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1、Ogilvy & Ogilvy & MatherMatherCreative Problem SolvingOgilvy & Ogilvy & MatherMatherCreativen nCreative is the thought process which goes beyond existing structures, patterns, ideas and realities and results in the production of ideas that are new and challenging and inevitably disruptive to the pre
2、-eminence of existing ideas.Professor Judith Robinson Professor Judith Robinson ValdezValdezThe Study and Development of The Study and Development of Creative Creative Thinking 1987Thinking 1987Ogilvy & Ogilvy & MatherMatherKey MechanismsOpening up Opening up Divergent thinkingDivergent thinkingClos
3、ing downClosing downConvergent Convergent thinkingthinkingn nDefer judgmentDefer judgmentn nThink of as many ideas as you Think of as many ideas as you cancann nBe receptive to all ideasBe receptive to all ideasn nLook for ways to modify or Look for ways to modify or otherwise combine ideasotherwise
4、 combine ideasn nAll ideas to incubate All ideas to incubate n nBe systematicBe systematicn nClarify and make known your Clarify and make known your evaluation criteriaevaluation criterian nAvoid premature closure on dataAvoid premature closure on datan nBe realistic about your problemBe realistic a
5、bout your problemn nAvoid killer instruct in evaluating Avoid killer instruct in evaluating datadatan nDont lose sight of where you are Dont lose sight of where you are goinggoingOgilvy & Ogilvy & MatherMatherFocusFocusChallengeChallengeSearchSearchHarvestHarvestEvaluate Evaluate SolutionSolutionfor
6、forFrontFrontAlternativesAlternativesRunnersRunners?Ogilvy & Ogilvy & MatherMatherPatterningn nThe system pushes uswe must break the patternsl lThe right answerThe right answer- -The second and the third The second and the third right answerright answerl lThats not logicalThats not logical- -it does
7、nt have to beit doesnt have to bel lFollow the rulesFollow the rules - -Challenge the rulesChallenge the rulesl lBe practicalBe practical- -be a magicianbe a magicianl lAvoid ambiguityAvoid ambiguity- -use ambiguity as a use ambiguity as a development tooldevelopment tooll lTo err is wrongTo err is
8、wrong - -failure creates opportunitiesfailure creates opportunitiesl lPlay is frivolousPlay is frivolous- -play is essentialplay is essentiall lThats not my areaThats not my area- -what can I learn by analogywhat can I learn by analogyl lDont be foolishDont be foolish - -challenge group thinkchallen
9、ge group thinkl lIm not creativeIm not creative - -Im creative if I think I amIm creative if I think I amOgilvy & Ogilvy & MatherMatherWhere do People Find Most of Their Ideasn nSitting on toiletn nShowering or shavingn nTraveling to workn nDuring a boring meetingn nDuring leisure readingn nWhile ex
10、ercisingn nOn waking in middle of nightn nWhile in churchn nWhile performing manual laborOgilvy & Ogilvy & MatherMatherType of Solution“Previous Problems”What We NeedToKnowWhat We CanOnlyGuessWhat We Know Now What We Could Know Now“NewProblem”More ofthe sameMore andBetterMore andBetterSomethingDiffe
11、rentOgilvy & Ogilvy & MatherMatherMoving The Window of Our Experience“Previous Problems”What We NeedToKnowWhat We CanOnlyGuessWhat We Know Now What We Could Know Now“NewProblem”Ogilvy & Ogilvy & MatherMatherTypes of ProblemsOpportunity: A chance to do think better or differently. You Know where you
12、want to be. it is now a question of working out how to get there. An opportunity is also called a clear brief.Difficulty: You know what needs to be done but the execution is demanding, exacting or intricate. Usually involves the chance of upsetting people, including yourself.Ogilvy & Ogilvy & Mather
13、Mathern nDilemma: You seem to have to choose either one way or another, neither of which is likely to get you to where you really want to ben nMess: A series of interconnected problems that you dont fully understand. There are probably many right answers but you need to unravel complexities and unce
14、rtaintiesn nMystery: Unexplained and often ambiguous deviations from what you expected. you dont know whyOgilvy & Ogilvy & MatherMatherWhat Is TheProblem?Have we comeacross the sameproblem before?What are thesuccess criteriafor the solutionHave we comeacross a similarproblem before? What are thecons
15、traints?What data dowe have andwhere are thegaps? Ogilvy & Ogilvy & MatherMatherHow Are WeGoing toApproach TheSolution?What sort ofblockbustinghelp do we need?How many alternativesolutions are we goingto look for?Who blocks arewe likely to hit? How long will we allow for incubation?Can weredefine th
16、eproblem? Ogilvy & Ogilvy & MatherMatherIs This APotentialSolution?How can weimprove it?does it meet thesuccess criteria?What parts ofthe problem doesit solve and notyet solve? Does it meet theconstraints?Does it holdtogether? Ogilvy & Ogilvy & MatherMatherWhich IsThe RightSolution?Can it beimplemen
17、tedeasily?Can it bemeasured easily?Is iteffective? Is itefficient?Does it give usan edge? Ogilvy & Ogilvy & MatherMatherBetter Questionsn nThe greater the degree of turbulence and change, the more we need to rely on a process of better questions and less on experience available for the answers.n nIf
18、 we did not do this already, would we go into it now knowing what we now know? If no then what do we do now?n nIs there anything you might expect me to know already and which therefore you havent told meOgilvy & Ogilvy & MatherMatherReframingStating a problem in a different way by using terms that a
19、re more convenient for your own understandingReframe 1Rephrasing the problem in your own words so you can get it organized in your mindReframe 2putting the problem in words you can work withReframe 3Making the problem come to youReframe 4Making the strange familiarOgilvy & Ogilvy & MatherMatherRefra
20、mingI want to persuade my client to accept our proposalsHow to persuade my client to accept our proposalHow to persuade my client to accept our proposalHow to win her confidenceHow to win her confidenceHow to show her what is better about the new How to show her what is better about the new approach
21、approachHow to arouse her enthusiasmHow to arouse her enthusiasmHow to find the right bait to hook her interestHow to find the right bait to hook her interestHow to reduce her fears of changeHow to reduce her fears of changehow to break down her resistancehow to break down her resistanceETC. ETCETC.
22、 ETCSome feel that “How to (H2)”as an approach points too Some feel that “How to (H2)”as an approach points too much at one right answer and prefer to reframe with “In much at one right answer and prefer to reframe with “In what ways might what ways might we”(IWWMWwe”(IWWMW) )Ogilvy & Ogilvy & Mathe
23、rMatherWishingn nIs important as the first stepl lAllows for expansive thinkingAllows for expansive thinkingl lAvoids the needs to defend, by passing the self Avoids the needs to defend, by passing the self censorcensorl lAllows bits & pieces of ideas to be voicedAllows bits & pieces of ideas to be
24、voicedl lHelp guard against evaluationHelp guard against evaluationl lIncreases level of speculationIncreases level of speculationl lInvites further thinkingInvites further thinkingOgilvy & Ogilvy & MatherMatherWhy Chaining at ToyotaBroken down machine1. Why has the machine stopped/1. Why has the ma
25、chine stopped/l lA fuse blew because of an overloadA fuse blew because of an overload. .2. Why was there an overload?2. Why was there an overload?l lThere wasnt enough lubrication for the bearingsThere wasnt enough lubrication for the bearings3. Why wasnt there enough lubrication?3. Why wasnt there
26、enough lubrication?l lThe pump wasnt pumping enoughThe pump wasnt pumping enough4. Why wasnt enough lubrication being pumped?4. Why wasnt enough lubrication being pumped?l lThe pump shaft was vibrating as a result of abrasionThe pump shaft was vibrating as a result of abrasion5. Why was there abrasi
27、on?5. Why was there abrasion?l lThere was no filter, which allowed chips of material to get There was no filter, which allowed chips of material to get into the pumpinto the pumpInstall a filterOgilvy & Ogilvy & MatherMatherWhy Chaining at Ogilvy & Mather1. Why?1. Why?l lThere are too many “got a Th
28、ere are too many “got a minute”sminute”s in my day in my day2. Why?2. Why?l lI have an open door policyI have an open door policy3. Why?3. Why?l lI want my people to have my input when there is a crisisI want my people to have my input when there is a crisis4. Why?4. Why?l lWe work as a team and Im
29、the most experiencedWe work as a team and Im the most experienced5. Why?5. Why?l lTeamwork and sharing make O&M productiveTeamwork and sharing make O&M productiveNever enough time to complete to do listPlan for interruptions in your to do list and time management and feel good when your people ask f
30、or your opinion Ogilvy & Ogilvy & MatherMatherThink of Ways to Improve A portable RadioThink of waysThink of ways toto improveimprove somethingsomethingportableMake it larger Put wheels on itPolish it Make it easy to pick upAdd more features Remove features of partsUse more expensive parts Have lots
31、 of pockets for accessoriesMake it smaller Simplify its operationMake it more flexible Make it easy to storeStainlessSteelAddspotlightA rubber radiothat bendsAdd storagecompartmentsfor extrabatteriesOgilvy & Ogilvy & MatherMatherAttribute Assocation Chainsn nList all major problem components and the
32、ir subcomponentsn nRead one of the subcomponents and write down the first word that pops into your mindn nUse this work association as a stimulus - 4 chain associationsn nUse word associations as stimuli and generate ideasOgilvy & Ogilvy & MatherMatherTwo Word Methodn nList alternative word meanings
33、 for 2 key words in problem statementn nExamine combinations of two words, one word from each listn nuse combinations to suggest ideasOgilvy & Ogilvy & MatherMatherFish BonesOgilvy & Ogilvy & MatherMatherBuilding The BrandIdeasIdeasConceptsConcepts Directions DirectionsFocusFocus* Meter the water* M
34、eter the water* Increased efficiency of use* Increased efficiency of use* Charge for water us* Charge for water us* Less wastage * Less wastage * Raise charge for use* Raise charge for use* Discourage use* Discourage use* Water only at certain times * Water only at certain times * Education* Educati
35、on* Put a harmless bad small in it* Put a harmless bad small in it* Restrict use for gardens* Restrict use for gardens* Publish names of heavy users* Publish names of heavy users* Threaten to ration * Threaten to ration etc.etcetc.etc. .* New sources* New sources* Recycling* Recycling* Less wastage
36、from sources* Less wastage from sources* Stop water using process* Stop water using process* Substitute other substances* Substitute other substances* Avoid need to use water* Avoid need to use waterReduceconsumptionIncreasesupplyDo withoutCoping witha watershortageOgilvy & Ogilvy & MatherMatherBuil
37、ding The BrandIdeasIdeasConceptsConcepts Directions DirectionsFocusFocusMore frequentpurchaseBuy more perpurchase occasionTake fromcompetitive brandsRecruit new userto marketIncreaseusageIncreaseusersIncrease BrandsalesOgilvy & Ogilvy & MatherMatherIWWMW improve a refrigeratorIWWMW improve a refrige
38、ratorWrite Down All MajorWrite Down All MajorReverse Each Reverse Each Problem AssumptionsProblem AssumptionsAssumptionAssumptionKeeps food coldKeeps food cold* Heats food* Heats food Build in a Build in a smallsmall microwave oven microwave ovenOpening door lets outOpening door lets out* Opening do
39、or helps * Opening door helps Opening door triggers aOpening door triggers acold aircold air retain cold air inside retain cold air inside boost cold air until boost cold air until doordoor closed closedRequires electricityRequires electricity* Requires no electricity * Requires no electricity Make
40、it Make it battery poweredbattery poweredCapable of freezing mostCapable of freezing most* Frozen food always* Frozen food always Install Install a a timedautomatictimedautomaticfoodsfoods melts in a freezer melts in a freezer defroster defroster Assumption ReversalOgilvy & Ogilvy & MatherMatherSix
41、Thinking MasksbluegreenredwhiteblackyellowOgilvy & Ogilvy & MatherMatherWhiteNeutral, information, facts & figureswithout commentBlackNegative, logical, why it wont workwhy it cant be done, why it does notfit patterns of experienceYellowPositive, speculative, why it might work, what is hoped for, wh
42、at the benefits might beOgilvy & Ogilvy & MatherMatherRedPure emotion without any need to explain or justify. A plain surfacingof current feeling on the matterGreenFertile, generative and creative, playful, new ideas, suggestions & provocationsBlueOverview, to control the use of other colors and to
43、act as an organiser of the thinking itself. process.Ogilvy & Ogilvy & MatherMather&Ogilvy & Ogilvy & MatherMathernIn the beginning was the ideanIdea 是一切的起源是一切的起源Ogilvy & Ogilvy & MatherMatherOur Simple Selling Model一厢情愿的贩卖模式一厢情愿的贩卖模式Sell hardSell hard努力卖!To a deeplyTo a deeplygrateful clientgrateful
44、 client给一个非常给一个非常给一个非常给一个非常激赏你的客户激赏你的客户激赏你的客户激赏你的客户Ogilvy & Ogilvy & MatherMatherThe Frequent Result 常有的结果常有的结果The ClientThe Clientsavagessavages客户客户客户客户 杀人鲸杀人鲸杀人鲸杀人鲸 Us and Us and the ideathe idea撕裂我们撕裂我们撕裂我们撕裂我们和和和和ideaideaOgilvy & Ogilvy & MatherMathern nSimplisticn n简易简易n nand n n但但n nRiskyn n高风
45、险高风险n nModelAct行动行动Sell贩卖贩卖Ogilvy & Ogilvy & MatherMatherSellingOgilvy & Ogilvy & MatherMatherSellingOgilvy & Ogilvy & MatherMatherIf the idea isnt bought, we have all wasted our time如果如果idea没卖掉没卖掉, 我们都浪费了时间我们都浪费了时间n nIS WEL2 - 7/96Ogilvy & Ogilvy & MatherMathern nFive n nStepn n ModelActActAdoptAdo
46、ptPresentPresentPreparePreparePlanPlanOgilvy & Ogilvy & MatherMatherFOUR BASIC QUESTIONSn nWhat question are we addressing?n nWhat is our main message in answer to the question?n nWhat are we trying to do?n nInform?n nPersuade?n nReassure?n nInspire?n nEntertain?n nWhat do we want the target audienc
47、e to do as a result?Ogilvy & Ogilvy & MatherMatherActActAdoptAdoptPresentPresentPreparePreparePlanPlanStructureStructurethe the communicationcommunicationDefine theDefine thetarget audiencetarget audienceDetermine the objectivesDetermine the objectivesOgilvy & Ogilvy & MatherMatherWhat are we trying
48、 to do?n n*Give information* Gain agreementn n*Obtain information* Spur actionn n*Build understanding* Neutralise resistanceInformPersuadeNew New InformationInformationNew Information orNew Information orRearrange Old InformationRearrange Old InformationOgilvy & Ogilvy & MatherMatherHAVE WE DEFINED
49、OURTARGET AUDIENCE?StructureStructurethe the communicationcommunicationDefine theDefine thetarget audiencetarget audienceDetermine the objectivesDetermine the objectivesOgilvy & Ogilvy & MatherMathern n*Decision makerwill need less detailn n*Opinion leadern n*Implementorswill need more detailn n*Exp
50、ertsn n*Second guesserwill need a harder selln n(of decision makers view) and the offer of support.What is their role?Ogilvy & Ogilvy & MatherMatherWhat frame of mind are they in?他们的心态是什麽他们的心态是什麽?Z Z Z zn n*Apatheticn n冷漠冷漠Ogilvy & Ogilvy & MatherMatherZ Z Z z* *SophisticatedSophisticated老练的老练的老练的老练
51、的n n*Apatheticn n冷漠冷漠Ogilvy & Ogilvy & MatherMatherZ Z Z z* Hostile敌意敌意* *SophisticatedSophisticated老练的老练的老练的老练的n n*Apatheticn n冷漠冷漠Ogilvy & Ogilvy & MatherMatherZ Z Z z* *Critically Critically InterestedInterested非常有兴趣非常有兴趣非常有兴趣非常有兴趣* Hostile敌意敌意* *SophisticatedSophisticated老练的老练的老练的老练的n n*Apatheti
52、cn n冷漠冷漠Ogilvy & Ogilvy & MatherMatherWhat frame of mind?* *EnthusiasticEnthusiastic热心的热心的热心的热心的Z Z Z z* *Critically Critically InterestedInterested非常有兴趣非常有兴趣非常有兴趣非常有兴趣* Hostile敌意敌意* *SophisticatedSophisticated老练的老练的老练的老练的n n*Apatheticn n冷漠冷漠Ogilvy & Ogilvy & MatherMatherApathetics 冷漠型冷漠型n nWHY?为何为何
53、? ?n nPoisoned by previous presentationsn n被以前的经验毒害了被以前的经验毒害了!n nSaturated on the subjectn n对这个话题已听得不想再听对这个话题已听得不想再听n nPoor physical environmentn n身体状况很差身体状况很差Psychologically dead Psychologically dead to your idea. to your idea. 心理上不接受你的想法心理上不接受你的想法心理上不接受你的想法心理上不接受你的想法Z Z Z zOgilvy & Ogilvy & Mather
54、MatherWhat you have to do你得怎麽做你得怎麽做n n引起兴趣引起兴趣,保持他们的热情保持他们的热情.n n打动他们的心打动他们的心.n n快点进入正题快点进入正题n n把过程戏剧化把过程戏剧化,视觉化视觉化n n让他们要采取的行动容易些让他们要采取的行动容易些Z Z Z zOgilvy & Ogilvy & MatherMatherSophisticates 老练型老练型n nWHY?为何为何? ?n nSeen it before 以前看过以前看过n nNon-expert to expert 非专家做专家提案非专家做专家提案n nSubordinate to sup
55、erior 下对上下对上n nPeer to peer 平辈间平辈间Know it all already (and more)Know it all already (and more)这些早就知道了这些早就知道了这些早就知道了这些早就知道了Ogilvy & Ogilvy & MatherMatherWhat you have to doWhat you have to do你得怎麽做你得怎麽做你得怎麽做你得怎麽做n n让他们用全新的角度看待你让他们用全新的角度看待你,及你的及你的idea.n n让他们了解你的专业程度让他们了解你的专业程度.n n尽量做到最好尽量做到最好n n如您知道的如您
56、知道的n n引用权威的话引用权威的话Ogilvy & Ogilvy & MatherMatherHostiles 敌意型敌意型n nWHY? 为何为何?n n觉得被威胁觉得被威胁n n对你评价不高或对你的对你评价不高或对你的出身出身有质疑有质疑n n怀疑你的动机怀疑你的动机n n文化的阻隔文化的阻隔Opposes either you or your ideaOpposes either you or your idea反对你或你的反对你或你的反对你或你的反对你或你的ideaideaOgilvy & Ogilvy & MatherMatherWhat you have to doWhat yo
57、u have to do你得怎麽办你得怎麽办你得怎麽办你得怎麽办? ?n n找出他们对你有敌意的原因找出他们对你有敌意的原因n n显示你了解他们的处境显示你了解他们的处境n n建立共通的关注焦点建立共通的关注焦点n n举例举例n n保持冷静保持冷静-你一动思他们就会杀了你你一动思他们就会杀了你n n不要期望事情太快有变化不要期望事情太快有变化Ogilvy & Ogilvy & MatherMatherCritically interestedsn nWHY? 为何为何?n n专业对专业专业对专业n n理性导向理性导向n n期望你证明你的说法期望你证明你的说法Willing to accept
58、ideas based on fact Willing to accept ideas based on fact and sound reasoningand sound reasoning愿意接受基於事实和理性辩证下的好愿意接受基於事实和理性辩证下的好愿意接受基於事实和理性辩证下的好愿意接受基於事实和理性辩证下的好ideaideaOgilvy & Ogilvy & MatherMatherWhat you have to doWhat you have to do你得怎麽办你得怎麽办你得怎麽办你得怎麽办n nShow benefits 呈现利益点呈现利益点n nCover all opti
59、ons objectively 中立中立n nPresent factually & non emotionally 事事实实而非情感而非情感Ogilvy & Ogilvy & MatherMatherEnthusiasts 热情派热情派n nWHY? 为何为何?n nAlready sold and motivated n nIdea已被接受已被接受n nAccept you and your messagen n你说的都算你说的都算Have faith alreadyHave faith already已有信心已有信心已有信心已有信心Ogilvy & Ogilvy & MatherMath
60、erWhat you have to doWhat you have to do你得怎麽做你得怎麽做你得怎麽做你得怎麽做n nReinforce their beliefs 增强信心增强信心n nGo light on pure information and proofs n n淡淡的卖淡淡的卖,呈现证据呈现证据n nGo heavy on colour and emotion 色色彩彩和和情情感感Ogilvy & Ogilvy & MatherMatherExercise: PaperclipOgilvy & Ogilvy & MatherMatherONE CORE IDEAOUR MA
61、IN MESSAGEMany different possibleMany different possibleelements data, background,elements data, background,experiences ideas,experiences ideas,structures, insightsstructures, insightssupports, etc.supports, etc.Ogilvy & Ogilvy & MatherMatherTHECOREIDEASupport ideas thatSupport ideas thatcan expand
62、or defend thecan expand or defend theCore Idea in ever greater detailCore Idea in ever greater detailOgilvy & Ogilvy & MatherMatherREPORT / INFORM FORMATn nSubjectn nBackgroundn nInformation index (what Im going to tell you)n nInformationn nRecap / Summarise (what Ive told you)n nMeaning / action wh
63、at I want you to do or understand as a resultOgilvy & Ogilvy & MatherMatherReport / Inform ExampleSubjectSubjectUnderstanding Consumers in Asia PacificUnderstanding Consumers in Asia PacificBackgroundBackgroundNew Young Adult study pilot in Singapore, Hong Kong & New Young Adult study pilot in Singa
64、pore, Hong Kong & Kuala LumpurKuala LumpurInformationInformationIndexIndexEmergence of a much greater degree of tension since last Emergence of a much greater degree of tension since last studystudyInformationInformationIndependenceIndependenceEngagementEngagementIndividualismIndividualismCommunalis
65、mCommunalismOptimismOptimismFrustrationFrustrationSelf-DeterminationSelf-DeterminationFatalismFatalismGlobal outlookGlobal outlookLocal prideLocal prideRecapRecapHow these greater degrees of tension resolve themselves How these greater degrees of tension resolve themselves will influence how the you
66、ng respond to brandswill influence how the young respond to brandsMeaningMeaningWe need to monitor this carefullyWe need to monitor this carefullyOgilvy & Ogilvy & MatherMatherPersuasion: Problem FormatProblemProblemNegativeNegativeConditionsConditionsEvidenceEvidenceSummarySummaryIdea andIdea andAc
67、tionActionOgilvy & Ogilvy & MatherMatherPersuasion: Problem FormatProblemProblemNegativeNegativeConditionsConditionsEvidenceEvidenceSummarySummaryIdea andIdea andActionActionBrand sales droppingBrand sales dropping* * Losing distributionLosing distribution* * Losing marginLosing margin* * Losing gro
68、und in eyes of consumerLosing ground in eyes of consumer* * _* * _* * _Must do something about itMust do something about itRelaunchRelaunch- -New packagingNew packaging- -NewNew flavours flavours- -New advertisingNew advertisingOgilvy & Ogilvy & MatherMatherPersuasion: Idea FormatProblemProblemOppor
69、tunityOpportunitySummarySummaryIdeaIdeaPositivePositiveResultsResultsSummarySummaryActionActionEvidenceEvidenceOgilvy & Ogilvy & MatherMatherHOW PERSUASIVE ARE YOU?EXERCISEOgilvy & Ogilvy & MatherMatherBrand has lost its way recently, but we canBrand has lost its way recently, but we canturn it arou
70、nd quicklyturn it around quicklyRelaunchRelaunch - new packaging, - new packaging, newnew flavours flavours, new advertising, new advertising* * Regain distributionRegain distribution* * Leapfrog competitionLeapfrog competition* * Preferred brand with consumersPreferred brand with consumers* * Incre
71、ase price and marginIncrease price and margin* * _* * _* * _Lets do thisLets do thisNext stepsNext stepsWHO, WHAT, WHENWHO, WHAT, WHENPersuasion: Idea FormatProblemProblemOpportunityOpportunitySummarySummaryIdeaIdeaPositivePositiveResultsResultsSummarySummaryActionActionEvidenceEvidenceOgilvy & Ogil
72、vy & MatherMatherFive Kinds of Evidencen nPersonal experience n n n nAnalogy n n n nJudgement of expert (Quotes)n nExample n n n nStatistics / Facts Ogilvy & Ogilvy & MatherMatherFive Kinds of Evidencen nPersonal experiencen nTalk first person. Relive. Act out. Most interesting and unique evidence.
73、Gives emotional dimension.n nAnalogyn nCompares dissimilar things using like or as. Allows you to exaggerate a point without offending the intelligence of your audience.n nJudgement of expert (Quotes)n nWhich listeners will recognise as an authority . If they dont know, credentialise the expert befo
74、re your quote.n nExamplen nSpecific. Where key factors are similar (eg, overseas market).n nStatistics / Factsn nWhat we usually think of as evidence. Visualise statistics if you can.Ogilvy & Ogilvy & MatherMatherSlow Build to a Grand FinaleIntroIntroT T Ogilvy & Ogilvy & MatherMatherBackgroundBackg
75、roundT T Slow Build to a Grand FinaleOgilvy & Ogilvy & MatherMatherStrategyStrategyT T Slow Build to a Grand FinaleOgilvy & Ogilvy & MatherMatherRationaleRationaleT T Slow Build to a Grand FinaleOgilvy & Ogilvy & MatherMatherIdeaIdeaT T Slow Build to a Grand FinaleOgilvy & Ogilvy & MatherMatherAnyAn
76、yQuestions?Questions?T T Slow Build to a Grand FinaleOgilvy & Ogilvy & MatherMatherHere It Is and We Are ExcitedIntroIntroT T Ogilvy & Ogilvy & MatherMatherIdeaIdeaT T Here It Is and We Are ExcitedOgilvy & Ogilvy & MatherMatherHow we How we got there?got there?T T Here It Is and We Are ExcitedOgilvy
77、 & Ogilvy & MatherMatherWhy its Why its right?right?Here It Is and We Are ExcitedT T Ogilvy & Ogilvy & MatherMatherAny Any Questions?Questions?Here It Is and We Are ExcitedT T Ogilvy & Ogilvy & MatherMatherThe Tell em Formatn nTell em what youre going to tell themn nTell emn nTell em what youve told
78、 themn nEnsures three exposures to the main messageOgilvy & Ogilvy & MatherMatherPlanning Cycle FormatWhere arewe now?What canwe reach?Are weGetting there?How do weget there?Ogilvy & Ogilvy & MatherMatherMatching Your Communication Style to Your Clients Preferred Thinking ModeVersion 1.0 5/96Ogilvy
79、& Ogilvy & MatherMatherVisualsEye MovementsUp RightUp RightUp LeftUp LeftUnfocussedUnfocussedn nWordsn nSeeEnvisionReflectShown nViewWatchBrightPerceiven nPreviewPictureIllustrateSurveyn nClearHighlightPerspectiveLookn nFocusOgilvy & Ogilvy & MatherMatherEye MovementsSide RightSide RightSide LeftSid
80、e LeftDown LeftDown Leftn nWordsn nSaySpeakAskTelln nExpressInquireToneMentionn nHearStaticAccentTalkn nRingResonateSoundRemarkAuditoriesOgilvy & Ogilvy & MatherMatherDown RightDown Rightn nWordsn nFeelImpressGrabHitn nTouchSufferHandleTacklen nRubPressureGraspKnown nAffectIntuitKinestheticsEye Move
81、mentsOgilvy & Ogilvy & MatherMathern nOne on Onen nMatch your style to the style of your client.n nGroupn nMake sure that you cover all styles in the group. If you dont some will feel excluded.How to Develop TrustOgilvy & Ogilvy & MatherMatherExercise: Paperclips RevisitedOgilvy & Ogilvy & MatherMat
82、hern nFive n nStepn n ModelActActAdoptAdoptPresentPresentPreparePreparePlanPlanOgilvy & Ogilvy & MatherMathernYou can never bore someone into buying your ideaOgilvy & Ogilvy & MatherMathern nFive n nStepn n ModelActActAdoptAdoptPresentPresentPreparePreparePlanPlanOgilvy & Ogilvy & MatherMatherAccept
83、UnderstandListenOgilvy & Ogilvy & MatherMatherPeople are More Likely to Listen to Someone who:n nThey respect and trust.n nIs enthusiastic. Believes in the idea.n nGiven them an idea they value.n nSpeaks in a language they understand.n nMakes them feel comfortable.n nDresses and behaves in a way tha
84、t is generally in keeping with their expectations.n nPresents in a lively way.n nKnows when to stop.Ogilvy & Ogilvy & MatherMathern nIs clearly organisedn nShows the idea clearlyn nExplains and interprets itn nEmphasises key and difficult pointsn nBrings the points to lifen nEncourages and responds
85、to questionsListeners are more Likely to Listen to a Presentation that:Ogilvy & Ogilvy & MatherMatherActive ListeningVersion 1.1 5/96Ogilvy & Ogilvy & MatherMathern nSend reinforcementsn nwere going to advanceSend three and Send three and four pence were four pence were going to a dancegoing to a da
86、nceConfusionOgilvy & Ogilvy & MatherMatherLoss of detailLoss of detailSubstitutionSubstitutionFiltersFiltersMisinterpretationMisinterpretationAddAdditionitionORIGINALORIGINALLISTENING DISTORTIONLISTENING DISTORTIONRECEIVEDRECEIVEDDistortionOgilvy & Ogilvy & MatherMathern nActive ListeningTracking wo
87、rdsTracking wordsDrifting in Drifting in and outand outTHE KEY IS TO LISTENTHE KEY IS TO LISTENAPPROPRIATELYAPPROPRIATELYLevel of ListeningOgilvy & Ogilvy & MatherMather Hearing with half an ear Giving into day dreams and fantasies Exploring tangents Zapping Essentially passiveDrifting in & outOgilv
88、y & Ogilvy & MatherMather Appearing to pay attention and listen intently Hearing words but not making the effort to understand the speakers intent Really only slightly concentrating Making a bit of an effort The yes dear syndromeTracking wordsOgilvy & Ogilvy & MatherMather Paying attention Listening
89、 non judgementally Trying to read the intention Understanding the feelings Processing what is being saidn n- Notingn n- Checking backn n- Physical signalsn n- Eye contactActive ListeningOgilvy & Ogilvy & MatherMatherAgencyAgencyAttentionAttentionLevelLevelTimeTimeOgilvy & Ogilvy & MatherMatherAgency
90、AgencyAttentionAttentionLevelLevelTimeTimeX XOgilvy & Ogilvy & MatherMatherAgencyAgencyAttentionAttentionLevelLevelTimeTimeX XX XBlue DressBlue DressOgilvy & Ogilvy & MatherMatherAgencyAgencyAttentionAttentionLevelLevelTimeTimeX XX XX XX XX XX XThe Rehearsal CurveBlue DressBlue DressOgilvy & Ogilvy
91、& MatherMather Paying attention Listening non judgementally Trying to read the intention Understanding the feelings Processing what is being saidn n- Notingn n- Checking backn n- Physical signalsn n- Eye contactActive ListeningOgilvy & Ogilvy & MatherMatherX XX XX XX XX XX XN NN NN NN NN NDefeating
92、the Rehearsal CurveOgilvy & Ogilvy & MatherMathern nThe work youve just sold deserves the highest level of listening.n nListen actively and non-judgementally to your clients response. n nForce yourself to take notes of key points and then return quickly.n nAvoid surfing the rehearsal curve.Listening
93、: SummaryOgilvy & Ogilvy & MatherMathern nThey judge that the presenter really cares about their businessn nThe idea seems right because of the support offeredn nMajor concerns have been satisfactorily addressedn nTheir input has been incorporated in some way into the ideaPeople Are More Likely to A
94、ccept Ideas when:Ogilvy & Ogilvy & MatherMathern nFive n nStepn n ModelActActAdoptAdoptPresentPresentPreparePreparePlanPlanOgilvy & Ogilvy & MatherMathern nThey are asked to act on itn nThe action required is not too much troublen nThey have previous positive experience with the originator of the id
95、ean nIt meets their needs better than other optionsn nThe benefits to them outweigh the risksn nThey will be part of the implementation processPeople Are More Likely to Act on an Ideas when:Ogilvy & Ogilvy & MatherMatherWhat we bringWhat we bringWhat is What is expectedexpectedPreparing the wayOgilv
96、y & Ogilvy & MatherMatherWhat we bringWhat we bringWhat is What is expectedexpectedFind ways toFind ways toreframereframeexpectationsexpectationsFind ways toFind ways topresellpresell the idea the ideaPreparing the wayOgilvy & Ogilvy & MatherMatherQuestionsQuestionsWhat we bringWhat we bringConcerns
97、ConcernsNeed forNeed forreassurancereassuranceQueriesQueriesPreparing the wayOgilvy & Ogilvy & MatherMather AnticipateAnticipate Think throughThink through PreparePrepareMost are highlyMost are highlypredictablepredictableQuestionsQuestionsWhat we bringWhat we bringConcernsConcernsNeed forNeed forre
98、assurancereassuranceQueriesQueriesPreparing the wayOgilvy & Ogilvy & MatherMathern nKnow who they aren nKnow what we want from themn nHave decided our core idea and supportsn nHave worked out how to prepare the wayn THEN WE ARE PREPARED TO GO OUT AND FIGHT THE REAL ENEMYOnce we.Ogilvy & Ogilvy & MatherMathernOurselvesOgilvy & Ogilvy & MatherMathern nThe frame of Buyingn nImpeccable logicn nEnergy & enthusiasmn nBe YourselfActActAdoptAdoptPresentPresentPreparePreparePlanPlanOgilvy & Ogilvy & MatherMathernKnow when to stop
