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Part Five Developing the Integrated Marketing Communications Program
Belch: Advertising and
Promotion, Sixth Edition
V. Developing the
Integrated Marketing
Communications Program
8. Creative Strategy:
Planning and Development
Exhibit 8-15 Advertising for Pennzoil and Quaker State positions the brands differently
© The McGraw−Hill
Companies, 2003
famous ‘When you don’t have anything to say, sing it.’ If pronouncements and books
are out the window, what’s replaced them is a conscious desire to lift the intelligence
level of advertising. Today’s leaders see advertising as an uplifting social force, as a
way to inspire and entertain.” 38
Goodby and Silverstein note: “Advertising works best when it sneaks into people’s
lives, when it doesn’t look or feel like advertising. It’s about treating people at their
best, as opposed to dealing with them at their lowest common denominator.” They
describe their creative formula as doing intelligent work that the public likes to see
and that, at the same time, has a sales pitch. 39 Lee Clow says: “No rule book will tell
you how to target the masses anymore. The best of us understand the sociocultural
realities of people and how they interact with the media. If we didn’t, we couldn’t
make the kinds of messages that people would be able to connect with.” 40
Specific agencies are by no means limited to any one creative approach. For example,
the famous “Marlboro country” campaign, a classic example of image advertising,
was developed by Leo Burnett Co. Many different agencies have followed the
unique selling proposition approach advocated by Rosser Reeves at Ted Bates. The
challenge to the creative specialist or team is to find a major selling idea—whether it is
based on a unique selling proposition, brand image, inherent drama, position in the
market, or some other approach—and use it as a guide in developing an effective creative
strategy.