A survey, conducted by the the Association of National Advertisers, (ANA) found only 21% of marketing leaders were satisfied with the performance of their global marketing strategy and just 22% were satisfied with how their global marketing is co-ordinated. The task of managing and executing a multi-market brand launch is a formidable one but the ANA had this advice for brands up for the challenge:
The growth of purpose-driven marketing is prompting more brands to align with a social movement or a particular cause. Such movements seek to improve individuals' lives, often putting education and empowerment at the heart of the strategy.
Bridget Angear, head of planning at AMV outlines 10 ways to start a movement, her tips include: finding an enemy to take a stand against, build a noble purpose that essentially helps to make the world a better place and ‘build around sparks’ i.e. leverage existing events to gather momentum.
Echoing Angear’s view, Chris Thomas, chairman and chief executive officer of BBDO/Proximity in Asia, advises that a successful brand movement stems from motivation, which leads to ‘agitation’, which then leads to ‘explosion’. Thomas recommends advertisers consider the following:
Clients often come to us saying their innovation is not having the impact they want: they need more ideas, or fewer bigger ideas, or they need to get them out in to the marketplace much more quickly. When we dig in to their Innovation Value Chain1 we frequently diagnose that the obstacle is not where they first thought.
US research suggests that launching a new supermarket product typically costs $30 million to $50 million. The risks are high: around 70% of all new brands fail within three years.
The odds may be stacked against you but a review of best practice on Warc suggests there are several things brands should keep in mind:
So what examples do we have on Warc of brands that got it right? Here are five pieces we’ve pulled out that can help swing the odds back in your favour…
This blog by Rebecca Newman, Research Executive at MEC, explained how, using Media Z, MEC examined the audience perceptions of the popular US drama series Game of Thrones and True Blood.
Game of Thrones is an American fantasy drama TV series, which is an adaptation of A Song of Ice and Fire by George Martin. The series explores the issues of social hierarchy, religion, loyalty, corruption, civil war, crime and punishment. It has built up quite a following within the UK drawing 1.45 million viewers during its most recenlty aired episode (12th May 2014, DDS). The hit show airs on Sky Atlantic and on Sky1 and is in its fourth season.
What's the future of planning? A large question and – as Martin Weigel, head of planning at Wieden + Kennedy in Amsterdam pointed out in a Warc session at the Cannes Lions today – a question that makes a "large assumption". (You can also read all about our other Warc sessions, on the link between creativity and effectiveness, and exploring some of the world's smartest campaigns.)
Account planning has a near 50-year history – a fact many marketers forget. And, said Weigel, "what we also forget is that planning has its origins in a truly radical point of view" After all, it was due to planners being "fed up" with a lack of access to data and old-style techniques. But, today, planning has become "domesticated – the puppy dog of account management".
In yesterday's Warc session at the Palais des Festivals, part of the 2014 Cannes Lions International Festival of Creativity, we learned from a panel of planners about the ever-strengthening link between creativity and effectiveness in the ad industry. Today, we applied this theory to some practical examples – by telling the story of four of the world's smartest campaigns.
Lee Maicon, vp for insights at digital agency 360i, was on hand to discuss 'Daily Twist', for the Mondelez-owned Oreo cookie snack brand, while Amal El Masri, CSO of JWT in the Middle East and Africa discussed 'Fakka' for telecoms firm Vodafone. Also presenting were BBDO Guerrero CEO Tony Harris, who talked about 'It's More Fun in the Philippines' for the Filipino tourism organisation, and Hristos Varouhas of Whybin/TBWA, the man behind 'Car Creation' for insurance brand NMRA. The thing that unites all four of these campaigns is strong strategy and great business results – proof for which is in the multiple international effectiveness and strategy awards each has won.
So what were the secrets behind these campaigns? Read on to find out.
In news that will come as no surprise to anyone who has attended an ad industry event in the last 20 years, one of the most-discussed topics at the 2014 Cannes Lions International Festival of Creativity is how agencies and clients should best respond to consumers' changing digital behaviours. A fresh take on the topic came in an event organised by our very own Admap magazine in Cannes yesterday afternoon – which showcased and discussed brand-new digital advertising research from Google, the tech giant, ad agency network Ogilvy & Mather and market research firm TNS.
The standout finding – that consumers are 1.5 times more likely to choose brands that engage them on their passions and interests than items that simply urge them to buy the product being advertised – makes sense. But the wide-ranging discussion of the issues raised held at Google Beach, just off the Croisette, teased out many more pertinent issues that serve as a salutary warning to brands that hope to thrive in the digital age.
Last week I was working on a web-usability research project. Looking at the pros and cons of the various methodological approaches, I was struck, shocked even, by the cost differences between DIY, unmoderated software driven solutions and the consultative lab-based approaches.
The usability software products invariably offered scale – the ability to talk to larger numbers of users – flexibility, speed, all at a very low cost point. A $1.000 would buy quite a lot of raw recorded user experience data. Compare that with a lab-based, moderated qualitative approach: 8 to 10 in-person sessions could easily cost many times that amount.
"Data" versus "insights" – that seemed to me the dichotomy, with data immensely cheap or even free, in abundance, "insights" appearing extremely expensive by comparison.
I recall talking to James Elias, Google’s Marketing Director, at last year’s about the unprecedented pace of change we are seeing in the world and the implications for organisations. James’ view was that with the world moving so fast, if your internal pace of change is slower than the pace of change externally then you’re going to be in trouble, so you need to be focused and not get caught trying to do too many things. We believe it’s the customer experience that organisations need to be focused on above all else. Whatever the technological advances, it is this experience that builds meaningful relationships with the people behind the devices and will drive sustainable growth.