【广告策划奥美】流程制作过程简介.ppt

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1、流 程 制 作 过 程 简 介,流程是什么？,流程扮演的角色流程的工作内容流程的工作目标流程的意义,流程扮演的角色,流程好比机场的塔台管制，负责监控代理商的工作进度，时间表和交件期限。流程扮演的角色就像业务人员在客户与代理商之间一样；是协调创意部、制作部与业务部的纽带，使各项工作在规定的期限内顺利进行。,流程的工作内容,开工作卡并分发给相关人员建立工作卡档案跟催每项工作进度成本控制了解并掌握工作报价创意作品复印存档工作进度报告（日报/周报）,流程的工作目标,由工作卡开始起，跟进每项工作进度，使各有关部门协力合作，保证每项工作在规定时间内顺利完成。在成本控制上掌握外发的费用及时间，确保在整个过程

2、中达到最佳成本效益。,流程的意义：,流程工作就是全面的监控工作进度，保证时间和质量，将工作有计划的顺利进行，并掌控一切所产生的成本。最重要的是每个部门必须在这个过程中通力合作，否则必定失败！,工作流程,客户部开出工作卡。客户部向创意部BRIEF，创意部相关人员签字确认。客户部将确认的工作卡连同工作袋一起交给流程，流程签发工作卡，编工作卡号并分发给相关人员。此时工作卡才算生效。工作进行中，流程要随时注意工作进度，提醒执行人严格遵守时间表。如有变动或特殊情况须创意部及客户部人员一同通知流程。,工作流程（续）,工作完成后，作品须贴有品管贴纸，并要有执行人及CD或GH的签字。创意执行人将作品连同工作卡

3、一起交给流程。流程将作品复印存档交给客户部。客户部只可以从流程处取走工作。如有特殊情况不能经过流程，客户部须将作品复印件留给流程，才可以拿走作品。修正卡同样遵守以上规则。,工作卡的基本要求,基本内容填写完整时间、工作背景、内容、要求、执行预算确认签字是否齐全相关资料齐全提案工作卡可以包括多项内容，执行阶段一张工作卡只能包括一项内容。,卡号是工作卡的生命,卡号的目的卡号的功能,卡号的目的,便于跟踪控制 时间 费用,卡号的目的,时间:便于沟通 准确及时交件 时间花费,卡号的目的,费用：PE及时发出 及时收进费用 及时付出,卡号的功能,卡号预示着生命，同时对 每项工作明细、分配和控制。,卡号的功能,

4、时间：跟踪控制 按时交件 精确估计时间,卡号的功能,费用：财务好运作 费用控制准确,工作简报的基本程序,简报：（客户部，流程部）,从客户处接受简报 当客户向我们简报新的工作项目时，客户部必须清楚合理的工作时间表，并以此作参考，不能擅自承诺客户。客户部须教育和培养客户有合理的时间概念。客户部在拿到客户的简报后，会同创意部讨论创意策略，流程部将参加有关时间安排部分的讨论，如有必要，制作资深人员将会参加。,简报：（客户部）,填写工作简报；经AD/以上，CD/GH等相关主管签字；交给流程部。简报必须明了，不要把简报变成大杂烩（即把TVC，Radio,NP,POP,包装等放在一起）必须注明细节客户部人员

5、须保证相关资料齐全，详细记录创意，制作时间预算等情况，并在简报上注明手绘还是电脑L/O。,简报：（流程部）,签发工作卡号，把工作简报分发给相关人员，开工作袋，告知时间安排。检查所有细节和时间，清楚简报之要求后才签发工作卡号；流程部收到完整的并经签字确认的简报后，须在24小时内签发工作卡号；超过5:30PM，流程部不接受新的工作简报，如有特别案例或特殊情况，必须提前预报；客户部简报决定后，流程部和CD/GH讨论确定时间和人力资源，创意部工作日从客户部简报决定并由CD/GH签字交给流程部开始。,Layout/草图：(创意部）,对简报的要求及完成日包括预算进行签字确认。必须按简报中于限定日期内完成工

6、作。如有疑问应及时向流程部提问。,Layout:（创意部，流程部）,按简报发展创意L/O，并将L/O送交流程部。流程部安排L/O形成前的内部讨论会，由客户部，创意部制作人员确认后形成正式的L/O。创意过程中，制作部将要参与讨论，提示新的制作工艺及建议。创意部须牢记所给的预算，如预算不合适，创意部必须通知流程部和客户部。L/O必须先交给流程部。创意部的AD/Copy都不能接受没有工作卡号之修正卡的工作。,Layout:（流程部）,必须有CD/GH以上人员签字；复印稿件，并放入工作袋；交给客户部并有AM及以上人员签字。客户部不可以擅自从创意部取走L/O，如L/O没有相关人员的签字，均作偷跑行为处理

7、。客户部不可以把没有签字的稿件拿去提案。,Layout:（流程部，客户部）,和创意部内部讨论，向客户提案。所有L/O都必须经CD/GH签字；工作袋中应有复印件；流程部要检查L/O是否符合项目的要求。,Layout:(客户部）,向客户提案，请客户确认；通知流程部相关情况，并按客户要求修正修正卡重复刚才所提之要求。客户部配合在限定时间内确认，如客户不按时确认，流程部将会顺延交件日。,PE/估价：(客户部）,通知流程控制准备估价单。客户部必须检查工作简报或修正卡中可能发生的时间成本，材料等因素进行核对，充足的材料可以帮助取得既快又确切的估价单，并有利于创意的执行。,PE/估价：(流程部）,从相关部门

8、掌握费用，制作估价单并交给客户部，估价单（草稿）中的价格为净价。,PE/估价：(客户部，流程部）,PE由AD及以上人员签字；将估价单（草稿）交还给流程部。客户部在草稿上必须决定向客户之报价；客户部可会同流程部讨论向客户之报价。打印正式估价单，并签字交给客户部。,PE/估价：(客户部）,由AD以上人员签字向客户提案征得同意并签字把已确认的估价单复印，一份给流程部，一份给财务部所有估价单只有在客户签字后才开始工作；任何工作没有客户的签字是不能开始的。流程部或TVC负责人没有客户签回的估价单可以停止工作。,PE/估价：(流程部）,将有客户签字认可的估价单存入档案。,创意执行：(流程部）,把修正卡发给

9、相关人员；从创意制作人员取得相关PO的信息签发 Purchasing OrderPO交给财务部一份。,创意执行：(创意部）,对修正卡的截止日期确认，把PO交给协理商；制作（照片，插画，图片处理），把完稿交给流程部。任何协理商没有PO和工作卡号不能开始工作创意部须保证在制作过程完毕后，协理商会立即退还所有的资料。,创意执行：(创意部，流程部）,在稿件上贴标签，有CD/GH签字，把稿件交给流程部；确认后交给客户部。流程部必须确信所有的稿件已标明，以便制作，如不符合要求，流程部应退回给创意部修改，直到符合要求为止。,创意执行：(客户部）,内部签字须AD以上人员提交客户并确认把已经签字的稿件交给流程部

10、，告知PE通过或需更改如需修改则重复以上动作。客户部配合在限定时间内让客户确认，客户不按时确认，流程部会顺延交件日期。,完稿：（流程部，客户部）,把修正卡交给完稿部。客户部人员不得到完稿部去，如果工作特殊欲了解进程，请先和流程部联系；没有完整资料的修正卡和工作卡号，完稿部不得开始工作。,完稿：（流程部，创意部）,向完稿部作简报安排完稿和艺术指导完成完稿。进入完稿的工作卡，必须要有完整的资料，如尺寸、颜色、文案及文件形式等，如果资料不全，流程部有权拒接卡。Art Director 应该在完稿部完成完稿前详述设计方向。,完稿：（流程部，创意部）,如有拍摄、插画、租片等外发工作，流程部将会同创意部及

11、客户部一同讨论，决定制作方案，并有制作部联系形成报价给流程部，创意部负责简报及制作要求，并对出来的制作物作品管控制，制作部将会协助解决。如有外发工作，必须有GH/SM以上提报定购单，其上有CD/GH签字，通过制作部联络并提交估价给流程部。所有菲林必须在公司指定的协理商中执行，如有品质及服务问题应及时通报，我们将定期对厂商作合理的评估。,完稿：（完稿部）,按简报制作完稿，完稿由负责人签字把完稿交给流程部。完稿必须先送至流程部完稿必须由负责人签字，核对是否符合L/O的基本元素及技术问题完稿部人员不得直接接受客户部的工作，只有完稿部负责人或流程部才可接受工作。,完稿：（流程部）,核对完稿，检查是否有

12、 Art,Copy,CD/GH签字，复印完稿并归档将完稿交给客户部。Art-美术确认Copy-文字确认CD/GH-全部,完稿：（客户部）,核对完稿；AD以上人员签字；将完稿交给客户确认签字。,制作：(流程部，创意部，客户部）,向制作部作简报-流程部从制作部了解购买的价格-创意部签PO单并得到流程部的批准-客户部把菲林打样和PO交给制作部-客户部所有PO都必须有流程部签字；客户部不可直接向协理商简报，如果客户部要了解情况，请向流程部联系。,制作：(平面制作）,检查菲林打样；对简报及截止日期确认同PO单一起交给协理商，开始制作制作人员取回制作样稿/样品样稿/样品交流程部没有工作卡号和PO单，不能让

13、协理商开始工作如PO单没签回，不发制作（特殊情况由客户总 监签字确认）,制作：(平面制作）,付印前，平面制作人员要仔细核查菲林打样，任何不合质量的完稿或胶片在必要情况下都应退回到创意部作必要的修改。制作部通过流程部来了解确切的工作进程，并有责任提示可能出现的瓶颈问题。,制作：(流程部）,由CD/AD签字打样稿一份归档，一份交给客户部如有MO交件，必须严格检查是否有打印稿件及详细说明。,制作：(客户部）,内部签字及让客户签字通知流程部已被通过或要修改，如要修改则重复上述程序。如制作中发生任何问题或客户不确认等状况，流程部将及时调解。,制作：(流程部）,流程部做成本控制表格印刷品及制作品归档完稿部

14、应将盘片交给资料库归档。制作部有责任把印刷成品从协理商处取样回；制作部应将印刷成品送交资料处归档。,制作：(客户部）,通知流程部及财务部结束卡号。,&,In the beginning was the ideaIdea 是一切的起源,Our Simple Selling Model一厢情愿的贩卖模式,Sell hard努力卖,!,To a deeplygrateful client给一个非常激赏你的客户,The Frequent Result 常有的结果,The Clientsavages客户杀人鲸,Us and the idea撕裂我们和idea,Simplistic简易and 但Risky

15、高风险Model,Act行动,Sell贩卖,Selling,Selling,If the idea isnt bought,we have all wasted our time如果idea没卖掉,我们都浪费了时间,IS WEL2-7/96,Five Step Model,Act,Adopt,Present,Prepare,Plan,FOUR BASIC QUESTIONS,What question are we addressing?What is our main message in answer to the question?What are we trying to do?Inf

16、orm?Persuade?Reassure?Inspire?Entertain?What do we want the target audience to do as a result?,Act,Adopt,Present,Prepare,Plan,Structurethe communication,Define thetarget audience,Determine the objectives,What are we trying to do?,*Give information*Gain agreement*Obtain information*Spur action*Build

17、understanding*Neutralise resistance,Inform,Persuade,New Information,New Information orRearrange Old Information,HAVE WE DEFINED OURTARGET AUDIENCE?,?,*Decision makerwill need less detail*Opinion leader*Implementorswill need more detail*Experts*Second guesserwill need a harder sell(of decision makers

18、 view)and the offer of support.,What is their role?,What frame of mind are they in?他们的心态是什麽?,*Apathetic冷漠,*Sophisticated老练的,*Apathetic冷漠,*Hostile敌意,*Sophisticated老练的,*Apathetic冷漠,*Critically Interested非常有兴趣,*Hostile敌意,*Sophisticated老练的,*Apathetic冷漠,What frame of mind?,*Enthusiastic热心的,*Critically In

19、terested非常有兴趣,*Hostile敌意,*Sophisticated老练的,*Apathetic冷漠,Apathetics 冷漠型,WHY?为何?Poisoned by previous presentations被以前的经验毒害了!Saturated on the subject对这个话题已听得不想再听Poor physical environment身体状况很差,Psychologically dead to your idea.心理上不接受你的想法,Z Z Z z,What you have to do你得怎麽做,引起兴趣,保持他们的热情.打动他们的心.快点进入正题把过程戏剧化

20、,视觉化让他们要采取的行动容易些,Sophisticates 老练型,WHY?为何?Seen it before 以前看过Non-expert to expert 非专家做专家提案Subordinate to superior 下对上Peer to peer 平辈间,Know it all already(and more)这些早就知道了,What you have to do你得怎麽做,让他们用全新的角度看待你,及你的idea.让他们了解你的专业程度.尽量做到最好如您知道的引用权威的话,Hostiles 敌意型,WHY?为何?觉得被威胁对你评价不高或对你的出身有质疑怀疑你的动机文化的阻隔,O

21、pposes either you or your idea反对你或你的idea,What you have to do你得怎麽办?,找出他们对你有敌意的原因显示你了解他们的处境建立共通的关注焦点举例保持冷静-你一动思他们就会杀了你不要期望事情太快有变化,Critically interesteds,WHY?为何?专业对专业理性导向期望你证明你的说法,Willing to accept ideas based on fact and sound reasoning愿意接受基於事实和理性辩证下的好idea,What you have to do你得怎麽办,Show benefits 呈现利益点C

22、over all options objectively 中立Present factually&non emotionally 事实而非情感,Enthusiasts 热情派,WHY?为何?Already sold and motivated Idea已被接受Accept you and your message你说的都算,Have faith already已有信心,What you have to do你得怎麽做,Reinforce their beliefs 增强信心Go light on pure information and proofs 淡淡的卖,呈现证据Go heavy on

23、colour and emotion 色彩和情感,Exercise:Paperclip,ONE CORE IDEAOUR MAIN MESSAGE,Many different possibleelements data,background,experiences ideas,structures,insightssupports,etc.,THECOREIDEA,Support ideas thatcan expand or defend theCore Idea in ever greater detail,REPORT/INFORM FORMAT,SubjectBackgroundIn

24、formation index(what Im going to tell you)InformationRecap/Summarise(what Ive told you)Meaning/action what I want you to do or understand as a result,Report/Inform Example,Subject,Understanding Consumers in Asia Pacific,Background,New Young Adult study pilot in Singapore,Hong Kong&Kuala Lumpur,Infor

25、mationIndex,Emergence of a much greater degree of tension since last study,Information,IndependenceEngagementIndividualismCommunalismOptimismFrustrationSelf-DeterminationFatalismGlobal outlookLocal pride,Recap,How these greater degrees of tension resolve themselves will influence how the young respo

26、nd to brands,Meaning,We need to monitor this carefully,Persuasion:Problem Format,Problem,NegativeConditions,Evidence,Summary,Idea andAction,Persuasion:Problem Format,Problem,NegativeConditions,Evidence,Summary,Idea andAction,Brand sales dropping*Losing distribution*Losing margin*Losing ground in eye

27、s of consumer*_*_*_Must do something about itRelaunch-New packaging-New flavours-New advertising,Persuasion:Idea Format,ProblemOpportunitySummary,Idea,PositiveResults,Summary,Action,Evidence,HOW PERSUASIVE ARE YOU?EXERCISE,Brand has lost its way recently,but we canturn it around quicklyRelaunch-new

28、packaging,new flavours,new advertising*Regain distribution*Leapfrog competition*Preferred brand with consumers*Increase price and margin*_*_*_Lets do thisNext stepsWHO,WHAT,WHEN,Persuasion:Idea Format,ProblemOpportunitySummary,Idea,PositiveResults,Summary,Action,Evidence,Five Kinds of Evidence,Perso

29、nal experience Analogy Judgement of expert(Quotes)Example Statistics/Facts,Five Kinds of Evidence,Personal experienceTalk first person.Relive.Act out.Most interesting and unique evidence.Gives emotional dimension.AnalogyCompares dissimilar things using like or as.Allows you to exaggerate a point wit

30、hout offending the intelligence of your audience.Judgement of expert(Quotes)Which listeners will recognise as an authority.If they dont know,credentialise the expert before your quote.ExampleSpecific.Where key factors are similar(eg,overseas market).Statistics/FactsWhat we usually think of as eviden

31、ce.Visualise statistics if you can.,Slow Build to a Grand Finale,Intro,Background,Slow Build to a Grand Finale,Strategy,Slow Build to a Grand Finale,Rationale,Slow Build to a Grand Finale,Idea,Slow Build to a Grand Finale,AnyQuestions?,Slow Build to a Grand Finale,Here It Is and We Are Excited,Intro

32、,Idea,Here It Is and We Are Excited,How we got there?,Here It Is and We Are Excited,Why its right?,Here It Is and We Are Excited,Any Questions?,Here It Is and We Are Excited,The Tell em Format,Tell em what youre going to tell themTell emTell em what youve told themEnsures three exposures to the main

33、 message,Planning Cycle Format,Matching Your Communication Style to Your Clients Preferred Thinking Mode,Version 1.0 5/96,Visuals,Eye Movements,Up Right,Up Left,Unfocussed,WordsSeeEnvisionReflectShowViewWatchBrightPerceivePreviewPictureIllustrateSurveyClearHighlightPerspectiveLookFocus,Eye Movements

34、,Side Right,Side Left,Down Left,WordsSaySpeakAskTellExpressInquireToneMentionHearStaticAccentTalkRingResonateSoundRemark,Auditories,Down Right,WordsFeelImpressGrabHitTouchSufferHandleTackleRubPressureGraspKnowAffectIntuit,Kinesthetics,Eye Movements,One on OneMatch your style to the style of your cli

35、ent.GroupMake sure that you cover all styles in the group.If you dont some will feel excluded.,How to Develop Trust,Exercise:Paperclips Revisited,Five Step Model,Act,Adopt,Present,Prepare,Plan,You can never bore someone into buying your idea,Five Step Model,Act,Adopt,Present,Prepare,Plan,Accept,Unde

36、rstand,Listen,People are More Likely to Listen to Someone who:,They respect and trust.Is enthusiastic.Believes in the idea.Given them an idea they value.Speaks in a language they understand.Makes them feel comfortable.Dresses and behaves in a way that is generally in keeping with their expectations.

37、Presents in a lively way.Knows when to stop.,Is clearly organisedShows the idea clearlyExplains and interprets itEmphasises key and difficult pointsBrings the points to lifeEncourages and responds to questions,Listeners are more Likely to Listen to a Presentation that:,Active Listening,Version 1.1 5

38、/96,Send reinforcementswere going to advance,Send three and four pence were going to a dance,Confusion,Loss of detail,Substitution,Filters,Misinterpretation,Addition,ORIGINAL,LISTENING DISTORTION,RECEIVED,Distortion,Active Listening,Tracking words,Drifting in and out,THE KEY IS TO LISTENAPPROPRIATEL

39、Y,Level of Listening,Hearing with half an earGiving into day dreams and fantasiesExploring tangentsZappingEssentially passive,Drifting in&out,Appearing to pay attention and listen intentlyHearing words but not making the effort to understand the speakers intentReally only slightly concentratingMakin

40、g a bit of an effortThe yes dear syndrome,Tracking words,Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being said-Noting-Checking back-Physical signals-Eye contact,Active Listening,AgencyAttentionLevel,Time,AgencyAttentionLevel,Ti

41、me,X,AgencyAttentionLevel,Time,X,X,Blue Dress,AgencyAttentionLevel,Time,X,X,X,X,X,X,The Rehearsal Curve,Blue Dress,Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being said-Noting-Checking back-Physical signals-Eye contact,Active L

42、istening,X,X,X,X,X,X,N,N,N,N,N,Defeating the Rehearsal Curve,The work youve just sold deserves the highest level of listening.Listen actively and non-judgementally to your clients response.Force yourself to take notes of key points and then return quickly.Avoid surfing the rehearsal curve.,Listening

43、:Summary,They judge that the presenter really cares about their businessThe idea seems right because of the support offeredMajor concerns have been satisfactorily addressedTheir input has been incorporated in some way into the idea,People Are More Likely to Accept Ideas when:,Five Step Model,Act,Ado

44、pt,Present,Prepare,Plan,They are asked to act on itThe action required is not too much troubleThey have previous positive experience with the originator of the ideaIt meets their needs better than other optionsThe benefits to them outweigh the risksThey will be part of the implementation process,Peo

45、ple Are More Likely to Act on an Ideas when:,What we bring,What is expected,Preparing the way,What we bring,What is expected,Find ways toreframeexpectations,Find ways topresell the idea,Preparing the way,What we bring,Preparing the way,AnticipateThink throughPrepare,Most are highlypredictable,What w

46、e bring,Preparing the way,Know who they areKnow what we want from themHave decided our core idea and supportsHave worked out how to prepare the way THEN WE ARE PREPARED TO GO OUT AND FIGHT THE REAL ENEMY,Once we.,Ourselves,The frame of BuyingImpeccable logicEnergy&enthusiasmBe Yourself,Act,Adopt,Pre

47、sent,Prepare,Plan,Know when to stop,&,In the beginning was the ideaIdea 是一切的起源,Our Simple Selling Model一厢情愿的贩卖模式,Sell hard努力卖,!,To a deeplygrateful client给一个非常激赏你的客户,The Frequent Result 常有的结果,The Clientsavages客户杀人鲸,Us and the idea撕裂我们和idea,Simplistic简易and 但Risky高风险Model,Act行动,Sell贩卖,Selling,Selling,

48、If the idea isnt bought,we have all wasted our time如果idea没卖掉,我们都浪费了时间,IS WEL2-7/96,Five Step Model,Act,Adopt,Present,Prepare,Plan,FOUR BASIC QUESTIONS,What question are we addressing?What is our main message in answer to the question?What are we trying to do?Inform?Persuade?Reassure?Inspire?Entertai

49、n?What do we want the target audience to do as a result?,Act,Adopt,Present,Prepare,Plan,Structurethe communication,Define thetarget audience,Determine the objectives,What are we trying to do?,*Give information*Gain agreement*Obtain information*Spur action*Build understanding*Neutralise resistance,In

50、form,Persuade,New Information,New Information orRearrange Old Information,HAVE WE DEFINED OURTARGET AUDIENCE?,?,*Decision makerwill need less detail*Opinion leader*Implementorswill need more detail*Experts*Second guesserwill need a harder sell(of decision makers view)and the offer of support.,What i