Advertisement

LETTERS

Advertisement

Goodby, Silverstein On the Loss of Nike
In the reporting about our recent split with Nike, it has sometimes been suggested that the rift may have been created, in part, by the work we did for them. We don't believe that to be the case, and neither do the Nike people.
Actually, after two years of working for them (only one awards-show year), we are incredibly proud of our body of work, especially in light of the high bar set by Wieden & Kennedy.
Consider that, in such a short span of time, our skateboarding campaign won the Grand Prix at Cannes, and we had five Nike Kelly finalists. Our Women's World Cup TV campaign was echoed in signs and placards at all the games ("I will have two fillings"). Our footwear and teenage girls' campaigns have both drawn incredible consumer reaction. And Nike has just adopted our national apparel print campaign internationally (a category they'd had much difficulty cracking over the years).
Advertising, as they say, is a relationship business and, truth be told, we lost this one not to the work but to a deep and abiding relationship Nike people felt with Wieden. We wish them luck and will always follow their progress with a special pang.
Jeff Goodby
Rich Silverstein
Colin Probert
Goodby, Silverstein & Partners, S.F.
Account Planning: The Report of Its Death Is Greatly Exaggerated
Nick Carpathia's criticism of account planning confuses practice with practitioners (Letters, Dec. 6). Sure, lots of account planners working in the industry today lack talent and insight-just as lots of creative directors lack brilliance and originality and lots of account directors lack administrative and relationship-building skills. What does this prove? Should we be writing off planning simply because some of its practitioners aren't exemplary?
What next? Get rid of creative teams simply because 90 percent of the advertising executions running today are palpably far from excellent?
For what it's worth, great account planners have played a major role in developing almost every successful and lauded BBH campaign. Perhaps this is due in part to the way we define account planning here at BBH. Unlike some agencies, we expect our planners to go beyond consumer knowledge and understanding and to define themselves not in these terms ("consumer champions," "voice of the consumer in the agency," etc), but instead as "creative brand thinkers." It seems to pay off.
Emma Cookson
Strategic planning director
Bartle Bogle Hegarty, N.Y.