In previous articles we have already established that creativity is a process, and that certain levels of preparation, critical thinking and analysis are necessary for successful creative production.
Even so, in the ICPP or 7-Step model for Integrated Creative Planning & Production I describe here, analysis (or review) is virtually permanent; present in some form or another at every step of the way.
It starts with the client briefing in step 1, but kicks in at full creative force once data gathering has been completed and the “Intelligence” generation process begins (step 2.3).
From there on to the very end of the process, critical thinking and analysis are necessary – for example – to determine which strategic proposal is likely to be the most successful, which idea or ideas have the most potential, which arguments are the most appropriate to “Sell” and/or “Bullet-prove” the creative product, or which media are the most effective to reach specific target audiences.
Analysis is ongoing even when the creative production cycle has ended in step 7, because after publication, the media- and research departments keep tracking and analyzing the consumer- and marketing data generated by any given campaign.
These data and their respective analysis are not only used to measure the impact and effectiveness of the effort, but also as input for the next campaign cycle, for example to fine-tune or modify strategy.
In advertising the strategic-creative process is a permanent, virtuous cycle, with every next campaign building on the knowledge generated by previous ones, combined with the profundization of the team's knowledge of the brand, product(s) customers and markets.
Contrarily, in many organizations – even large ones – this permanent feed-back and analysis cycle appears to be rather less habitual, in spite of the sometimes astounding pace of change which can be observed in virtually any marketplace, today.
Even so, in the ICPP or 7-Step model for Integrated Creative Planning & Production I describe here, analysis (or review) is virtually permanent; present in some form or another at every step of the way.
It starts with the client briefing in step 1, but kicks in at full creative force once data gathering has been completed and the “Intelligence” generation process begins (step 2.3).
From there on to the very end of the process, critical thinking and analysis are necessary – for example – to determine which strategic proposal is likely to be the most successful, which idea or ideas have the most potential, which arguments are the most appropriate to “Sell” and/or “Bullet-prove” the creative product, or which media are the most effective to reach specific target audiences.
Analysis is ongoing even when the creative production cycle has ended in step 7, because after publication, the media- and research departments keep tracking and analyzing the consumer- and marketing data generated by any given campaign.
These data and their respective analysis are not only used to measure the impact and effectiveness of the effort, but also as input for the next campaign cycle, for example to fine-tune or modify strategy.
In advertising the strategic-creative process is a permanent, virtuous cycle, with every next campaign building on the knowledge generated by previous ones, combined with the profundization of the team's knowledge of the brand, product(s) customers and markets.
Contrarily, in many organizations – even large ones – this permanent feed-back and analysis cycle appears to be rather less habitual, in spite of the sometimes astounding pace of change which can be observed in virtually any marketplace, today.
