Client and Judges for Spring: Sea Fare Pacific

Owner Mike Bab­cock has offered to serve as client for this one of this term’s Cam­paigns classes. A strong Ore­gon brand, Sea Fare Pacific is chal­leng­ing this term’s stu­dents to build on its already devel­oped brand.


Bryan Tay­lor, Cre­ative & Strate­gic Align­ment at Drawn.

Doug Ped­er­son, Free­lance Copywriter

Client will also judge.


Books and judg­ing instructions/criteria will be sent to judges about 5 days before presentations.

Pre­sen­ta­tions take place on Fri­day, June 6. See the cal­en­dar for details and updates.


Client and Judges for Spring: Nutcase Helmets

Phillip Mascher, Brand Con­nec­tor at Nut­case Hel­mets, will act as con­tact per­son for one of this term’s Cam­paigns classes as we help intro­duce Nut­case to motor­cy­cle rid­ers. We’re excited to work with an up-and-coming client who’s a per­fect exam­ple of what makes an Ore­gon brand.


Rob Vende­hey and Bob Rosen­thal, Asso­ciate Cre­ative Direc­tors at Pol­li­nate.

Client will also judge.


Books and judg­ing instructions/criteria will be sent to judges about 5 days before presentations.

Pre­sen­ta­tions take place on Fri­day, June 6. See the cal­en­dar for details and updates.


2 Steps to being a Rad Intern

It’s hard to put your­self in the posi­tion of your intern­ship man­ager (whether that’s an art direc­tor, writer, account exec, etc.) Here’s what they want:

  1. Guess at the answers. If you have a ques­tion, guess at the answer before ask­ing. Force your­self. This some­times gives you the answer. Other times, it shows how smart you are. But it almost always helps you avoid ask­ing tedious ques­tions. Remem­ber, you still need to actu­ally ask the ques­tion if there’s much risk in hav­ing the wrong answer.
  2. Do the obvi­ous work really well or do it quickly. If you’re an account exec, do the obvi­ous work quickly, so you’re avail­able for other projects or have mind space to be a smart trou­bleshooter. If you’re a cre­ative, do the work well; immerse your­self and think of all the pos­si­bil­i­ties; edit for clarity.

Bonus: Orga­nize your­self with a mind map and keep using them. A good mind map turns very quickly into an out­line, which turns quickly into prose. So whether you’re orga­niz­ing work or a paper, use the map/outline/prose method, and you’ll save time.

Optional: Do you have a part-time intern­ship you’re hop­ing to turn into a job? When you’re only there 20 hours a week, they don’t get a chance to really know you or use you. That’s why you end up doing crap work. So start being there the whole day and into the night and make sure you know about what’s going on; give them a rea­son they can’t live with­out you. It’s up to them to pay you what you’re worth; it’s up to you to prove you’re worth it.

These have been just a few sim­ple con­cepts to help you make the most of things. Please com­ment below if you have ques­tions. Just be sure to guess at an answer first.

Campaigns Presentations 3/14/14: Creswell Bakery

Win­ter 2014 Adver­tis­ing Cam­paigns Presentations

Client: Creswell Bak­ery

When: Fri­day, 3/14/14. Pre­sen­ta­tions start at 1pm and go through 3:30pm. Win­ners announced at 4:30.

Where: Allen Hall, room 137 at the Uni­ver­sity of Oregon.

Who: The pre­sen­ta­tions are open to the pub­lic. Stu­dents who plan to take Cam­paigns in the future are espe­cially encour­aged to attend.

Judges: Heidi Tun­nell (client, owner and 2-time Ore­gon Iron Chef), Jacob McNeill (cre­ative direc­tor at Yon­der and StripeFilms) Court­ney Stub­bert (Per­sonal Site, Busi­ness), and Katie Doyle (UO adver­tis­ing alum cur­rently work­ing at Treemen Design).

For judges/client/instructor: Let’s meet for lunch at noon at Rennie’s and chat a lit­tle bit before we start the judging.

Demographics Vs. Worldviews | The Story of Telling


Demo­graph­ics Vs. World­views | The Story of Telling.

One of my favorite blogs hits it on the head. In the cre­ative brief, adver­tis­ing folks want to know, about the prod­uct: What is it? Who’s it for? And why does it mat­ter to them?

Under­stand­ing the audi­ence helps us under­stand why the prod­uct will mat­ter to them; what story we’ll tell.

Demo­graph­ics and psy­cho­graph­ics can aim you in the right direc­tion, but once you know who your audi­ence is, there’s no way around sit­ting down, look­ing into their eyes and talk­ing with them.

Brand Thinking’s Coordinating, Fulfilling Effect on Staff

I’ve been think­ing about a pitch a friend of mine is doing next week and how he’s asked me to help him inter­pret the value of brand think­ing. And while I think this can be made more real to the client only through a con­ver­sa­tion with them (so he can apply this in a more real way to sit­u­a­tions that are more real to them), I may have started to artic­u­late an argument.

I was think­ing about my own beliefs and what they have to do with my pro­fes­sional life. In other words, this jour­ney I’m tak­ing toward a more-correct view of God, peo­ple and the Uni­verse gives me a model for brand­ing. Because brand­ing bases unique­ness (not on ran­dom­ness, but) on a bet­ter under­stand­ing of truth. And cus­tomers are drawn to that.

But let’s get more to the argu­ment of inter­nal con­sis­tency (inter­nal brand­ing), which is where it all starts. A good brand is held account­able by its own stated val­ues. It takes a stand. Employ­ees know that, and they’ll sense when you’re not con­sis­tent. The other side of this is that, when employ­ees see lead­er­ship that’s spe­cific about what it does, admits its mis­takes and is will­ing to do the hard things to fix them, the employ­ees feel good about what they’re doing. So the first step is find­ing out what promises a brand can and should make/keep (maybe through a SWOT analysis).

And when a com­pany starts to under­stand what it’s good at and how it serves peo­ple (which help us under­stand “why they should be in busi­ness”), it starts to move toward mak­ing more keep­able (right?) promises.

When employ­ees under­stand what makes them dif­fer­ent, they can make good deci­sions. When they know that they’re stand­ing for some­thing good, they’re moti­vated to sell it. When they’re united around a cen­tral truth they all believe in, they work together. And when they believe their brand is doing the right thing, they know how to answer crit­ics. In fact, they rel­ish it.

This takes explo­ration (defin­ing core con­cepts about mis­sion, vision and val­ues), agree­ment and nego­ti­a­tion (get­ting the lead­er­ship on-board) and edu­ca­tion (mak­ing sure your employ­ees under­stand and are allowed to ques­tion). In other words, this doesn’t hap­pen with­out lead­er­ship that can both com­mu­ni­cate rel­e­vant truths, but who’s made spe­cific arrange­ments to find those truths and be account­able to them.

In other words, the only way to give employ­ees a cause, rather than a job, is to mature from a com­pany into a brand.