Our study revealed dramatic variation in overall creativity scores across the campaigns. The average score for overall creativity was 2.98 (again, on a scale of 1 to 7). The lowest score was 1.0, and the highest 6.2. Only 11 of the 437 campaigns received an overall score above 5 (five of them were cola campaigns). At the other end of the spectrum, 10 campaigns had an overall score below 1.5. The scores mattered a lot, we found. A euro invested in a highly creative ad campaign had, on average, nearly double the sales impact of a euro spent on a noncreative campaign. The impact of creativity was initially relatively small but typically gathered momentum as the campaign rolled out.
Companies have plenty of room for improvement in the creativity of ad campaigns. For instance, the types of creativity that agencies currently emphasize are often not the most effective ones at driving sales. In our research, we quantified the impact that each dimension has on sales. Although all of them had a positive impact, elaboration had by far the most powerful one (1.32 when indexed relative to the overall average creativity of 1.0), followed by artistic value (1.19). Trailing behind were originality (1.06) and flexibility (1.03), with synthesis a distant fifth (0.45). Yet the study shows that ad agencies use originality and artistic value more than they use elaboration. Possibly, companies think primarily of originality when trying to be creative.
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Levels of creativity vary significantly across product categories, with the overall scores ranging from 2.62 for shampoo to 3.60 for cola. In categories such as cola and coffee, advertisers and customers tend to favor higher levels of creativity, whereas in categories such as shampoo, body care, and facial care, campaigns focus on showing the actual use of the product, albeit in an idealized environment. One reason could be that it is still important in certain categories to deliver factual proof points of performance features. When products are functional and oriented toward clear consumer goals (cleaning garments with detergents, protecting skin with body lotion), unorthodox approaches are less preferred. In contrast, when products are easily understood, similar, and tied to personal preferences (quenching thirst with a soda, for instance, or enjoying a cup of coffee), an out-of-the-ordinary approach can be more effective in stimulating sales.
Enterprise architecture (EA) tools allow organizations to examine both the need for and the impact of change. They capture the interrelationships and interdependencies within and between an ecosystem of partners, operating models, capabilities, people, processes, information, and applications and technologies. They provide a central repository to capture data and metadata about the artifacts that an enterprise cares about and their related life cycles. Models represent the relationships between these artifacts and are themselves treated as assets that help describe and shape the future of the enterprise. EA tools help with investment decisions for both IT and the broader enterprise. When models are combined with operational performance data, they can help improve business outcomes and shape the construction and ongoing development of digital platforms.
We have used Ardoq for more than 3 years now and can confidently say that it is a valuable EA software package for our organization. When working with EA in a large organization we have to deal with hundreds of interrelated IT systems and literally thousands of processes distributed across the whole organization. The Ardoq tool has helped us manage this complexity in a far more efficient and effective way.One area that we're focusing on now is how we can use Ardoq to harvest and promote innovation in our organization. Innovation is associated with change, and change is not an easy task to deal with in a big organization with well-established structures, routines and culture. We are using Ardoq to help us carry out the ideation process. We're also using it to evaluate the impact of change or innovation initiatives on our organization.
The Bee4IT EA module does fit to Heidelbergs needs. It helped us to provide transparency about the entire IT landscape from business architecture (value chains) to IT architecture (interfaces and servers). It also supports technology management. Main benefit is the close integration to project portfolio management and supplier management. It comes with a sound template for core EA processes but is very easy extensible.
Now, while not a new feature to the Venu 2 Plus, something that was introduced with the Venu 2 is the Health Snapshot. This feature takes five core metrics and distills them down into a single 2-minute measurement period. All you need to do is sit down and relax. 2ff7e9595c
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