Menu

Canadians

Behind the scenes with gold-medal Young Lions

, , , , , , , , , 0

Gold-medal winning Young Lions Ryan Grippo and Mike Miura from MLSE (Maple Leaf Sports & Entertainment) recently sat down with Katherine Scarrow for an IG Live interview. During the conversation, they shared their experiences, learnings and highlights from Cannes Lions festival, shedding light on what it’s like to compete on the world stage in the Young Marketers competition. Here are the five key takeaways from their conversation:

 

Global appeal: Embracing diversity in campaigns

Ryan and Mike stressed the importance of adopting a global mindset when crafting campaigns. Their initial strategy targeted Toronto-based teams and local fans, but they soon realized that a broader approach was necessary for international success. This insight serves as a reminder for marketers and creatives to consider cultural nuances, language variations, and diverse levels of brand awareness when aiming to resonate with a global audience.

“Competing on a global stage means thinking bigger and adapting our campaign to be relevant to audiences beyond our local market.” – Ryan Grippo

Creative storytelling: Captivating hearts and minds

The duo highlighted the power of creative storytelling to engage both judges and audiences. Visuals, imagery and compelling anecdotes formed the backbone of their campaign’s presentation, leaving a lasting impact. A striking hero image that resonated with their target audience set the stage for their campaign to stand out amidst stiff competition. This insight underscores the importance of crafting narratives that evoke emotions, effectively convey core messages and leave a lasting impression on consumers.

“To make a memorable campaign, you need to master the art of creative storytelling that captures the imagination of your audience.” – Mike Miura

Humility and learning mindset: The path to growth

Ryan and Mike emphasized the value of humility and an eagerness to learn. Seeking feedback and advice from mentors and industry experts during the Young Lions competition proved instrumental in refining their ideas and presentation. Their openness to constructive criticism allowed them to continuously improve and remain receptive to fresh perspectives. This insight encourages marketers and creatives to embrace a learning mindset, remain open to mentorship and acknowledge that there is always room for growth.

“Approaching our work with humility and a desire to learn helped us thrive under pressure and excel in our creative endeavors.” – Ryan Grippo

Purpose-driven campaigns: Making a positive impact

The rise of purpose-driven campaigns in the Young Lions competition and the marketing industry at large caught Ryan and Mike’s attention. Their award-winning campaign centred around co-branding with a not-for-profit organization focused on changing the global climate narrative. This approach resonated with judges and audiences, highlighting the increasing significance of aligning campaigns with meaningful causes to forge authentic connections with consumers.

“Creating campaigns that serve a higher purpose not only resonates with audiences but also leaves a positive impact on society.” – Mike Miura

Stepping out of comfort zones: Embracing creativity under pressure

Competing on a global stage required Ryan and Mike to step out of their comfort zones and embrace challenges. Their experience in high-pressure situations showcased their ability to adapt and excel even in unfamiliar territories. Valuable insights from the competition, such as witnessing the transformation of ideas through personal connections and diverse environments, continue to shape their daily work. This insight emphasizes the value of creative risk-taking, exploring new experiences, and pushing boundaries to foster innovation in the ever-evolving marketing landscape.

“Stepping out of our comfort zones taught us to embrace creative risks and leverage diverse experiences to drive innovation in our work.” – Ryan Grippo

Rewatch our Cannes Lions IG Live Interview with Mike and Ryan, here.

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Five takeaways from the Cannes Lions Festival 2023

, , , , , , , , , 0

In a recent Instagram Live interview, Katherine Scarrow, general manager of The Globe and Mail’s content studio, and Karen Howe, founder of The Township Group and member of the Cannes Lions Advisory Board of Canada, shared exclusive insights into the recently concluded Cannes Lions Festival 2023. Here are the five key takeaways from their conversation:

 

Cultural shifts: The post-pandemic era has brought about significant changes in
people’s values, behaviours and expectations. Understanding and navigating
these shifts is essential for brands to connect with their changing audiences.
Brands must adapt their strategies to resonate with their target audience,
considering shifts in media consumption, evolving priorities and engagement
with brands.

Unlocking the creative power of AI: AI technology holds vast creative potential for brands, offering
the ability to automate processes, analyze massive data sets, and generate
personalized content, among other things. But brands must tread with caution
and conscientiously assess the risks and ethical implications tied to AI.
Concerns surrounding bias, privacy, and the impact on human creativity must be
thoughtfully evaluated. By adopting responsible and ethical practices in AI
implementation, brands can elevate their creative endeavours, streamline
operations and deliver personalized, next-level experiences.

Balancing purpose and humour: In the wake of the pandemic, brands find themselves faced with the
challenge of striking a delicate balance between purpose and wit. Modern
audiences now more than ever value brands that embody a clear purpose and stand
for meaningful causes, all while possessing a sense of humour. The key lies in
seizing the opportune moments to genuinely connect with the audience,
skillfully blending purpose and levity to forge stronger connections and foster
a positive brand perception.

Embracing the revolution: Today’s fast-paced media landscape calls for brands to venture into
uncharted territories and get creative with their campaign strategies. Gone are
the days when traditional media outlets held the sole keys to audience reach.
It’s time to tap into the power of social media, streaming platforms, podcasts
and other emerging channels that provide diverse and captivating ways to
connect with your target demographics. By fully embracing these channels and
fearlessly experimenting with innovative approaches, brands can set themselves
apart, command attention, and create a lasting impact on their audiences.

Tapping into a golden opportunity: It’s time for brands to acknowledge the potential that lies in effectively targeting older demographics. While the spotlight often shines on
younger generations in marketing conversations, the truth is that older
consumers hold significant sway as a growing and influential market segment. By
delving into the nuances of their preferences, purchasing power, and specific
needs, brands can customize their messaging, product offerings and marketing
strategies to strike a chord with this audience. Building genuine connections
with older demographics goes beyond surface-level engagement—it cultivates
brand loyalty and fuels business growth.

The insights from the festival highlight the importance of understanding cultural shifts, balancing purpose and humour, leveraging AI technology ethically, exploring innovative media channels, and effectively targeting older demographics. By embracing these key factors, brands can stay relevant, forge deeper connections with their audiences, and drive impactful campaigns in the rapidly changing creative industry.

Re-Watch our Cannes Lions Wrap-Up Interview with Karen Howe, here. 

 

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Andronicus Wu and Jon Dawe: Mastering tight budgets with creative scrappiness

, , , , , , , , , , 0

Art Director Andronicus Wu and Senior Copywriter Jon Dawe of The Garden Agency, competed in the Global Young Lions Competition at the Cannes Lions Festival last month, where they shortlisted in the Digital Category.

 

How do you define creativity in the context of your industry, and how has that definition evolved over time?

To us, creativity has always been solving business problems in interesting and entertaining ways that people care about. Has it evolved? No, not really. But the scale and impact the work is after, has. Forget just using print, TV and radio. Now you can use AI, hack a video game or create an entire product from scratch just to help sell your original product. Creative work now aims to own a piece of conversation within culture, and often the best ones move culture itself. But at the end of the day, it’s always been insight, idea and then execution. And we don’t think that order should or will ever change.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

Being one with social media is very much a part of every creative’s job. But remembering to scroll mindfully, not just mindlessly, even outside of work is key ‘cause it often leads to timely ideas you never expect. If people are talking about it, and it makes sense for your brand, you can then leverage that in meaningful ways that allow your clients to have an opportunity to speak up where they otherwise wouldn’t have. Equally important, is setting up a work profile or being completely open when it comes to what you give your attention to. Algorithms can work against you if you allow your own interests to pigeonhole your feed into specific areas only. And macro trends are no longer the be-all and end-all. If you broaden your horizons, you’ll begin to notice thousands of sub-cultures on platforms like TikTok that may lead to work that’s much more real, relevant and effective.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

During our time at John St., we had the pleasure of working on Tangerine’s Raptors sponsorship. The overarching strategy that informed every piece of work was a largely unique one. Because, unlike most sports sponsorships, Tangerine didn’t want to talk at the fans, they wanted to talk like them. With them. In fact, they were such firm believers in this that they decided their sponsorship shouldn’t just stop with the team – it should include the fans as well. This eventually led them to develop their current platform: Official bank of the Raptors and their fans. To us, this uncommon sponsorship angle showed up in the best light when we helped create the Bank Shot Account, an initiative that aimed to give back to die-hard Raps fans by rallying them behind the game’s most reliable shot. Every time the Raps sunk a bank shot in-game, $1K would be added to the account, and prize packs were unlocked at certain tiers. By the end of the last season, a sweet $125K and countless prizes were invested back into the basketball community. Seeing tangible results and positive hype from fans in response to this special positioning definitely made this one of the coolest pieces we’ve worked on together.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

TBH, we just try to use them to our advantage. Look at Canada as a whole. Agencies here are punching well above their weight for this exact reason. We have tighter boxes to play in. We don’t have the big, juicy U.S. or U.K. budgets. So at first, it’s okay (and normal) to think “ugh, this sucks” when you see the budget or timeline. But you must get that out of your system quick and lean into these so-called “restrictions” to figure out unconventional pairings and hacks around things. When you have less money, you have to be more innovative. So, these restrictions actually help you get to smarter, scrappier ideas, for way less money – which clients and agencies appreciate and need.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

Create an environment where there are no weird/silly/ridiculous/stupid ideas. Instead, be open to them and don’t hold back. Let your mind say “ah, that’s so dumb, I can’t share this” and then immediately ignore it and write it down anyways. So what if it gets killed? There’s also a good chance it could spark an idea that’s not-so-dumb after all. Plus, if you think about it…the internet loves weird. The internet shares weird. So get weird and stay weird, ya weirdo.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

With thousands of ads being thrown at people every single day, we think the measure of success is quite simple: if any one of those individuals feel moved or seen in such a way that they would take a minute out of their day to willingly engage and share your idea with others, you’ve hit the jackpot. No one likes to be told to do something. Which is why so many brands get ignored. They’re interrupting people and telling them to do something they aren’t interested in. But if a brand can make you feel something, it’s then really hard to ignore and people will want to share it on their own terms.

View the Work

You can view Andronicus and Jon’s shortlisted work from Cannes Lions 2023, “Attendance Rates,” and their gold-winning work from the Canadian Young Lions Competitions, “Pay-Per-Viewpoint.”

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

From ideas to impact: How Houle and Lessard translate inspiration into creative success

, , , , , , , , , , 0

Olivier Houle, Media Strategy Supervisor, and Thierry Lessard, Head of Data and Technology at Cartier, were named finalists in the media category of the Global Young Lions competition last month.

 

How do you define creativity in the context of your industry, and how has that definition evolved over time?

Creativity is something you feel rather than describe. It’s that feeling you get when you’re exposed to an idea, a concept or an ad, and you think, “How could anyone have thought of that?” In our industry, creativity is propelled by new ideas, new media and the quest for relevant originality, while always remaining relevant and meaningful to our clients’ business needs.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

Olivier: For me, inspiration can come in many forms. Everyday life is a big source of insights and inspiration when it comes to ideas for campaigns. We also like to look at award-winning works and identify the insights that led to this work and why it was effective.

Thierry: In addition to looking at others’ brilliant work, I tend to explore interdisciplinary ideas and opportunities by staying up to date with new technologies, scientific breakthroughs and global and regional concerns. These fields usually keep me focused on things that matter the most and often fuel my motivation.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

We had some insights coming from unexpected places. For example, in our Young Lions Canada case, legislation (which can sometimes be considered restrictive and uninspiring) led us to find a creative and simple solution to a much more complex problem.

How do you balance the need for creativity with the practical considerations of budget, timelines and client expectations?

Olivier: Some people have a ground rule of leaving a certain percentage of their plans to test new ideas, channels, creativity, or partnerships. I think it’s a good way to start. Sometimes we love to pitch certain ideas to our clients and focus more on the outcome that idea would generate, rather than how much it will cost. This often leads to very nice campaigns that generate amazing results.

Thierry: The only way to truly provide the best work is by being proactive and thinking about a client’s communication and marketing beyond the usual briefs. A good idea will always find its way, whether it revolves around a brief or not. It’s about caring for the client every day of the year.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

It starts with how leadership values and promotes creativity in everyday work. Creativity is not the responsibility of one or two people; it’s everybody’s responsibility to pitch ideas. Leadership should create a safe space where everyone in the organization feels confident enough to share their ideas.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

At Cartier, the most important measure of creative success is moving the needle for our clients. Yes, we want to be creative, but always in a meaningful way. A campaign can be beautiful, a media plan can be extraordinary, but the bottom-line question we always ask ourselves is: Did this campaign help our clients reach their goals? Did it generate actual value for their brand or cause? If the answer is no, even if we were ‘creative’ per se, we know we haven’t fully met the creative expectations we set for ourselves.

View the Work

You can view Thierry and Olivier’s work from Cannes Lions 2023, “Crafting the Future” here, and their gold-winning work from the Canadian Young Lions Competitions, “Consent to Conserve” here.

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

From art to algorithms: Scott Pinkney on unconventional thinking and creativity

, , , , , , , , , 0

With over 30 years of experience working in New York, the UK and Toronto, Scott is a leading creative strategist, brand ambassador and relationship marketer. He is currently the Executive Creative Director at Publicis Hawkeye Canada.

 

How do you define creativity in the context of your industry, and how has that definition evolved over time?

Creativity has always been about uncovering and curating powerful brand ideas. Our goal is to find ideas that captivate, entertain, engage, create awareness and drive business results. The idea remains at the core of true creativity in the advertising business. While the definition may not have changed, the creative process itself has evolved with innovative tools and platforms that can supercharge how we approach creativity. Creativity is a process, and innovative thinking enhances that process, just as new tools empower artists.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

The industry is transforming rapidly due to emerging technologies. Our aim is to keep up by understanding new technologies and innovations and determining if they fit our objectives. We’ve seen many new platforms come and go without gaining traction. The Metaverse, for example, had promise but fell short. Now we’re swiftly moving into the world of AI, sparking new debates. As marketers and communicators, we need to embrace AI as a tool that can bring ideas to life, regardless of whether it will bring positive or negative transformations.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

The hope is always that unconventional thinking leads to groundbreaking ideas. Unconventional thinking involves exploring unique insights that inspire new perspectives and lead to big ideas. An excellent example is the Grand Prix-winning campaign for Stella Artois called the Artois Probability. It brilliantly combined a unique insight with data, unexpected collaboration and impeccable craftsmanship. By analyzing historical art pieces throughout Europe, they created an algorithm that identified the probability of a Stella Artois presence based on variables such as the painting’s year, location, glass type and liquid colour. This idea and execution amazed the judges, showcasing creative excellence.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

We recognize the need for guardrails but avoid being overly constrained by them. The key is to focus on finding the idea that drives the campaign and fulfills business objectives. Once the idea is in place, we can determine the best approach to bring it to life, considering the budget and timeline. A big idea doesn’t have to be expensive or complicated. Starting with the budget, timelines, and client expectations can limit our ability to discover breakthrough and innovative ideas.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

In our fast-paced industry with reduced budgets and shorter timelines, fostering creativity requires close communication and collaboration. Creative and strategic leaders need to continuously expose their talent to inspirational sources such as information, new innovations, and case studies. Embracing new approaches, technology, collaboration platforms and data tools is essential to keep up with the speed of change. Whiteboarding platforms like Miro facilitate real-time collaboration among remote teams. Additionally, individuals must remain observant and curious to elevate their thinking and perspective. Organizations that embrace continuous creative enlightenment will lead the way.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

Effectiveness and driving measurable results remain at the core of our business. When evaluating a creative campaign or project, it’s crucial to first ensure that there was a genuine problem to solve. The metrics of success can include brand awareness, impact, click-through rates, purchases, brand sentiment, brand affinity and more. However, these metrics are only meaningful if they address the problem at hand and effectively meet the assigned objectives. Return on investment (ROI) is no longer the sole driver of success, as there are multiple ways to measure it. What remains consistent is that your brand is top of mind and generating conversation among people.

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Anthony Curran and Cory Hansen on creativity, memorability and the importance of self-control

, , , , , , , , 0

Anthony Curran, Motion Designer and Cory Hansen, Senior Writer at Milestone Integrated Marketing, earned second place in the film category at the Global Young Lions Competition at Cannes Lions last month. Here are their thoughts on creativity, memorability, and measurability.

 

How do you define creativity in the context of your industry, and how has that definition evolved over time?

AC: As a video person, creativity for me has always been about telling a story in a way people will remember. Whether that’s through technical ingenuity or compelling emotion, I always visualize my creative ideas through video. Of course, that wraps up nicely into agency work, where the name of the game is to stand out from the plethora of content around us in essentially six seconds. Over time, I I’ve developed my ability to get that ‘hook’ more easily in my work. I think I’ve always had ideas (some good, many bad), but my capacity to engage people through my creativity has grown over time.

CH: To me, creativity in advertising has always been the use of originality and ingenuity to solve a client’s marketing problem. This has always been the objective of advertisers, and this definition will never change. However, as the world progresses and our clients’ problems become more complicated, naturally, the creative solutions that we use will follow. Because of this, we’ve seen creative advertising go from simple print executions to literally changing international laws. I, for one, can’t wait to see where our problem-solving for our clients’ marketing takes us next.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

AC: It feels a bit difficult to find good inspiration these days. With so much content being produced, you really need to be intentional about what you’re taking in and looking for. I try to stay engaged with new ideas in my specific craft as well as some general social media (mostly TikTok and Instagram, for now). Trends will continue to come and go at a faster and faster rate, but I think the real power is being able to tie those trends back into an execution that’s built on good fundamentals: what’s appealing, what makes people feel and what do we care about as humans.

CH: Staying ahead of emerging trends is impossible, and honestly, if someone tells you they are an expert at it… they’re lying. With social trends changing every hour and technology upgrading faster than we can get our hands on it, there’s no way to grasp it all. That’s why agencies like Milestone are investing in creative thinkers outside of the traditional model. By having people who can focus on the trends and innovations in their specific fields, instead of trying to understand it all, we’re able to stay ahead of trends and really push the boundaries of what is possible.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

AC: I haven’t had the opportunity yet to work on a lot of big creative campaigns; however, being able to say “I can do that” on any project has been a great asset in being able to push our creativity. Figuring out solutions to the ideas that the team comes up with is always half the battle.

CH: NUK 3am Club was a project created at Milestone, born from unconventional thinking that led to real results for our client. The brief was simple: connect with first-time mothers. This could have been achieved through a traditional media plan and some mom influencers, but the team decided to push the thought even further. If the brand was going to break through with this very niche demographic, they needed to connect with them more emotionally, being seen as a partner in motherhood, not just another brand trying to get into their pocket. So we convinced NUK to dedicate everything to connecting with moms when they felt most vulnerable – 3 a.m. when they were up worrying about their children not sleeping. I won’t put the whole case study here; anyone can check it out on our site – but what I love most about it is how we were able to use unconventional thinking and creativity to connect with young mothers on a truly human level. After all, the best brands don’t act like brands; they act like people.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

AC: A lot of self-control and knowing your own abilities. Particularly when it comes to very expensive mediums, like video and animation, you need to know what you’re capable of. Then you can promise 10 per cent more. That keeps the risk manageable but continues to develop growth. There are always creative challenges in any project, so being able to adapt and figure things out quickly is the greatest asset for staying creative on the job.

CH: That’s an age-old question and really hard to answer. I think every client, agency and creative would answer that differently. However, I think truly remarkable creativity doesn’t need much time or money and can still meet all expectations. To me, really good creativity is really freaking simple. I love that moment when I see an ad and instantly get mad because I didn’t think of that. So how do you balance all that? You don’t. You try to make sure everything you are putting out is as creative and will meet your clients’ goals.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

AC: I think most of what people say is a bad idea, in a vacuum. Individuals are creative, but not nearly as much as two, three or 20. Having the time set aside to have those creative discussions (ideally with food and drinks), where people are totally safe to throw out every idea they have, is the only way to really refine the seemingly ridiculous concepts into great ideas. That, partnered with knowing the strengths of your individuals to let them try things in a way they are passionate about, can also lead to some great places. Someone may have an obscure interest or history that only they can bring to the table that no one would think of. That can be a powerful place to start building from.

CH: Funny enough, I think the agencies that focus on fostering their creative culture are getting it wrong. When too much pressure is put onto the creative vibe around the shop, it begins to feel forced and without knowing it, people are put into a box. When I look at the world’s most creative shops, I don’t see a manufactured creative culture. I see people who really care about the work and each other. When you get a team of really passionate people focused on solving a problem, that culture will naturally happen. All that and booze. Booze makes for good creative culture too.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

AC: I think the most powerful asset for success we have right now is memorability. We want people singing the song in the grocery aisle as they see our product or telling their friends about a stupid (but memorable) ad they saw on TV. Right now, that success is often measured in online engagement because people are sharing those memories more and more online. Earned media through an individual’s personal content is more valuable than it has ever been, in a time where the consumer trusts other consumers infinitely more than the brand itself.

CH: My clients’ success is our success…

Now that the clients are all gone, we can be real. I think the impressions, click-throughs and all those metrics have their place in advertising, but honestly, they are not that important. A project’s true success is almost immeasurable because it’s a personal emotion. It’s the way people feel when they see your work for the very first time. It’s the silence heard in a room once an emotional spot just aired. It’s that genuine laugh or that audible “wow.” These moments can’t be measured, but they are a hell of a lot more impactful than an impression.

Watch the Work

You can watch Anthony and Cory’s silver-winning work from Cannes Lions 2023, “Piece it Together” here, and their gold-winning work from the Canadian Young Lions Competitions, “Do Nothing for Something” here.

 

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Shawn Weidman and Jaclyn McConnell on their time at Cannes Lions 2023

, , , , , , , , , , 0

Earlier this year, Shawn Weidman, Copywriter at Rethink, and Jaclyn McConnell, Art Director at Rethink, clinched the gold medal in the print category at the 2023 Canadian Young Lions Competitions. Last month they participated in the Global Young Lions Competitions at Cannes Lions. Here are their takeaways from the festival.

 

How do you define creativity in the context of your industry and how has that definition evolved over time?

SW: I come from a creative writing background, so when I first got started as a copywriter, I was largely focused on language and the craft of writing. The more time I’ve spent in the industry though, the more I’ve realized how powerful simplicity and truth are. You can write the perfect headline, but it’s nothing without an idea behind it that’s not just easy to understand, but that people actually relate to, and can feel the truth of. Of course, finding those truths is the hardest part.

JM: I find advertising at its core is all about problem solving and creativity is the way we do that. That definition hasn’t changed much during my time in this industry, but the ways I approach it and the tools I use to unlock it have definitely changed. Taking the past year for example, with the recent advancements in AI. While it can be daunting to think about, AI should be viewed as a great addition to any creative’s toolbox and another way to tackle problems differently.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

SW: I think this one’s a two-parter. You’ve got to have your ear to the ground and know what’s going on in the world, but something I’ve learned from all the awesome people we get to work with is that that’s not enough. You’ve got to be looking at everything through the lens of your brands, and of ways to make those unexpected connections. Just scrolling TikTok and Instagram or reading the news isn’t enough on its own.

JM: I’ve honestly asked many creatives and strategists this question before in hopes for the secret recipe, but it really just comes down to being dialed into pop culture and a bit of luck. There are, of course, small tricks that you can use such as Google Trends, TikTok doom scrolling (promise it’s for work), or keeping track of key cultural moments (like the Oscars or a popular TV show), but it’s the speed of reactiveness that inserts your brand into that larger conversation. Especially with social, a response needs to happen in less than 24h or it’s old news. I’m grateful to work with people who have the relentlessness to bring that kind of work forward and trusting clients.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

SW: We did a social post for Country Harvest around the Oscars. All the publications and accounts were favouring “Everything Everywhere All At Once” to clean up. And we knew that this movie had “everything” in the name and featured an everything bagel, and that we had a client who had just won product of the year for their everything bread. So, it was just a matter of connecting those dots and finding a way to organically insert ourselves into the conversation, and we ended up growing their followers by around 20 per cent and getting over 500 people engaging in 24 hours.

JM: There was quite a lot of work at Cannes that was notable for inventive thinking and really leaning into the “twist”. One example my coworkers and I couldn’t stop talking about after the award show Friday night was a film piece by Canal+ titled Papa?. It not only fit the theme of the festival perfectly, but the balance of humour and drama was incredible with an ending no one saw coming. Other work that deserves a mention is Philadelphia Cream Cheese – Tax Free Bagel featuring an iconic loophole, Honest Eggs Co – FitChix taking the confusion out of eggs, Stella Artois – The Artois Probability turning the Masters’ works into Stella Ads, IKEA – Proudly the Second Best highlighting a true consumer insight, and Marmite – Baby Scan helping answer the big question before the due date.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

SW: I truly believe creativity flourishes in a sandbox. It’s great to have all the time and money, but tighter guardrails almost always lead to stronger, cleaner ideas that you just can’t ignore. There’s no celebrities or production to hide behind, so the insight and the idea have to shine on their own. It’s that scrappiness and restriction that leads to better work.

JM:

There is a certain level of scrappiness when it comes to working on projects in Canada. The budgets are usually smaller with smaller audiences, so we need a lot more bang for our buck so to speak. At Rethink, we focus on the press-worthiness of any idea and start with the press headline. Obviously, we’re cognizant of the budget, but if an idea comes along that we’re passionate about and have a lot of heart for as a team, our clients trust us to run with it and put it out into the world. We peer review often and strongly believe in collaboration across all departments and with clients, which in turn makes the work all the better. If enough people have the same strong reaction to it, you know you’re on the right track.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

SW: It all starts with the people. If you surround yourself with people who aren’t just great at their jobs, but who you actually enjoy being around and learning from, people are going to be motivated and inspired to do their best work. Excitement is contagious too, whether it’s about the stuff you’re working on, other projects at your own agency, or work coming out of any other shop. If the sentiment is “look how great this is” instead something negative, people are going to be inspired to do better and keep lifting each other, and the work, up.

JM: Balance is key. Coming off of the pandemic, I think the advertising industry as a whole re-evaluated how burnout is being addressed. The brain is a muscle, and like any other muscle, it can get overworked. It’s still not perfect, but there is a stronger push and awareness of burnout than before the pandemic. Taking steps to protect teams and allow them to recharge only improves creativity in the long run. The more teams are allowed to soak up and experience the world, the more insights and tools they’ll bring back as well. At the end of the day, I think advertisers are just nerds that want to learn as much as they can about the world and the “why” and have the hunger to keep doing so.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

SW: I’ve always thought of a lot of the best work as the stuff that makes it outside of our bubble. Things like the “what happens in Vegas” campaign. It’s crazy to me that something that’s so ingrained in culture there’s a movie named after it actually started as a travel campaign. I think if anyone outside of advertising is talking about your work, it’s good work. Actually, moving the needle for a brand is another great marker, but at the end of the day, any work that helps people, or at least makes people – and not just ad people – feel something (whether that’s laughter, sadness, joy, inspiration) is the best work we can do.

JM: That honestly depends on the project and the goals we set in the brief. Obviously, press attention is incredibly important across the board, but the KPIs can really vary from project to project. Some goals can be general brand awareness, social growth, news coverage, lasting impact, or work that drives real change. But personally, I’m just trying to create work that my parents will talk about and pin up on the fridge.

View the Work

You can view Shawn and Jaclyn’s work from Cannes Lions 2023, “Growth Market” here, and their gold-winning work from the Canadian Young Lions Competitions, “The Deforestation Defense” here.

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Engaging the LGBTQ Community: Unconventional channels and multi-channel outreach

, , , , , , , , , , 0

Insights from Grindr, CMI Media Group, and Atlanta’s Response to the Monkeypox Outbreak.

 

The LGBTQ community is a diverse and influential audience, necessitating thoughtful strategies to reach and engage them authentically. In this session, Andy Kraut of Grindr, Amy Litt of CMI Media Group and Malik Brown from the city of Atlanta explore the approaches employed during an outbreak of monkeypox in the gay and bisexual community, highlighting both historical and current examples in LGBTQ advertising and providing tips for brands to connect with this audience.

Swift and collaborative response: Mobilizing partnerships for effective outreach

Atlanta’s mayoral office responded swiftly to the monkeypox outbreak, recognizing the need to address health inequities prevalent in the LGBTQ community. Leveraging collaborative partnerships with county, federal and state entities, the response effort gained momentum through collective expertise and resources. Inclusive decision-making ensured the voices of affected communities were heard, with active involvement from nightlife leaders. Strategies were tailored to address disparities amongst black and brown LGBTQ individuals.

Embracing unconventional channels: Engaging platforms and multi-channel outreach

Understanding the significance of gay spaces, Atlanta’s response included advertising on Grindr, a popular dating app for the LGBTQ community. Non-stigmatizing messaging was designed to provide information without perpetuating stereotypes or adding to existing stigmas. Alongside Grindr, the campaign utilized billboards and bus shelters across Atlanta, including high-traffic areas like the city’s airport, maximizing exposure and engagement. This comprehensive multi-channel approach successfully reached over 10 million individuals within and passing through Atlanta.

Historical and current examples: Navigating LGBTQ advertising landscape

Brands have experienced both successes and setbacks in reaching the LGBTQ community. Positive engagement, such as Absolut’s support and advertising in gay spaces, demonstrates inclusivity and generates community support. However, challenges and controversies exist, with brands like Guinness facing protests for certain LGBTQ-focused ads. Sensitivity and a nuanced understanding of the community are crucial as expectations evolve beyond superficial gestures like logo changes during Pride Month.

Authentic marketing to the LGBTQ community: Tips for success

To engage the LGBTQ community authentically, brands should critically evaluate their motives, ensuring their desire to connect aligns genuinely with core values and resonates with community needs. Incorporating LGBTQ voices in decision-making processes and promoting diversity within organizations fosters authenticity and helps build trust. Companies should assess policies, benefits, and practices to ensure they are inclusive, supportive, and reflective of LGBTQ values. Recognizing the diversity within the LGBTQ community, brands should avoid relying on stereotypes in messaging and tackle sensitive topics such as sex with an open and factual approach.

Reaching and engaging the LGBTQ community requires an intentional and genuine approach that respects their diverse identities and experiences. By embracing collaboration, leveraging unconventional channels and aligning with core values, brands can create impactful campaigns that resonate with the LGBTQ audience. Through thoughtful strategies and authentic engagement, organizations can foster meaningful connections, contribute to inclusivity and make a positive impact within the community.

– Katherine Scarrow

Follow us @globemediagroup on Instagram, LinkedIn, and Twitter to stay in the know on all things Cannes Lions. 

Brent Choi’s secrets to spotting emerging ideas before they’re cool

, , , , , , , , , , 0

Armed with an Ivey business degree, Brent Choi took an unconventional path to CEO, focusing on creative for 20 years. Today, as CEO at Angry Butterfly, he leads a high-performance agency team in strategy, creative, and delivery alongside his co-founders.

 

How do you define creativity in the context of your industry, and how has that definition evolved over time?

The broad definition of creativity in advertising hasn’t changed – finding unexpected ways to solve business problems. That being said, how creativity is applied is ever-changing, not just in emerging platforms, but also in how different audiences consume media. This has our industry working hard to help our clients disrupt while maintaining their brand values and still be native to the platform. Although I think it’s fair to say that creativity, depending on who you ask, is being valued differently. Some clients really look for creativity and see it as a true game-changer for their business. Others are looking for small ‘c’ creativity and work with best practices and the media plan to ensure reach, with their brand having strong attribution.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

Having diverse teams – age, interests, ethnicities, etc. – is critical to ensure we are at the forefront of cultural shifts. This includes the latest in tech, but also demographics and mindset trends as well. Some may chase the latest and greatest, but the tools are there to be right at the precipice as new realities hit the early majority. Identifying these cultural moments can make or break a campaign. We also experiment and encourage exploration to ensure we are ready for what’s next. But our strategy team, which is made up of anthropologists versus traditional ad planners, really gives us a unique view of culture and where it’s heading.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

Our recent campaign for the Jane/Finch Community Centre called “Bill it to Bezos” (gold and silver Cannes Lion recipients) really required a deeper understanding of the Twitch platform, but it was more than that. The mechanic was an important starting point, but then the creative twist to find an enemy was a brilliant way to engage the community and give ‘earned media’ the hook to create momentum. It was truly a great example of left-brain-right-brain working together to solve a challenge for our client.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

Part of creativity is how we work through practical considerations. As the saying goes, “Creative is not a department.” How we think about ideas is so important, but so is how we bring them to life. Creativity needs to be present throughout the journey from idea to production to media to course-correcting things in-market as well. As a Canadian agency, working with tighter considerations is what makes our industry so strong. I had the pleasure of working in the U.S. for three years, and the discipline Canadians need to work within really teaches us how to be creative every step of the way. I’ve literally been in U.S. creative meetings where the team has the starting point of an idea, and their solution was to hire a big-time director to create the campaign with a famous song.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

Celebrating creative thinking is the starting point for sure. At Angry Butterfly, having all of our founders being from the creative and strategy side helps, as our focus is always built from great ideas. The challenge in running a business and fostering creativity is that creativity really needs air, meaning allowing teams to have both time and the ability to fail – to feel safe to explore ideas that aren’t fully baked or may at first seem off-brand or off-strategy. It’s so important to allow creative teams to head down different creative pursuits and not rush them to stop at their first client-friendly idea. Of course, we are often under incredible time pressures, so sometimes we just need to pick our spots.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

Different clients and different campaigns all have different KPIs. No one is more important than the other, but for example, brand campaigns are meant to accomplish different things than, let’s say, an email acquisition campaign, so we need to make sure the correct KPIs are in place. A tactical sales campaign would have different KPIs as well. The tricky part is when clients say they want everything. When that’s the case, sometimes defining the roles of different mediums can help ensure we aren’t cramming everything into each execution, hoping to check off every box. At the end of the day, we have to help our clients be successful. Often, it’s connected to sales results. Thankfully, more and more clients have learned that long-term positive sales results work hand in hand with the building of a great brand.


The Globe is the official Canadian representative of Cannes Lions — the world’s most prestigious and coveted advertising and marketing awards. Since its first outing in 1954, the Cannes Lions International Festival of Creativity has been bringing the creative communications industry together every year at its one-of-a-kind event in Cannes to learn, network, and celebrate.

Jordan Doucette on trusting your gut and the dreaded ‘blue sky’ brief

, , , , , , , , , 0

Jordan Doucette has held Chief Creative Officer roles at TAXI, Leo Burnett Chicago and FCB West (San Francisco), as well as a recent stint as Partner and President at No Fixed Address. She is now CCO at Dentsu Creative in Canada.


How do you define creativity in the context of your industry, and how has that definition evolved over time?

I think the role of creativity has expanded, from applying it to ‘advertising’ to applying it to business. We know that creativity is an economic multiplier and we’re always looking to help brands solve their business problems instead of just their advertising ones. You can see the proof in this with the huge number of clients and brands showing up at Cannes, investing in creativity in a whole new way. This is what makes the most excited about our industry, partnering with clients to transform their business in a way that moves society forward.

How do you stay ahead of the curve when it comes to identifying emerging trends and innovative ideas in your field?

I guess it’s a gut thing – when something feels too right, especially for its category, or nobody has any sort of emotional reaction to the work you’re creating, it’s probably not fresh. When you have an idea and you’re all kind of wondering how you’re going to make it happen and what kind of different perspectives and skillsets you need at the table to figure it out, you know you’re innovating.  And when you build all of that on a true human insight, need or tension, I think that’s when breakthrough ideas happen.

Can you share a specific example of a project or campaign where unconventional thinking led to remarkable creative outcomes?

We just launched an idea called Inflation Cookbook with Skip Express Lane that is a true piece of utility to help Canadians take inflation out of their cart. It started with a human and cultural insight and then required everyone from our legal, data, tech, UI, creative, strategy team to figure out how to bring it to life while keeping the user experience incredibly simple.

How do you balance the need for creativity with the practical considerations of budget, timelines, and client expectations?

For me, there’s nothing worse than the ‘blue sky’ brief where anything might be possible and nothing should limit creativity when in reality, you have three days, zero media and even fewer dollars. I love knowing the sandbox we’re playing in, that’s when true creativity to find the best idea for the parameters.

In your experience, what are some of the most effective strategies for fostering a culture of creativity within a team or organization?

Make everyone realize they contribute to the creative product, no matter the department. We all work for the work. And just off the heels of Cannes, there’s nothing better than the chance to talk about creative ideas being made around the world and what we love about it (or hate about it). And we should be doing that with different perspectives at the table to really understand what resonates with people and what doesn’t.

How do you measure the success of a creative campaign or project, and what metrics do you consider most important in evaluating its impact?

Real people see it, it resonates with them and it drives the brand and business forward.


The Globe is the official Canadian representative of Cannes Lions — the world’s most prestigious and coveted advertising and marketing awards. Since its first outing in 1954, the Cannes Lions International Festival of Creativity has been bringing the creative communications industry together every year at its one-of-a-kind event in Cannes to learn, network, and celebrate.

Load More