Screw briefing2
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The document discusses issues with briefing and how to improve the briefing process. It notes that the problem with briefing is often seen as a handover when it should be seen as a journey of exploration between the client team and creative team. Better results come from collaborating to gain a richer understanding of the audience, marketplace, and key insights rather than rushing through the briefing.
Screw briefing2
- 1. SCREW BRIEFING! agenda Parts of briefing. Interesting thing about briefing. What IS the problem with briefing? Briefing loves & briefing hates. What next.
- 2. M creative to clien P PM t team to clien to t tea pr am m to og crea ram tive te ive me M to c reat am rs te nt P nt ie c lie cl to nt c lie
- 3. AGREEING WHAT WE do doING WHAT WE’VE AGREEd
- 4. AGREEING WHAT EE d: WE ALL AdoGR a re pu tat ion VE doING WHAT d W E’ k to buil AT or at w H WE’VE AGREEd gre W Cre ate
- 5. i gn d es s py ger Co ana nt m Clie g P rogrammin Productio n Pro ject Interesting thing about briefing Se man We choose to meet in interesting places seven dials 1872 U arch age rs sa te Interesting thing about briefing bi ch Brings different people together lit ni y cia ns Interesting thing about briefing It’s up to us to define the emotional Interesting thing about briefing and phyisical spaces we meet up in We get forced to meet in uninspiring conditions boardroom 2006
- 6. most enjoyable part of briefing
- 7. the easiest most enjoyable
- 8. What’s the easiest part of writing a creative brief
- 9. What makes it easy to work with a brief
- 10. What causes the most headaches writing a creative brief
- 11. What makes it difficult to work with a brief
- 12. What’s the hardest part of briefing
- 13. hardest part of being briefed
- 14. “The formulation of a problem is often more essential than its solution.” The problem with briefing
- 15. Audience as a human INSERT INFO HERE Audience as a profession INSERT INFO HERE Company, service or product INSERT INFO HERE Marketplace INSERT INFO HERE Company objectives INSERT INFO HERE Competition landscape INSERT INFO HERE AN EDUCATED DECISION whatever route Unclear brief GUESS? GET? Unclear idea Unclear execution cre Medio
- 16. The briefs are not the problem Behavioural change, not a change of template It’s not about the template It’s about the journey Client need Final work The problem with briefing we see it as a handover
- 17. It’s not a handover or a race It’s a journey and an exploration together and we’re all in it Client Client team Creative The problem with briefing
- 18. IDEA DOING IT INFORMATION INSIGHT The problem with briefing
- 19. IDEA DOING IT INFORMATION INSIGHT IDE AL WO RL D The problem with briefing
- 20. IDEA DOING IT INFORMATION INSIGHT RE AL WO RL D The problem with briefing
- 21. IDEA DOING IT INFORMATION INSIGHT NE W WO RL D The problem with briefing
- 22. kEY MESSAGE IDEA FULLY IDEA FULLY IDEA FULLY DESIGNED DESIGNED DESIGNED IDEA pROGRESSED better exp kEY MESSAGE kEY MESSAGE kEY MESSAGE loration to get her AUDIENCE IDEA SCRIbbLE IDEA SCRIbbLE IDEA SCRIbbLE The problem with briefing more effective idea finding IDEA pROGRESSED better focus on execution AUDIENCE
- 23. Client teams are the only But we need to collaborate Creative teams need to: ones that can: with each other to deliver: • Question the client and change • Required emotional response • If we’re involved in briefing expectations (insight) rush to the brief not rush to the idea • Define the strategy • Required rational response (info/insight) • Understand our role in the • Supply the background info ‘team’ when it comes to (what the client does, what • Required technical response definining the brief the product/service is) (info/behavioral insight) • Technical info (what the • A richer understanding of the requirements are) target (insight) • Objective info (business and • A richer understanding of the project – what the problems marketplace (insight) are) • Possible key emotional • Brand info (what the brand benefits (insight) and what that means to their behavoiur) • A selection of propositions (creative thinking) • When we review creative ideas look for reasons why we can make things work rather than look for reasons to push them off the table.
- 24. CLIENT TEAM CLIENT TEAM CLIENT TEAM CREATIVE TEAM CREATIVE TEAM CLIENT Technical details of Work together to find Share directions Work on execution the job; variety of messages/ on variety of of routes. stories. messages/stories ie: what the product and agree 1 route Give justification for service is/how the (or 2 routes) to choices taken. product service progress. works. NEED NEED NEED: NEED: To get all the basic info to ensure we’re Understood process: Written doc on client feedback Executions based on agreed ideas not going back to the client again and (issues with routes, not with client steering. Created as close again in a disorganised manner. Client team discusses challenge with suggestions). to finshed work as reasonable. creative lead. ‘BASICS’ brief written for Creative read and understand f ‘EXECUTED’ work presentation creative team. Creative lead involves as many client feedback immediately. If creatives as poss for a short amount of considered worth argueing then time in brainstorming. reasons given to client team instantly to reason with client. Outcome shared with client team at end of brainstorm. ‘STEERING’ doc created with client issues ‘IDEAS’ presentation created for client. TIME SAVEd FRoM TIME SAVEd FRoM INTESIVE WASTE SAVEd FRoM NoT TIME SAVING ANd BETTER STRUGGLING To FINd BURST oF BRAINSToRM EXECUTING IdEAS To WoRK PRodUCEd PRoPoSITIoNS ENERGY THRoW AWAY FRUSTRATIoN SAVING FRoM FRUSTRATIoN SAVING UN-PRoGRESSEd IdEAS FRoM CLIENT
- 25. oVER To YoU...