When a client calls M&CS to discuss a job, it sets into motion a process of discovery. You may say, for example, “our group is so unique and complex we really need a distinct logo.” We always begin by asking questions, the first is usually “why.” This may lead to us asking what you hope to achieve and how the new logo will contribute to that. You will educate us and 20 questions later, the discussion ends with a new understanding on both our parts and a plan to achieve those desired results—with or without a new logo.

We start with “why,” and then some of the following questions are:

  1. What are your specific measurable goals, and how will you know when you've achieved them?
  2. Do you have data to support your plans, or a method to get some data
  3. Who are the prospective targets of your communication? What do they think of you now if anything and what do you want them to think? What do they do for a living and how much money do they have? What media do they consume?
  4. What are you prepared to spend on these measured results? What is the dollar value of a generated lead, given conversion rates and return? What is the relationship management plan for lifetime value?
  5. Are there unique challenges, ones that would not be obvious to us—such as seasonality or competitive positioning—that will affect the process?

The discussions around the answers to these questions help us to use your knowledge and efficiently develop a smart strategic plan and a powerful creative brief. This is the Rosetta stone for all the work that follows, and this is where the negotiations take place. Together, we will revise the creative strategy until it is completely informed, targeted and useful. The university has elected to underwrite this part of the process, therefore there is no charge for strategic planning because it is too important.. Our focus is on getting the strategy right at the beginning so the finished product will accomplish both long- and short-term goals in an efficient, cost-effective way, and will also draw on and add to the overarching strategy of the university as a whole.

For us customer satisfaction is a function of managed expectations and measurable results, and that means no surprises.