By Pancho González, Inbrax Chile — Before COVID-19, strategic creatives worked to use different formats and supports, including digital. Today, in some cases digital has become up to 100 percent of the budget for certain brands. Businesses must survive. Under this context, a new creativity was born. The speed of response in the creation of content and campaigns has forced us to rethink ways of working and lead in distancing, implementing campaigns or strategic solutions week to week. Thus, it has been necessary to reskill and/or up-skill work teams. This new speed, driven by the increase in time spent on the internet, has reduced work processes. Today it is possible to have an e-commerce or virtual store in a couple of weeks. We went from an MVP (Minimum Value Product) to an SVP (Survivor Value Product); agile management is essential to lead people in these new processes.
Digital channels (Instagram, Tik-Tok, YouTube, Lives, Stories) and digital remote relationship platforms (Zoom, WebinarJam, Webex, Monday, Bluejeans, Slack) have generated the creative use of formats. Among the most recent ones, the “Zoom Billboard” that David The Agency (Buenos Aires) made for Whopper, or the AlmapBBDO video content made for a WhatsApp client and whose production was made 100 percent within the protagonist’s department and with only a one-person camera.
The new creativity is characterized by creatives who work in all media. They are audio producers (podcasts), video producers (webcasts, webinars), streaming executors (seminars, conferences), leaders for online workshops, facilitators, scrum masters (lean), developers (app, landing, html). The production center of this entire ecosystem has been home. At home, they have had to create work routines and turn their spaces of daily routines into units of production, transmission, spaces of creativity or team management in the distance.
Those of us who lead the creative strategies of the brands had to learn to continue producing with new protocols that we never imagined, and to manage them from a distance. At the same time, the producers have had to apply sanitation standards to production equipment when it is required to produce on location or in a studio. The tendency is to continue producing advertising material with the purchase of footage or bank images. The good thing about this is the security of continuing to produce creativity without exposing the teams, at an efficient cost that allows you to do a lot with little. The bad thing is that creativity has become commoditized, and it is difficult to differentiate brands. Many visual resources are reiterated, such as the concepts “all together,” “get ahead,” “let’s go,” “take care.”
Overnight, we have had to strive to become expert speakers or teachers in streaming transmissions, developing content in all the marketing and advertising tasks. And we have developed them through various platforms and formats: webinars, monologues, online workshops, trainings, corporate online events, podcasts, avatars, webcasts, theaters and virtual stand-up comedy. These have been supplemented with other content such as distance leadership, administration in times of crisis, talent management, return to physical spaces, sanitation of offices, etc. These transmissions have been professionalized to the maximum, and today it is possible to have world exhibitors who, in a context of help, are very available to cooperate and can do so from their homes (without the need to travel safe) and therefore lowering the usual production costs of this type of content.
This new creativity is already installed and everything that we have to live in our daily routines is reflected in the daily communication that all brands do. New insights are emerging; does anyone dare to receive a delivery as they did before? How many times are we washing our hands? Sanitation protocols at home? Mask personalization?
This new creativity is based on a Viable Survival Product where there is no time for three iterations before launching, rather one. The rest of the changes happen while the product is on the air, even if it is in a survival phase. This new creativity will also be needed in business models, especially those that have been hit hardest by the crisis (restaurants, cinemas, gyms and malls).
Pancho González, a member of the 2020 jury, is CCO and co-founder of Inbrax Chile. He studied advertising at the Universidad de Santiago in Chile and received an MBA from the Steinbeis University, Berlin, Germany.