Oct15

Pitch Perfect?

Pitching Blog Image 170x127“Teamwork is what the Green Bay Packers were all about. They didn’t do it for individual glory. They did it because they loved one another.”

-Vince Lombardi

 

Well, it’s football season, so what better way to start things off than with a coach who understood the roots of winning.

While football season is only with us when the air cools and the kids put on their backpacks to return to school, pitch season is always upon us.

For those of us who are pitch junkies, it is an amazing blend of S&M-brink-of-pleasure-and-pain that makes the experience so fulfilling. There is a magnificent energy that, if harvested correctly, can have your team humming along towards a victory at the finish line.

Recently, I was part of a winning team that came together perfectly, so I thought it would be interesting to showcase what went right and provide a few guideposts to follow on your next pitch adventure.

1. Don’t Check Your Ego at the Door

We always hear that to work as a team, you need to tone the ego down a bit. I’m not so sure this is true. Keeping your ego in place can elevate the work and push others on your team to do the same. Challenging each other while still respecting team members can make all the horrible ideas fall by the wayside. Remember, ego doesn’t mean you’re always right. It just means you are confident in yourself. If everyone’s feeling the confidence and not being threatened by it, victory shall be had.

2. Account People Are Creative

Creative doesn’t just mean fancy words and amazing visuals. In our industry, it calls for a deep understanding of what the client is looking to do with their product: Do they want to create a new category or separate it from their competitors? What impact can they make and what space do they want to play in? This is creative thinking, so if you see it this way, if you make the Account lead’s brain part of this process, your creative will be elevated with a strong reasoning behind it. Remember, our Account friends don’t live to fill in boxes of spreadsheets. They’re here to be part of the fun. Let them play!

3. Digital Is Not Separate From Creative

We have a strong tendency on pitches to not bring Digital in until the last minute. At this point, they are usually asked to produce a few “tactics” to help elevate the overall big idea. This is like constructing a building and then asking someone to come in and give their advice on how to decorate the lobby. They won’t have a vested interest in the finished product. Digital folks are up on the latest technology trends, so there their tactics greatly help to push the creative to a higher level. If they understand the science and are part of the medical download, their chops will be even more valuable. Bring them in early.

4. Your Medical Director Should Be Along for the Whole Ride

The science leads on your project are not just people clicking through PowerPoint slides, explaining disease-state information. Understand that they are an integral part of this industry because they bring what they’ve learned in the lab to the people. We, the pitch team, are their first point of contact, so embrace their information. Ask questions. Probe. It will come through to the client. Medical Directors have tremendous minds to explore, so if you make them your partner instead of just your teacher, you’ll find the relationship to be a boost to all. When it comes to pitch time, they are going to be the ones answering the client’s most challenging questions, so it’s best they feel like they have contributed to all aspects of what’s being presented.

5. Your Creative Team Is Always Listening

This is where all of the science, strategy and direction comes together as an idea. Good creative is the combination of thoughts into a beautiful idea that has a life of its own. While embracing an idea is important, it’s essential that the ownership of the idea go to the pitch, not the creative team. Beautiful creative is an offering to the greater good of the team. It’s a manifestation of everyone’s hard work. To perform at a heightened level, the creative team needs to have all the possible information available to them. Invite them to meetings and let them hear your internal debates. You never know where a creative idea is going to come from.

There you have it. The quote at the top by Lombardi is the overarching theme that can guide your pitch. There is that intangible bond that all pitch team members feel with each other that comes through to the client. Remember, they want to have confidence in the team that will be carrying out their vision for their products.

Nothing is more potent than the fuel of love. And perhaps a drink or two along the way to help get you across the goal line.

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Jan16

True Integration of Excellence — the Key to Advertising Success

thumbnailAs the communication dynamic between doctor and patient changes, so too must the model of pharmaceutical promotions—offering a challenge for not only brand communications but also, critically, the agency that drives them.

Thirty to thirty-five years ago, in what some called the heyday of big pharma communications, the model was clear: sell to the doctor, everybody else in the system will follow the prescription. Today, communications must be exquisitely integrated across all channels to ensure receipt of a single and consistent brand message that will align understanding for all. A market where the presumption of even a compelling story of the drug benefits, aligned with a novel diagnosis, would have doctors falling over themselves to prescribe to their presenting patients has passed! Through the decades we have seen an accelerating shift from this—not least with the payer/insurer growing the influence of cost pressure and real evidence-based medicine—but perhaps more subtlety with the changing dynamic between the more savvy and informed patient and their own healthcare professional. As late as the 1980s the primary source of specific medical information for a patient was from their doctor. This moderated a level of control not only in understanding of disease but importantly in the awareness of available treatment options. Today, surveys have consistently indicated that more than half of patients will seek an alternate opinion on a doctor’s diagnosis or recommendations. Surveys reported from Pew Research have indicated that the online medical information services, Google, webMD, medicine.net, NetDoctor, etc, have become the de facto second opinion (and, increasingly often, initial diagnosis) for many patients seeking healthcare information. Balance this with the increasing limitation of the pharma industry presenting similar information to the doctor—through restriction of access by representatives—and we recognize the tension in the market space that must be met to ensure the HCP and their patient remain fully and appropriately informed on drug treatments and medical information. Branded communications must operate in this evolved environment—and the agency of the future likewise.

I joined the team here some 100 days ago, and it is clear Ogilvy CommonHealth Worldwide stands uncommonly aligned with this demand, with an ability to deliver excellence on communication service across channels from one single business footprint. This is clearly a differentiating feature owned by OCHWW. In a market where single-channel communications have become more and more commoditized, the agency that can truly deliver an integrated communications program will lead. James Chase, Editor in Chief at MM&M, commented in an interview a year ago that “the agency of the future would be able to align communications from one point. To deliver a relevant and targeted  brand message to the HCP, the patient, the payer and all of the relevant stakeholders in a way that offers a seamless understanding of the brand, and that will be the reason for its choice—above others.” This doesn’t mean driving a one-size-fits-all approach to messaging and communications. Quite the reverse! It demands building communications in which each customer will see his own nirvana, but will all appreciate this around a single brand hub. In the savvy patient marketplace it is critical that when the patient asks about a treatment or solution in his/her disease management, their appreciation must clearly vocalize the same entity that the HCP is considering, though not necessarily for the same reasons. The agency that is able to deliver that for brands is one where borderless collaboration of Professional, Payer, Patient and Consumer can build a seamless alignment of brand communications to ensure optimal impact in-market, and drive consistency of a singular message through all media—digital, social, traditional or personal. Few agencies or communication networks have the capability, or indeed passion, to do that.  The OCHWW philosophy of creative excellence in communications demands that each of our agencies across the globe and across customer and media communications channels work in harmony—aligning a core strategy to drive impactful creative that is designed to change customer behavior across all communications channels. The structure here is wonderfully built to achieve this, but at the end of the day it relies on a personal commitment to achieve this success. In a market that demands the agency of the future, Ogilvy CommonHealth Worldwide is set to offer itself to meet the new communications challenges. Our success, however, depends on the most critical asset of any agency…you!

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Dec5

What the X?*# Is a Planner Anyway?

thumbnail imageIt’s a question that many planning folk get, especially from those who are new to the agency, and potentially to the planning function itself.

In its modern-day form, planning has evolved into a multifaceted functional set of skills that not every agency has, but should consider.

To start, planners come from a variety of backgrounds, from account to creative, and from a number of different industries (not just advertising!). It doesn’t really take any special background to be a planner, just a sense of advocacy, intuition, creativity, and, of course, curiosity.

That’s because planners do A LOT of research—in fact that might be an underestimate. They pretty much have the pulse of the customer at all times, whether hot or cold, happy or not. Planners get to observe, and then react based on those observations.

Nowadays planners get involved in almost everything that agencies do, from business and financial functions to account management to creative development. We support our teams with the insights that will drive the business forward and hopefully engage our customers to make decisions.

If you are thinking about having a planner on board and want to know how they can add value to your accounts, here are three ways they may be able to help:

1)   Story telling. If you are not sure the best way to relate to customers, then get to know them first. Planners can help you do this by plotting out the paths along which customers engage with brands, telling their story, and determining the best point of entry for that engagement. When a planner is ready to talk about this, listen. It may mean the difference between an epic brand, and one that targets the wrong person (one who inevitably has no reason to consider your brand).

2)   Creative fuel. Planners will get people motivated (in a meaningful way). Whether they are out there buying your product, or inside the agency walls mulling over their ideas on the fifth pot of coffee, planners can inspire everyone to go for that jumping-off point and get excited about brands to produce on-target, off-the-charts creative. They can also help advocate for the agency (and the team) if an idea has merit but had received some resistance from either clients or the higher-ups.

3)   Simple logic and reasoning. Planners don’t make snap judgment calls. They do everything they can to build credibility, and that is based on nothing other than carefully planned research. Every one of their insights has merit based on research, and they are experts at “filling in the gaps” when further clarification and interpretation is needed.

Case in point

To put all of this into perspective, here is a recent example of how planning takes shape on a brand, and what the good outcomes can be if you decide to bring a planner into the mix.

Our client was on the fence about conducting additional research for their brand. They were hoping that a round of qualitative would be enough to determine a concept winner.

But lo and behold, with just qualitative research alone it was difficult to determine an overall winner against their current campaign. Even though it went through 4 different cities, qualitative research will sometimes produce mixed results, especially when you’re testing concepts to gauge the customer’s emotional response.

The client wasn’t really getting enough out of the numbers to determine the best-ranked out of the mix. So with some encouragement from planning, and an insightful summary of the research, the client decided to move ahead with quantitative, based on the fact that they needed to know, without bias, what the numbers outcome would be. Additionally more research allowed for more refinement, taking key learnings and drawing more insights from them.

And that’s how it’s done. Planners come and go on accounts, but one thing is for sure—their insights will stay with brands, as customers continue to engage, and hopefully transform their behaviors.

So next time the customer does something out of the ordinary, chances are an extraordinary planner had something to do with it, somewhere along the line.

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Aug28

Finding a Home in Healthcare: The Journey of an Ogilvy Associate

Brittany Berman ThumbnailIn September of 2012, I began my journey through Ogilvy & Mather in the coveted position of Associate. I was one of 20 lucky recent college graduates who survived the demanding application process and would get to spend an entire year in Ogilvy & Mather’s renowned Associates Program.  In this year-long program, each Associate rotates through 4 different positions at O&M to experience different roles within the agency, and, upon completion, gets transitioned into a permanent placement.

So, for the past year at Ogilvy, I have been, for lack of a better word, a vagabond. I have been rotating from temporary placement to temporary placement to find my Ogilvy home.

My first stop was on an account team. I came into the Associates Program without any knowledge of how a large agency like Ogilvy worked, but I learned really fast. During this time, I learned the basics of account management, skills that have been instrumental to my time here, but I knew I had to keep looking for my home.

I continued on my gypsy journey around Ogilvy to my next stop in RedWorks. Being accustomed to a one-account role, this new position took me by surprise. I adopted a mentality of, “Why have one account when you can have seven?” which was fast-paced to say the least. My account skills developed from rudimentary to more advanced, and I started taking on true responsibility. I had great relationships with the people I worked with. RedWorks was truly like a small family within the big Ogilvy building and I enjoyed my rotation, but I knew it wasn’t the right fit for me long-term.

My next role as an Associate was with OgilvyRed. This was my first strategy role at Ogilvy and I was so excited to get a temporary stay. I was able to work with FUSION for the first time and do real planning work on major consumer and b2b brands. I was fascinated by the development of positioning and branding, and I really enjoyed doing the planning research. The late nights and weekends didn’t even bother me, as I found the work compelling. The people on the team were brilliant, and the learning was invaluable. It wasn’t until my in-depth research of farming that I felt this might not be precisely the right fit, and I had to continue my quest to find my home here at the Chocolate Factory.

Last stop: Planning in Ogilvy CommonHealth, aka Home. While I searched for the perfect fit here at Ogilvy, I felt a little like Goldilocks. Nothing until this point was “just right.” I knew I wanted to work on projects as thought-provoking as those in OgilvyRed, but in a subject that was always interesting to me. Enter healthcare. Growing up with a plastic surgeon for a father, I was exposed to healthcare at a very young age, and things like Botox and Restylane were frequent topics of conversation at family dinners. I knew healthcare would be a great fit for me, and when I spoke to the Associate a year above me about her experience in Ogilvy CommonHealth, I was sold.  As a planner, I get to learn about new patients, new drugs, and develop new insights every day. I love being able to take all of my research and come up with an insight that contributes to the brand’s success. I feel so lucky to be on a team with such intelligent, inviting people whom I learn so much from, and I get to contribute to work that is truly interesting and be part of a team where my opinion is valued and appreciated.  I am excited to finally have my home here at Ogilvy, and it doesn’t hurt that I get a window seat.

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Jun5

Falling Into Planning and Landing in Medical School

Would you ever think that a career in planning could end with medical school? Well now you know it can!Doctors_thumbnail

I started working at Ogilvy Heatlhworld as a Science and Research Specialist within the Planning Department approximately four and a half years ago, right after completing my Masters of Public Health degree from Columbia University. One quick email of my resume to a craigslist post, and two weeks later I was working at Ogilvy Heatlhworld.

At the time, I worked with two other research specialists, one a scientist and the other a medical doctor. Our main function was to work with the planners who worked on healthcare accounts to provide scientific and strategic guidance that helped our clients achieve their business goals.

Over the four and a half years, it has been a very rewarding experience. I have worked on accounts across several therapeutic categories, including:

  • Depression
  • AD/HD
  • Gastroesophageal reflux disease
  • Postmenopausal osteoporosis
  • Menopause
  • Nosocomial pneumonia
  • Complicated skin and soft tissue infections
  • Transthyretin familial amyloid polyneuropathy
  • Prostate cancer
  • Immuno-oncology
  • Chronic myeloid leukemia

One of the remarkable aspects of my trajectory at Ogilvy Heatlhworld was that I stumbled into advertising and planning as a career. However, over the past four and a half years I was able to learn about how to gather insights and translate them into best-in-class marketing strategy that has successfully created excellent creative that has transformed our clients’ business. One of the biggest challenges I had as a planner was taking the science and transforming it into something conceptual that helped the creatives develop campaigns across these therapeutic areas. Ultimately I have decided that, like fine wine, planning is just something you get better at with time. Today I can now say I see science differently.

My career plans were to eventually matriculate into medical school. It is with great pleasure, but sadness at the same time, that I share that I will be leaving Ogilvy Heatlhworld this year to attend medical school. My years of listening to patients in market research will definitely help me to be a much keener physician who will take a more holistic approach to treating my patients. But in retrospect, as I look back at my time at Ogilvy Heatlhworld, my experience as a science and research specialist has definitely equipped me with the right skills to become a key opinion leader (KOL) in the future. Outside of the obvious—that is, learning and understanding scientific content at record-breaking speed and simplifying it to a third-grade level—I am now able to:

  • Relearn how to pull an all-nighter to get the job done
  • Critically review fair balance for potential adverse events
  • Think of objections to challenge sales rep when they attempt to detail me about a product
  • To say declaratively…I know Ogilvy Heatlhworld did not produce that creative

Finally, without my experience as a planner, I would not have received my acceptance to medical school. It certainly provided me with great conversation points to discuss during my medical school interviews, which ultimately made my interviews stand out amongst other candidates. For that, I am grateful to Ogilvy Heatlhworld.

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Apr18

Sharpening Up the Industry’s Smartest Teams

GraphOgilvy CommonHealth Worldwide (OCHWW) purchases a unique and expansive range of syndicated research, currently providing access to over 30 different sources. In January, the management, oversight and strategic deployment of these properties were aggregated within the Global Business Intelligence and Integration (GBII) Skill Center led by industry veteran David Chapman.

The GBII Skill Center is dedicated to helping staff know what the research assets are and learn how to gain access to the incredible depth of resources that exist at OCHWW. The key point here is that this depth of resources allows Planners, Account Management and Creative to gain insights into the market and brand that help develop winning, innovative ideas. Starting from facts allows them to speak with authority and awe the client with new perspectives on how to drive brand growth.

The GBII team continually evaluates and analyzes the properties we buy or can access now through Ogilvy, trying to assure the best data and the broadest reach of global and US markets, disease states, therapeutic categories, audiences (both professional and consumer), channel, digital usage/preference, and more.

One example is GlobalData’s Pharma eTrack, which combines much of the information found in Datamonitor, Pharmaprojects, ClinicalTrials.gov, The Pink Sheet, and news aggregators such as FierceBiotech and more, in one simple-to-use site. Information is available by molecule, by compound, by drug, by category, by pipeline, by disease state, by company and by country…including comprehensive US, global and/or regional in-depth reports on key disease states.

Some of the others include:

  • MARS (Multimedia Audience Research Systems) for OTC/DTC data
  • eMarketer  and Compete – online behavior and digital research
  • Manhattan Research – HCP online usage and habits
  • Yankelovich Monitor – consumer research
  • IMS/NDTI – prescribing and diagnosis information

To socialize the inventory of our syndicated research properties and the “power users” who provide guidance and interpretation, staff can access all this information in the Intelligence Center site on the organization’s secure intranet.

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Apr9

Painting by Numbers: Using Enterprise-wide Analytics to Guide Marketing Strategy

Paint Brush Man_Thumbnail

Today, analytics is playing an ever-expanding role in developing marketing strategy as clients have become aware of the importance of data in guiding campaign decisions. Like the Paint by Numbers crafts of our childhood, marketers can use stats and data points to guide the creative marketing process, resulting in a more predictable end-product.

However, according to a recent Accenture study, the same brand managers who understand the importance of analytics tend to rely on gut instinct instead of logical recommendations, preferring to paint outside the lines rather than follow the data.

The reason for this departure is that analytics is still typically brought in on a project-by-project basis.  While a team of expert analysts may provide insight on one particular channel or campaign, they do not have a panoramic view of the overarching strategy or history of the brand. The brand manager’s gut, on the other hand, has years of experience in overall performance, customer relations, and sales. This often results in a strategy that conforms to a “more of the same” mentality.

Within the Ogilvy Healthworld Marketing Analytics & Consulting team, we have found that insights and recommendations  can be more impactful when done at a portfolio or enterprise level. For example, we had been performing analytics for a particular brand, observing that over time, the paid search costs were increasing for unbranded terms. Over the next year, we grew our analytics practice across this pharma company’s entire therapeutic department. When the data started to pour in, our analysis uncovered that two brands were competing against each another for the same unbranded terms, artificially driving the costs up. By taking an above-brand look at the data, we were able to identify an issue and resolve it in a way that benefited both brands and became a best practice across the therapeutic area.

While this example looks at a very specific issue, enterprise analytics has a number of strategic benefits:

  • First, it sets a tone of accountability across brands, defining a standard of data quality that can be enforced in measurement and optimization. Not only does this ensure that different groups are using the same metrics to define success, but also it makes it easier to compare performance across brands and categories. Over time, this organized collection of data can serve as a starting point for performing more advanced modeling and predictive analytics.
  • Second, strategic data collection and analyses can offer dramatic cost-savings as each brand does not have to finance its own projects and can anticipate a more organized array of reporting and analysis options.
  • Third, enterprise-wide analytics enables across-the-board education in reporting and data. At this time, many brand managers are in the habit of glancing at a report for information, but not yet using it as a compass by which to navigate. With an enterprise-wide analytics presence, these brand managers are forced to embrace the numbers and start making more strategic brand recommendations. The result is a more consistent and strategic step forward in marketing growth and optimization.

Ultimately, analytics and reliance on predictive modeling are here to stay. As marketing partners, it is our responsibility to make our clients as agile as possible and ensure they have the most accurate information in their toolbox while making decisions. So the next time your clients go to the easel and begin painting their strategic plan, make sure they have numbers to guide their work of art.

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Apr4

Positioning: Impossible!

Circle in SquareFor most of us, working in pharmaceutical marketing is a joy. We are challenged to use our brains daily and we find the marriage of science and creativity a fulfilling career path. But there are at least two aspects of mainstream advertising where I become jealous of our consumer packaged goods brethren: 1) when they get to make beer commercials, and 2) when they are developing new positioning concepts.

I’m quite sure I would struggle writing a creative brief targeted at 24-year-old men who drink beer, and I probably would find trying to differentiate soap or toilet paper equally frustrating. But it has to be easier than positioning new pharmaceutical brands, doesn’t it? So I ask, “What makes positioning pharmaceutical brands now so especially difficult?”

There are at least two major challenges to landing on a strong positioning statement for many of our clients.

1)      Few chronic and serious diseases can be radically altered by the introduction of a new drug.  Instead, there tends to be a first-in-class innovator followed by a series of subsequent launches that offer incremental improvements. Being a little bit more efficacious, being a little bit safer, or hitting a new endpoint in a clinical trial are highly valuable improvements, but are not always linchpins for dynamic positioning.

2)      The ubiquitous positioning template that most pharma clients use can make it hard to focus.  Even when a brand team is committed to focusing on a single core differentiated benefit (CDB), we are too often caught loading the reason-to-believe (RTB) section with handfuls of secondary product  features and scores of emotional benefits.

Remember your first positioning workstream when you came up with empowerment, confidence, and liberation? They are great words, but they have been considered by every product launched in recent memory.

Can’t decide between efficacy and tolerability—why not check the thesaurus to see if there is a synonym for quality of life? (Hint: one doesn’t exist.)

But picking on the process is the easy part; coming up with dynamic positioning is more difficult. The good positioning checklist often wants to know if we are credible, sustainable, compelling, differentiating, etc. But we need more than that. For many of our oncology and specialty products, where differentiation has to be more than just your Kaplan-Meier curve, we are starting to challenge our clients to ask the following questions:

  • Is there a space “above the brand” where we can take a position? Instead of trying to meet an unmet need, is there a cultural trend that can be addressed by our brand’s best self?
    • We often look to our Ogilvy & Mather consumer clients for inspiration. How did IBM convert information overload into a smarter planet campaign? How did Dove transcend a cultural obsession with perfection into the campaign for real beauty? How did environmental awareness and activism change BP into Beyond Petroleum?
  • What can we do to change the rules?
    • Can your product be the advanced practitioner brand, the tele-medicine brand, or the unique offering that can help navigate the evolving environment of the accountable care organization?
    • Can you, gasp, ditch the template? Explore different “concepts” to show your positioning. Maybe prose, maybe some pictures, perhaps a video. If you are committed to testing your positioning concepts (and I say hats off to those who have the conviction NOT to test), give the respondent something interesting to noodle over.
  • Are you aligned?
    • Marketing may want to push clinical data that may or may not be superior to the competition, but are your investigators talking up your safety profile on the podium? If your primary customers balk when your reps present efficacy, are they going to retreat directly to the comfort of your AE profile? The position has to work for everybody.
  • Can you have fun doing it?
    • Take a chance, be crazy, challenge yourselves!

What do you find most nerve-wracking about positioning biopharma brands? I’d love to hear your war stories, and better yet, I would love to hear how you made it work!

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Feb26

Sleuthing for Clues: A Planner’s Story

SleuthingI am currently an associate rotating through Ogilvy Healthworld’s planning department. This month I have been tasked with working on an oncology brand in its mission to become the drug of choice for HCPs when prescribing patients with chronic myelogenous leukemia (CML) a first- or second-line treatment. As an agency, we must develop a bold new campaign that will differentiate the brand from its largest competitors.

But how do you even begin the process of developing a creative campaign? The answer starts with a key insight, and it’s the planner’s job to provide it.

During my rotation, I have learned that it is the planner’s responsibility to uncover key insights and turn them into a story that inspires, provokes, and connects. To find these insights, planners must look at factual research through the eyes of a storyteller. Can we find a fresh new perspective to highlight? Have we overlooked a key pain point or desire of HCPs that no one else is addressing? Is there a better way to tell the story? These are the kind of questions that planners need to ask themselves as they sift through pages and pages of data.

During my own search for insights, I teamed up with another planner to scour many reports and decks. Our intent was not only to learn more about the brand’s competitors, but also to strategize a way to differentiate it from the others. Through co-collaboration, the two of us turned stats and quotes into ideas. We then took these ideas and boiled them down in simplicity. From there, we were able to come up with 6 distinct insights that we felt were ready to inspire the creative team.

Here is a list of our initial rough ideas:

  • · Brand X gives you the power to put your best foot forward when treating CML.
  • · Brand X: confidence that you are setting a higher standard.
  • · Brand X provides confidence/certainty regardless of the scenario.
  • · Brand X: satisfaction/confidence that you are not settling for less.
  • · Brand X gets you to where you need to be faster.
  • · Brand X allows you to start strong for the best chance at success.

During our meeting, we deliberated on which ideas were best, and how to repurpose what survived. Planners must work in unison with creatives to develop a strong idea for the campaign. If a concept requires too much explanation, it is often eliminated. Keeping it simple is key, as it arms the creative team with a higher degree of clarity when developing an image.

At the end of our first meeting with one member of the creative team, we had one solid idea:

       Different patients, different risks, different challenges, one solution.

At the end of our second meeting with the creative and account teams, we had an additional idea we thought was executable:

       A faster response for a more positive conversation.

Before we can hand over the reins to the creative team, we need our client to pick between the two strategies. But before we can send the ideas to the clients, the planners have to provide the rationale—the why—behind the campaign strategy.

My fellow planner and I are currently back again in the decks and reports, pulling insights that support why these two ideas are valid for the brand as a basis for its new campaign. We will build a deck in the next 24 hours and send it off to the client by the end of the week.

Which campaign do you think they will choose?

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