Marketing is an industry full of paradox. In fact, the field of Account Planning is struggling to make sense of many dichotomies at present. We have an abundance of data that haven’t translated into clearer and more inspiring strategies. We are brand experts that have a difficult time branding our discipline. The list goes on. The Planning discipline is driven by choice, distillation, consistency and focus. But today’s marketing challenges demand a more sophisticated approach to handling issues, which at face value, seem like competing opposites. In this session, we’ll examine how to strategically lead our clients through Paradox, and hopefully, create a new brand for Planning by doing it.
2. PROCESS INFO
HOLISTICALLY
MOVE RANDOMLY
FROM TASK TO TASK
USE INTUITION TO
SOLVE PROBLEMS
SEE END RESULT
WITH CLARITY
CREATIVE
PROCESS INFO
IN A LINEAR MANNER
IDENTIFY IMPORTANT
DETAILS
ANALYTICAL
MOVE IN A
SEQUENTIAL ORDER
USE LOGIC TO
SOLVE PROBLEMS
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345
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5. 5
MY PATH
Becoming a Strategic Leader
Huntington University
Huntington Indiana
Played Basketball, Met wife
4 years
Fayetteville, Arkansas
Branding and Shopper Marketing
2.5 years
Fort Wayne, Indiana
Learned Lots of Shit
1 year
Toledo, OH
Whoops
1 year
Detroit, MI
Became Very Plannerly
4 years
Tampa, FL
Helped Reinvent the Agency
8 years
Atlanta, GA
Learned How to Lead:
Strategy, Analytics, Media
and Account Management
3 years
Business Management
and Psychology
Strategic Planner
Thompson Murray
One-Man Marketing for
Non-Profit
Church Doctor Ministries
Account Director
Fahlgren Advertising
Planning Director
Campbell-Ewald
Chief Strategy Officer
West Wayne, 22squared
Chief Client Officer
22squared
1997 2001 201620051996 19991992
6. 6
MY PATH
Becoming a Strategic Leader
Huntington University
Huntington Indiana
Played Basketball, Met wife
4 years
Fayetteville, Arkansas
Branding and Shopper Marketing
2.5 years
Fort Wayne, Indiana
Learned Lots of Shit
1 year
Toledo, OH
Whoops
1 year
Detroit, MI
Became Very Plannerly
4 years
Tampa, FL
Helped Reinvent the Agency
8 years
Atlanta, GA
Learned How to Lead:
Strategy, Analytics, Media
and Account Management
3 years
Business Management
and Psychology
Strategic Planner
Thompson Murray
One-Man Marketing for
Non-Profit
Church Doctor Ministries
Account Director
Fahlgren Advertising
Planning Director
Campbell-Ewald
Chief Strategy Officer
West Wayne, 22squared
Chief Client Officer
22squared
1997 2001 201620051996 19991992
10. SPECIAL THANKS
Jen Grant
Group Director,
Strategy at Team One
10
Phil Heuring
Strategic Planning at
Greenberg Strategy
Saya Heathco
Director of Strategy at
22squared
David Yeend
Group Strategy Director at
22squared
Chuck O’Connor
Late Planner
in Chicago
Hillary Traylor
Content Strategy Director at
22squared
11. 11
Lead collaboration without
becoming obsolete
Be inspiring but don’t be creative
Brand experts that can’t brand
themselves
More data yet less inspiring
findings
Awash in data yet planning doesn’t
own insight anymore
1
2
3
4
5
27. JUSTICE &
MERCY
YIN &
YANG
LAW &
GRACE
LONG-TERM &
SHORT-TERM
CHRISTIANITYTAOISM
THIS IS NOT A NEW IDEA
27
4000 YRS
AGO
JUDAISM
2500 YRS
AGO
2000 YRS
AGO
50 YRS
AGO
BUSINESS
10 YRS
AGO
TECH &
INNOVATION
28. LEADS TO MORE ITERATIVE STRATEGY
28
STRATEGY LAUNCH STRATEGY LAUNCH
INSIGHT INSIGHT INSIGHT
MEASURE MEASURE
0d 15d 30d 45d 60d 75d 90d
INSIGHT INSIGHT
STRATEGY
INSIGHT
STRATEGY
INSIGHT
STRATEGY
INSIGHT
STRATEGY
PLAN
DESIGN
LAUNCH
MEASURE
PLAN
DESIGN
LAUNCH
MEASURE
PLAN
DESIGN
LAUNCH
MEASURE
PLAN
DESIGN
LAUNCH
MEASURE
ITERATIONITERATIONITERATIONITERATION
29. HOW CAN PLANNING LEAD
WITH BOTH/AND THINKING ?
29
“ ”
1 32
+
-
SPOT THE
POLARITIES
LEARN CRITICAL
RELATIONSHIPS
SEE THE FULL
PICTURE
31. 31
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
THE GOAL OF BALANCE
THE FEAR OF IMBALANCE
UPSIDES
DOWNSIDES
UPSIDES
DOWNSIDES
32. 32
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
THE GOAL OF BALANCE
THE FEAR OF IMBALANCE
INSPIRING AND ASPIRATIONAL
BRAND TAKES LEADERSHIP POSITION
EMOTIONAL AND FULFILLING
APPLY TO EVERY PART OF BUSINESS
DOWNSIDES DOWNSIDES
QUICK WINS
HAPPY STAKEHOLDERS
EASY TO DEFEND/EVALUATE SUCCESS
STEAL SHARE
PURPOSE PROFIT
LOWER APPEAL VALUE-CONSCIOUS
CONSUMER
LESS TANGIBLE AND PRACTICAL
KEEPS YOU FROM DOING PROFITABLE
THINGS
TAKES TOO LONG
UPSIDES UPSIDES
GREED CAN TURN OFF CONSUMERS
DILUTES BRAND, LEADS TO
QUESTIONABLE DECISIONS
SHORT-TERM THINKING
KILLS CULTURE
GOOD GUY WINS, CONSISTENTLY
FLAWED AND UNSUSTAINABLE SUCCESS
GET AUTHENTIC BUY-IN
SET MEASURABLE GOALS
OPERATIONALLY FULFILL PURPOSE
SET COST BOUNDARIES
DON’T ACT RANDOMLY
TIE EVERYTHING TO A “WHY”
SET BOTH SHORT-TERM AND LONG-TERM
METRICS
THINGS FEEL THIN
DELUGED WITH QUESTIONS
HIGH OPPORTUNITY COSTS
NO CLEAR CTA’S
SLOW MOVING
LOSE GOOD PEOPLE
WAR-LIKE LANGUAGE
BUY SHARE INSTEAD OF EARNING IT
PAVLOVIAN CONSUMERS TRAINED FOR
THE DEAL
33. 33
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
ACTIONS
WHAT DO WE NEED TO DO TO STAY
UPSIDE AND AVOID DOWNSIDE?
WARNINGS
HOW DO WE KNOW
WE ARE IN DANGER?
THE GOAL OF BALANCE
THE FEAR OF IMBALANCE
INSPIRING AND ASPIRATIONAL
BRAND TAKES LEADERSHIP POSITION
EMOTIONAL AND FULFILLING
APPLY TO EVERY PART OF BUSINESS
DOWNSIDES DOWNSIDES
QUICK WINS
HAPPY STAKEHOLDERS
EASY TO DEFEND/EVALUATE SUCCESS
STEAL SHARE
PURPOSE PROFIT
LOWER APPEAL VALUE-CONSCIOUS
CONSUMER
LESS TANGIBLE AND PRACTICAL
KEEPS YOU FROM DOING PROFITABLE
THINGS
TAKES TOO LONG
UPSIDES UPSIDES
GREED CAN TURN OFF CONSUMERS
DILUTES BRAND, LEADS TO
QUESTIONABLE DECISIONS
SHORT-TERM THINKING
KILLS CULTURE
GOOD GUY WINS, CONSISTENTLY
FLAWED AND UNSUSTAINABLE SUCCESS
GET AUTHENTIC BUY-IN
SET MEASURABLE GOALS
OPERATIONALLY FULFILL PURPOSE
SET COST BOUNDARIES
DON’T ACT RANDOMLY
TIE EVERYTHING TO A “WHY”
SET BOTH SHORT-TERM AND LONG-TERM
METRICS
THINGS FEEL THIN
DELUGED WITH QUESTIONS
HIGH OPPORTUNITY COSTS
NO CLEAR CTA’S
SLOW MOVING
LOSE GOOD PEOPLE
WAR-LIKE LANGUAGE
BUY SHARE INSTEAD OF EARNING IT
PAVLOVIAN CONSUMERS TRAINED FOR
THE DEAL
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2
3
4
5