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Retest the finished versions of all ads with more focus groups. Revise the ads as necessary, based on the research. Run the ads on TV. Re-retest the currently airing ads, making running changes if needed. Testing was a religion to Intel, just as Simplicity was to Apple. The reliance on focus groups was baked into the system, from start to finish. Research like this was a mandatory part of every marketing project—and it clogged up the works mightily. Intel had built a complete global research group into its organization, continuously testing campaigns all around the world.

The research people beamed with pride over some of their tests. In one, they would reduce a thirty- second commercial to thirty frames, one for each second.

The result was a graph that showed, second by second, how memorable the ad was. Going unnoticed was the fact that microanalysis of this nature was eating up time and money as it pushed the work toward mediocrity. Apple had it; Intel did not. Steve Jobs looked at pretty much everything with the idea of cutting it down to its essence, whether it was a new product or a new ad.

He had an instant allergic reaction to any suggestion that might add a layer of complication—like a focus group. For those who are forced to go through the focus-group process, having a partner on the client side who shares your values is the best way to prevent great ideas from being derailed. It created a groundbreaking ad called Sheet Metal. The entire ad featured human beings navigating the roadways in place of cars. We see the people who may one day drive them. Most car companies would probably have killed it as a result.

Fortunately, the agency never lost faith, and it had a client who was willing to overrule the research. The ad went on to achieve extraordinary success. Those who believe in Simplicity believe that good ideas need to be protected from those who would do them damage.

The best way to do this is to minimize the processes through which these ideas must travel. Give them one idea and they nod their heads. Give them five and they simply scratch their heads. Or even worse, they forget you mentioned all those ideas in the first place. Minimizing is the key to making a point stick. Though this is Common Sense, it may also be the most violated principle in marketing or any other business.

Strangely, some of the most brilliant people on earth sometimes need to be reminded of it. Even a certain someone who started that upstart technology outfit operating out of Cupertino.

At one agency meeting with Steve Jobs, we were reviewing the content of a proposed iMac commercial when a debate arose about how much we should say in the commercial. The creative team was arguing that it would work best if the entire spot was devoted to describing the one key feature of this particular iMac.

Steve, however, had it in his head that there were four or five really important things to say. It seemed to him that all of those copy points would fit comfortably in a thirty-second spot.

He decided this would be a good time to give Steve a live demonstration. Lee tore five sheets of paper off of his notepad yes, notepad—Lee was laptop-resistant at the time and crumpled them into five balls. Once the crumpling was complete, he started his performance. Steve caught it, no problem, and tossed it back.

However, he did appreciate the point. When we left the room, we had the go-ahead for a much simpler ad than the one Steve had in his head at the start. Sitting in an edit room looking at the final version of the first commercial in our new campaign, I got a horrible feeling in the pit of my stomach when I counted the things in the ad that we were asking our audience to absorb.

The spot itself had four titles spread throughout, each one stating a product feature. Then, at the end of the spot, it had not one or two but four screens containing titles and graphics that wrapped it up. At this moment, I wished Lee Clow could step in and throw his paper balls or, even better, Steve Jobs would show up and fire someone—except I realized that this particular someone might be me.

But there was no Lee or Steve in this room. Instead, there was a team of expert marketers from the client and agency, most of whom were giving this ad an enthusiastic thumbs-up. And that was understandable. There was at least one element in there to please every stakeholder, each of whom needed to see a certain message or logo flashed on the screen. Your message needs to be minimized from the start. People will always respond better to a single idea expressed clearly.

They tune out when Complexity begins to speak instead. The Inexplicable Urge to Obfuscate Minimizing is one good way to turn a complicated thing into a simple thing. This was terrific timing for Apple, because Vista was bombing and PC users were fleeing it in droves. It seemed like the perfect time to suggest to PC users that their best upgrade option might be to move to a Mac. So that I could more intelligently write the story, I had to immerse myself in the world of Vista.

My point of comparison was the Leopard upgrade, which was as simple as upgrades get. That version ran on every Mac and made available every advanced feature. Vista, on the other hand, was a madhouse. The least capable version was over 50 percent more expensive than Leopard, and the most advanced version was more than three times the price. On the Leopard side, the upgrade process was thoroughly minimized to make things better for the customer. On the Vista side, the upgrade process was difficult—seemingly to make things better for Microsoft.

But that was then and this is now. Surely Microsoft learned from its Vista experience and has created a different process for those purchasing Windows 7, right?

So the most capable version of Windows 7 now costs more than ten times the price of Lion. Minimizing the choices provides customers with a simpler path, a better value, and a happier frame of mind. It takes effort to cut out the layers of Complexity, sometimes tremendous effort—but as Apple knows, the payoff is a more honest and trusting relationship with customers.

That relationship has lasting value. Not a good recipe for long-term customer relationships. Of course, the time for Microsoft to do something would have been back at the very beginning, when its plan was just a few scribblings on a whiteboard. One can only imagine the effort it would take to set things straight now. The moral of the story: When in doubt, minimize. As many companies do when faced with tough times, Gil had authorized his marketing people to go looking for a new ad agency.

It would have taken forever. Steve would never tolerate such a big-company process. So he hit this process with the Simple Stick, killing it instantly. Steve wanted to keep this process very simple. He wanted to work with a small team of smart marketers he could trust. And in keeping with the spirit of Simplicity, he wanted to put the plan in motion. Right now. Lee then invited me to join, as we knew each other well and I had put in eight years working with Steve on NeXT.

That first meeting had an air of history about it, because Steve and Lee had become one of the more famous duos in advertising when they launched the original Macintosh—and here they were, ready to talk about joining forces again.

They shared a man hug and the meeting began. The biggest problem, of course, was the product line. He was going to make us work for it. There was a lot of excitement within Chiat about the idea of getting Apple back as a client.

The agency had been fired years before when Steve left Apple, and many in the ad industry had seen that as a great injustice, given the spectacular work Chiat had done over a period of years. This was a chance to set things right.

The Chiat team created some videos to explore possible directions for an Apple brand ad. It showed people taking down Apple signage, closing up shops, etc. Its point was that without Apple, the world would lose a powerful ally of creativity.

It was true, but not uplifting. The work we had already shared became the starting point for the Think different campaign that would play such a big role in the resurrection of Apple. The really crazy part crazy in a good way is that absolutely none of this would have happened had Steve not blown up the snaillike agency search in progress.

Simplicity is a big fan of context. Common Sense said it was time to accelerate the decision process and rely on his best available tool: a small group of smart people.

The Smart Timeline Project timelines come in several varieties. They can be leisurely, compressed, relaxed, or impossible. Though it may defy logic, the easiest way to screw up a project is to give it too much time—enough time for people to rethink, revise, have second thoughts, invite others into the project, get more opinions, conduct tests, etc. Leonard Bernstein captured this thought perfectly when he said: To achieve great things, two things are needed; a plan, and not quite enough time.

In my experience with technology companies, I found the perfect project time to be about three months. That was the amount of time it would take us to get from original briefing to final, finished work going live. Within that schedule we would develop ideas, share them with clients, respond to comments or concerns, and then move into production. Aim realistically high. It created a music player. The rest would come later. Never stop moving. The project begins on day one and should consume people from the get-go.

No time-outs allowed. Only when people are kept in constant motion do they stay focused with the right kind of intensity. Apple lives in constant motion, it never stops thrilling its audience, and it never lets things get old. As fantastic as its inventions may be, Apple only occasionally bites off more than it can chew. A refined sense of scheduling improved over many years is what allows it to pull this off.

Concentrating on building the best possible 1. But it clearly pointed the way toward different types of media and a new world of accessibility. Another good example is iPhone. The 1. The original idea was that Apple would support only web apps developed in Safari. Apple creates the revolution, then—while its competitors work to catch up to the 1. Whatever features might have been cut from the original idea become part of the starting point for the next iteration.

Year after year, as long as Apple continues to innovate, it has the opportunity to renew its leadership. Apple gets an interesting marketing advantage from these cycles as well. They feel obligated to point out that they have more megapixels, more USB ports, more whatever.

Meanwhile, Apple continues to market its products as it always has in an emotional, human manner, pointing out benefits rather than specs. Unless it currently has a breakthrough technology, Apple takes itself out of the spec-comparison game—and makes a more meaningful connection with its customers.

Of course, as Apple continues to dominate in a category such as music players or tablets, time is on its side. The longer people live with their iPad, for example, the more locked in they become with the iPad ecosystem of apps and accessories. Simplicity is hard to leave behind.

Thinking Different vs. Select two companies in the same industry, one devoted to Simplicity and the other burdened by Complexity. Give them the same project. Sit back and watch the fun. In two different agencies, at two different times, working with two different clients—Apple and Dell—I was part of two teams given identical assignments.

We were asked to create a new brand campaign. Not only that, but your customers keep coming back for more and tend to spread the good word to friends and family. Most important, a strong brand is like cash in the bank.

If you have a strong brand, as Apple does today, you can charge a premium price and people will line up to pay it. Profit margins are high. If you have a mediocre brand, the only way to attract customers is by lowering prices. Profit margins are low. This, of course, raises a question: If building a great brand is so critical, and big companies have the resources to invest, why is it that some are successful in building a loved and respected brand while others seem to struggle mightily and never gain ground?

Obviously there can be hundreds of factors. But there are certain fundamentals that have to be in place, organizationally and philosophically, if a company is to have any hope of success. You can walk the straight path of Simplicity or choose the dark, winding road of Complexity.

Here is a comparison between my two similarly conceived adventures in branding with Apple and Dell: Apple set out to create a brand campaign in Dell set out to create a brand campaign in Apple wanted to start its campaign immediately. Dell pondered a schedule that would take months.

Apple trusted a small group of smart people. Dell trusted a small group of incompatible people. Apple knew exactly who it was. Dell needed to figure out who it was. Steve Jobs was an active participant.

Michael Dell would look in when the project was complete. Apple took a month to conceive and create a campaign. Dell required a month just to talk about strategies. Apple ended up with the Think different campaign. Dell ended up with a stack of presentation boards stored neatly in a dark closet.

Dell should be given credit for taking a bold step. This was to be the first brand campaign in the history of Dell. Unfortunately, Dell had invited Complexity into the organization many years earlier. The two biggest divisions, Consumer and Commercial, had become separate kingdoms. One of the goals of the brand effort was to create a logo that would be acceptable to both divisions.

Dell formed a committee to manage the creation of its brand campaign. The Consumer and Commercial divisions were both represented—but they were represented by two sworn enemies. Their rivalry had previously become so intense, management had actually sent them to counseling. Each side was loath to grant concessions to the other. Steve laid out his vision, and all participants were aligned with it.

With the full participation of Steve Jobs, we made decisions quickly. As Dell discovered, a fractured, leaderless group without an urgent mandate is Simplicity-proof. Most agencies would consider having this document to be an essential first step toward creating an effective brand campaign.

If anyone had asked him to hand over such a document, Steve would probably have considered it big-company behavior anyway. Working with Dell was a different story. Had it been able to articulate its brand essence, we could have begun working on a brand campaign immediately. Like Dell, it started out setting the world on fire, then somehow lost its direction. While it was once the innovator and setter of standards, Microsoft has lagged behind as revolutions have swept both the smartphone and tablet categories.

This sad state is reflected in its stock price, which has been stagnant for over a decade. Efforts like these fall flat and leave people scratching their heads. When he joined the company, Brian truly loved his job. Like Apple, Microsoft understood the value of staying in motion.

It was brash too. The executive team knew it could execute faster and smarter than its competitors and considered this one of their great strategic advantages.

Brian loved this aspect of life at Microsoft because it was in such direct contrast to his experience with HP when he worked with its ad agency. He had observed that at HP, process had become more important than progress. It was the Department of Justice investigation of Microsoft that sucked the life out of the company over a two-year period starting in Fearful that it might run afoul of government investigators, the company became listless in its marketing efforts, with no clear direction forward.

At one point, an executive with responsibilities in community affairs stood up to speak her mind. She painted a picture of a great company unfairly tarnished by the press. The situation was frustrating to all of those who believed in the goodness of Microsoft and the value this company brought to the world. Her speech built to a crescendo. We need to help them understand what our values are. Are they written somewhere? Does anyone have them? From that point, it took Microsoft eighteen months to study itself, crystallize its values and decide what it stood for.

It had changed from a company that moved at light speed to a corporate behemoth that had somehow lost the ability to turn words into action. It was a frustrating time for Brian and his team. But things were looking up for Complexity, which saw its opening and went for it.

He turned to polling expert Mark Penn in Washington DC to develop a positioning that would counter the growing public image of Microsoft as a dangerous monopoly. If Microsoft wished to be seen as a softer, friendlier company, Penn knew that kids and puppies were slam dunks. Small business, yes. But kids and puppies, no. However, the marketing group had now been expanded by one—an outsider whose expertise was not in marketing—and things would never be simple again.

It was an all-star cast of extremists on both sides of the political spectrum, including Ralph Reed from the Christian Coalition and Victor Fazio from the left. He would mention the Industrial Revolution to make a point about the potential impact of NeXT technology in creating a new foundation for building software.

That mental connection between his new days at Apple and his former days at NeXT made me remember an experience at NeXT that I could only appreciate in retrospect. It was the summer of , at least a couple of years before Steve would start planning his way back to Apple.

In those days, NeXT was in a constant state of struggle—but at least it was supposed to be in a state of struggle. NeXT was a start-up trying to convince the corporate world that it needed a different kind of computer. Apple, on the other hand, had no good excuse for its sorry state. It had floated for a while after Steve had been driven away, but now the negative news stories were becoming much more frequent. In addition to the earnings hit, Apple was also announcing a restructuring plan that would result in 2, workers being laid off.

It was a devastating day for the once high-flying Apple, pushing the company closer to the brink. But I was wrong. Rather than giving Steve any kind of satisfaction, it took the wind out of his sails. He went silent and stared down at his desk. He was genuinely depressed. Instead, I saw a father sharing the pain of his child. And his return to Apple was one of the juicier Steve stories to appear in many years. It had a bit of everything: the rise and fall of a great American company, a deal worth tens of millions of dollars, some brewing alliances and conspiracies.

Without Steve to personally guide and inspire the company, it was simply running on fumes. Each new CEO had tried to reinvigorate Apple, but none came close. Apple was losing its identity as a creative force. Chiat was out and BBDO was in. And Hayden, bless his heart, allowed me to fulfill my dream of becoming a writer for Apple. Pretty soon, the whole place started to feel different.

The challenge facing Steve was almost unimaginable. He had returned to become the leader of a brand that had literally ignited the personal computer revolution but was now in danger of becoming irrelevant.

Even many who had once followed Apple religiously had given up hope. Steve needed to make the company command attention again. He needed to reanimate the spirit that had created the revolution of Macintosh. One can only guess how Apple might have fared had it decided to bring in some other CEO to tackle its problems. Normally, when a company is so close to disaster, management circles the wagons and insists on making whatever cutbacks are necessary to stop the bleeding while they figure out how to restore profitability.

He was so passionate about saving Apple, it was easy for the agency to get swept up in his plans —even if we had to go more on faith than on reality. We had a front-row seat to the famous Steve Jobs reality distortion field. As mentioned in the previous chapter, it was in our first meeting, when Lee Clow and Steve were just exploring the idea of uniting once again, that Steve laid the groundwork for what would become our first assignment.

He was clear that this was a perilous time for Apple, and that the company had been dying of neglect. The previous tenants did not understand the essence of Apple, nor did they have the vision that could restore it to health.

He believed that Apple occupied a very special place in the scheme of things, especially when compared to the IBMs and HPs of the world. If Apple was to disappear, he believed that those sacred values would be left without a champion in the computer category. So the non-Steve management had shied away from the idea of making any computer that might turn off the business leaders it was trying to woo. Totally out of character with the way the company had started, Apple was languishing in mediocrity.

Sales were down. He asked us to believe that Apple was going to return to greatness by making great products. That was a given. His design teams were already working on that. Our challenge as an agency was to project a positive image to the world and reintroduce the spirit of Apple.

Target-wise Apple needed to reach three different groups of people. Third, and every bit as important, were Apple employees. They were in serious need of some inspiration after years of bad press, a succession of ineffective CEOs, and a lack of innovative products. Despite the tough years, a lot of talented people had stayed at Apple because they believed in it, and they were just waiting for the chance to help make it great again.

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Our persona is ultimately how we relate to the world. Combined with our ego, shadow, anima and other intra-psychic elements it creates an internal map of the soul. As humans, we also have three names: the name that everybody knows, which is the public persona; the name of that only your close friends and family know, which is your private persona; and the name that only you know, which refers to your deepest self.

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