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Successful interactive creative briefs should link business objectives, creative strategies as well as all technical web design aspects together.
In-house creative teams should be looked upon as trusted, value added problem solvers. A creative brief when properly developed and adhered to will promote internal power partnerships and eliminate power struggle.

Helping creative and marketing professionals to fully understand and appreciate their potential value to any design initiative within your organization is the objective. The reality is, however, that many designers and their clients have yet to completely embrace the creative brief as a vital part of the design process to share valuable information, build consensus, align expectations, and set clear objectives. The creative brief – when properly developed and adhered to – is one of the most valuable tools in the design process, providing a vital connection between business objectives and creative strategies. For clients, account managers, and creatives, a clear and well-prepared design brief can help make a project, just as a long-winded and unfocused brief can lead to its ultimate demise.

The Creative Brief: What is it and Who Decides Whether to Use One?

The creative brief is a written document that summarizes – comprehensively and concisely – both the business and creative requirements for a specific project or relationship (let’s not forget the web design opportunities, like animation and interactivity here). A brief digs deep into a project and identifies the main factors that drive the entire creative web design strategy.

When developed by clients or designers working independently of each another, cut and pasted from pre-existing irrelevant documents, or written on the fly without any significant customer, market or competitive research, a creative brief can become more a hindrance than a driving force in the overall design process. If half-heartedly put together without the input of key stakeholders, it can actually confuse a project’s overarching goals while sabotaging any real chance for success.

But if properly developed, a brief can mean stronger business results and a more cohesive and efficient creative process.

The One-Size-Fits-All Brief Often Fails to Fit Anyone

The individual tasked with writing a brief must understand that the document cannot cover everything, from high-level strategy to print specs. The most effective brief begins with a templated format that can be automated, easily completed, and customized to meet specific client needs.

Demonstrating the Brief’s Value – and Your Own – to the Client

Tell the client in every communication that the brief is an integral part of your process. If they know about the brief in advance, they can allow time in their budget and schedule for it. Include a description of what the brief is and its purpose as a deliverable during the planning phase and you’ll likely get more clients to sign on for this step of the process.

When the designer is not directly involved in developing the creative brief, miscommunication and misunderstandings can arise. On the other hand, when designers participate and lead in the process of creating a design brief, they express and reinforce the value of their insight and contribution. They also reiterate their role as the client’s partner, rather than a vendor, an artist or someone who simply executes ideas, and ensure buy-in to the entire process. Clients who include designers in the research and development process gain from the designers’ insight and industry expertise. Both benefit from a mutually agreed upon set of expectations, objectives, and success criteria.

If you are a designer handed an already finished creative brief, you must decide how to best interject yourself into the brief’s development process without disregarding – or alienating – the client or the account team. Instead of discounting work already done, simply rename the document (for instance, as an objective and strategy document) and build upon what’s there, adding your own thoughts to make it even more useful. This way, you demonstrate that you appreciate your client’s efforts, and you prove your own value and willingness to collaborate. Many designers fail to be seen as total partners because they work on a “one-off” project basis without selling more integrated, bigger-picture strategic thinking. Whether based on your client’s initial information or created jointly with them, the creative brief is one way to incorporate strategy into the relationship and be seen as valuable, long-term asset.

Writing Your Brief: Who to Include and When to Begin?

Briefs are best written at the start of any relationship, prior to the development of a specific design solution, but after the research and discovery phase.

The brief should provide a clear set of expectations and summarize everything you’re learned during this process, including findings and related recommendations. It’s your opportunity to align the client’s business objectives with your creative strategy. Depending on how extensive the research is, and how long any feedback and approval takes, the entire creative brief process can take anywhere between 1 week to 3 months.

Typically the account person crafts the brief since they are closest to the client. “Ideally it’s a working session with the account person and the entire creative team to reach consensus on the brief’s content. Afterward, one person on the team writes the actual brief based on the meeting’s results, and this document then goes to the client for input and buy-in.”

A Good Brief Cuts to the Chase…

Economy of words is key, you are defining the space within which the creative team should design and then you need to let them do their job. The objective is to set goal posts for them without infringing on their territory.

Mark Twain’s quotes, “I didn’t have time to write a short letter, so I wrote a long one instead,” to illustrate his point that it’s more challenging to write a short brief because more time is needed to polish the content – and that means more time up front defining and refining objectives and strategies to make them specific and targeted.

There’s a direct correlation between design and strategy. If the creative is off that means the initial strategy – and the creative brief – missed the mark.

Conclusion

Because the creative brief is intended to be a comprehensive strategic map for the entire design project, it’s essential that all key team members be involved from the outset. For the designer, the brief can reinforce you as a strategic partner in the process. For the client, failing to include the creative team likely means they won’t be fully immersed in the project or your objectives. By collaborating with the designer from the beginning of a project, you will ensure their buy-in and understanding, gain from their creative expertise, and have a clear, mutually agreed upon outline of goals and success criteria.

Make sure your brief is a user-friendly, visually-appealing document that people will actually make time to read.  In the end, what matters most is that creative and marketing professionals understand the potential value of this important business tool to any design initiative and toward building a solid, mutually rewarding partnership.

Digital creative is still new for most people in Marketing and Advertising.
Here are some ideas which may help better prepare for the present future.

1. The Creative Idea in Interactive Form
Digital creative ideas aren’t as easy to express in a simple single-minded proposition. Online campaigns and programs can follow similar constructs as offline campaign ideas and hold true to the same ” big idea ” . Technology isn’t an idea unto itself. Websites should be informed by an insight that drives their purpose and role in the mix. Of course, the expression of the idea does not have to be derivative of an advertising tagline, but it must map to the brand or business platform.

2. See the Idea in it’s true form
Digital is detailed and experiential and a lot of the magic is still expressed in its execution. The good news is you’re talking to the director and the concept creator at once. So it often helps to have something more than a storyboard or key style frames, called an interactive prototype. With Print design and concepts, WHAT YOU SEE IS WHAT YOU GET, WITH DIGITAL YOU GET SO MUCH MORE. It may take us an extra day or so to put it together, or a few extra dollars to build you a quick prototype to illustrate some nuance, but MORE OFTEN THAN NOT, that is what you need to absorb it and decide whether it works clients.

3. Be clear about your priorities.
Most digital work, especially online advertising, is inherently direct response but if attention-grabbing awareness is a huge priority, this needs to be expressed because the work may come out quite differently.

5. Believe in brand expression.
Brands now are more than identity assets created 10 years ago. If you’re seeking integration across channels and across multiple agencies, brand expression — how a brand behaves — is a crucial ingredient to add to the mix. Most brand guidelines need an update; in addition to classic topics such as logo, color, grid, type and imagery, brand guidelines now need tone, motion, principles and media usage. Plus, even classic identity elements need to be expanded; we need an extended color palette on the web, and we need more flexible guidelines that still differentiate a brand but are updated to the modern media environment.

6. Don’t assume advertising equals brand.There’s big competition right now for who stewards the brand. In many cases, and rightly so, it’s the advertising agency whose legacy includes brand planning and whose retainers and rigor puts them in the driver’s seat. But it’s also true that digital agencies — whose work crosses lines, who understand collaboration and who are closer to the consumer and all the marketing touch points — can help steer a brand. Because things change fast we just may find ourselves changing our minds fairly quickly about who’s leading.