Three mistakes that a successful advertising strategist has to realize

It takes time to be a successful advertising strategist. However, most of the ad strategy people I meet (or "planners" in terms of industry terminology) are extremely impatient. They are impatient with ideas, and more often than not, they are impatient with their own growth.

This is not a bad thing. Impatience is synonymous with passion and the driving force for excellence. But many times, in the process of pursuing the "big idea" of attracting people, the strategy person forgets some key little things. The frequent tactical mistakes of the day have greatly reduced their creativity. They often do not see this, but everything is happening in the dark.

Here are three mistakes I wish I'd realized earlier. The textbook does not teach us how to obtain information. We always want someone to pull us around and tell us what to do, which is not a good habit. Knowing these mistakes, you will not become the Senior planner you want to be overnight. But if you ignore them for too long, they will slow you down and you won't realize it. Try to find these mistakes and make appropriate adjustments, and you will find that your productivity is getting better. According to my estimate, efficiency can be increased by about 5%.

Error 1: The presentation was done to the fullest, and the briefing was a mess.

The creative presentation is a mysterious document. Both customers and advertising companies are obsessed with it. Absolutely right, because the creative presentation is a commercial contract. Spending a few months of research, discussion, and screening, refining, and ultimately forming a formal agreement that describes the "kind" of creative work and its strategic intent. There is no doubt that this is critical throughout the creative process. Writing briefings is often the most important job for a strategic person.

Write it. and then rewrite. And then write it again. It's hard to find the right words. Bosses are sure to have feedback, and it's painful to convince clients to take the briefing. But there's always the day to take a briefing to the brief, and this time, and in the process of conveying the briefing, to the creative people who eventually complete the creative work, it is also when many strategists mess up their work.

In the brief, many strategists expect creative people to marvel at the punch line on that piece of paper. They thought the briefing would be printed and circulated, and the flash would be obvious to let the creative people jump up and down the door and start acting. As if it were a copy of the Declaration of Independence. Believe me, creative people don't, never. They're more likely to be watching your briefing yawn.

I mean, if you don't have a good presentation, it's useless to write a good presentation. Yes, a creative presentation is a valuable document, but the process of briefing must inspire creative workers, and that's the most important thing.

A creative newsletter is not just a contract, it's a petition. It is an internal advertisement to persuade those who live by advertising to do what you ask. Only the process of briefing and the briefing itself is as energetic, energetic, and creative as it is likely to impress the creative people, make them ecstatic, and perform their tasks brilliantly. Never forget this-a document without appeal is of little use.

Error 2: Only the description is not recommended

The strategic person is the expression master. Graphs, graphs, numbers, pictures, quotes, models, anecdotes-all of which can be used to express the "real essence" or "new perspective" of a problem. That's true--it's important to make a clear and accurate description of a thing, but you have to have your advice when it comes to a certain level. You must make a brief statement of your opinion and speak your ways. And many strategies forget that.

Many strategies are completely immersed in explaining the problem, forgetting that the customer is looking for them to solve the problem rather than to state the problem. The next time you brief, you will quickly give advice. Focus on describing the solution and the effect it has, rather than showing the audience how much you know what the problem is.

Error 3: Be tired of the obvious.

The process of making a strategy is like solving a crime scene. You collect all the clues, get solid evidence from consumers, customers and cultures, and find the best way to solve the problem. What you have to do is draw the most efficient path for achieving business goals.

This requires theory and intuition, as well as failure and renewal. These are part of the planning process. The process is fraught with frustration, discretion and intense debate.

The mistake is: the strategy door will blindly worship "smart". It's hard to believe that people always swarm into dark corners where no one has noticed before. They use a variety of complex tools, data and analytical methods to win the admiration of customers or creative people. They also cite some of the perfect and esoteric language of Greek mythology ...

Completely ignoring the obvious solution.

The obvious things are always boring. These easy solutions make people feel like they are wasting some kind of power (like brainpower). They make people feel a bit stupid, as if you didn't try to observe or think. For those who are smart, "easy" is not a good feeling.

Most strategists do not know that the real ability is often not to point out obscure things, but to see the obvious when no one else sees it, or when others are afraid to admit it.

What is obvious is the most powerful. Because it's obvious, it's easy to understand. Because it's obvious, it's more exciting. Don't be bored with the obvious. (Article Source: BBH)