THE

ROADMAP
HANDBOOK
TBWA & BBDO
COPENHAGEN
This handbook is a working
document that will guide
and inspire you through
our Disruption strategy
®

and its implementation.

Step, by step, by step.
There are three cornerstone elements in play when
designing a Disruption® strategy.
The Convention, Disruption and the Vision.
This is a non-linear three step methodology first
introduced in the 90’s to TBWA, but how does it work for
us in Copenhagen and what is it really...
We’ve sliced and diced the process for it to be a tailor fit
here in our quaint little office, and we’re very excited to
unveil it to you!
 DISRUPTION
questioning status quo

feeding live events to the work

CONVENTION insight synthesis
market mapping
idea generation
audience tracking

brand dissecting

VISION
workshopping with the client

developing ideas, strategic direction

future edging
Our mission is to kill boring and crack cultural norms or codes.
We begin with Convention. This is the boxed-in customs that define
the brand or industry of our clients. Through this we discover the
accepted wisdom the consumer or brand is stuck in. This allows us to
grasp the status quo before unraveling or questioning it.
Then we need a Vision, which steers everything that the brand does.
Emerging cultural signals and mega trends frame the future world
our client brands will inhabit. They show what trends you want to
respond to and benefit from in the long-term. From this the pillars
and communication focal points are chosen.
For us to break Convention, and to move toward our Vision, we need
to conceive an idea that is as provocative as it can be. We call this
“the Disruption.” This is an original angle on the business that helps
untie Conventions it is trapped in and allow the brand to leap ahead
of the competition. Our process for developing this brilliant, one-of-a-
kind, anti-mundane, never seen and exciting idea is rather simple, but
requires time and dedication. A process of workshopping, exercising,
scenario building and testing all ideas.
Convention, Vision,
and Disruption: taken
together, these constitute
our operating system.
This is how we find
growth.
CONVENTION
What.
A Convention is synonymous with status quo, norms,
market mapping customs and codes. At the heart of a Convention ex-
ists an architecture, which is the structures, processes
audience tracking and frame – or the core routines – which the orga-
brand dissecting nization and its key reference points in a wider net-
work of competitors, customers and suppliers have
learned and embedded. This box is hard to break as
it is continuously reinforced by the environment.
Why.
The key in this step is identifying assumptions about
a market, consumer or cultural ideal and finding the
reality and innovation opportunity in that assump-
tion.
How.
The key points to identity are illustrated to the right,
how these are identified depend on the brief, bud-
geting and project. These points should then be
converted to actionable insights that can inform the
subsequent steps. This is a reference point for all fu-
ture communication design for the brand.
 INVESTIGATION
key points to identify in the report

Internal External
overview of industry standards and norms
business model : how do they create value?

competitor analysis: what are others doing?

internal hierarchies: flow of information and process

brand perception: what do customers think?

current vision, mission, and values

brand norms: what are the standard moves?

company goals

consumer habits: which trends are in play?

historical context: what baggage do they carry?

perception of employee attitudes and capabilities

VISION What.
The Vision is a defined idea of where the brand
future edging imagines itself in the future, creating longevity and a
clear definition of what the brand stands for.
business hacking
composing vision Why.
In a market where competitors are developing so fast
and the array of communications channels multiplies
almost daily there is a risk of getting lost on the way,
or scattering in all directions. Having a strong Vision
can prevent from coming up with off-track initiatives.
How.
Investigating the future situation of the market is
achieved through mapping the mega-trends of to-
day and tomorrow. These may affect the behaviour
or codes of the industry and assures that the end vi-
sion takes the changing nature of the market into
account. Designing the Vision is supported through
creating brand pillars, which are the core character-
istics that define the brand. These are translated into
communication points that can be used to refer to
when designing communications solutions.
 CULTURE
Mega-Trend
Mapping: Edging
cultural insights that are not
LOCAL IS NO THANKS TO plotted on a specific time axis. They
FAVOURED PACKAGING
are part of the larger cultural shifts
that change the ways of being and
knowing
CONVENIENCE
THE SHARING
IS KEY TO THE
ECONOMY
HEART
industry, audience and market
oriented

long-term
SOCIAL SOCIAL
MESSAGING ECOMMERCE

MEDIA

LIVE STREAMING
 Specific Example
each edge corresponds to a certain instance where
the trend is being employed. Demonstrating the
mega-trends as specific examples illustrates the
abstract movements more clearly, making them
more understandable.

MEDIA

How “fresh” is fresh?

Belgian supermarket chain Delhaize recently launched live streams from their local fruit produce
LIVE STREAMING grower. The brand created the campaign “Delhaize Live Harvest” to promote the freshness of fruits
and vegetables sold at its stores by broadcasting growing fruits and vegetables live on digital bill-
boards and online banners around the country.

Sometimes, it simply just doesn’t suffice to write copy about product freshness and short routes be-
tween harvesting and getting produce on supermarket shelves. This campaign is a good example of
the importance of brands of trying to be as authentic as possible.

Sustainability and high-quality are becoming more and more important for consumers, particularly
when it comes to what they put in their bodies. And while a lot of supermarkets promote that their
products are sustainable and fresh, how can customers really know that this is the truth? Brands like
Delhaize are turning Authenticity into a credible brand experience.
Brand Pillars
Communication Points

Working with Pillars

and Communication
Points
the pillars are the most defining and
core characteristics of the brand.
They are therefore the foremost
influence on the communication
points.
DISRUPTION
What.
Disruption is the process of being or staying competitive and
reactive in a market. This involves establishing the fundamental
cracking the codes
changes that must occur for a business to become disruptive or
insight synthesis innovative. Businesses must turnover their processes and look
idea generation for new ways to seize opportunities in the market. An element
live feed of looking out into the market to establish an overview of trends,
competitors and attitudes must be implemented in order to define
the Conventions. A Vision has been designed from those insights
through mapping future shifts and deciding on the pillars and
communication points. This is compounded into knowledge that
helps design a reaction or Disruption that shifts the architecture
and perspective of the business. From there communication
initiatives are activated, that is how Disruption is designed!
Why.
To break with convention, and to move toward our vision, we need
to conceive an idea that is as provocative as it can be. We call
this “the Disruption.” This is an original angle on the business that
helps untie conventions it is trapped in and allow the brand to
leap ahead of the competition. This is about designing a bridge
between the Conventions and the Vision.
Disruption Day
workshopping

ins
wh

igh
cross disciplinary teams at
if

tm
ex
er

ini
cis

n
scalable es

g
hone in
on one
trend
dreaming of new altern
ate
business models
scenario building
new product or service RADICAL
cs,
planning n a lyti INNOVATION testing and value
le, A
M obi assessment
Convention ial, torm
I ( Soc rains ow
findings on norms AC )b l n ers
SM d, IoT u ra g
u
ult trig

liz l
Clo

ca a
n c nd

di on
insights

e
i

ra nti
g a
kin ents

s & nve
a
b m
mo
om co DISRUPTION
Vision sd n
wi 0 oo

STRATEGY
mega-trends
18

brand points
How.
The most strenuous step in the process Disruption is a long very difficult as it defines the brand or
communications strategy. It must be sharp enough to create impact. And broad enough to carry a brand
through an entire market cycle.
What if exercises is a tool for workshopping a Disruptive idea. It involves coming up with ‘What If’ questions
that are completely unexpected and that prompt an exploration of the ideas and situation that the brand
is in. These are noted, discussed, mulled over and are a way of challenging the idea generation to be less
generic. It encourages a new perspective on problem situations and challenges the agency to take a more
exploratory route to the solution.
180o on the accepted wisdoms, is a discussion where one aspect of the business or communications is
completely altered. This should inspire radicalization and loosen the frame for what is possible. This moves
innovation and Disruption away from creating incremental changes to more radical ones.
The exercise of working with the insights is about turning information into insights that can guide the design
of the final solution. This is done by gathering the information and discussing how it can be used to influence
the business model, the communications or habits of the consumers, brand or competitors.
The process of monitoring media, cultural happenings and live events helps to inform the creatives on the
types of triggers and moments that are significant to the brand and its audience. By tracking, analyzing and
baking in this aspect brings the solution closer to the cultural now of the brand.
Throughout this process, teams should always be mixed. Both from the agency, business and even external
contributors at all levels. This ensures that the workshopping does not remain in the ‘box’.
Lastly, the scenarios are evaluated and built into scenarios for the teams to decide on.
 LIVE TRIGGER FEED
key process to integrate
a trigger is a specific cultural signal, often local, that points to a broader theme or
cultural shift, alternatively it can also be a happening that gains traction and hype due
to its relevance or humour - either way it should have happened in the last 24-48 hours

Types Open Briefing

REAL TIME
use unplanned triggers that happen in real-time flexible schedule

gather the D-Live team

trending topics / moments
go through all triggers
daily / hourly monitoring
select triggers relevant to the clients
PLANNED
predict opportunities for cultural moments brainstorm solutions / creative outputs
that will affect clients and audiences
open briefing summary
cultural calendar

monthly planning
 TBWA & BBDO
Bredgade 6, 3tv
1260, Copenhagen