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In this spirited debate generated by AI ChatGPT-4, a data-driven performance marketer and a brand-focused creative director spark up a healthy debate.
While the performance marketer (we’ll call them Steph) advocates that data should drive their decision behind which creative assets to incorporate into their brand's ad tests, the creative director (we’ll call them Klay) is thinking about maintaining brand integrity.
Here’s the prompt we gave ChatGPT-4:
Play out a lively debate between a data-driven performance marketer (call them Steph) and a brand-focused creative director (call them Klay). The performance marketer believes that data should drive their company's decision making when it comes to deciding what type of creative (photos and videos) to test in their digital advertising. The brand-focused creative director is particularly concerned about maintaining brand integrity and the brand's elevated market positioning. Please cite data, existing statistics, and specific anecdotes from consumer brands' activities within the digital marketing space. Lastly, propose a solution that marries the two parties' interests and perspectives.
Steph (Data-driven Performance Marketer):
Klay, I understand the importance of brand integrity, but we cannot ignore the value of data in driving our creative decisions. According to a study by McKinsey, data-driven organizations are 23 times more likely to acquire customers and 6 times as likely to retain them. Using data helps us make informed decisions and ensure we're reaching our target audience effectively.
Klay (Brand-focused Creative Director):
I agree that data is important, Steph. But we cannot sacrifice our brand's image and identity for the sake of performance metrics. A strong brand can increase a company's value by 20-30% according to research by powerhouse agencies WPP and Kantar. Our brand positioning is what sets us apart in this hyper-competitive market.
Steph:
I hear you, Klay. But take this recent study conducted by the Harvard Business Review that found that, “an advertiser that ran 15 experiments (versus none) in a given year sees about a 30% higher ad performance that year; those that ran 15 experiments in the prior year see about a 45% increase in performance, highlighting the positive longer-term impact of this strategy.”
Klay:
That's a great data point but remember, even small tweaks gone wrong can have significant negative effects. Take the Gap logo redesign debacle in 2010. Gap decided to change its iconic logo, which featured the brand name in capital letters and a blue square behind the letter "p."
The new logo featured a lowercase "gap" in a different typeface and a small blue square placed above the letter "p." The redesign was an attempt to modernize the brand's image, but it was met with significant backlash from customers and the design community. Critics argued that the new logo was generic and lacked the brand's original identity, which had taken decades to establish.
In response to the negative reception, Gap reverted to its original logo just a week after introducing the new design. This fiasco not only cost the company financially (estimated at around $100 million) but also impacted their brand reputation and customer loyalty. Yikes!
Steph:
But we can still implement a data-driven approach to our creative process without jeopardizing the brand's image. We can use data to inform our decisions, while adhering to the brand's guidelines and values. This way, we can maintain a balance between performance and brand integrity.
Klay:
Okay, I'm open to exploring this idea. But how do we ensure that we're aligned on this and not overstepping the boundaries of our brand while chasing performance metrics?
Steph:
I propose we create a joint task force consisting of both data-driven performance marketers and brand-focused creatives. This team will analyze the data, generate insights, and collaborate on creating content that performs well while staying true to our brand's essence.
Klay:
That sounds like a reasonable solution. We can develop a set of guidelines and principles that ensure our brand remains consistent across all our creatives, while still leveraging data to optimize performance. Let's give it a try and monitor the results closely.
And what did ChatGPT suggest that this “Joint Task Force” should consistently focus on? The AI broke it down into four key categories.
So is this Joint Task Force the best way to marry creative boundaries and data-driven performance? Perhaps, but It depends on the organization's DNA and the industry that it's operating within. At Cohley we'll advocate for letting the data have the loudest voice in the marketing meeting 100 times out of 100, but that doesn't mean we're naive enough to think there's not a balance. This quote from a Harvard Business Review article, written by Julian Runge, sums up the "tension" involved with the corporate dynamics surrounding creative strategy beautifully.
"You may remember Donald Draper’s tantrums when he faced research that challenged his preconceptions. Because marketing creatives can be skeptical about data-analytic approaches, empiricism and data-driven decision making need to be carefully introduced to — and ultimately combined with — creative and intuitive advertising operations. This process takes time."