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A ravolution in Creative business strategy - Schemetter B.

Schemetter B. A ravolution in Creative business strategy - Wiley & sons , 2003. - 257 p.
ISBN 0-471-22917-2
Download (direct link): leaparevolutionIncreativeb2003.pdf
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Green Giant® understood an essential truth about its business: It isn’t just in the business of selling canned vegetables and other food
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Do You Know What Business You Are In?
products. It’s in the business of meeting families’ everyday needs through products that combine wholesome nutrition, convenience, and ease.
Before You Leap: It is important to recognize that CBIs don’t always have to be expansive, far-reaching propositions such as those developed for RATP or Hallmark. It is not necessary to transform an entire industry or create a new business in order to be a powerful CBI. Even a smaller-scale CBI can create a high impact . . . as long as it adds value to the company, to the brand, and to the consumer.
Creative Business Idea ...or "Golden Tickets"?
Do you remember the “Golden Ticket” in Willy Wonka and the Chocolate Factory? It’s the ultimate “collect $200 and go to the head of the class” prize. So is a Creative Business Idea—but not forever.
Consider MTV The strength of the original idea was an endless loop of videos, with no delineated programs. That worked for a long time. But, as with all products directed at the young, it became old. MTV faltered. The mechanism of its recent recovery? An unlikely at-home series with Ozzy Osbourne and his family. Osbourne himself is not an obvious draw; his music career is, for the most part, behind him. But his family is so eccentric that The Osbournes drew a larger audience than many shows on the major networks. It is MTV’s most popular show ever. Proofofthe Osbournes’ importance? When it came time to renew the show for a second year, MTV had to pay the family an undisclosed sum that has been estimated as high as $20 million.15
Consider Virgin. For a decade, slapping the Virgin name on any product category conferred immense cachet. But the numbers don’t lie. Recent figures show that Virgin Cola never really damaged sales of bigger brands. And in other launches, the numbers are equally under-whelming.16 Has Richard Branson gone to the well too often? Can you be in your mid-50s and still market yourself as a rebel? Can you be on the cutting edge with a muted Internet presence? These are some of the questions Virgin faces today. I wouldn’t count Branson
Creative Business Idea .
or "Golden Tickets"?
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out, though; if anyone is capable of generating a successful Creative Business Idea, he is.
We’ll end on a happier note: If you have ever been to Vienna, you know it’s famed for its coffeehouses. There is one for every 530 people. And Austrians drink about 1,000 cups of coffee outside their homes and offices each year. Recently, Starbucks decided to invade Vienna—with four Starbucks cafes. Even more shocking, it would maintain the American no-smoking standard there—even though approximately 40 percent of European adults smoke. How did these cafes do? Well enough to delight the Viennese and win Starbucks millions of dollars in free publicity in a front-page story in the New York Times.17 Howard Schultz’s original idea was to bring European culture to America; now he’s bringing Europe back to Europe. Clearly, he has added something to make his import such a viable export—a Creative Business Idea.
Chapter 7 - The End of Advertising . the Beginning of Something New
And we wonder . . .
Why are we not in the throes of a new creative revolution, a new definition of creativity?
Why is there no new twenty-first century bonanza for advertising?
A generation ago, television created a new structure for advertising and for advertising agencies. It also created great opportunity. An advertising agency could make its creative reputation on one brilliant commercial, become a great agency with two, and become immortal with three. And those of us who were part of that time often miss its clarity and simplicity of purpose. Perhaps that is why—despite the rise of interactivity and media convergence—we still mostly award, and reward, creativity only as it is seen on television.
The irony is that we all know that network TV is a medium in decline. We read daily about the rise of cable, the fragmenting of the network audience, the changing economics, the aging demographic. Our clients watch the slow demise of mass commercial television with enormous fear in their hearts. Because that’s how mass brands were created. That was the formula for success. But it’s over. Yet here we are, still obsessed with creating commercials for television, even as the latest generation of smart TVs with digital recorders (e.g., TiVo and ReplayTV) gives consumers the ability to bypass all advertising with the press of a button.
There are those who hope it all goes away. In my view, the revolution must begin with those of us who realize that the old advertising model is obsolete, that the old platforms no longer apply, that we have to break the rules and create new rules.
What does this revolution in advertising look like to me?
For starters, it looks like awarding and valuing creativity not based on reels of work, but on the brilliance of Creative Business Ideas—ideas that transcend advertising and lead to brilliant execution across the business itself.
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