NJCI Insights | Making creative count
TL:DR Creativity is key to driving success in licensing, yet our NJCI survey, revealed that many creative teams struggle to demonstrate their value due to a lack of metrics, leading to their roles being undervalued and seen as purely executional.""
Why measuring creativity matters in Licensing: Insights from the NJCI survey
Not Just Colouring In is all about repositioning creativity to be recognised as a key driver of success in licensing, not just a cost to manage. As part of the Not Just Colouring In (NJCI) 2024 survey delved into this topic, uncovering some surprising insights from licensing industry professionals working in creative roles.
The problem: creativity seen as a cost
NJCI started as a conversation Skew’s MD, Oliver Dyer, had during the pandemic which led him to interview 30 rights owners. Surprisingly, only one of these companies had started a project with a clear ROI target and then measured the results. Instead, most were focused on building better relationships with licensees—an important goal, but one rarely made explicit from the start. There was little emphasis on tracking creative success or failure, leaving creativity perceived as merely a cost.
Historically, many businesses have failed to implement effective metrics when briefing projects or reviewing their outcomes. As a result, creative work is treated as a cost centre rather than the profit driver it can be. Imagine the potential if creativity’s impact was properly tracked and measured: creative teams could be celebrated for generating tangible value rather than being seen as an expense.
What the NJCI survey revealed about creative effectiveness
To dig deeper into this issue, we posed a key question to licensing professionals working in creative roles:
“On the whole, I’d say the companies I have experience of: track, measure, and share the impact of creative.”
The average response was a lacklustre 5.1 out of 10. Unsurprisingly, we found that many professionals were unable to demonstrate the effectiveness of their work because these metrics simply weren’t being tracked. This represents a significant, yet largely ignored, problem in the industry.
Those in the “meh” zone—scoring around the midpoint—are often unaware of what’s being tracked or why. This gap in knowledge makes it difficult for creatives to feel valued and included in broader company strategies. Without data to showcase the value they generate, creatives can struggle to advocate for their ideas in budget discussions or demonstrate their strategic importance.
Recommendations for leadership: How to measure creative impact
To address this issue, we urge companies to adopt a more structured approach to tracking and measuring the impact of creative projects. Here are some practical actions that leadership teams can take to make creativity a measurable and celebrated profit centre:
Ask the Right Questions: Start by asking within your department if anything is being tracked. If not, explore why. Creative teams need to demonstrate value to have a seat at the table during strategy, budget, and promotion discussions.
Set Defined Targets: Every creative project should begin with clear objectives, whether financial gains, brand enhancement, or another measurable outcome.
Implement Tracking Systems: Use tools and processes to measure the success of creative efforts, whether through sales, market penetration, brand recognition, or customer engagement tied to the project.
Regularly Review and Share Findings: After each project, review its performance against the set targets and share these insights with stakeholders. This will help cement the role of creative work as a driver of value.
By implementing these strategies, businesses can start to shift the perception of creativity from a cost base to a celebrated, value-generating function. For those eager to get started, we recommend checking out our guide: 14 Ways to Measure Brand Extension and Brand Licensing Impact here. Let’s work together to ensure creativity is given the recognition—and the resources—it deserves.
Creative leads:
You are not just colouring in if … you’re championing creativity as a measurable asset. Lead by example by setting clear objectives for your team’s creative work and tracking its performance. Advocate for creative projects that don’t just meet aesthetic standards but deliver quantifiable business outcomes, showing how your department drives revenue and enhances brand value.
Creative professionals:
You are not just colouring in if … you actively seek opportunities to demonstrate the impact of your work. Push beyond the brief by suggesting creative strategies that align with business goals, and ask for metrics to be tracked so you can showcase your contributions. Don’t just be part of the process—show how your creativity can lead to measurable success.
Interested in joining NJCI?
NJCI is committed to redefining perceptions of creative departments. We recognise the desire to shift from viewing these teams as simple cost centres to acknowledging them as vital contributors to profitability. The 2024 NJCI report marks the beginning of this change.
Sign up with NJCI here to access the report today. Within its pages, you’ll discover valuable insights from industry creatives, along with Skew’s strategic recommendations for the future.
