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Smirnoff

S

Interviewee

193 Art Director

Team Advantages

Team Disadvantages

3, 5

Project Outcome

Successful

Industry

Alcohol

Location

Cape Town

Team Risk Tolerance

High

Team Dynamics

TeamDynamics_FunandProductive

Company

Smirnoff


What was so great about it is the fact we came, we addressed it from a South African agency, so we kind of incorporated the Joburg agency quite well into it. The Jo burg Creative Director came down, and then he was actually presenting the work to the client, because Con was away. [9170],[9157]
Because of that happening we pulled all the Joburg creatives as well as the Cape Town branch ones. And then halfway into our tangent we stopped and we presented to the MD, Jim. And we presented Cape Town's ideas. Then Dave, the Joburg Creative Director, presented what the Joburg guys had done. It was really interesting to see the Jobug's ideas in comparison to ours. There was a lot of overlaps, we had come up with similar ideas. But then it was kind of picking out what was working in one, and what wasn't working in the other, and then just kind of merging the two as best as possible. Which I found quite interesting, and it was also nice to get an outsider's, or look from an outsider point of view at the same job. If you know what I'm saying. And how they approached it. And then looking- [crosstalk 00:01:39] [9172],[9158],[9159],[9164]
Cause then it was interesting for us cause then we could then obviously see what was working for us, and then also see what wasn't. [9160],[9161],[9165]
Similarities were, for example we had come up with the idea to have this club. A card club, that was consistent in both of them. And obviously the card offered those things. What else did we have that was kind of similar? Basically a lot of the elements, the mechanics of the campaign were very similar. Kind of coming with two different concepts, one was very much based on respect. The other one, our one, was based on stepping into a different environment. So that was cool. [9166]
I'm not too sure, actually. Perhaps, it could be just the creatives themselves, who ever briefed them, how they perceived the brief. How they understood it. It's supposed to be quite elite, but subtly so. Or accomplished, let's say. And we approached it from more like you're accomplished but you don't mind letting your hair down at the same time. Whereas they didn't maybe take that step further and go like we're letting our hair down although we are accomplished. It just kind of stayed at accomplished. [9167]
What happens off that, they presented and then the next day it was really, seldom happened. As a creative person you got like a little, you need to be nurtured, and looked after, so if you put in a lot of work, you know we work the whole weekend, it's great when somebody comes back to you immediately and says, you know, this is how it went. I mean, that's really important. [9238]
I don't know if it's perhaps becomes the time that one is given, where creative thought processes stop or have to stop. That maybe refers back to what I was saying about things not really starting, it just is a cycle and you stop where you're told to stop so to speak. [9168]
And the next day we've called everybody in the whole agency and sat down in the board room, and they basically pitched to us what they had presented. So, that was really nice because for me, although you've got the creatives working on it, and the ideas, and we're making movies, and doing all the creative bits and pieces, you've also got the strategy guys working their asses off on case studies, strategy, that kind of thing. So, for me to see that portion of it was quite exciting, and beneficial, and appreciated, so yeah it was just, we all come out of the meeting, what they pitched, remembering case studies of things that we've done before, and just reassuring everybody here of what we are, and what we are trying to achieve, and I think unless you've been here a long time, you're gonna walk away from that going you know this is really dull. I think the majority of the people came away like, yeah, you know, excited about who we are as an agency and what we do. [9227],[9236],[9239]
No I wasn't. But basically yeah, apparently very positive. They already good relationships with the brand managers at Smirnoff and JWT, cause we're doing both the [inaudible 00:04:30] at the moment as well. So, it's basically pitching for the below the line stuff. So, yeah [9228]
ORD basically lost the below the line account, so we are at the moment, are doing a bit of the work as it stands, as we are the above the line agency. But then still have to pitch for the below one. I think we're one of five agencies that pitched. Hardy Boys been one of them. [9229]
So kind of picked it apart and then embraced the areas that we thought Joburg was doing well at or better that us at. And then took our own theme and created our own which we finally pitched. And I think that was pretty solid in the end. [9173],[9175],[9174]
We then picked it apart, addressed what was working, what wasn't working, and then pulled it all together. For once, before the picture actually got like too many ideas we learned that having too many good ideas is as bad as not having anything at all. So kind of picked it apart and then embraced the areas that we thought Joburg was doing well at or better that us at. And then took our own theme and created our own which we finally pitched. And I think that was pretty solid in the end. [9162],[9169]
I think they were just so happy and impressed with what actually, with how it went down and the work that we put into it, that it was kind of like, we need to show everybody. I think that - [9230]
Yeah, that was quite successful actually. It's cool to have the interaction between the opposites. I find being part of something gives back, gets people, I don't know, I get a lot out of being a team. [9176],[9177],[9178]
Yeah, that was quite successful actually. It's cool to have the interaction between the opposites. I find being part of something gives back, gets people, I don't know, I get a lot out of being a team. I think knowing you've got more people on your team striving for the same ideals, and the same motives can be quite successful. You feel like you've got more of an impact perhaps. [9163],[9171]
Well in the time that I've been here, we were working on a pitch, a spinoff pitch. And me, it was really great to work with quite a big team. And quite a big team that are quite experienced and have had a lot of experience because then, their ideas obviously become our ideas. And I gained a lot from that, personally. [9154],[9153]
Yeah. We're still waiting to find out what the outcome of it was, but yeah. To me, it was very complete. It was broad. It was [inaudible 00:06:33] it. It was in the case of we just did it. It was ... we pulled a lot of ideas, a lot of thoughts, a lot of actual physical doing the work. And then we came at it from a very objective angle. And just to make sure the whole time that we were on track, that we were on brief. That we had the right thing. [9155],[9146],[9152]
And it was very exciting to see how it had evolved from a small idea to actually quite a well thought out, massive thing. [inaudible 00:07:08] in terms of strategy, creativity. Yeah, and what we had to offer the client. Yeah, what other ... I think in the time that I've been here, each job has actually been quite successful in itself. But it's probably because I'm still a new broom sweep clean. [9147],[9149],[9148]
Cause everything's great. Yeah. [9150]
Absolutely. And that, I think for me, as well as being able to pitch the work that you do. Have somebody able to actually sell it at the same time and be confident and energized and vibrant and excited about the stuff that we do. Which is cool. [9151],[9156]
where, and times before in the past we've experienced, that we're employed to do what they want us to do. Why spend the money employing us when you're not going to use our ideas, you're going to still make us do your ideas, which is kinda of defeatus isn't it? [9240]
I would say that they have, because we do above the line stuff, and have done a lot of work for them and have that relationship, they are pretty open minded and pretty secure in us as an agency and what we have to offer. Yeah, they kind of employee us to do our job, where, and times before in the past we've experienced, that we're employed to do what they want us to do. Why spend the money employing us when you're not going to use our ideas, you're going to still make us do your ideas, which is kinda of defeatus isn't it? [9231]
No one was impartial to it, and said "oh no we don't want that". It was a case of we don't really know what it is, or no one has really given us a valid reason to drink it. So it was almost kind of based on validating it, you know, what is it and why you should drink it. And why. So basically, that's the brief was. [9241]
It was interesting in the sense that kind of, because there was so much, so much stuff and so many ideas, it was a case of like constantly challenging it, going is this the right thing, is it the right, you know making sure it is on brief and on key. And I think because there were so many people involved and attacking it from different angles, that was key. [9242],[9243]
It was interesting in the sense that kind of, because there was so much, so much stuff and so many ideas, it was a case of like constantly challenging it, going is this the right thing, is it the right, you know making sure it is on brief and on key. And I think because there were so many people involved and attacking it from different angles, that was key. Because sometimes you have a small bunch of people who have to do a lot of work, and then you just end of charging them in the one direction because no one's actually reigning you back to actually go have you look at it subjectively. So I think that was very key to the outcome, in the sense that the creative people would get cracking on it. [9237],[9232]
And then you get, so then the strategy would come and check, we'd present to the strategy guys and then they would start asking us questions and make sure that we had thought of our. So yeah, and then from there as a strategy and creative team it was then presented to the MD. And then looked at it objectively again and then presented. You know what I'm saying, so it was constantly revealed and then challenged on a day to day basis, which was you know - [9233]
Apparently it was good. Apparently because, all because we've done so much work with them in the past, that the relationship's already there and pretty cemented which is definitely beneficial. [9234]
I think ... I think there's a competitive thing that also happens as you say, we've got the above the line guys, and the below the line guys, I think the competitive nature between the two of us, like that's almost you know, dissolves itself or it could be geared up or used to be benefit. Because we'll do something on our side, then they'll do the exact same thing, but their way. [9235]
Reference Tags
[9170] Organizational encouragement,[9157] Organizing effectively,[9172] Collaborative-Creative Disposition,[9158] Communicating ideas across domains,[9159] Organizing effectively,[9164] Win-win conflict about ideas,[9160] Communicating ideas across domains,[9161] Organizing effectively,[9165] Win-win conflict about ideas,[9166] Win-win conflict about ideas,[9167] Win-win conflict about ideas,[9238] Insufficient Feedback,[9168] Win-win conflict about ideas,[9227] Communicating ideas across domains,[9236] Organizational encouragement,[9239] Organizational encouragement,[9228] Trust,[9229] Trust,[9173] Collaborative-Creative Disposition,[9175] Solitude disposition when stuck,[9174] Win-win conflict about ideas,[9162] Communicating ideas across domains,[9169] Win-win conflict about ideas,[9230] Trust,[9176] Appropriate resources,[9177] Collaborative-Creative Disposition,[9178] Win-win conflict about ideas,[9163] Communicating ideas across domains,[9171] Promote autonomy & sense of ownership,[9154] Great example - Individual & Team outcomes for future efforts,[9153] Win-win conflict about ideas,[9155] Balance of challenging work,[9146] Ikea effect,[9152] Organizing effectively,[9147] Appeal to novelty,[9149] Ikea effect,[9148] Inexperience,[9150] Inexperience,[9151] Anecdotal fallacy,[9156] Organizational encouragement,[9240] Reactance,[9231] Trust,[9241] Alignment,[9242] Collaborative-Creative Disposition,[9243] Win-win conflict about ideas,[9237] Balanced workload pressure,[9232] Communicating ideas across domains,[9233] Communicating ideas across domains,[9234] Trust,[9235] Communicating ideas across domains

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MADISON BARNETT
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