Persuasive Advertising - J. Scott Armstrong [212]
4. Creativity techniques
While clients may not be able to judge the level of creativity of a proposal, they should be able to judge whether the procedures seem to be useful, so they should ask the agencies to explain these procedures. What techniques and procedures does the agency use to enhance creativity? For example, when it says that it used brainstorming, does this merely mean that a group of people sat around and tossed out ideas, or does it mean that it actually followed a highly structured brainstorming procedure? (16 percent)
5. Persuasion research
Is the agency familiar with the research findings on how to persuade people? If yes, how does it ensure that this research is brought to bear on the advertising campaign? Does it have good grounds for violating this research? (4 percent)
6. Copy alternatives
How many alternative approaches will the agency propose? (9 percent)
7. Copy testing
What formal procedures would the agency recommend to test and select the most effective of its copy alternatives? (7 percent)
8. Media alternatives
What media alternatives would the agency consider, and why? (9 percent)
9. Media testing
How would the agency determine the optimal amount to spend on an advertising campaign? What procedures would it recommend to select the most effective media? Does it focus on the objectives? For example, how would it calculate ROI by media? (7 percent)
10. Capabilities of the team
What are the capabilities of the people who will be working on the proposed account? Do they have any conflicts of interest? Does the agency have a complete list of clients served, so that failed as well as successful relationships might be examined? (15 percent)
11. Taste/legal/ethical guidelines
What procedures does the agency take to avoid offense to interest groups, boycotts, or lawsuits? For example, does it have a formal review board that has legal expertise and that recognizes the interests of groups that might be affected? Does it have a written code of ethics that it asks the advertising team members to sign for each campaign? (4 percent)
The experts placed much importance on the creativity process (criteria 4 at 16 percent). They placed little importance on persuasion research (4 percent). I hope this book’s evidence will lift that percentage.
For an example of the application of this procedure to a proposal for the Subaru U.S. account, see Armstrong (1996). To apply this procedure for selecting agencies, use the Proposal Evaluation Sheet, available on advertisingprinciples.com.
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Appendix G
Management presentations: An evidence-based checklist
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The following checklist relates to making persuasive oral presentations for problem solving. Many of the guidelines draw upon the principles in Persuasive Advertising. [The principles are denoted in brackets]. This list is provided in a checklist format on AdPrin.com.
Structuring the talk
1. Agenda. Make an agenda for the talk. If appropriate, send the agenda to the client before the talk.
2. Use only strong arguments. Avoid weak arguments as it adds complexity and because people tend to take an average of the strength of the arguments. [7.1.1.]
3. Focus on positive arguments. Instead of showing what is wrong, show how you would improve upon the situation. [7.1.2.]
4. Provide objective support. (Do not say “I think,” “I believe,” “We are confident,” etc.) Present evidence, not emotion or opinions. [3.1.1.] Use independent third-party support; describe results from prior research studies even if based on small samples. [6.3.1., 6.3.2.]
5. Use indirect conclusions for “new” conclusions. Build the case so that the audience can