Don’t settle for client-brief capture. Get-To-By should be more.

I recently had an enlightening conversation with the director team at one of my favourite creative agencies, and the Get-To-By (GTB) framework resurfaced yet again.

To clarify, there’s nothing inherently wrong with using the GTB framework to summarize a client’s brief concisely. Summaries are valuable, especially when they help capture the task at hand and perhaps contain a problem statement. You can also use them to show the client you understand their objectives.

However, issues arise when the process ends there, leaving creative teams with inadequate strategic guidance as they move into ideation and development. In short, neglecting to provide a solid creative strategy does them a disservice.

(It’s worth noting that GTB is not the only way to capture strategy. I personally prefer more straightforward, creative, and narrative-based frameworks.)

So, let’s revisit the advice from the original post:

The Get-To-By (GTB) framework, popularized by BBDO Worldwide and others, is widely employed in advertising. However, when misused, it can lead to weak strategies and misguided creative teams. An effective GTB should succinctly capture the audience, creative task, and strategy while avoiding non-strategies marked by empty loops and bare assertions.

To enhance GTB’s strategic efficacy, consider the following:

1. GET: Define a clear audience, connected to proper segmentation.
2. WHO: Meaningfully describe the audience, addressing their problems or perceptions.
3. TO: Identify the desired behavioural change that supports your end goal.
4. BY: Remember that ‘By’ is the heart of the creative strategy. Answer the ‘how’ and avoid closed loops or bare assertions.
5. Optionally, add a ‘Because’ to provide reasons to believe and ground the proposition.

By remaining mindful and strategic, we stir creative teams towards the most promising opportunity space(s), increasing the likelihood of positive outcomes.

Let’s devote more attention to crafting strategic GTBs and steer our industry clear of non-strategies.

#CreativeStrategy#Advertising#Marketing#GTBFramework#AgencyLife#StrategicThinking#CreativeBrief#BrandStrategy#GetToBy#BetterBriefs

Beyond the Hype: A Friendly and Sceptic User’s Guide to ChatGPT (v1.5)

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Intro, or “Why like this!?” 

This guide is a labour of love for humans, not technology. It was born from my frustration with current writing about ChatGPT in general, and practical advice on LinkedIn in particular. And honestly — from a feeling of urgency, as I fear the bad advice will take hold and create bad business outputs, damaging careers and adoption rates for AI.  

Currently, the debate about ChatGPT’s usefulness (and the usefulness of language model chatbots in general) is dominated by the question “Is it a search killer?”. I believe this question comes from a spin that Big Tech propagates because it’s good for the share price. You can find my full view on that here.  But when this spin spreads into the practical discussion, framing our perceptions of how this tool may change our industry (by which I mean marketing, strategy, brand, media, creative, design, advertising, content, digital), the result is a blurry vision of what ChatGPT can do.  

This ‘blurry vision’ framing usually results in three kinds of ‘advice’:

  1. Don’t believe the hype
    “Look at the mistakes it makes, LOL; it’s not even as good as Google; there’s no serious use-case here. It’s a toy.” 
  2. This changes everything (superficially)
    “ChatGPT can do everything. Not only has research changed forever, and we no longer need to use search engines, but look at this brilliant [insert dull and superficial result] to [a crucial, nuanced and deep business/marketing/creative task].” 
  3. Moar content! Zero effort! 

“Here’s a listicle about how to use ChatGPT to create the most boring spammy articles and posts the world has ever seen.”

None of these are helpful,  or give meaningful guidance about how to use these new tools in our daily working life. Rather, they lead you down a garden path, at the end of which there’s a fork in the road and a signpost that reads, “this way to arid desert” or “this way to cloud-cuckoo-land”. 

Read the full guide here.

Strategy models are not orphans

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Illustration by: @momok (I don’t have to credit, but I want to)

While developing work for both recent client projects as well as my D&AD masterclass, I realised one of the cardinal sins of the way many agencies and consultancies present strategy.

Most times, when an agency puts a model or a framework in front of a client, it as if it came from nowhere. It is almost never credited to the original inventors. Even agencies that would never share a creative work without crediting its origin (although orphan case studies and best practices are also common), often wouldn’t dignify strategy the same way. Continue reading

Has Gillette made a mistake? Marketing meets politics

So apparently some men out there are throwing their toys out of the pram because of Gillette’s ‘The Best Men Can Be’ advert.

Gillette dares to suggest the rising awareness of toxic masculinity, and its harm is an opportunity for growth. Perhaps (GASP!) for change, or even a commitment worth making. That’s just too much, man!

However, some men are raging, because, you know, #notallmen.

So let’s sort this thing out first, shall we? THEN we can discuss whether it’s sensible marketing… Continue reading

Brand Strategy Returns to Radical Simplicity

simplicity.gifBranding was born to make things simpler. A collection of clear signs, telling a focused story, replacing complicated explanation. It helps your audience recognise you, hire you, and understand what makes your company a better choice. It’s fundamental stuff. Hopefully, the right branding influenced the right brand perception. And, according to Keller’s definition of brand, your brand supports the creation of ‘a mental structure to clarify decision’.

Brand platforms were born to articulate the ideas driving your branding. Your team and your agencies could then understand what it was all about, so they can deliver on it. Create the communications that tell your story. Design experiences that deliver the promise.

But somewhere along the way, things went horribly wrong. As marketing professionals were working on making things clear, consistent and easy to use, for many companies things were getting complicated. It started with something positive – a wider recognition of the importance of brands. Continue reading