A1 Grand Prix

You've heard of it, have you, okay. Well they don't really have much money, they really don't do big advertising, they do like print, we just done a Christmas card for them, but we done this one print ad for them which is about the environment and the fact they wanted to arise awareness of what they do in terms of their impact on the environment, I should say, our idea was, the line was, "Recycling tires to cars that run on biofuel. We're restricting our impact on the environment wherever we can." Something like that. But what we did instead of buying a full page in a magazine, we actually stamped it on some editorial so we wouldn't have to buy a page. So that therefore demonstrating our effort on saving the environment because we didn't use a page, we just stamped it on the editorial. So that was something we're quite proud of recently because managed to save a few trees. Which is quite interesting as well and the client, it wasn't a big thing for them but it was a quite nice idea which they couldn't argue with because it did demonstrate what the brief was asked so they quite liked it. [106]
We tend ... I might sound big-headed, we tend to have a few more than most teams, to be honest. Just because it's like this year we've had the least amount of output of actually making as in our whole career, to be honest, so we tend to take on more work because as you get more experienced you can get a sense for what's going to work and what isn't so you're able to juggle a bit more, and know how to play it in terms of, if we think this is going to get made we'll try to give it a bit more time. Whereas sometimes you're just creating ideas for meetings that aren't going to go anywhere. Do you understand what I mean? If we had a crystal ball and we knew what stuff was going to get made and what's never going to see the light of day, it would be brilliant because we [inaudible 00:43:43] all that time because it's going to get made. Yes, six, I would say five or more, never less than five projects on usually. [107]
They're usually quite good, actually. It's quite interesting because different clients have different attitudes towards advertising. They're very much of a retail mindset, so if you think of like Tesco's and B&Q, they're more like that because at the end of the day they have to sell tickets, so that's the main priority. Traditionally people who were more responsive on figures and getting the peaks on the graph aren't more creative but if you give them, if we gave them an idea which we can say will translate into sales then they're going to buy it so they're not too fussed, really. They almost let you get on with it as long as they get the results. Which has its up sides and down sides. They don't have much money which is a down side but you can sneak things through. Not sneak it through, but you know what I mean. Is it run out yet, that thing? It's not low on batteries. [108]
Yes, they had actually no money to do it, so that is not ideal but luckily, again. [117]
Yes, they had actually no money to do it, so that is not ideal but luckily, again. We didn't have much time on that, either. Again it was lucky we had an idea that didn't take long to do and was very cheap. But to be honest with you, it did take a little bit of time to do because the actual process of stamping a stamp on to editorial took a bit of time. Took a bit longer ... [110],[109]
No, we did [inaudible 00:47:34], we get to go and work with the people who do the editorial, so it involved having Mark come to [inaudible 00:47:40] sit with the people because he had to get the balance right so he could read the type, the copy on the page, the actual article, but still read our line. So that was in black and our line was in green stamped over it. [112],[111]
The client. They, there was a bit of worry at the beginning because their main worry they still want to be able to read the article so that was our only worry, so it took a little bit longer to get off the ground because they want to reach their dates for each of the races but they were fairly compliant after that to be honest. [113]
They, there was a bit of worry at the beginning because their main worry they still want to be able to read the article so that was our only worry, so it took a little bit longer to get off the ground because they want to reach their dates for each of the races but they were fairly compliant after that to be honest. [118]
The team were actually very supportive, they really wanted to get that out as well because they knew how good an idea it was so the team were very good on that [119]
The team were actually very supportive, they really wanted to get that out as well because they knew how good an idea it was so the team were very good on that. [114]
It's not that I disagree with them, it's whatever works for you is fine, I'm not against them, it's just personally we just talk, really, just spit things out that sometimes don't make any sense [120]
We had creative directors on it. So we worked with them with a couple of ideas but that was our favorite and they agreed so, and they were helpful on that, creatives were good on that. [115]
Yes, no, they were supportive. They were good. It's quite funny when you say the agency, the agency, I suppose, it's just, it's you and the account team and sort of the, sort of you, the account team, maybe the planner, but the account team were really good on it, to be fair. [122],[116],[121]
Reference Tags
[106] Ikea effect,[107] Creative Confidence,[108] Trust,[117] Internal changes/challenges,[110] Planning fallacy,[109] Unbalanced workload pressure,[112] Planning fallacy,[111] Unbalanced workload pressure,[113] Risk compensation,[118] Quick resolution of relationship conflict,[119] Organizational encouragement,[114] Trust,[120] Communication issues,[115] Win-win conflict about ideas,[122] Organizational encouragement,[116] Organizational encouragement,[121] Organizing effectively