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.

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As I mentioned, I have found that the research process can help stimulate creative ideas. I believe that arguably one of the best ways to stimulate creative ideas is to immerse yourself in the learning process. While you are digging into the research, your subconscious mind goes to work and ideas will usually start to flow. It is very important to get these ideas on paper no matter how insignificant they might seem at the time. Oftentimes, these ideas will end up in the final creative work, or at least stimulate other ideas down the road. You never know when an idea that seems pretty small at the time may lead to what, in advertising, we call the “Big Idea.”

Speaking of ideas, there is an old American Indian legend that basically says that nobody really comes up with ideas -- that the ideas are already out there (in the air) and it is up to the artist to “catch” them. Indeed, creative artists will often say that they didn’t feel like they created their work themselves -- that another force (a "higher power") was providing the ideas and that they only felt like they were an instrument for getting the ideas on paper. I have often felt the same way and the research process often facilitates this “nirvana.”

On a similar note, according to the Old Testament book of Ecclesiastes, King Solomon concluded that “there is nothing new under the sun.” I believe that this ancient wisdom is still quite true today. Creativity can indeed be a matter of taking existing ideas and combining them in new and interesting ways. [One technique is to think of two relevant but unrelated ideas and consider how you might combine them into one.] One of the first things I learned in commercial art school is to keep a "swatch file" of reference material for use in designing new material. When you see work that "strikes a chord," it is a good idea to file it away for future reference and "inspiration."

Getting back to the strategic planning process -- after the research is completed, a concise overview of the findings is written. This is called the “situation analysis” or “management overview.” It is basically a quick-read -- a few pages -- to enable the client to get a quick overview of the situation. If the client has any questions, the more lengthy research findings section which provides footnoted support for the findings, can help provide the answers. It provides documented support for the arguments in the overview.

Creative work can be very subjective. But, when you develop your creative ideas from a systematic approach, you will have facts to support your arguments. By following the strategic planning process, you are building a strong case for your decisions and providing strong support for your "Big Idea."

Journey from Concept to Creation : situation analysis

The "Silver Lining."

The "Idea Catcher."