Account Planning is based on a simple premise. A client hires an advertising agency to interpret its brand to its target audience. So if anyone needs to understand the target audience indepth, it’s the advertising agency. Simply put, that is the raison d’etre of the account planner. One person who is charged single-mindedly with understanding the target audience and then representing it throughout the entire advertising development process-thereby ensuring that the advertising is both strategically and executionally relevant to the defined target.

The power comes in formulating this function in one person who pursues it with excellence and can thereby improve the knowledge and understanding of all other team members. Inherent in its sucess is having as many account planners as senior account people so each planner works on just one or two businesses. This way they can be at all meetings, internal and external, proactively disseminating information at all decision points.

Also, they have time to understandthe target audience (not just demo-they think, what they like or dislike about the product and its competitors, what has motivated them in the past and, importantly, what will motivate them in the future, how they use advertising in the category etc. . etc…).

Account Planning impacts the whole creative development process except for production. It has a crucial role during strategy development driving it from the consumer’s point of view. During creative development account planners act as sounding boards for the creative team. They are responsible for researching the advertising before production to make sure it is as relevant as it can be and finally, once the workr uns, they monitor its effect in depth with a view to improving it the next time around.

Account Planning Subsumes the Research Function

Account planners subsume the research function since the tools of a planner’s trade are research-all the research. Quantitative research, i.e., usage and attitude studies, tracking studies, ad testing and sales data, as well as qualitative research (account planners are constantly in the market place talking face-to-face to their target audience.)

However, unlike traditional research, which is a staff function, Account Planning is a line function. It has a line responsibility to insure the advertising is relevant and motivating to the consumer Ñ ultimately accountable for its effectiveness. Traditionally, research is a staff function and is called upon on an as- needed basis. It is advisory. The account planner knows that collecting accurate, timely knowledge of the consumer is only half the job; the other half is explaining it in a way that everyone Ñ client, account management, media and, most importantly, creative people Ñ will act on it. Telling the creative people what is relevant to consumers in one thing. Persuading them to incorporate it in the fundamental premise of their execution is another. Simply put, researchers are passionate about research. Account planners are passionate about advertising.

Each brings a particular perspective but all three overlap in their joint responsibility to provide the best strategic and executional solutions. When the advertising is right it’s because it is right from all three of these points of view. The three groups most affected by this new discipline and structure are clients, account people and creative people.

Clients and Account Planning

Clients, in particular, see Account Planning as enormous added value. Just about every client who has worked with a good account planner says that Account Planning helps them get from A to Z in developing advertising with full understanding of every step. Along the way, the insights enhance every aspect of marketing a brand. First, it provides insights and clarity that move discussion from “I think” to “I know.” It sorts through the multi-layers of myth and hypothesis that develop around marketing a brand, eliminating the irrelevant and highlighting the relevant. It’s more productive and more focused than traditional research. It helped Apple position Macintosh as a revolution not because it was more powerful (company myth/hypothesis: “it’s the most personal computer ever, a breakthrough in technology”), but because it represented a “radical ease (company myth/hypothesis: “ease of use is generic to all personal computers and not unique enough”). Second, it is a huge resource to clients above and beyond simply advertising. An account planner is so in tune with the consumer that he or she can help in packaging, promotion, product development, acquisition, etc. In a fast changing category like athletic shoewear, for example, the planner’s very current knowledge of the consumer can help Reebok keep in touch and stay ahead.

Third, because it’s a line function it is proactive and “can-do.” When NYNEX had Southwestern Bell enter the market without warning, Account Planning helped NYNEX get on air three weeks later with a relevant argument that ultimately was so effective that the competitor withdrew. The account planner knew the target audience of small business people and the was talking to them one-on-one on a continuous basis. The day after Southwestern Bell advertising broke, he was in the market talking to members of the target audience, getting an in-depth understanding of why the consumer welcomed Southwestern Bell to the category and identified the competitor’s Achilles’ heel.

Account management and account planning

For account people, the Account powerful Management/Account Planning relationship is highly rewarding. First, it’s a peer relationship, a comrade in of use” arms, a person who will share ideas-without judgment-not dissimilar to the art director and copywriter relationship. Second, it raises the whole level of dialogue on the account up several notches and frees Account Management to take stronger- leadership and a more entrepre-neurial role. Third, every account person knows that in his or her past there have been many occasions where the Account Planning work and effect has been accomplished without there being a planner involved. The work was highly relevant, highly effective and everyone knew exactly why this was so. They also know that this is not always the case. The Account Planning disci-pline insures that this happens more consistently and thoroughly.

Creative and account planning

For the creative teams, the key benefit of Account Planning is usable research. Not numbers, not arbitrary pre-post switching scores, not a qualitative research report put on their desks, but a person who explains and communicates, who seeks them out to bring them useful insights. A person who can argue conceptually about an idea and how it will work in the market place. A person they respect and trust because they know he or she is as passionate about great advertising as they are. And just as importantly, someone who can articulate an idea to others in a way that will help them understand how powerful it could be to the consumer.

Introducing Account Planning to an agency is not for the faint-hearted. It requires changes in structure, job descriptions and process. But if you believe that one of the components of great advertising is that it is as relevant to the consumer as it can possibly be, it’s certainly worth a try.