Summary
This presentation discusses research using the IPA Databank of case studies, identifying drivers of effectiveness over the short and long term. This is a crucial issue for marketers, as short and long term effects are different - and short and long term optimised strategies achieve different results. Among the findings are that both pre-testing and real-time evaluation promotes short-term success but reduces long term effectiveness. Instead, the authors recommend that short term metrics need to be balanced by long term metrics such as price sensitivity and emotional brand equity.

Summary
This summary from the Advertising Research Foundation offers an overview of recent research and debate related to the topic of cross media synergy.

Summary
This chapter of the IPA's Datamine report, New Models of Marketing Effectiveness, discusses how the IPA has analysed its Databank of case studies, and how four different models of organisation that have been identified. 1) Campaigns which show no level of integration – either because they only use one media channel, or because they are genuinely unorganised, with radically unconnected executions; 2) Campaigns which are integrated in the traditional 'matching luggage' sense or share a strong common executional idea – advertising-led integration; 3) Campaigns organised more loosely around a brand idea, described as showing brand idea-led orchestration; 4) Campaigns organised loosely around some form of consumer participation or experience, described as showing participation-led orchestration.

Summary
This chapter from the IPA's datamine report, New Models of Marketing Effectiveness, reviews the development of the communications landscape over the past decade from two points of view: how consumers have consumed media and how advertisers have made inter-media choices. The emergence and evolution of integration is charted and the extent to which the media landscape has really undergone fundamental change is considered. Five key features are 1) we have more, and increasingly sophisticated, hardware with which to consumer media; 2) we have much more control over when and where media is consumed; 3) media time remains constant bar the internet; 4) web consumption of content, produced by traditional media owners, is increasing; 5) more media is being consumed overall, together with a rise in simultaneous media consumption. Advertisers have responded by shifting from traditional to digital formats like social media, with TV, cinema and out-of-home remaining stable but radio and print seeing dramatic declines in share.

Summary
This article shares some of Millward Brown's experiences in evaluating integrated communications. Its cross-media studies usually include three to four media with a digital component. A range of solutions is needed to fit a client's needs, both from within existing brand tracking programmes and via tailored studies. However, the same best practice is followed in all cases. A clean baseline read of people's awareness and attitudes in the absence of any campaign exposure is essential. It is also vital to account for a medium's audience predisposition to the brand, to split apart the value of the medium's natural audience profile from the power of the client's communications.

Summary
Integrated channel planning is more than a dry, technical view of when and where to reach a consumer and shopper target, through-the-line, It should be one of several inputs, alongside the idea, the objectives, tasks and category trends. In any case, there is no such thing as 'the right connection point or touchpoints to use'. Effective results will come from how an idea interplays with touchpoints, and the way they are used. This is the nub of 'Connection Point Insight'. Truly understanding the context when and where we can most influence and affect the consumer in the category, through the line, across consumer, shopper and influencer dimensions. For example, when the consumer is at home in the kitchen, thinking about their meal, their fridge might be a critical point of influence in planning their next shop.

Summary
Integrated channel planning in Asia faces region-specific challenges. Syndicated media usage products let us go beyond broad demographic targeting, category usage and very generalised lifestyle and/or psychographic statements. This is enough to find broad media touchpoints but is not enough for detailed targeting. A second challenge is the way marketers and clients are structured. Integrated channel planning requires cross-agency collaboration and involvement of all relevant agencies from the outset. However work for Clear shampoo and HP/Intel shows that integrated campaigns are possible. HP/Intel's popular Make IT Happen, Harper videos followed the office adventures of IT worker Harper, but were localised to specific Asian territories, such as China, Taiwan and Korea, with different actors and styles in each.

Summary
Individual brands are at different stages of evolution within the Paid Owned Earned media model. The more progressive have been developing and investing primarily within the Owned space. They may have already developed offline and online consumer destinations, developed interactive relationships with consumers, and galvanised significantly sized social communities. More progressive brands have also developed Earned spaces to provide multiple platforms for consumers to like, comment, share, curate and create, to turn up the volume on buzz and word-of-mouth. High street brands have been among the fastest to invest in Owned and Earned assets. For Paid Owned Earned to succeed, integration in its fullest sense is required.

Summary
New analysis of the IPA Databank of case studies in effectiveness reveals that it is the number of marketing channels and their usage, not their integration around a core advertising idea, that delivers hard business success. The new 'message and idea-centric' segmentation of the IPA Databank revealed that campaigns where there was actively orchestrated integration of channels around a unifying idea worked better in achieving soft business effects, such as brand awareness, image and fame. Campaigns with little or no integration around a central communication idea appeared better at delivering hard business success, such as sales, profit and share gains.

Summary
Technology and the digitally-empowered consumer have changed marketing and communications almost beyond recognition. To adjust to this changing landscape, it is crucial that innovation lies at the heart of how brands behave, more closely integrated with what they say. Planners need to be able to continuously evaluate communication in response to market developments and to take advantage of the insights offered by the wealth of available data. APIs (application program interfaces) mean it is now possible to connect multiple data sources so their value can be extracted easily. It's increasingly possible to understand the contribution of individual media in much greater detail, and virtually in real time.