Advertising

and Integrated
Brand Promotion 8th Edition
O’Guinn • Allen • Close Scheinbaum • Semenik

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accessible website, in whole or in part.
 Chapter 9
Managing Creativity in Advertising &
Integrated Brand Promotion

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Framework Ch. 9

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 Learning Objectives
1. Describe the core characteristics of great creative
minds.
2. Contrast the role of an agency’s creative
department with that of business managers/account
executives and explain the tensions between them.
3. Assess the role of teams in managing tensions and
promoting creativity in advertising and IBP
applications.
4. Examine yourself and your own passion for
creativity.
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IBP In Action: Hotels.com

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 Creativity in Advertising
• Helps the ads break through the clutter and get
remembered.
• Makes the ads make sense to consumers
• Sets the agenda.
• Gives meaning to the brand.
• Helps brands to make meaningful, emotional
connections.

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Example of Creative Advertising: Absolut

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Example of Creative Advertising: Taco Bell

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Example of Creativity: Google

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 Creativity (1 of 3)

• Ability to consider and hold together

inconsistent elements and forces by making a
new connection.
• Reflects early childhood experiences, social
circumstances, and cognitive styles.

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 Creativity (2 of 3)

Characteristics of creative minds:

• Self-confident.
• Alert.
• Unconventional.
• Hardworking.
• Committed obsessively to their work.
• Self-promoters.
• Childlike in a critical way.
• Desire marginality.
• No emotional stability.
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 Creativity (3 of 3)

• Individuals from the ad business are praised

for remarkable careers of creative genius.
• Determining who is creative and what is
creativity is paralleled in the business world.
• Some people are more creative than others.
• People can unleash their creative abilities.
• It is a form of intelligence.

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Agencies, Clients, and the Creative Process
of 2)
(1

Conflicts and tensions in the creative and the

account services department.
• Creative department is perceived as doing less work.
• They do not always share the same ultimate goals for
advertisements.
• Different perspectives due to different background
knowledge of members.

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Agencies, Clients, and the Creative Process
of 2)
(2

• Agency is fired when a customer is unhappy.

– Account executives (AEs): Liaison between the
agency and the client.
• Must excel in the care and feeding of clients to rise in
their career.
– For creatives to rise, their work must challenge.
• Difficulty of assessing the effectiveness of an
advertisement can create resentment.

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 Assuring Poor Creativity (1 of 2)

• Treating the target audience like a statistic.

• Making the strategy an assortment.
• Having no philosophy.
• Analyzing the creative like a research report.
• Making the creative process professional.
• Saying one thing and doing another.

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 Assuring Poor Creativity (2 of 2)

• Showing half-thought-out ideas to your client.

• Mixing and matching the campaigns.
• Fixing the campaigns in production.
• Blaming the creative for bad creative.
• Letting people imitate.
• Believing post testing when a good score is
obtained.

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Coordination, Collaboration, and Creativity (1 of 9)

• Individuals make their unique contributions to

the performance, which is brought together at
the critical moment.
• Coordination and collaboration are required to
execute an advertisement.
• Creative essence of a campaign can be aided
and elevated by skillful use of teams.
• Great advertising and great teamwork go hand
in hand.
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 Coordination, Collaboration, and Creativity (2 of 9)

Key conclusions about teams:

•Valid option for getting things done.
•Effective when held accountable for performance.
•Blending expertise through teams creates synergies.
•Effective teams find ways to let individuals bring their
unique contributions to the forefront.
•Learning is promoted for each individual.

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Coordination, Collaboration, and Creativity (3 of 9)

• Leader’s responsibility:
– Help the team build consensus about the goals and
purpose.
– Ensure that the work of the team is consistent with the
strategy.
– Help do the real work of the team.
• Direct applications to the account team.
– Agency’s account team can be thought of as a bicycle
wheel with the team leader as the hub.
– Team leader should ensure that the team members work in
tandem.

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Coordination, Collaboration, and Creativity (4 of 9)

• Collaboration through the creative brief.

– Creative brief: Promotes good teamwork and
fosters the creative process.
– Sets up the goal for advertising efforts.
– Provides guidelines with plenty of room for the
creatives to be creative.
• Liberate decision making.
– Breakthrough decisions can be achieved through the
right combination.
• Talent with a leader and a creative brief.

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Coordination, Collaboration, and Creativity (5 of 9)

Igniting creativity through teams.

•Key elements:
– Right expertise and diversity of thought.
– Having individuals in teams where they can challenge
and build on each others’ ideas.
– Creating just the right amount of tension.
•Cognitive style: Unique preferences of each person for
thinking about and solving a problem.

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Coordination, Collaboration, and Creativity (6 of 9)

• Teams must have leadership that creates a safe

environment.
– Allow creative abrasion to flourish and defuse
interpersonal abrasion.
• Creative abrasion: Clash of ideas from which new ideas
and breakthrough solutions can evolve.
• Interpersonal abrasion: Clash of people from which
communication shuts down and new ideas get
slaughtered.

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Coordination, Collaboration, and Creativity (7 of 9)

• Brainstorming: Organized approach to idea

generation in groups.
– Rules:
• Ideas can be build on from each others’.
• Fear drives out creativity.
• Individuals should learn about the problem before and
after the group session.

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Coordination, Collaboration, and Creativity (8 of 9)

• Ideas developed in brainstorming sessions

should lead to actions.
• Have a skilled facilitator.
• Creative abrasion should be embraced.
• Listening and learning builds trust.
• Rules should be followed.

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Coordination, Collaboration, and Creativity (9 of 9)

Principles in coordinating creative teams:

• Great care should be taken in assigning individuals to
a team.
• Cognitive style of individuals should be known.
• Teams should be made responsible to the client.
• Adversarial and competitive relationships between
individuals and between teams should be managed.
• Team assignments can be rotated to foster fresh
thinking.

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 Becoming More Creative (1 of 3)

• 3Ps creativity framework: Summarizes the

factors that foster creativity.
– People, process, and place.
Decisions to be taken:
– Redefining problems.
– Analyzing and critiquing one’s own ideas.
– Being prepared for opposition.
– Having adequate knowledge.

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 Becoming More Creative (2 of 3)

– Finding a standard, safe solution first.

• Can be defied when a decision on taking risk is taken.
– Challenging one’s own comfort zone.
– Believing in oneself.
– Cherishing ambiguity.
– Enjoying being creative.

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 Becoming More Creative (3 of 3)

To make yourself more creative, decide now to:

1. Redefine problems to see them differently from other people.
2. Be the first to analyze and critique your own ideas, since we all have good
ones and bad ones.
3. Be prepared for opposition whenever you have a really creative idea.
4. Recognize that it is impossible to be creative without adequate knowledge.
5. Recognize that too much knowledge can stifle creativity.
6. Find the standard, safe solution and then decide when you want to take a
risk by defying it.
7. Keep growing and experiencing, and challenging your own comfort zone.
8. Believe in yourself, especially when surrounded by doubters.
9. Learn to cherish ambiguity, because from it comes the new ideas.
10.Remember that research has shown that people are most likely to be
creative when doing something they love.
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Questions?

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