They thought they wanted louder. The data wanted relatability.
Five commercial concepts, one production deadline, and a shared instinct that sour candy should go big. The concepts that won were the ones that started somewhere ordinary.
Five concepts, a production date, and an instinct in the room that everyone found reasonable: this is sour candy for a young audience, so go big.
Make it loud, weird, extreme. The more outrageous the sour reaction on screen, the more memorable the ad. Nobody in the room had a reason to doubt it.
With the date fixed, the job looked like picking a winner from the five. That is a smaller question than it appears, because it accepts the premise all five were built on.
Test the five, pick the most attention-grabbing, produce it. That optimizes for spectacle, and spectacle was not what moved people.
A ranking tells you which concept won. It does not tell you what all five were getting wrong together, and that was the more expensive question.
Everything hinged on where a concept started.
The pattern cut against the instinct in the room. The abstract executions scored lowest; the elegant ones did not register as the brand at all. Relatability was the engine. Absurdity was only the accent.
The question on the table: which of these five is the winner?
Does the brand need to get more extreme, or more recognisable?
The research did more than pick a winner. It corrected the premise all five were built on. Take something from people’s actual lives and push it one absurd step, rather than starting from absurdity and losing them there.
Testing the work, or testing the premise?
No lengthy brief required. If you know the decision you’re trying to make, that’s enough to start.