As a creative director, sometimes I feel like a mother. I help birth an idea. I help nurture it along. I help dress it up and send it off into the world for the first time.
Then someone calls me and tells me the client hates the idea.
While I'm still smarting, here's some general thoughts on why clients don't buy creative.
1. The client couldn't visualise the strategy. Sometimes the problem here is that we have the wrong strategy. The "right" strategy means it eliminates, addresses or minimised one of the campaign problems of issues. If the client doesn't get the strategy (or agree with the issue), the idea won't make sense - no matter how brilliant it is.
2. The client didn't think the idea was exciting enough. Or, thought we could do better work. First and foremost, the idea needs to wow ME. Then, I need to translate that WOW to the client in two ways: in the presentation itself (through pictures, active words, etc.), and secondly, by my presentation style. (If you aren't interested in your topic, no one else will be either.) At the same time, I've seen and heard client deliberately throw cold water on a good idea, just to see how we'd re-act. When we don't stand up for ourselves, we might as well not have shown up.
3. The client already thought of that idea. Great! Two heads make it a better idea. More important, we should also ask the client if they have any ideas, if for no other reason than to get a psychological idea of the tone and style of the idea they want. I feel sorry for the clients who convey the thought "That's for me to know, and you to find out." When you turn a new business presentation into a mind-reading game, it's a waste of time for everyone.
4. The client thought the idea was too big. Or, not big enough. Can an idea be too big? Hmm. Let me re-phrase that: I've never seen a safe Big Idea. The only thing that changes the paradigm is a game-shifter. On the other hand, don't overwhelm your client, or demand they be bigger than they are. The best ideas should be modular or flexible, or implementable in phases. Can it be tested in one market? Help your client think big.
5. The client didn't understand the idea. Sometimes we don't speak their language. Something they don't understand ours. The best way to overcome this is not to turn the presentation into a surprise. Ideas should be tested or teased in advance.
6. The client is second guessing their boss. The presentation shouldn't end with your final slide. Don't pretend the idea is yours, it's theirs - so help them figure out hot to merchandise the idea internally. Stand up with them. Take half the risk. Be a partner.
7. The client didn't see the idea tied to the bottom line result. This point is not only last, it should also be first. The idea needs to DO something, to move the needle in ways that will make the CEO happy. Personally I don't buy campaigns that make people happy-crazy with their execution but don't move product.
As a side note, I've been asked about 100,000 times my opinion of the Old Spice Commercial. Surely you've heard about it? (Go here, if you live under a rock.) I'm on the fence, admittedly. Absolutely brilliant execution, yes. But I notice that in every article I read, Proctor & Gamble (which owns Old Spice) has not yet said if the campaign has actually helped to sell more Old Spice. Yes, perhaps it's too early to say ... maybe. But is it enough to just make a splash without actually getting wet? I'm quietly waiting for the digital and viral campaigns to make the impact we've all been promised, and frankly, this might be it. I hope so ...
