By Solomon C. Robert
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Additional resources for Art of Client Service
To my astonishment, he was right. Our briefs became sharper, tighter, and more focused. The whole creative process became sharper, tighter, and more focused. The creative work that came out of those briefs was sharper, 22 tighter, and more focused. Better still, instead of confining the work, the tighter briefs had the opposite impact. They had a liberating effect on our writers and art directors, who now felt free to explore widely in and around the direction provided in the brief. Initially, it was a struggle to get creative people to attend sessions where we would work on the brief together.
I wish we had just used the sketch instead,” he lamented. I don’t blame the illustrator; she executed the direction the creative director gave her. I don’t blame the creative director; he thought he had buy-in from the client on both the concept and the choice of illustrator. He was mystified by the client’s disappointment. I certainly don’t blame the client, who was very supportive of what we were trying to deliver. I blame me. I did two things wrong: First, I missed the client’s signals about his lack of full endorsement of the choice of illustrator and the associated cost.
Advertising on speed,” one of the writers called it. I called the client. “Leslie, here’s what we can do,” I said. I outlined the plan, and told her what she’d have to do to make it work. She agreed to the schedule. So we were briefed by the client product group. The writers came up with not two, but three pretty clever headlines. We slapped them into layouts and faxed these to the client. They selected one on the spot. That evening we worked on the copy and tightened the layout. By midnight, we faxed them to the client and called it a day.
Art of Client Service by Solomon C. Robert