THE TH E ROADMAP HANDBO HA NDBOOK OK
TBWA & BBDO COPENHAGEN
This handbook is a working document that will guide and inspire you through through ® our Disruption strategy and its implementation. Step, by step, by step.
There are three cornerstone elements in play when designing a Disruption® strategy. strategy. The Convention, Convention, Disruption and an d the Vision. This is a non-linear non -linear three step methodology first introduced in the 90’s to TBWA, but how does it work for us in Copenhagen and what is it really... We’ve sliced and diced the process for it to be a tailor fit here in our quaint little office, and we’re very excited to unveil it to you!
DISRUPTION questioning status quo feeding live events to the work
CONVENTION
insight synthesis
market mapping
idea generation
audience tracking brand dissecting
VISION workshopping with the client developing ideas, strategic direction future edging
Our mission is to kill boring and crack cultural norms or codes. We begin with Convention. This is the boxed-in customs that define the brand or industry of our clients. Through this we discover the accepted wisdom the consumer or brand is stuck in. This allows us to grasp the status quo before unraveling or questioning it. Then we need a Vision, which steers everything that the brand does. Emerging cultural signals and mega trends frame the future world our client brands will inhabit. They show what trends you want to respond to and benefit from in the long-term. From this the pillars and communication focal points are chosen. For us to break Convention, and to move toward our Vision, we need to conceive an idea that is as provocative as it can be. We call this “the Disruption.” This is an original angle on the business that helps untie Conventions it is trapped in and allow the brand to leap ahead of the competition. Our process for developing this brilliant, one-of-akind, anti-mundane, never seen and exciting idea is rather simple, but requires time and dedication. A process of workshopping, exercising, scenario building and testing all ideas.
Convention, Vision, Convention, and Disruption: taken togeth ogether er,, these constitute our operating system. This is how we find growth.
CONVENTION market mapping audience tracking brand dissecting
What. A Convention is synonymous with status quo, norms, customs and codes. At the heart of a Convention exists an architecture, which is the structures, processes and frame – or the core routines – which the organization and its key reference points in a wider network of competitors, customers and suppliers have learned and embedded. This box is hard to break as it is continuously reinforced by the environment. Why. The key in this step is identifying assumptions about a market, consumer or cultural ideal and finding the reality and innovation opportunity in that assumption. How. The key points to identity are illustrated to the right, how these are identified depend on the brief, budgeting and project. These points should then be converted to actionable insights that can inform the subsequent steps. This is a reference point for all future communication design for the brand.
INVESTIGATION key points to identify in the report Internal business model : how do they create value?
internal hierarchies: flow of information and process
current vision, mission, and values
company goals
historical context: what baggage do they carry?
perception of employee attitudes and capabilities
External overview of industry standards and norms
competitor analysis: what are others doing?
brand perception: what do customers think?
brand norms: what are the standard moves?
consumer habits: which trends are in play?
VISION future edging business hacking composing vision
What. The Vision is a defined idea of where the brand imagines itself in the future, creating longevity and a clear definition of what the brand stands for. Why. In a market where competitors are developing developin g so fast and the array of communications channels multiplies almost daily there is a risk of getting lost on the way, or scattering in all directions. Having a strong Vision can prevent from coming up with off-track initiatives. How. Investigating the future situation of the market is achieved through mapping the mega-trends of today and tomorrow. These may affect the behaviour or codes of the industry and assures that the end vision takes the changing nature of the market into account. Designing the Vision is supported through creating brand pillars, which are the core characteristics that define the brand. These are translated into communication points that can be used to refer to when designing communica communications tions solutions.
Mega-Trend Mapping: Edging
CULTURE
LOCAL IS FAVOURED
THE SHARING ECONOMY
NO THANKS TO PACKAGING
CONVENIENCE IS KEY TO THE HEART
cultural insights that are not plotted on a specific time axis. They are part of the larger cultural shifts that change the ways of being and knowing industry, audience and market oriented long-term
SOCIAL MESSAGING
SOCIAL ECOMMERCE
MEDIA
LIVE STREAMING
Specific Example each edge corresponds to a certain instance where the trend is being employed. Demonstrating the mega-trends as specific examples illustrates the abstract movements more clearly, making them more understandable.
MEDIA
How “fresh” is fresh?
LIVE STREAMING
Belgian supermarket chain Delhaize recently launched live streams from their local fruit produce grower.. The brand created the campaign “ Delhaize Live Harvest” to promote the freshness of fruits grower and vegetables sold at its stores by broadcasting growing fruits and vegetables live on digital billboards and online banners around the country. Sometimes, it simply just doesn’t suffice to write copy about product freshness and short routes between harvesting and getting produce on supermarket shelves. This campaign is a good example of the importance of brands of trying to be as authentic as possible. Sustainability and high-quality are becoming more and more important for consumers, particularly when it comes to what they put in their bodies. And while a lot of supermarkets promote that their products are sustainable and fresh, how can customers really know that this is the truth? Brands like Delhaize are turning Authenticity into a credible brand experience.
Brand Pillars Communication Points
Working with Pillars and Communicatio Communication n Points the pillars are the most defining and core characteristics of the brand. They are therefore the foremost influence on the communication points.
DISRUPTION cracking the codes insight synthesis idea generation live feed
What. Disruption is the process of being or staying competitive and reactive in a market. This involves establishing the fundamental changes that must occur for a business to become disruptive or innovative. Businesses must turnover their processes and look for new ways to seize opportunities in the market. An element of looking out into the market to establish an overview of trends, competitors and attitudes must be implemented in order to define the Conventions. A Vision has been designed from those insights through mapping future shifts and deciding on the pillars and communication points. This is compounded into knowledge that helps design a reaction or Disruption that shifts the architecture and perspective of the business. From there communication initiatives are activated, that is how Disruption is designed! Why. To break with convention, and to move toward toward our vision, we need to conceive an idea that is as provocative as it can be. We call this “the Disruption.” This is an original angle on the business that helps untie conventions it is trapped in and allow the brand to leap ahead of the competition. This is about designing a bridge between the Conventions and the Vision.
Disruption Day workshopping cross disciplinary teams scalable
i n s i g w h t h a m t i f e i n i x e r n c i g s e
s h o o n ne i n e n o n n o n ne t r e re n e d n d
dr eaming of f n new alter nate business models
new product or service ic s, i c t y y l a planning , A n Convention findings on norms insights
Vision
le b i l e o m a l, M s t o i a o r m c o n n i S S w a C I ( T ) b r a n o r s A l M o o l I a g e s a S u d, u r a u t g g l o o n l i r C z e c u t r i i o l n n d n t a n a g i s n n s e i c i t k v d n b a m e n a c o & r m o n o m s 0 d o 8 1 i s w o
mega-trends brand points
RADICAL INNOVATION
scenario building testing and value assessment
DISRUPTION STRATEGY
How. The most strenuous step in the process Disruption is a long very difficult as it defines the brand or communications strategy. It must be sharp enough to create impact. And broad enough to carry a brand through an entire market cycle. What if exercises is a tool for workshopping a Disruptive idea. It involves coming up with ‘What If’ questions that are completely unexpected and that prompt an exploration of the ideas and situation that the brand is in. These are noted, discussed, mulled over and are a way of challenging the idea generation to be less generic. It encourages a new perspective on problem situations and challenges the agency to take a more exploratory route to the solution. 180o on the accepted wisdoms, is a discussion where one aspect of the business or communications is completely altered. This should inspire radicalization and loosen the frame for what is possible. This moves innovation and Disruption away from creating incremental changes to more radical ones. The exercise of working with the insights is about turning information into insights that can guide the design of the final solution. This is done by gathering the information information and discussing how it can be used to influence the business model, the communications or habits of the consumers, brand or competitors. The process of monitoring media, cultural happenings and live events helps to inform the creatives on the types of triggers and moments that are significant to the brand and its audience. By tracking, analyzing and baking in this aspect brings the solution closer to the cultural now of the brand. Throughout this process, teams should always be mixed. Both from the agency, business and even external contributors at all levels. This ensures that the workshopping does not remain in the ‘box’. Lastly, the scenarios are evaluated and built into scenarios for the teams to decide on.
LIVE TRIGGER FEED key process to integrate a trigger is a specific s pecific cultural signal, often local, that points to a broader theme or cultural shift, alternatively it can also be a happening that gains traction and hype due to its relevance or humour - either way it should have happened in the last 24-48 hours
Types
Open Briefing
REAL TIME use unplanned triggers that happen in real-tim real-time e
flexible schedule gather the D-Live team
trending topics / moments daily / hourly monitoring PLANNED predict opportunities for cultural moments that will affect clients and audiences cultural calendar monthly planning
go through all triggers select triggers relevant to the clients brainstorm solutions / creative outputs open briefing summary
TBWA & BBDO Bredgade 6, 3tv 1260, Copenhagen
