Produced by Barnhart Communications, the agency of record for the Wyoming Office of Tourism since 1998, the “Roam Free” effort is an expansion of the award-winning “Forever West” brand positioning and platform launched in 2006 with the “Reflections” campaign.

“The authentic western adventure message that we have been delivering over the past few years has resonated extremely well with consumers,” said Darren Brickel, associate creative director for Barnhart. “We’ve discovered that people have a deep emotional connection with what Wyoming has to offer as a vacation destination.”

Set against a backdrop of Wyoming’s awesome, untamed, rugged and wide-open spaces, the commercials show a place that hasn’t been compromised by the craziness of everyday living. Combining the majesty and beauty of the place itself with the solitude and peace of mind sought by many, the campaign sets out to harness a basic human truth about personal discovery, adventure and individual freedom.

“There’s still part of all of us that aches to roam free and the new campaign gives people permission to do just that, in a place that encourages it – Wyoming,” Brickel added.

The spots – “Anthem” and “Boundaries” – will run through the 2011 season in 13 markets, including Chicago; Denver; Kansas City; Madison; Milwaukee; Minneapolis; Oklahoma City; Omaha; Portland, Ore.; Salt Lake City; St. Louis; Tulsa and Wichita.

The print campaign launched at the beginning of March with three, four-color ads appearing in national and regional publications including Family Fun, Parenting (School Years Edition), Whole Living, Working Mother, Cooking Light, More, Backpacker, Arthur Frommer’s Budget Travel, Outside, Shape, Condé Nast Traveler, AARP, History Channel, Sunset, Smithsonian (55+ edition), Midwest Living and Audubon.

I’d like to share some observations on how to improve the chances of getting “great” creative work. For purposes of our conversation, “great” advertising is defined as advertising that generates sales results in the present, while building brand equities, imagery and reputation for the future.

These observations are based on my collective experience as both an adman and a client. In fact, quite a lot of the thinking was done at Kraft Foods in the advertising services group, since those of us in the unit were charged with stewarding and advancing the advertising work of the company. So, these observations have the benefit of many good minds and perspectives. And, they have been confirmed many times over by my experience at Barnhart.

The principles are based on several key insights. One is that some clients consistently get better advertising than others, even from the same agency. And, the second point is that those successful clients share a set of principles that maximize the chances for “great” advertising. They essentially are the same principles that can be used with any creative resource or in any creative pursuit.

The following thoughts are primarily directed to clients—or people who manage an agency or external resource towards excellence in some creative form.

1. Believe in the power of advertising. This is critical. You must consistently show the agency you believe it. Don’t assume they know it. You should convey that you expect something significant to happen to your business as a result of achieving superb advertising. You should give advertising or whatever creative area you are focusing on a high priority. Demonstrate an interest in learning more about advertising and an openness to explore new things. And extend that curiosity to better understanding your consumer or customer. This may mean opening up your own life to experiences that keep you in touch.

2. Build a partnership with the agency. Respect their expertise. Value their judgment. As someone once said, “Don’t buy a dog and bark yourself.” Understand the unique role that an agency can play on your business, recognizing they bring a different perspective and different talent to that business. Involve the agency in your business and provide them necessary information. Ensure common purpose. Give clear direction. Supply honest, direct and timely feedback. And, make sure the agency knows what you expect of them.

3. Demand excellence. In advertising or any creative project, your agency generally will reach as high as your expectations. Make sure you set a high standard. Ask for it, demand it, enthusiastically commit your time and budget to it. You have every right to expect your agency team will present only work they passionately believe to be great work. But, this requires creating a positive environment that encourages this excellence—one that nurtures and supports original thinking and creative expression. An important aspect is to keep the creative approval process as simple as possible.

4. Demonstrate courage. There often is an element of uncertainty associated with “great” advertising. It usually is out of the ordinary. It may break rules. And this involves risk. You can’t take risk without demonstrating courage. And, sometimes, it means fighting for work when others may not be in agreement.

5. Let your “humanity” show. Advertising or any other form of creative communications is a very human product—that should make an emotional connection with the intended audience. Infusing some humanity into the development process will help produce “great” work. Get to know your creative resources. Be enthusiastic about them and their craft. React to their work as a person, not as a manager or executive. Smile, frown—even laugh. Treat the creative product with care and respect—but also with honesty. You’re not only nurturing an important creative product, but also a human relationship.

The good news is that most people—client and agency people, alike—want “great” work… and know when they’ve got it. Hopefully, these principles will improve your odds of getting it.

Good luck in your pursuit!

There is good news, however. The Travel Promotion Act of 2010 is now being implemented and a pool of around $200 million will be created through collecting a $10 fee from visitors (who aren’t required to get visas). Now we’re talking.

The Corporation for Travel Promotion has been formed, a board of directors named and an international campaign titled “Destination America” will begin later this year. A select group of travel industry leaders make up the board, including our client, Diane Shober, director of the Wyoming Office of Tourism.

This is all good stuff. Hopefully, the board will take the time to listen to foreign travelers and determine the reasons why they’d be interested in visiting America. Listen carefully, because the reasons we think compelling may not resonate with international travelers.

I recently returned from a wonderful trip to Egypt and Jordan (right before all the “happenings” in Cairo). We intentionally traveled with an Australian adventure tour operator. When I mentioned the upcoming “Destination America” effort, they were intrigued. But they also hoped the campaign would feature things like National Parks, the cultures of the “indigenous” and what the people of the “states” are really all about. One retired Aussie zookeeper emphasized that he hoped things that he considered “culturally uninteresting” would not be featured. You can guess for yourselves what you think those are. Here’s another tip, though. Some of them are what we Americans claim to be our “leading destinations and attractions.”

“Hummus Catches On in America (as Long as It’s Flavored)”

“Garbanzo Mediterranean Grill inks first franchise deal”

“Fast Food Goes Upscale”

“Garbanzo Mediterranean Grill is expanding to the East Coast”