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Belch: Advertising and
Promotion, Sixth Edition
V. Developing the
Integrated Marketing
Communications Program
8. Creative Strategy:
Planning and Development
Exhibit 8-14 This ad
positions 3M as an
innovative company
Trout and Ries originally described positioning as the image consumers had of the
brand in relation to competing brands in the product or service category, but the concept
has been expanded beyond direct competitive positioning. As discussed in Chapter
2, products can be positioned on the basis of product attributes, price/quality, usage
or application, product users, or product class. Any of these can spark a major selling
idea that becomes the basis of the creative strategy and results in the brand’s occupying
a particular place in the minds of the target audience. Since positioning can be
done on the basis of a distinctive attribute, the positioning and unique selling proposition
approaches can overlap. Positioning approaches have been used as the foundation
for a number of successful creative strategies.
Positioning is often the basis of a firm’s creative strategy when it has multiple
brands competing in the same market. For example, the two top-selling brands of
motor oil, Pennzoil and Quaker State, were merged into the same company when the
two companies merged a few years ago. The Pennzoil–Quaker State Co. creates separate
identities for the two brands by positioning them differently. 36 Pennzoil is positioned
as a brand that stands for protection, while Quaker State uses a performance
positioning. Advertising for Pennzoil uses the “we’re driving protection” tagline,
while Quaker State ads use the “stay tuned” theme. (Exhibit 8-15)
The USP, brand image, inherent-drama, and positioning approaches are often used
as the basis of the creative strategy for ad campaigns. These creative styles have
become associated with some of the most successful creative minds in advertising and
their agencies. 37 However, many other creative approaches are available.
Some of the more contemporary advertising visionaries who have had a major
influence on modern-day advertising include Hal Riney of Hal Riney & Partners, Lee
Clow and Jay Chiat of TBWA/Chiat/Day, Dan Wieden of Wieden & Kennedy, and Jeff
Goodby and Rich Silverstein of Goodby, Silverstein & Partners. In describing today’s
creative leaders, Anthony Vagnoni of Advertising Age writes: “The modern creative
kings don’t write books, rarely give interviews or lay out their theories on advertising.
They’ve endorsed no set of rules, professed no simple maxims like Mr. Ogilvy’s
© The McGraw−Hill
Companies, 2003
259
Chapter Eight Creative Strategy: Planning and Development