A whole generation of talent was raised on the idea of “bring me solutions, not problems”, and that has had a negative impact on our ability to solve for the right things. Typically, we put problem-solvers on the pedestal and that has ripple effects that infiltrate every meeting, interaction, and overall sense of productivity in a business. There’s an assumption that the correct problem has already been identified and so only solutions are needed.
But when you think about it, when was the last time someone in your company was recognized for identifying the right problem? How do you know they got the problem right? What are the costs if the right solution is applied to the wrong problem?
“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” Abraham Lincoln
There have been plenty of examples throughout history of companies failing to identify the right problem to solve, which led to catastrophic consequences. Blockbuster chose to focus on maximizing short-term revenues through late fees instead of understanding how their customers’ behaviours were changing alongside technological advancements; Kodak chose to focus on growing its film business instead of investing into their digital photography technologies invented in-house; Sears chose to focus on growing its bricks and mortar retail business instead of investing into its ecommerce capabilities; and the list goes on.
Identifying problems isn’t hard, but identifying the “right” problems is a skill that takes practice to perfect.
Problem-Finders
Whenever agencies get a client brief, right at the top there is a box that outlines the business objective.
“Grow market share from 10% to 12% by December 31, 2025.”
It’s a broad challenge, but one that’s critical for the work to commence. At that point, trained account planners and strategists jump into the brief to uncover problems – not solve them. There’s a good reason for that and it’s exactly what differentiates great marketing initiatives from average ones.
Very rarely will any marketing investment go to complete waste. Even if you’re solving the “wrong” problem most brands will still experience some benefit from attempting to solve it. But that’s not good enough, and that’s why strategists exist.
The purpose of strategists looking to uncover and clarify problems first is to ensure what they recommend is driving effective outcomes before focusing on efficient outcomes. This is something that has been widely discussed by some of the industry’s giants, but in a nutshell, it means “doing the right things, not just doing them right”. If a brand does a great job at carrying out a campaign but is solving the wrong problem to begin with, what we have is the case of a highly efficient failure.
“Efficiency is doing things right, while effectiveness is doing the right things.” Peter Drucker
I know, the word failure can be a bit harsh, but it’s one we must come to terms with if we are to elevate our marketing initiatives to the next level. And that’s why strategists spend so much time diagnosing the situation, locating the “vicinity of the gold chest”, before sending off the creatives to go digging for it.
In other words, strategists operate as problem finders, whereas creatives are the problem solvers. One cannot exist without the other, and they are equally valuable in developing effective campaigns.
Got Milk?
When the California Milk Processor Board approached Goodby, Silverstein & Partners in 1993 they were facing years of milk consumption decline. The challenge they gave to their agency was simple: “help us sell more milk.”
Sounds simple, no? Well, not so fast.
As outlined in the quintessential account planning book, Truth, Lies, and Advertising: The Art of Account Planning, at first glance it appeared like your classic advertising challenge – we just got to get people to drink more milk. This is what others were doing already, showing people drinking milk while working out, upon waking up, and before going to bed.
But upon further investigation, the account planners on the project led by the legendary Jon Steel, noticed that adults didn’t typically drink milk on their own, instead they paired it with something else. “_____ and milk”, was the insight.
They conducted focus groups with Californians and concluded that the only time they missed the product was when they didn’t have it. So, the problem to solve went from “make people drink more milk” to “make people miss milk when they need it most.”
This approach to diagnosis found and clarified the right problem and led to the creation of a timeless creative platform that featured a series of comedic ads showcasing people in a pinch when they didn’t have milk to wash down iconic pairings (such as cookies and PB&Js).
As a result, the CMPB saw a +0.7% growth in milk’s sales in the first year of the campaign (roughly $13 million in retail value), an increase in California’s milk household penetration from 70% in 1993 to 74% by 1995, and a loss erosion reversal of 75 million gallons of milk for the campaign had the decline in consumption left unchecked.
Problem-Gestation
Sitting with a problem and letting it simmer in our minds for a few weeks is a critical part of the process of account planning.
Sure, timelines are often short, and things need to move quicker, but that’s when experienced planners really shine. There are skills they develop over time that when faced with a client brief a few potential directions jump to the forefront of their minds – yet they don’t take a bite at it until they feel confident that the problem they’re asking their creatives to solve is the right one to go after. As was the case with Got Milk, accepting the brief at face value may not get you the best results.
This investigative practice of digging deeper, asking the 5 Whys, remembering relevant case studies, interviewing customers, and getting a better grasp of the situation is what strategists do during the “problem-gestation” phase of any project.
Resisting the urge to jump right into solutions and allowing a problem to sit in the back of our minds will buy brands time and money back down the road.
In a world full of answers, those who are asking the right questions hold the keys to greener pastures.
Author Bio
Pedro Porto Alegre, Strategy Director at WJ Agency
Sources and References
- Gelzinis, A., Kennedy, R., Beal, V., Hartnett, N., & Sharp, B. (2021, August 10). What happens when brands stop advertising?. Ehrenberg-Bass Institute for Marketing Science. https://marketingscience.info/when-brands-stop-advertising/
- Binet, L., & Carter, S. (2013, February 1). Mythbuster: Marketing’s obsession with efficiency. WARC. https://www.warc.com/newsandopinion/opinion/mythbuster-marketings-obsession-with-efficiency/en-gb/1673
- Steel, J. (1998). Truth, lies, and advertising: The Art of Account Planning. Wiley.