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Dossier

Volume 2 Issue 7

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August 12, 2004

In This Issue:

 

Writing a Successful Creative Brief

The Zero-Feature Release

Dear mAc:  What's your favorite ride at Cedar Point?

Word of the Day

Next Issue: Back from vacation, and back to 2 issues each month!

The Publishers

Writing a Successful Creative Brief - Maria Lopez-Knowles

The Creative Brief

If you've ever felt lost at the initiation of a MarCom project, nine times out of ten it's because you haven't developed an appropriate creative brief or platform.  Agencies typically use creative briefs before initiating any MarCom project for a client - particularly in the early stages of the client/agency relationship.

The brief is the document that defines the parameters of the project, doesn't leave anything open for misinterpretation, and safeguards creative execution - keeping it on focus from project inception through fruition.  The brief ensures that everyone is on the same page, with a clear understanding of why the piece is being developed in the first place, and the who, what, when, and where as well.  It adds a little science to the art of creation.

Truth be told, the brief is also significant to the agency (or designer) because it decreases the likelihood of developing 'off-target' creative concepts which translate into additional time and expenditures on a project.  No agency likes to go back to a client with additional charges (A/Cs). It makes for a challenging working relationship down the road.

So don't begin any MarCom project without a creative brief. Write it, review it, get approval from your manager and the client, and make sure it makes sense, before providing input to the creative folks working on your team to develop the project.

Components of the Brief

Creative briefs vary in composition as they depend on the MarCom element being developed: ad campaign; brochure; direct mail piece; website; however, the crux of the brief is the same for all pieces as this document addresses key issues required for creative concept development to occur.

The creative brief is typically composed of: situation analysis; target market/audience; objectives; client needs; needs of target audience; single most important sales appeal; key benefits; differentiators; and, supporting points.

These are each addressed in detail so that the person responsible for coming up with creative concepts understands the key data points surrounding the project.

Successful Briefs

If you are working in-house, the term 'client needs' refers to your corporate or organization's needs (feel free to rephrase it as such).  You may also be curious as to the difference between objectives and client needs.  I know I used to be.

Case in point: a company decides to develop a piece to generate leads for a new product it's going to rollout in the next 30 days.  That may be the objective of the piece (support product rollout), but the company may have additional, strategic needs.   The company may need to develop this piece to re-establish itself as a thought leader in the marketplace, or it may need to develop this piece to pre-empt a competitor from introducing a similar product in 30 days - in an attempt to gain competitive ground. This may affect the design of the piece, and it will almost certainly affect the copy.

So spend some time developing the brief.  It should be well thought out and comprehensive.  And one final point…

Successful briefs are typically based on an understanding of the company's brand and/or positioning.  If you don't have any information regarding corporate/product positioning, do your best in answering these questions: For (target customer); Who (key qualifier); Our Product is a (Product Category); Our Product (Description); That Provides (Key Benefits); Unlike (Competitive Differentiation); and, Unprecedented (Unique Proposition). Once you get these answered, they will serve you well in writing the creative brief.

And finally, keep the brief to no more than 2 pp in length. 

Until next time, best of luck in your marketing efforts.  If you want a copy of a creative brief template, send me an email: maria@marketingacumen.com!

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Raptor! Most feared ride at Cedar Point. A roller coaster that does a couple of 360 turns, then some 180 turns at a speed comparable to that of light.

Never again!

(Ed. Note: Wimp!)

The Zero-Feature Release - Steve Knowles

A number of years ago, as a young product manager, my development manager counterpart and I were given a surprising assignment: to plan a new release of our software product - with no new features!

Normally, release planning started with me sorting through folders full of enhancement requests and then preparing an extensive Marketing Requirements Document (MRD). But none of that would be needed this time - well, they wanted the MRD, but no features. The plan was to set the entire team to produce a release of each of our products, with exactly the same feature set that we had just released!

It seemed like a crazy idea - we certainly had not run out of feature requests - but the basic idea was a good one: to find out how much it cost us to produce a new release, over and above the costs of developing any new features.

One of any software company's biggest advantages (or disadvantages!) is their product development and release cycle - how long it takes to put out a new product, or a new release of an existing product. Companies with short release cycles can quickly overcome competitive product disadvantages - and can be impossible to catch once they have a lead in the feature race!

But faster is not always better. The optimal cycle time maximizes the ratio between the costs of developing and delivering the new release and the benefits of the new release.

The release cycle time generally consists of two components: research and development; and manufacturing. For software companies, research and development time is critical; manufacturing time and costs (actually creating CDs and printing documentation) are relatively minor. For consulting service providers, on the other hand, "manufacturing" time (actually delivering the service) normally overwhelms the costs of developing a new service.

In determining the "fixed costs" of a new release, we attempted to measure all of the non-feature costs, including requirements, specification, development, testing, integration, rollout and promotion, including updates to sales tools, training for support, sales, partners and customers, and marketing programs:

• Creating the MRD;
• Preparing a functional specification document;
• Preparing a test plan and test bed;
• Creating and managing a source tree;
• Running regression tests;
• Running a Quality Assurance cycle;
• Creating a new revision of product documentation;
• Creating a new revision of product training;
• Creating and managing a beta program;
• Rolling the new release out to the sales force;
• Rolling the new release out to press & analysts; and
• Rolling the new release out to customers.

These fixed costs are a key factor in determining how competitive your release cycle can be. The higher the ratio of "feature development" costs to "fixed" costs, the more effective you can be. These costs set the lower limit of your release cycle - the point where shorter release cycles become cost-ineffective. This must be balanced with competitive pressures - the need to deliver new features, which sets the upper limit of your optimum release cycle.

Of course, you can also determine these costs by combining the costs for these activities in your past releases, if you have carefully tracked feature-specific efforts. And there's one other set of costs to consider, as well - implementation. If you have a product that customers rely on, and tend to customize, then implementing your new release has customer costs, too - and these will set a limit of how often your customers will want a new release.

Dear mAc

Q: What's your favorite ride at Cedar Point?

A: Thanks for the question. For those who don't know, Steve and I and our daughter went to Ohio this summer for a family reunion. Having spent very little time in the Midwest I was surprised at how much I loved the area. We stayed at a great B&B on the Marblehead Peninsula in an area called Lakeside. Just wonderful!

One day of the reunion was spent at Cedar Point - an impressive amusement park with incredible rides. My favorite ride? The Gemini (two roller coasters racing each other side by side, hence the name). Most feared ride? Read the word of the day. Enjoy the rest of your summer!

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