You might say that I’m a push over, but I speak the truth
Three years of Talquimy have inspired the thought of something fundamental for innovating how we communicate: a new standard for agency-client relationships.
In 2009 Kickstarter was launched, as a collective financing platform with a simple mission: help creative projects get off paper. Since then the brand has kick-started more than 140,000 projects, with revenues of US$3.7 billion.
One unique characteristic of their model is their close relationship among entrepreneurs and their investors, who are, in turn, clients themselves that will benefit first hand from the product or service. These projects have a way of bringing together the different parties without limiting the relationship to a mere financial transaction, but rather with a common goal seeing something new come to life.
That is what inspires a modern client to be a hipster. Its what enables the exchange of ideas, and what is less vulnerable to vanities. It gives way to an evolution in the delivery and intangible standards when our work is based on the conventional relationship model, where the chief is who pays and others do as they’re told.
That unique aspect of collective financing also applies itself to communications. During the course of its first three years, Talquimy has been fortunate to have clients that have embraced proposals that have pushed the limits of their comfort zones. In that time, we’ve worked on initiatives that, in a way, required willingness and commitment from the client to become viable.
It was because of this sense of partnership that we have seen clients give content and strategy more weight within their communications strategies. It’s pretty nice to see that kind of cultural brand evolution, where creativity, innovation and measurement go beyond the game of trial and error to become real tools that generate business intelligence.
This year, at SXSW, one of the most interesting keynotes was by a neuroscientist from Nielsen, Carl D. Marci, who presented the concept of “Expert Blindness,” the expert who doesn’t know what it’s like not to know.
Through comparative testing, Honda clients and salespeople were exposed to a series of stimuli, principally the company’s advertising campaigns. The study identified the level of attention paid by each audience to distinct portions. The central conclusion was that clients paid more attention to content, while salespeople only saw the product.
When the two different groups each watched the T-Shirt TV ad, the difference was even more significant. While clients were only interested in the t-shirt exchange, salespeople only noticed the car.
If there’s one thing we want for Talquimy’s next three years it is to expand upon how we see what our clients want to know – from their perspective. By better understanding what they see on the other side, we can better see the whole, enhancing our own possibilities.