The anatomy of Account Planning by Henrik Habberstad.doc
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1、The Anatomy of Account Planning - The creativity behind the creativity-Henrik Habberstad 1. Introduction“I cant think of a more exciting time to be in the advertising business”- John Hegarty - Today, all large (and quite a few small) European and American advertising agencies have a separate functio
2、n called account planning. In short, the planner plays an important role in creating a sensitive and deeper understanding of human behaviour what we call insight. In other words, the planner makes sure that a deeper, holistic understanding of consumer attitudes and reactions are brought to bear at e
3、very stage of advertising development (both strategy and creative). Account planners serve as agency catalysts, continually pursuing ideas that grow from an uncommon understanding of and intuition for the connection between the product or brand and peoples daily lives. As the agency catalyst, the pl
4、anner is a fully integrated member of the brand/account team, working closely together with the account manager, the copywriter and the art director. As planners do not write ads themselves, the role of the planning function is to help the people who do, by bringing a consumer perspective to both th
5、e development of the overall marketing communications strategy and the creative work. In many ways, account planning can therefore be described as the creativity behind the creativity (or the creative work behind the creative work), simply because, through supporting the creative team, the planner p
6、rovides it with knowledge of both the product (the brand) and its target audience. The planner enables the creatives to reach an advertising solution with which to promote the product and monitor the effectiveness of the campaign, and provides information for further creative strategies. It is mayhe
7、m out there, and the planner needs to make sure that the advertising strategies (and overall thinking) are just as innovative as the creative work.Planners should constantly be pushing for new ways to create insight and understand consumers and their relations to products, brands and advertising. Th
8、ey use a variety of research methods, both qualitative research (focus groups, observations, one-to-one interviews) and more quantitative data (such as demographic profiles of current brand users). In summary, the planner is the agencys voice of the consumer; responsible for ensuring that advertisin
9、g is relevant to the target group, has the desired persuasive impact and is presented in the right media. To be a good planner, those working in the discipline need a genuine interest in people and a passion (and respect) for their views and inner feelings. Planners must be skilled at using research
10、 data, but they definitely also need a strategic and visionary mind, which can translate research findings and insight into great advertising. It should, however, be said that account planning is not an end in itself. Great ads were and still are created without it. Hopefully, planning adds context,
11、 perspective, insight, guidance and opinion to advertising development. Consequently, the chances of getting the advertising right the first time are increased. Account planning is also about taking the risk out of advertising. Being creative is a strange process, and what planning does is give a be
12、tter chance of producing more creative, more effective advertising more often. 2. The birth and historical development of account planning“I do not accept that there has to be a choice between advertising that is strategically relevant or creatively original”- Martin Boase - - IntroductionAccount pl
13、anning is an important advertising agency function that has been carried out in British agencies since the late 1960s. The function focuses on the initial formation of advertising strategy and thereafter the campaign development, through a closer understanding of the clients final customers or other
14、 target(s). From its beginnings, account planning has developed into a job function that exists at the majority of large London advertising agencies. The discipline has also been adopted by some agencies outside London and, more recently, has been transplanted from the UK to advertising agencies in
15、other countries. Advertising (in our case represented by account planning) and archaeology may sound like strange bedfellows. One concerns tapping into the most up-to-date market trends and consumer needs, the other the study of ancient and long-forgotten cultures by excavating relics and remains. I
16、n order to create an understanding of what account planning actually is, I found it highly relevant to look at its historical development and research its historical background in the advertising industry in London in the 1960s. Remember the saying: Respect your past, enjoy your present and have pas
17、sion for the future.- Account planning: how it all beganYou cannot develop relevant advertising, persuade the paying client of its potential and then hope to evaluate it without some sort of planning. Advertising has always been planned and campaigns have always been post-rationalized. People like J
18、ames Webb Young, Claude Hopkins, Rosser Reeves, David Ogilvy and Bill Bernbach were all superb planners. What was new was the existence in an agency of a separate department whose primary responsibility was planning advertising strategy and evaluating campaigns in accordance with this.Staveley wrote
19、 in 1999, The origin of account planning occurred at about the same time in the mid to late 1960s, in two of the leading British advertising agencies, and was in each case the product of a dominant single thinker. The agencies were the J Walter Thompson (JWT) London Office, and the new, very small a
20、gency Boase Massimi Pollitt (BMP), now BMB DDB, also in London. It is also worth mentioning that the two dominant personalities involved were JWTs Stephen King and the late Stanley Pollitt of BMP. Apart from a shared emphasis on the consumer, the approach of these two agencies was very different, re
21、presenting two distinct ideologies. However, both were remarkably successful and have had a profound influence on subsequent advertising practice. Inevitably there has been some dispute about which came first, and which was the better. (Staveley, 1999)As Staveley notes, King and Pollitt developed th
22、eir ideas independently, although they had much in common. The ideas then formulated remain vivid and relevant today, and it is interesting to look at the two approaches to see the many ways in which account planning can be applied effectively.- The JWT approachThe Thompson T-Plan (today widely know
23、n as the Planning Cycle) was developed in the early/mid 1960s. In 1968, the agency discovered that it had been practising this way of thinking for quite a long time with a fair amount of success. A restructuring of the agency was proposed and this is how the idea of creating a new department was bor
24、n (later given the name account planning department). In an internal JWT document, Stephen King wrote in 1968:The reasons for setting up an account planning department were primarily to (1) integrate campaign and media objectives, (2) develop specialist skills in advertising research and planning an
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