One glaring revelation in the current crisis is how ineffective important bodies have become at communicating with each other.
Political sketch writers have had a field day as MPs squash their faces against a screen and shout out, “Can yer hear me?”. “Thankfully not” was the caustic reply from one of the few MPs dispersed on the near empty benches. Other examples readily spring to mind.
Whilst we may be profoundly depressed or even titter at the above will clients and agencies fare any better as they try and re-orientate themselves post the pandemic? They will need to, as survival of the fittest becomes a harsh reality. Most particularly, clients will have to re-prioritize their marketing communication outputs in a way that can maximize diminished agency resources to the fullest extent. This paradigm shift will mean culling superfluous overblown hierarches that breed client/agency relationships that are labored, often disjointed as well as nurturing a wilderness for any creative spontaneity.
Enter the new client hero. He or she, or whoever, will resurrect the lost art of synthesizing with clarity and verve an inspiring marketing communications brief to solve a problem or exploit an opportunity. The laziness of current mediocrity in this respect (ask any agency) will have to be written off as a lesson learnt. Instead, the brief will, by necessity, have to inspire creative talent in all shapes and forms to move fast to serve up big ideas to solve big immediate problems or opportunities. Gone will be the days of, “I’ll know it when I see it. Can you have another go?”
Not surprisingly, the current crisis has re-affirmed the key areas that will require razor sharp focus.
Glorious Constraints. Whilst seemingly counter-intuitive the best creative talent responds well to harsh realities. As one very good creative director said, “Don’t encourage me to think outside the box. Make me think inside the box.”
Ambitions and objectives. The reality of adversity may well demand reframing ambitions and, consequently, a brand’s objectives. What precisely is the brand’s new reality? How does this affect the the brand’s existing objectives? Given that many brands are, at best, listing to one side, what can realistically be achieved over what timescale?
The Customer. The need to re-assess the customer’s relationship with a brand or service is all too obvious. We may think that we have our finger on the pulse here, but one suspects that we don’t. The profound effect of the pandemic on the future of our customers’ day to day lives and future aspirations is, at this point, pure conjecture. Those who seek and acquire true insight as opposed to speculative assertions will be the winners.
The Brand. Given the fragile environment is our brand still relevant or even fit for purpose? Whatever the answer, brands will have to be re-framed to exist or even exploit the new reality. There will be little point in plodding on in the same guise if you are increasingly irrelevant or even disliked.
Maybe the preciseness, ingenuity and inspiration that exists in a great brief should, first and foremost, be applied to the agency or client company as a brand - if only to define its role as begin to see a flicker at the end of the tunnel.