tailieunhanh - leap a revolution in creative business strategy phần 9

sẽ được ít hơn rất nhiều giống như các điện thoại truyền thống và nhiều thứ khác giống như một thiết bị đầu cuối máy tính. Nokia là đủ thông minh để nhận ra rằng nó không chỉ trong kinh doanh của điện thoại di động, trong việc kinh doanh của kết nối mọi người thông qua các dịch vụ điện thoại di động. | 196 A Structure for Creative Thinking It always pays to look before you leap. Understanding what can and should be changed and what must never be changed comes from immersion in your subject. Live it and breathe it become expert in it don t leap before applying the first three points in the CBIprocess Fergus McCallum KLP Euro RSCG London Planners use the process in conjunction with the account and client teams but it s not some rigid set of rules we ve laid down with the mandate that they be followed. Nor are the actual five steps in the process rocket science you ll see that they are sequential and logical. They provide guidelines for channeling creative energy. They keep people focused. Essentially they re a way of bringing discipline to the process of creative thinking . . . which gives us the right to demand that creativity and business be a marriage of equals. It s our entrée into the boardroom. Point 1 Get smart about the brand the prosumer and all known touch points. We define prosumer as today s more proactive and empowered consumer those people who are marketing-savvy and more demanding in their relationships with companies retailers and service providers. Decode category targets and conventions. Point 2 Determine where the brand currently lives within the mind-set of prosumers and influentials. Point 3 Determine what objectives marketplace variables and realities must factor into the creation of a CBI. Point 4 Bring everyone and every tool together to generate the CBI. It doesn t matter what briefing format you use just use one. Point 5 Finally evaluate the success of the program. But don t stop there. Use that information to refine and reinvigorate the strategy. And never stop asking the question Does the idea lead to profitable innovation Then start the process all over again . . . I have impressed on all of our offices the value that the agency and our clients derive from this systematic approach to the creation of CBIs. We have also found that .