John Hansel

Really enjoyed the paper and subscribe to the principles laid out in it. In my experience, guidelines have always been too constraining. If people in the organization and those directly in charge of the brand cannot be trusted with respecting its integrity - whats the point?

Also wanted to mention that i saw you speak a couple of years back and wonder if you are still on the circuit. Let me know about any future events.

Posted by John Hansel | October 26, 2007 8:46 PM

J Petrov Shansky

The paper is a strong indicator of the need for both strategic and creative flexibility. Business moves to fast to stick to absolute rules.

Posted by J Petrov Shansky | October 27, 2007 2:20 PM

Gretchen Hidling

One item missing in the paper was the need for speed. In my experience consulting to global companies on communications, regional offices will do what they want any way if they cannot gget answers or direction from headquarters fast enough. So having some flexibility in the field helps do away with alwasy checking in. But you will never get away from the central group to be "leading" not just "controlling".

Posted by Gretchen Hidling | October 30, 2007 3:44 PM

Francis Temple

I am going to add some reality that may be terribly unpopular. I do not believe that everyone in an organization should have license to alter the brand. Many employees cannot be trusted with this. Plenty of employees are only interested in their compensation and are not always considering impact on the brand. Also if employees are allowed to alter the brand - how do external audiences perceive this?

Posted by Francis Temple | November 5, 2007 4:01 PM

Susan Plunkett

Hello Francis, I'm actually regretful that your experience of the corporate world has led you to consider that employees are only interested in compensation.

However, surrounded as I am here by marketing people, might I posit this to you?

If I as employee have a great salary with benefits and potentials for bonus, I have all the motivation in the world to develop a campaign that positions the brand right on the sweet spot. :)

Certainly it might be unfortunate that an employee does not talk within the frame of saying: "I want to do the best here because I truly believe this brand to BE the best".

However saying this may not affect an employees commitment to producing the best campaign they can per se. Compensations may be enough.

Secondly, is it absolutely necessary for a creative and team to intrinsically believe the product IS the best?

Is this a sacrilegious question? :)

Again, it might be optimal that this is the situation but is it absolutely necessary?

Bob's blog talks about qualities and criteria to judge and assess creativity. When we look at product do we ask then what beliefs the creatives personally held when they developed the magazine page, the digital presence, the television commercial - and we judge these for creative worth?

Posted by Susan Plunkett | November 14, 2007 3:15 AM

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