Tool · brief templates and checker

Better work starts with a better brief.

Five templates for the briefs companies write most, each with a worked example, plus the Brief-o-meter: paste a draft and see what is missing before anyone starts work.

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Creative campaign brief

Use this when you need an agency or in-house team to make advertising or content that changes what people think or do. It stops the most common failure: a brief that lists everything the brand wants to say, so the work ends up saying nothing. You will be forced to pick one problem, one audience and one thing to say.

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Background
- What is happening in the business right now that makes this campaign necessary?
- What have you tried before, and what happened?
- Which existing assets (films, photos, lines, research) can be reused?
Tip Write the background as if for a smart outsider who joined today. If it needs your internal acronyms to make sense, rewrite it.
See a worked example
Rasa Foods sells ready-to-cook millet mixes in Bengaluru and Pune. Repeat purchase is strong but trial has stalled since the 2025 launch campaign ended. The 2025 pack shots and recipe videos are reusable.
The one problem to solve
- If this campaign works, what single thing will be different?
- Is this a problem of awareness, consideration, trial, repeat or reputation?
- What would make this campaign a failure, even if people liked the ads?
Tip If you have written two problems, you have two briefs. Pick the one the business would pay to fix first and park the other.
See a worked example
Working parents have heard of millets but think they take too long to cook. Failure would be ads people enjoy that still leave them believing millets mean extra work on a weekday.
Audience
- Who exactly are we talking to? Describe one real person.
- What do they believe about this category right now?
- What do we want them to believe after seeing the work?
Tip A good audience line includes a moment, such as 'at 7.30pm with two hungry children' as well as an age range and city tier.
See a worked example
Neha, 34, works in HR in Pune, cooks dinner most nights and wants to feed her children better. She believes millets are healthy but fussy. We want her to believe a millet dinner is a 15-minute job.
Single-minded proposition
- What is the one thing we want the audience to take away, in one sentence?
- Why should they believe it, in one more sentence?
- What tone fits: reassuring, cheeky, authoritative, warm?
Tip Read the proposition aloud to someone outside marketing. If they cannot repeat it back after one hearing, it is still too long.
See a worked example
Proposition: a proper millet dinner in 15 minutes, from packet to plate. Tone: practical and warm, never preachy about health.
Proof and reasons to believe
- What facts, tests, awards or customer evidence support the proposition?
- Which claims have legal or regulatory sign-off already?
- What can we show rather than say?
Tip Only list proof you can document today. A claim that needs substantiation later will hold up production when legal asks for it.
See a worked example
Cook time of 14 minutes tested in our own kitchen on three gas hobs, documented. 4.6 average rating from 2,100 reviews on our own store. No health claims beyond the approved pack copy.
Mandatories and no-go areas
- What must appear: logo lock-ups, legal lines, pack shots, URLs?
- What must we avoid: competitor mentions, certain imagery, claims, words?
- Are there brand guidelines the team must follow, and where are they?
Tip Separate true mandatories from preferences. Every item you add here narrows the creative room, so keep only the ones someone will enforce.
See a worked example
Mandatory: pack shot, logo end frame, FSSAI-approved pack copy only. No-go: comparing with instant noodles by name, any claim about weight loss, imagery of children eating alone.
Deliverables, formats and channels
- What exactly needs to be produced, with sizes and durations?
- Which channels will carry it, and which matters most?
- Which existing assets should the team adapt rather than remake?
Tip List deliverables in priority order. If budget runs short, the team will know what to protect and what to drop.
See a worked example
Priority 1: two 15-second vertical films for Instagram and YouTube Shorts. Priority 2: six static posts. Priority 3: in-store shelf talkers for 40 modern trade outlets in Pune.
Budget range
- What is the production budget range, separately from media?
- Is the figure inclusive of GST and agency fees?
- Who can approve a change to the budget?
Tip Give a range. Teams who know the budget design work that fits it, which saves a round of revisions.
See a worked example
Production: 8 to 10 lakh rupees plus GST, including agency fee. Media is separate at 25 lakh. Only the CEO can approve spend above 10 lakh.
Timeline and approvals
- When must the work be live, and what fixed date drives that?
- Who gives feedback, who gives final approval, and who can say no?
- How many rounds of revision are planned?
Tip Name people. 'Marketing to approve' means nobody owns it; 'Priya Menon approves, Arjun has veto on claims' means somebody does.
See a worked example
Live 5 January 2027. First concepts 20 November. Priya Menon (Head of Brand) approves creative. Arjun Rao (Legal) can veto any claim. Two revision rounds.
How success will be measured
- What number will tell us this worked, and what is it today?
- When will we measure it, and from which source?
- What would count as a disappointing result?
Tip Write down the baseline before launch. Without today's number, any result can be called a success and nobody learns anything.
See a worked example
Trial: first-time buyers on our store, currently about 1,800 a month. Target 3,000 a month by end of February 2027, measured from Shopify. Below 2,200 is a disappointment.

PR and announcement brief

Use this before you announce anything to the media: funding, a new plant, a leadership hire, a partnership or results. It prevents the classic mistake of writing a press release about what matters to you and wondering why no journalist covers it. It makes you name the story a reporter would actually write.

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What is being announced
- What is the fact, in one sentence, with numbers and dates?
- Why now? What makes it news this week rather than any week?
- Is any part of it confidential until a set date?
Tip Strip the adjectives and see what is left. If the bare fact is not interesting, no amount of wording will make it so.
See a worked example
Vardhan Precision, a Nashik maker of EV motor housings, will open a second plant in Chakan on 12 February 2027, adding 220 jobs. Investment figure is embargoed until the opening day.
The story a journalist would write
- What headline would a business reporter put on this?
- What larger trend does it connect to?
- Who outside the company would a journalist call for comment, and what would they say?
Tip Draft the headline you hope to see in a newspaper, then check whether your release supports it. Most releases bury that headline in paragraph four.
See a worked example
Headline we hope for: 'Nashik supplier doubles EV component capacity as two-wheeler makers localise'. Trend: localisation of EV parts. Likely outside voice: an industry association representative.
Audience behind the media
- Who do we ultimately want to reach: customers, investors, recruits, government, the local community?
- What do they currently think of us, if anything?
- Which publications do those people actually read?
Tip Pick the audience first, then the media list. A national daily is the wrong target if the people you need read one trade magazine.
See a worked example
Primary: procurement heads at EV two-wheeler OEMs, who barely know us. Secondary: engineers in Pune we want to recruit. They read ETAuto, Autocar Professional and LinkedIn.
Key messages and proof
- What are the two or three messages, ranked?
- What proof sits behind each: numbers, customers, certifications?
- What must we never say, even off the record?
Tip Each message should survive being quoted out of context. If a single sentence could be twisted into a negative headline, rewrite it.
See a worked example
Message 1: capacity to supply 4 lakh housings a year. Proof: IATF 16949 certification for both plants. Never say: names of customers who have not consented to be mentioned.
Spokespeople
- Who will speak, and on which topics?
- Have they been media trained, and when?
- Who covers if the main spokesperson is unavailable on the day?
Tip Give each spokesperson a lane. The founder talks vision, the plant head talks jobs and capacity; nobody improvises on numbers outside their lane.
See a worked example
Founder Sameer Vardhan on strategy and investment. Plant head Rohini Patil on jobs, skills and capacity. Backup: CFO Ajay Kulkarni, numbers only.
Difficult questions
- What are the five questions we would least like to be asked?
- What is our honest answer to each?
- Is there any current issue, such as a dispute or layoffs, that a journalist might link to this?
Tip Write the answers before the event, have legal check them, and share them with every spokesperson. Silence on the day reads as hiding something.
See a worked example
Hard question: 'Are you moving jobs out of Nashik?' Answer: no, Nashik headcount grows by 30 this year; Chakan is additional capacity for new customers.
Materials and formats
- What does the press kit include: release, fact sheet, photos, video, bios?
- Who is shooting photos and B-roll, and are rights cleared?
- In which languages will the release go out?
Tip Journalists use photos they can download in ten seconds. Host a folder with captioned, high-resolution images and a plain-text release, no login required.
See a worked example
English release, Marathi version for Pune and Nashik dailies, fact sheet, six captioned plant photos, 90 seconds of B-roll, founder headshot, all in one shared folder.
Timing, embargo and approvals
- When does the news go out, and is there an embargo?
- Does anything need stock exchange disclosure or a partner's sign-off first?
- Who gives final approval, and who can stop it?
Tip If you are a listed company, or announcing with one, check disclosure obligations before anything goes to media. Leaks before a filing cause real problems.
See a worked example
Embargo until 10am, 12 February 2027. OEM partner must approve its name in writing by 5 February. Sameer Vardhan gives final approval; Legal can stop release.
Success measures
- How many pieces of coverage, in which named outlets, would count as success?
- What business outcome should follow: enquiries, applications, meetings?
- How will we track it, and for how long?
Tip One accurate piece in the trade title your buyers read beats twenty syndicated copies on websites nobody visits.
See a worked example
Success: coverage in at least two of ETAuto, Autocar Professional and the Pune edition of a national daily; 150 job applications in 30 days; five new OEM enquiries.

Rebrand brief

Use this when you are considering a new name, identity or positioning. It prevents the expensive mistake of changing the logo when the real problem is the product, the price or the sales story. The questions force you to separate what is broken about the brand from what is broken about the business.

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Why change now
- What has changed in the business, market or audience that the current brand no longer fits?
- What evidence do you have: lost deals, research, recruitment problems, confusion?
- What happens if you do nothing for two more years?
Tip If the reason is 'we are bored of the logo', stop here. Customers see your brand far less than you do and rarely share the boredom.
See a worked example
Sahyadri Controls began as a panel builder and now earns 60% of revenue from software. Prospects keep filing us under hardware vendors, and three software deals were lost in 2026 for that reason.
What must be true in the market
- What has to be true about customers and competitors for the new brand to work?
- Which of these are proven, and which are assumptions?
- How could you test the riskiest assumption cheaply before committing?
Tip List assumptions plainly and mark each as known or guessed. The guessed ones are where a rebrand quietly fails a year later.
See a worked example
Must be true: buyers will consider an Indian firm for plant software. Known: two global firms already hold that position. Guessed: that IT heads, not plant heads, now decide. Test with ten customer interviews.
What to keep
- Which parts of the current brand carry real recognition or goodwill?
- What do customers, staff and partners say they would miss?
- Which existing assets (name, colour, symbol, tagline) should survive?
Tip Ask your sales team and three loyal customers what they would miss before anyone sketches anything. Equity you throw away is expensive to rebuild.
See a worked example
Keep: the name Sahyadri, which customers trust and which has 22 years of search history. Open to change: the gear-wheel symbol, the tagline and the colour palette.
Audience and what they believe now
- Who are the two or three audiences that matter most, in order?
- What does each believe about you today?
- What should each believe in three years?
Tip Rank audiences. A rebrand that tries to win customers, recruits and investors equally will usually serve none of them well.
See a worked example
1. IT and operations heads at mid-size plants: see us as panel builders; should see a software partner. 2. Engineering graduates: barely know us; should see a modern product company.
Positioning and proposition
- In one sentence, what do you want to be known for?
- What can you say that a competitor cannot?
- What will you stop saying or doing as a result?
Tip Positioning means giving something up. If nothing is dropped from your offer or story, you have described an ambition.
See a worked example
Known for: plant software built by people who wire plants. Only we can say: our engineers have installed 3,000 panels. We stop leading with panel-building in sales decks.
Scope and deliverables
- Which of these are in scope: name, logo, colour, type, tone of voice, website, signage, packaging, uniforms, vehicles?
- How many touchpoints carry the current brand, and who owns the list?
- Is the change phased or a single switchover?
Tip Count physical touchpoints before you budget. Signage, vehicles, uniforms and printed stock often cost more than the identity design itself.
See a worked example
In scope: symbol, palette, typography, tone of voice, website, sales deck, LinkedIn. Phase 2: signage at two offices and 14 service vans. Name unchanged.
Legal and practical checks
- Has a trademark search been done in the relevant classes on IP India and in export markets?
- Are domain names and social handles available?
- Does the change affect contracts, invoices, GST registration or bank records?
Tip Run the trademark search before you fall in love with a design. A clash found after launch costs far more than a week's delay.
See a worked example
Trademark search in classes 9 and 42 via IP India public search, plus a check in UAE and Indonesia where we sell. Legal name and GST details stay the same, so invoices need only a new logo.
Budget and timeline
- What is the budget range for strategy and design, and separately for rollout?
- Is there a fixed date, such as a trade show or financial year start?
- Who approves each stage, and who can say no?
Tip Hold back at least a third of the budget for rollout. Many rebrands run out of money after the logo and leave a half-changed brand in the market.
See a worked example
Design: 15 to 20 lakh rupees. Rollout: 12 lakh. Unveil at the trade show in March 2027. MD Anil Joshi approves; the board chair can veto the symbol.
Internal launch
- How will staff hear about it, and before whom?
- What will you ask staff to do differently?
- Who answers internal questions in the first month?
Tip Staff should never learn about a rebrand from LinkedIn. Brief them first, explain the reason, and give sales teams the new story before customers see it.
See a worked example
Town hall a week before public launch, led by the MD. Sales team gets a new pitch deck and a two-hour session. HR head handles questions on email signatures and ID cards.
How success will be measured
- What will you measure in six and twelve months: awareness, enquiry mix, win rate, applications?
- What are today's numbers for each?
- What result would tell you the rebrand did not work?
Tip Measure the business problem you started with. How many people liked the logo tells you little. Sentiment about a new identity is usually mixed at first and settles.
See a worked example
Today: 18% of enquiries are for software. Target: 35% within 12 months. Software deal win rate up from 1 in 6 to 1 in 4. No change after a year means the problem was not the brand.

Product launch brief

Use this when a new product, variant or service is going to market and several teams need to move together. It prevents the launch that looks good on social media while dealers have no stock, sales has no pitch and customer service has no answers. It puts commercial readiness alongside the communication.

Download the Word file

The product in plain words
- What is it, who is it for and what does it cost?
- What does it replace or sit beside in your range?
- What is genuinely new, compared with what customers can buy today?
Tip Describe the product as a customer would to a friend. If you need technical terms, add them in a second sentence.
See a worked example
Tarang Pumps launches a solar water pump controller for small farms, priced at 18,500 rupees plus GST. It replaces our older manual starter and works with any 1 to 3 HP pump.
The one problem to solve
- What must this launch achieve in the first 90 days?
- Is the main barrier awareness, availability, price, trust or habit?
- What would make this launch a failure even if sales were on target?
Tip Name the barrier honestly. Launch campaigns usually assume awareness is the problem when the real one is that the product is hard to find or try.
See a worked example
Barrier: farmers trust what their dealer recommends, and dealers hesitate to stock new electronics. Failure: units sold but high returns because dealers install them wrongly.
Audience
- Who buys, who uses and who influences the decision?
- What does each believe about this category now?
- Where and when do they decide?
Tip In many Indian B2B and rural categories the influencer, such as a dealer, electrician or mechanic, matters more than the buyer. Brief for them explicitly.
See a worked example
Buyer: farmer with 2 to 5 acres in Marathwada. Influencer: the local pump dealer and electrician. They believe solar is costly and unreliable in cloudy weeks. Decisions happen before the kharif season.
Proposition and proof
- What is the one reason to choose this product?
- What proof backs it: tests, field trials, warranties, certifications?
- What claims are approved by quality and legal?
Tip Field evidence from a named district persuades more than lab numbers. Get permission to use real farmers' names and photos early.
See a worked example
Proposition: run your pump on sunlight with no change to your existing motor. Proof: six-month field trial on 40 farms in Jalna, two-year warranty, approved efficiency figures from internal testing.
Commercial readiness
- When will stock reach distributors and dealers, and in what quantity?
- What margin, schemes and credit terms apply to the trade?
- Is the product live in billing, with the correct HSN code and GST rate?
Tip Do not set a launch date until supply chain confirms stock in channel. A campaign that drives people to empty shelves damages trust with dealers too.
See a worked example
2,000 units in 120 dealers across four districts by 15 April 2027. Dealer margin 12% plus a launch scheme of one free unit per ten sold. SKU live in ERP by 1 April.
Channel and sales enablement
- What do sales teams, dealers and installers need: demo kits, leaflets, training, videos?
- In which languages?
- How will you train installers and check they are trained?
Tip Make one short demo video that a dealer can play on a phone at the counter. It will travel further than any brochure.
See a worked example
Dealer kit: demo unit, Marathi and Hindi leaflets, counter standee, 2-minute phone video. Installer training in four towns with a certificate; only certified installers can register warranties.
Launch communication and channels
- What are the launch moments: trade meet, press, digital, events, outdoor?
- What existing assets, such as farmer testimonials or past films, can be reused?
- What is the order of release: trade first, then public?
Tip Tell the trade before the public. Dealers who hear about a new product from customers feel bypassed and push it less.
See a worked example
Trade meet in Aurangabad on 5 April. Public launch 20 April with WhatsApp video, Marathi radio in four districts and wall paintings near dealer outlets. Reuse 2025 Jalna testimonials.
Customer service and after-sales
- What questions will customers ask in the first month, and who answers them?
- What is the returns and warranty process?
- How will complaints be logged and fed back to product teams?
Tip Write the top ten customer questions and answers before launch and give them to the call centre and dealers. Inconsistent answers cause more complaints than faults do.
See a worked example
Toll-free line in Marathi and Hindi with a 10-question script. Warranty registration by WhatsApp photo of the invoice. Weekly complaint summary to the product head.
Budget, timeline and owners
- What is the total launch budget, split by trade, media and production?
- What are the key dates and who owns each workstream?
- Who has the final go or no-go decision?
Tip Hold a go or no-go meeting a week before launch with a written checklist. If any stock, training or billing item is red, move the date.
See a worked example
Budget 45 lakh rupees: trade 15, media 22, production 8. Owners: Sales head Vikram for dealers, Marketing manager Sneha for campaign. Go or no-go call by MD on 13 April.
Success measures
- What will you measure at 30, 60 and 90 days?
- What are the leading signs, such as dealer orders and enquiries, before sales data arrives?
- What return rate or complaint level is acceptable?
Tip Track a quality measure alongside volume. A launch that sells fast but returns badly will cost you dealers for years.
See a worked example
90 days: 3,500 units sold, 100 active dealers reordering, return rate below 3%. Leading sign: 300 WhatsApp enquiries in the first fortnight.

Film and video brief

Use this for any film, from a 15-second reel to a corporate documentary. It prevents the most expensive mistake in video: deciding what the film is for after the shoot, when nothing can be changed without paying for a second one. The questions settle purpose, length, cut-downs and approvals before anyone books a crew.

Download the Word file

Purpose of the film
- What should a viewer think, feel or do after watching?
- Where in the buying or hiring journey does it sit?
- What would make this film a failure, even if it looked beautiful?
Tip Write the action you want in one line. 'Book a demo' and 'feel proud to work here' need very different films.
See a worked example
Kaveri Valves wants procurement engineers in the Gulf to shortlist us for desalination projects. Failure: a polished factory tour that never shows our valves working in salt water.
Audience and viewing context
- Who is watching, and on which device?
- Will they watch with sound on or off?
- How much time will they give it in that setting?
Tip Assume sound is off on social media and design for it with captions and on-screen text. Assume it is on at events and in sales meetings.
See a worked example
Engineers on LinkedIn, mostly mobile, sound off. Also played by our sales team on laptops in client meetings, sound on, full attention for about two minutes.
Core message and story
- What is the one thing the film must say?
- What is the story structure: problem and solution, a day in the life, a customer journey, a demonstration?
- Who is on screen: staff, customers, actors, nobody?
Tip Real customers and staff are more believable than actors in B2B films. Get written consent and release forms signed on the day.
See a worked example
Message: our valves last twice as long in seawater. Story: a plant manager in Oman walks through a five-year-old installation. On screen: the customer's plant manager and our service engineer.
Proof on screen
- What can be shown rather than claimed: tests, data, before and after?
- Which claims are approved, and who signed them off?
- Are there client names or sites that need permission to show?
Tip If a claim cannot be shown on camera, it probably needs a source on screen. Agree the wording with legal before the script is locked.
See a worked example
Show: valve cross-sections after five years in service, test rig footage. Claim approved by Quality head. Client site filming permission obtained in writing.
Length, versions and formats
- What is the main film's length?
- Which cut-downs are needed, at what lengths and aspect ratios?
- Which languages or subtitles are required?
Tip Plan cut-downs before the shoot so the crew captures vertical framing and short self-contained moments. Reframing afterwards often loses the shot.
See a worked example
Main film 2 minutes, 16:9. Cut-downs: 30 and 15 seconds in 9:16 and 1:1. English with burnt-in captions; Arabic subtitles for the main film.
Mandatories and no-go areas
- What logos, end frames, disclaimers or music rules apply?
- What must not appear: competitor products, unsafe practice, confidential equipment?
- Is there existing footage, music or graphics to reuse?
Tip Check safety on screen. A worker without a helmet in your film will be noticed by exactly the engineers you are trying to impress.
See a worked example
Mandatory: logo end frame, website. No-go: any person without PPE, any competitor valve visible, the client's control room screens. Reuse our 2025 test rig footage.
Production details
- Where will you shoot, and what permissions are needed?
- How many shoot days, and what are the fixed dates?
- Who from your side attends the shoot and can make decisions on the spot?
Tip Send one person with authority to the shoot. Decisions referred back to head office by phone cost crew hours, which are the most expensive part of the budget.
See a worked example
Two days: one at the Ranjangaon factory, one at the client site in Sohar, Oman. Site pass and drone permission requested. Marketing head Farah Khan attends both days and can approve changes.
Budget range
- What is the budget range, and does it include travel, music licences and GST?
- Is the music licensed for paid advertising as well as organic use?
- What happens if a reshoot is needed, and who pays?
Tip Ask what music licence covers. A track cleared for organic social media may not cover paid ads or event screenings, and fixing that later is costly.
See a worked example
12 to 15 lakh rupees plus GST, including Oman travel and a stock music licence for paid digital and events. Reshoots due to our changes are at our cost.
Approvals and timeline
- Who approves the script, the rough cut and the final cut?
- Who can say no at any stage?
- When must the final files be delivered, and for what event or date?
Tip Approve the script properly. Changing the story at script stage costs a meeting; changing it at rough cut can cost a second shoot.
See a worked example
Script approved by Farah Khan by 15 December. Rough cut 20 January, final 5 February 2027 for the Middle East trade show. MD can veto final cut.
How success will be measured
- Which numbers matter: completion rate, enquiries, use by sales teams?
- What is the baseline from previous films?
- How will sales teams report its use in meetings?
Tip For B2B films, ask sales how often they use it in meetings. A film watched by 200 right buyers can beat one with 200,000 views.
See a worked example
Target: 40% completion on LinkedIn for the 30-second cut, used in 50 client meetings in three months, 10 enquiries citing the film. Previous film: 18% completion.

Brief-o-meter

Paste a draft. See what is missing.

It looks for the ten things every good brief answers. It reads words, not meaning, so treat it as a second pair of eyes, not a judge. Your text stays on this page and is never sent anywhere.

Your brief

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What a brief is for

A brief is a decision written down. It tells the people doing the work which problem matters, who it matters to and what would count as success, so they can spend their time solving it rather than guessing. The most common failure is not a short brief; it is a brief that lists everything the company wants to say, so the work ends up saying nothing.

How to use the templates

Pick the closest template. If your project is a launch with a film, start with the launch brief and borrow the film sections you need.
Answer in plain words. Write as if for a smart outsider who joined today. If a sentence needs your internal acronyms, rewrite it.
Leave blanks honestly. “We do not know yet” is a useful answer. It tells the team where research is needed.
Get one person to sign it. The person who owns the result should agree the brief before any work starts. It saves the most expensive conversation of all: the one after the work is done.
Run it through the Brief-o-meter. It flags missing parts in seconds. It reads words, not meaning, so a green tick means the topic is there, not that the answer is right.

About the examples

Every worked example uses an invented company so you can see what a good answer looks like without anyone’s confidential details. The Word files are free to copy, change and share inside your company or with any agency, including ours.

Brief questions

Before you send it.

How long should a creative brief be?

As short as it can be while still answering the ten questions in the Brief-o-meter. For most campaigns that is one to two pages. Long background sections can sit in an appendix.

Should a brief include the budget?

Yes, at least as a range. A budget is a creative constraint, not a negotiating secret. Without it, teams either over-design ideas you cannot afford or play safe for fear of overshooting.

Is my brief text stored when I use the Brief-o-meter?

No. The check runs in your browser. Nothing you paste is sent to us or saved.

Can I use these templates with another agency?

Of course. A better brief makes every agency better, and that is the point.

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Better work starts with a better brief.

Creative campaign brief

Background

The one problem to solve

Audience

Single-minded proposition

Proof and reasons to believe

Mandatories and no-go areas

Deliverables, formats and channels

Budget range

Timeline and approvals

How success will be measured

PR and announcement brief

What is being announced

The story a journalist would write

Audience behind the media

Key messages and proof

Spokespeople

Difficult questions

Materials and formats

Timing, embargo and approvals

Success measures

Rebrand brief

Why change now

What must be true in the market

What to keep

Audience and what they believe now

Positioning and proposition

Scope and deliverables

Legal and practical checks

Budget and timeline

Internal launch

How success will be measured

Product launch brief

The product in plain words

The one problem to solve

Audience

Proposition and proof

Commercial readiness

Channel and sales enablement

Launch communication and channels

Customer service and after-sales

Budget, timeline and owners

Success measures

Film and video brief

Purpose of the film

Audience and viewing context

Core message and story

Proof on screen

Length, versions and formats

Mandatories and no-go areas

Production details

Budget range

Approvals and timeline

How success will be measured

Paste a draft. See what is missing.

What a brief is for

How to use the templates

About the examples

Before you send it.

Let's make you impossible to ignore.