8 Camden St. Suite 301
Toronto, ON M5V 1V1



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Pete Ross

The Power of our Network

Creative problem solving is all about shifting your perspective to find a hidden answer. Approaching problems with an open mind, and a flexible viewpoint, is often the best way to get to original solutions. This philosophy not only guides our creative product, it also guides our creative process.

Flexibility is part of our creative process.

At CO-OP, we believe in not only staying flexible creatively, but also operationally. This means that we don’t let our current staffing, size, or technical abilities limit our thinking.
By collaborating with our clients and focusing on their goals, we can put the the business strategy first and assemble custom creative teams to best suit the needs of the project.

We approach our work this way because all projects require different talents and skills during different phases. In the beginning of each project, there should be a focus on mapping out a strategy, analyzing the market and collaborating with the client on their needs. As the project moves into the creative exploration stage, writers, art directors and designers are most likely to beat the centre of the process. As the project moves closer to the execution phase, any number of skills will be needed depending on the approved creative direction. Instead of hiring permanent staff for all of these different disciplines, we simply focus on working with the right people at the right time.

We save time and money by working with the right people at the right time.

With the proliferation of project management tools, the ease of digital communication and lure of a flexible schedule, more and more creative talent are leaving the confines of traditional employment for the world of freelance. We’ve spent the last several years building our community of talent and exploring different ways to tackle marketing and communications problems. Not only is the talent pool is growing every day, but also the different kinds of talent required for projects is growing. I’m not sure how many Virtual Reality film specialists, game developers, musicians and visual artists are working in ad agencies these days. As the world of marketing moves further and further away from the traditional TV, Print and Radio campaign approach, we’ll surely be working with more and more talented individuals with ‘non-traditional’ skills.

It’s easy to think that the best way to keep up with culture is to hire staff to match new trends and new technology. But instead of chasing trends and trying to staff up for the next big thing in marketing, we focus on strategic thinking, big ideas and building the best possible team for each and every project.

The Freakonomics Podcast

Every Thursday I listen to the Freakonomics podcast as I walk to work. The radio show, created by economics professor Steven D. Levitt and author Stephen J Dubner, focuses on a wide range of topics as viewed through the lens of behavioural economics. Basically, how incentives makes people behave. It’s expertly produced, cleverly written and always provides insight into the odd lives we live. 

In a recent episode entitled, Should We Really Behave Like Economists Say We Do, the Freakonomics team looked at how people would act if they actually followed all the rules of behavioural economics. In other words, what would happen if people acted 100% rationally?

Most of us like to think of ourselves as fairly rational, but it’s safe to say that we don’t always follow perfect logic in our actions. We’re a complex species with plenty of mental and social entanglements that impact our every day actions and decisions. That’s an important thought to remember when we’re crafting marketing and communications to entice people to action. 

“How people think doesn’t always match up with how they will act.”

How people think doesn’t always match up with how they act. Likewise, it can be difficult to predict exactly what people will do, like, dislike, share, ignore or buy.
So, while planning a strategy by segmenting different target markets and analyzing data pulled from social listening (phew), don’t forger about the human being at the centre.
Whether looking at spending habits, trending topics, or what other brands are doing, don’t forget to digest the data and really look for a human insight. T
he best communications are made by being in tune with real people and their needs. In other words, instead of thinking about what your brand wants people to do, think about what people want from your brand. 

I encourage you to listen (and subscribe) to the podcast below to learn a bit more about how and why we make everyday decisions. Listening to the show might not help you act more rationally, but it could change the way you think about human behaviour. Plus, the podcast usually provides some interesting fodder for your dinner party.