Alrighty then. Now we are getting seriously involved in developing our creative program. We have done the research, defined the problems, established the opportunities and determined/clarified the mission. Whew! That was a lot of work, eh? Well, I hate to tell you this, I really do, but we are only just beginning. Now that we fully understand the client’s mission – the very reason for its existence -- it is time to dig a bit deeper.

Understanding the mission statement -- and putting it in writing -- helps provide practical guidance in steering the creative effort. It also helps to define the client’s “Unique Selling Proposition.” We advertising folks call it the USP [we’ve got all kinds of cool acronyms -- CPM, CPP, GRP, AQH, HUT, etc. -- that help massage our egos by making us feel like we’re part of an exclusive club.]

Like the other strategic aspects of developing a creative program, the USP is simple common sense. It answers the question, “What is unique about the business from the perspective of its customer?” What does your client’s business offer that a gazillion others don’t offer just as well? Why should I consume the products or services of this particular business instead of the other businesses that offer the same products or services? In short, what makes this specific enterprise unique? What sets it apart from the competition? Tell me why I need to buy one of YOUR stinkin' badges? How will it BENEFIT me? [I think I just heard a fist slamming on a desk.]

So many questions, so little time, eh? The answers lie deep within your soul… er… well, at least within defining the client’s USP. The USP basically says to the customer… “Hey -- if you buy this product, you will get this SPECIFIC BENEFIT that the competition DOES NOT (OR CANNOT) OFFER.” It is important that the USP represents a strong, substantial benefit to the customer… not a lame and weak argument. I would argue that the USP is the fundamental element of any successful creative program. It is the very thing that will make your client stand out from the competition. Btw… if you have read all of my blogs, you will remember that one of the four sections of the research phase specifically addresses the competition. Understanding the competition is crucial in defining what sets your client apart from the competition (all this common sense and wisdom in one place is just too much, eh?).

Understanding the USP as well as the other aspects (such as the client’s mission), are crucial aspects of any creative program. I honestly can’t see how you can serve your client adequately without considering these basic, common-sense (that word again, ugh!) fundamentals in creating your work. But, not to worry, there is plenty more of this sort of stuff to talk about in my future blogs… trust me, our creative journey has only just begun.

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I do not expect the extensive research process I have described to always be called for or budgeted. But, it is important to be educated about your client before producing creative work on behalf of your client -- trust me, your work will be much better for it.

Most creative work is an attempt to offer solutions to problems. So, it is only logical to determine what the problems are. It has been said that there aren’t really any problems -- only solutions. But, in order to find solutions you need to find opportunities… and in order to find opportunities, you need to define the problems [it’s a vicious cycle].

If problems are the “clouds,” opportunities are the “silver linings” (sorry if I’m beating a dead horse). So, the next leg of our journey will be -- you guessed it -- the “Problem/Opportunity Analysis.” (Yeah... I learned that in business school.)

After doing the research and writing the situation analysis you should be able to make a list of six to eight viable problems that you are facing. This is not as easy as it may seem. I have often asked others (including clients) to give me a list of what they consider to be the marketing problems they are facing. I usually get a mish-mash of convoluted ideas -- you see, the ability to think in a structured, precise and "strategically correct" manner requires experience, discipline and solid facts. [This could answer the time-honored question of why they make you study algebra, calculus and statistics in college.] At any rate, it can be useful to know what your client thinks the problems are -- sometimes they even get it right. ;-)

Nevertheless, the problem identification component of the strategic plan is crucial. Every strategic decision you make from this point forward is going to hinge on defining the problems clearly and accurately (still beating that dead horse to a pulp.)

The next task is to turn the problems into a workable list of opportunities. The opportunities will be the beginning of the creative journey -- the building blocks of your creative platform. Opportunities make up the “launching pad” for all subsequent creative decisions -- including defining your target market, your mission, objectives, positioning statement, unique selling proposition, and all the other strategic and tactical factors to consider in writing the “creative brief” – the roadmap for a successful creative journey.

Journey from Concept to Creation : analysis

The USP (and other acronyms).

The "Silver Lining."