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Google’s Analytics, Trends, Console and the rest of their suite of tools, in combination with Google search engine´s simplicity, have made many brand planners believe that you can come up with a great strategy by simply burying your head in a computer screen. This is what I affectionally call “The Google Planning Plague”.
The negative results of understanding Google tools as the only source for creating brand strategies are many:
-1. Planners are not trained in social and observational abilities, like connecting with strangers through empathy or reading consumers’ non verbal communication.
-2. Planners are content detecting people´s surface behaviors, they forget to dig deeper to discover the ever-evolving cognitive insights that are based in attitudes and values.
-3. Brand strategies do not touch base with consumer´s lives beyond the digital.
-4. Strategies lack a coherent narrative. There is a shortage of the most wanted word in the digital world today: Context.
-5. Planners have stopped reading novels, comics, watching movies or trying to understand our cultural past and brand genealogies. Any research that takes more than a few hours or is not already pre-digested with the hit of a button is removed from the strategic planning process.
-6. Account people and Clients are getting used to having “Strategy Decks” ready within hours.
-7. Agency Financial people and Clients are loosing the habit to sign or pay for research budgets.
By over-using Google analytical tools, some young strategist are making the same mistakes that we, the more seasoned strategists, made in the past. For several years we relied solely on another kind of “new technology” research tool: focus groups. Yeah. Focus groups were more convenient, mess-free and affordable than the “old fashioned” long walks in the street, visiting malls or consumers´ homes or the in depth interviews with experts and influencers. Focus groups were the equivalent of going to the movies: you just had to sit and watch. By over using focus groups, planners realized the hard way that they were not learning about everything that was there. Observation and one-to-one interviews need also be part of the research equation.
Planners are forgetting the art of what the great Douglas B. Holt called cultural branding: understanding the cultural context, subcultures and the genealogy of consumption myths.
Conducting direct observation ethnos should still be key in any planning strategy. As Y&R´s Global CSO Sandy Thompson usually says: “If you want to understand how a lion hunts, don´t go to the zoo. Go to the jungle.”
Long live the trips to the jungle and long live Google´s suite of research tools.
Jon Steel, the legendary strategic planning guru and author of famous brand planning bibles like Trues, Lies and Advertising and Perfect Pitch was a guest speaker in Noisy Thinking. The event, organized by the Account Planning Group (APG) UK and held in London this past July (2015), was sponsored by Flamingo, the global insight and brand consultancy.
Steel´s conference was titled “Ten Reasons to be Grumpy“. In his hour-long presentation, he described what could be called his personal “State of the Planning Community” in ten ideas. I have tried to summarize them here:
-1. Planning is no longer the research-based discipline that it used to be. Planners are inundated with data and desk research but they are not doing the real-world research by themselves, other people are.
–2. Agencies are no longer training young planners. Junior planners will not become senior planners by osmosis or hazard.
–3. Agencies and clients are no longer partners. Steel was so integrated with a client that he once even temporarily covered for a product manager in that company while he was on leave. It was a true partnership where agencies worked on client´s businesses, not only on their communication.
–4. Pitch consultants are basing their offer to clients on efficiency and economy. They are promising clients more agency work for less.
–5. Cost cutting. Planners are working in way too many accounts simultaneously. While this may be the only exit for agencies to bear the financial cuts, the strategic work quality suffers; the planning departments tend to take the share of the lion when cuts are in fashion.
-6. In-House Planners and Out-House Researchers. Regarding the issue of objectivity, agency planners tend to be better than out-house researchers/planners at recommending how to improve the creative work as non-agency staff are usually disconnected from the creative process.
-7. The Efficiency Mindset. Doing the right thing versus doing the right way. Procurement teams tend to focus on avoiding doing things wrong, instead of doing the right thing.
-8. Short-termism. CMO´s career tenure in the same company shrank from 10 to 2 years. Therefore, client briefs tend to ask for quick wins rather than goals that might take longer to accomplish.
-9. Blue-thumb effectiveness. (Referring to Facebook´s “Like” thumb icon). Social media results are nothing if we fail to measure traditional real business results like margins or usage increases, sales, market shares, etc.
-10. Where is our Conscience? Agencies should invest in Good Citizenship and Sustainability projects to change the business world for the better, from the very inside. He mentioned WPP participation in the Why? WhyNot? climate campaign.
Some of the challenges described by Jon Steel are out of planner’s hands, even at agencies CSO levels. However, I think that Steel hit the jackpot. He reminded the planning community what we should never forget while we joyfully immerse ourselves in the oceanic potential of digital strategy: If we want to learn about consumer´s perceptions, motivations and digital behaviors, we cannot forget the universal human’s fundamental truths.
We need not forget what the great Douglas B. Holt called cultural branding: understanding cultural context, subcultures and the genealogy of consumption myths, our very basic cultural truths. This, at least, is still in planner’s hands and we should strive to make good use of it.