Advertising Age - 28 March 2011 by Abbey Klaassen (Editor)

By Abbey Klaassen (Editor)

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Then Deliver It T om Nelson, the cofounder and creative director of The Gardner-Nelson Project, says, “In my experience, account people spend too much time talking about partnership and not enough time practicing it. ” Tom is right. Many account people think the best way to help your colleagues is to be a resource to them. That’s important, but the best account people go beyond being the repository of market and competitive wisdom. They go beyond being the expert on client wishes, requirements, and idiosyncrasies.

38 C H A P T E R 12 Always Ask, “Does This Advertising Pass the ‘ S o W h a t ’ Te s t ? ” T he airwaves are filled with ads that, at best, put the viewer to sleep. At worst, they debase the client’s brand, rather than build it. It is not enough for the work to be on strategy; it has to engage consumers and make them want to pay attention. You can’t influence how people think and act with boring advertising. To achieve those results requires advertising driven by a smart, honest, and emotionally true idea.

You get the strategy right by recognizing that developing the strategy is a team sport, and the creative crew— the writer and art director assigned to work on the ad or the campaign—are critical team members. You shouldn’t just hand them a brief, you should work with them to create the brief. There are three reasons to do this. 28 1. It helps the creative team become immersed in the assignment and take ownership of it. The creative team’s active participation ensures that the brief that emerges from the development process actually will assist in the creation of effective advertising.

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