the planner does’. Understanding exactly what that day-to-day job is takes a bit of time, and is a luxury you don’t get, but training provides. They also offer a chance to meet other junior planners which, based on the fact that you are probably the only new planner in your agency, is a great chance to gauge how

you are doing. Well I’m a year in now and I have learnt what it is planners do when their heads are buried in books, why noise levels are disturbing and most of all why they sound clever in meetings. The constant absorbing of information from people, from books, from data, from articles, from films, from music etc never ends and is the invaluable contribution the client pays for. There is so much more to planning than I ever dreamt possible, and such a huge amount to know, that I feel I have stumbled across one of the best jobs in the world.And whilst I feel I am beginning to understand some of the tricks of the trade, there remains one quandary that still baffles me: Why do all planners seem to have been planners for 6-10 years and what happens from two to six? Ila de Mello Kamath Account Planner, Saatchi & Saatchi [email protected]

Once upon a time I was an account planner Many years ago I was a client before I became a planner. How people’s attitudes towards me changed. One day I was a Senior Brand Manager paid by my employers to develop and implement marketing strategy for a number of brands. They must have thought I was OK at this otherwise they would have moved me on. However, I found that much of the thinking and ideas that I put forward were rejected. It appeared that I could not be entirely trusted. Perhaps it was my inexperience, perhaps senior management were narrow-minded. In the end I got bored and decided to become a planner. So, I became a Senior Planner at multinational. The conversation Still Price. Very soon, I found went on and I sat there excitedly myself sitting amongst a group of but silently awestruck. ‘What Board Directors from a major does the planner think?’ I heard

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the marketing director say. I looked around to receive the planner’s wisdom in the dawning realisation that he was talking to me. I was the planner and I told him what I thought. There was general agreement, we moved on. Between leaving my previous employer and this early ‘planner’s moment’ I had not gained more experience, more qualifications or more right to have an opinion. Just I was now called ‘planner’ and worked at the ad agency. I recall this experience because I have recently seen the opposite. During my time as Planning Director at Leo Burnett I worked with a very experienced account man who believed that the world was changing and we needed new ways to connect with some of our target audiences. I agreed, and the model we subsequently developed for Kellogg’s got me thinking. The traditional agency agenda – if it wasn’t going to ‘get in the book’ then they didn’t want to know I thought that ‘traditional’ advertising agencies didn’t want to drive this agenda. If it wasn’t going to ‘get in the book’ then they didn’t want to know. The need for creativity and outstanding advertising hasn’t gone away, nonetheless for many brands nowadays, with fragmenting media and commercial clutter, alternative approaches can be more effective. After a brief fling with Starcom as Creative Director I got tempted to The Marketing Store, traditionally a promotional marketing agency. I believe that ‘interaction’ between brands and consumers can be an incredibly powerful tool for today’s marketers. This

interaction can be through telephone, face to face, digital, events and even sales promotion. Communications are channelled through traditional media, but the ‘interactive’ element provides the news or the content for the advertising. In many cases, consumers are more likely to engage with this content than with the latest claim from brand X. I believe that this approach can be used far more strategically than it has in the past and that generally ad agencies don’t have the skills or the desire to embrace it. There are of course exceptions: Tango have successfully used promotional product to provide a hook for their advertising. You do what you do best and we’ll do what we do best So I went to work for a ‘below the line’ agency. And there’s the rub. I believe that agencies like the Marketing Store with new models like Brand Activation are driving the agenda. The problem is that senior clients don’t want to see the ‘guy from the promotions agency’ (one of the reasons for my leaving), and many advertising agencies patronise them. A principal (not a planner) from a famous creative agency not so long ago suggested to me ‘you do what you do best and we’ll do what we do best’.This is a formula for the status quo. It’s not creative thinking. As planners we have a responsibility to drive the agenda. The industry doesn’t want to change. The networks have insulated themselves against shifts in client spending patterns so they aren’t bothered. Individual creative agencies don’t want to

upset their creatives by suggesting that anything other than ‘award winning’ work may be desirable.They are threatened by the thought that a non-traditional route may divert their budgets. Media agencies often lack the confidence. The planning community is the one place where we can have this debate. We are fortunate enough to be able to focus on the issues and opportunities facing brands and clients. We are slightly distanced from the commercial pressures of the agency which should allow a longer term view rather than concern for ‘this month’s numbers’. If we deliver success, clients will anyway have more money to spend. As planners we should be thinking about what’s right for the client not what’s best for the agency.This will sometimes mean getting together with planners from other disciplines and having an honest open discussion. Just because they come from a ‘below the line’ agency doesn’t mean they are crap. At The Marketing Store I was still the same person I was 3 years ago just with a bit more experience and a broader perspective. I was still a planner, I just happened to work in an agency where we thought that advertising is just one part of the solution. Mark Brown, Ex Director of Planning at The Marketing Store, Founder of Ancient Oak Consulting [email protected] Editor’s note: Does anyone else have experiences working across the great divide? Or is there a natural pecking order? Let us know your thoughts.

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APG training network It may just be me, but it seems that, socially, planners must have a tough time of things. Not that all people involved in planning aren’t models of charm, grace and sophistication, but because it’s almost impossible to answer that “What do you do?” question succinctly. planning, it is necessary to get a And WHAT do you do? full account of every aspect of Picture the scene: you are at a the job, not just so it is readily wedding / bar mitzvah / tennis defined in one’s own mind but tournament/Star Trek convention also, and perhaps more imporwhen your overbearing and contantly, for your own social justifistantly dismissive Aunt, whom cation. you haven’t seen in years, buttonholes you. She enquires into There can obviously be no what profession you are currentbetter start when coming to ly pursuing. “Advertising,” you a new industry than having respond, trying not to let your amongst the best in the voice waver, and already wishing business sitting before you you’d just said tree surgery. “And imparting their knowledge WHAT do you do there?” she barks, her words dripping with The APG training network for disapproval. “I’m a planner” and new planners is perfect for then before she has a chance to addressing such preoccupations, make you look even more inconfor two reasons. First, because it sequential than you already feel, comprises seminars delivered by you embark on a brilliant explasome of the most influential fignation of what the job entails. ures in planning. There can obviNo sooner are the words “postously be no better start when rationalisation” and “qualitative” coming to a new industry than out of your mouth than you see having amongst the best in the her eyes narrow. Wishing to simbusiness sitting before you plify matters you clarify by saying imparting their knowledge, advice “It’s essentially about underand indiscretions. Presentations standing the consumer”. Well, it followed the generic planning doesn’t take Mystic Meg to figure cycle, starting the first week by out that by the end of this conestablishing what brands are and versation her estimation of you how to nurture them, going on to will have sunk to its lowest level how best develop strategy and since you finger painted her Louis write creative briefs, through to XIV writing table. ways of evaluating effectiveness. But secondly, and equally imporTo the uninitiated, “undertantly, you got to see other agenstanding the consumer” cies and meet with others who is about as hard as putting work in advertising at roughly on a hat your level. There is a certain mystique that builds up around To the uninitiated, “underthe “competition” if you’ve never standing the consumer” is about visited another agency The as hard as putting on a hat. Training Network gives you a Therefore, for somebody new to chance to talk to others about

what they think of planning, what their expectations are and whether they too might have any tips for the social discomfort of problematic aunts. The course finished with an evening of our own presentations. We had all been divided into syndicates at the first seminar and given a brief to develop a strategy for creating a stronger association for Reebok with football, using all that we had learned over the past eight weeks. This I found the weakest part of the course. Writing our strategy was actually remarkably enjoyable and it was interesting to follow some ideas through with those from other agencies. However, when it came to presenting, I felt that is was our presentation skills that were criticised rather than our strategic thinking. Feedback on this was then sketchy and halfhearted. One couldn’t help but feel everyone had run out of energy. Nevertheless, for the most part it was an illuminating, welldeveloped and helpful course which allowed everyone involved, however experienced, either to fundamentally discover planning or just to polish up any rough areas in their knowledge. Having started planning three months ago, I certainly feel more up to the task, both professionally and socially. Sam Michell, Planner, Lowe [email protected] Editor’s note: Do you feel the training you get as a planner is good enough? What can the APG do to help? Editor: Andy Edwards,WCRS [email protected] Bobby Hui, Saatchi & Saatchi [email protected] Design: Jim Brown, CB Printing [email protected]

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APG programme for 2003 The programme will develop during the year. Some dates may change and some costs may vary slightly. We will email APG members with updates. April

May June

July August September

October November December

1st How to win an APG Award, second evening meeting 8th How to win an APG Award, third evening meeting 28th APG Awards and IPA Awards – How To Win Both – evening meeting 29th New APG course - Inspirational Brainstorming (to be repeated) 19th-20th Creative Briefing course (£475) 6th (provisional) MRS Conference highlights 6th Closing date for submissions, APG Creative Planning Awards 25th-26th-27th Creative Role Reversal course (£850) 8th-9th Quantitative Research course (£590) You may be on holiday, but the APG will be shortlisting your Awards entries! 11th Announcement of APG Awards shortlist; Campaign Supplement 22nd-23rd Creative Briefing course (£475) 24th-25th-26th APG Awards Judging 13th-14th International course (£660) 10th-11th Behavioural Change course (£650) 26th APG Creative Planning Awards You’ll be far too busy partying and recovering to come to any APG events!

Fellow planners You may or may not have noticed that, in an attempt to breathe new life into Sharp Stick, we’re trying to change it a little; just a little, evolution rather than revolution, as you’ve no doubt all said a thousand times in various presentations to much nodding of heads. We want to treat Sharp Stick more like a place for debate, in which the planning community can let off steam, air grievances, shed some light, have a dig, throw a tantrum, try to find a lover...whatever takes your fancy.

To do this, we need more contributions. We thought that it would be wise to theme each edition. No research behind this thinking, just old fashioned planning intuition. We could be wrong but we like it so far. In the last two editions, we’ve looked at ‘research’ and ‘planners’ learning about planning’. Some of the themes we are thinking about covering include: ● what clients really want from planners ● are planners the creative pillars of agency life or just kidding themselves?

● what we love about being

planners ● what we hate about being

planners ● the best stories from our

nights of research ● what makes a planner: being

clever, argumentative or just ‘different’? If you have anything to say about these or would like to suggest another topic, drop me a line. Emails, scribbles, dissertations are all welcome. Andy Edwards,WRCS [email protected]

● You can now get Sharp Stick delivered online or from the website.

Electronic Sharp Stick and APG Website

If you would prefer Sharp Stick delivered to you electronically, please send an email to [email protected]. We are also keen to hear if you want to keep Sharp Stick as hard copy. Please let us know why you prefer this! ● The APG website has been updated. To view the members-only section you will need your member’s login (slightly different from your previous username and password). By the time you read this your login should bave been emailed to you, but if you need a reminder please email to [email protected]