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The future of the agency: Transformation, collaboration and innovation
Stephen Whiteside, Event Reports, 4A's Strategy Festival, October 2013
This report details the findings from a series of interviews with marketing professionals, drawing out some of the key issues facing ad agencies.
This report details the findings from a series of interviews with marketing professionals, drawing out some of the key issues facing ad agencies. It discusses the issue of emerging competitors, as ad agencies are challenged by different types of companies, such as business consultancies and other business services: agencies will need to provide a more complete service. Innovation labs are thought to have limited usefulness; instead it is argued that innovation should be spread across organisations. Looking to the future, it is thought that service design will be core, and that simple storytelling and ideas will break through the confusion of digital advancement.
How antiplanning could transform agencies
Stephen Whiteside, Event Reports, 4A's Strategy Festival, October 2013
This event report discusses how agencies can improve their ability to withstand unexpected events by adopting an 'antifragile' strategy.
This event report discusses how agencies can improve their ability to withstand unexpected events by adopting an 'antifragile' strategy. This is a learning process whereby agencies learn from their mistakes and the mistakes of others to create a more robust business. Suggestions for being antifragile are to change the agency structure to invite some destabilisation into the organisation, specialise in nothing, use anger/annoyance as a motivator, don't take shortcuts, and have a forward-looking outlook to prepare for the future.
Agency management: Who manages who?
Deloitte, February 2013
This article examines client-agency relationships and provides advice and insights for clients to manage their agencies effectively.
This article examines client-agency relationships and provides advice and insights for clients to manage their agencies effectively. Marketing agencies are essential for business success. They are responsible for delivering the company's most valuable asset, the brand and are responsible for delivering the communications that drive business growth. Getting agencies right is critical. However, the agency world is huge, complex and ever changing. Managing agency relationships to ensure the right degree of control and creative flexibility is a tricky, but essential, balance to achieve.
The future structure of agencies
Tim Hipperson, Admap, November 2012, pp. 10-13
The advertising agency model is now entering its Third Wave. Integration will become a reality, driven by the growth in digital media consumption.
The advertising agency model is now entering its Third Wave. Integration will become a reality, driven by the growth in digital media consumption. Third Wave agencies will be able to marry traditional expertise with emerging technologies to create holistic solutions for clients. For brands, this will be an agency that can nurture customer communities, from delivering push communications to creating pull interactions and facilitating online conversations and listening to what customers are saying. The third Wave will result in the creation of agencies that are more connected. This article offers eight points to follow that form the blueprint for launching a Third Wave agency.
The Cross-Cultural Report
Jeffrey Bowman, Ogilvy & Mather, OgilvyCULTURE, October 2012
This report from Ogilvy & Mather makes the case for a new definition of the "new general market" which challenges accepted ways of marketing to both mainstream and multicultural or minority audiences in North America.
This report from Ogilvy & Mather makes the case for a new definition of the "new general market" which challenges accepted ways of marketing to both mainstream and multicultural or minority audiences in North America. It combines client interviews with analysis of the ways in which more than 100 brands have been marketed to Hispanic, Black, Asian American and LGBT (lesbian, gay, bisexual and transgender) audiences, and explains the business case for brands to apply cross-cultural strategies to appeal to consumers in a changed market environment. The report includes an explanation of how the Ogilvy & Mather Cross-Cultural Matrix can be used to help brands assess their cross-cultural position and develop a new approach towards building brand value and relevance.
Integrated marketing: Play for the team
John Rudaizky, Admap, July/August 2012, pp. 10-12
Integration means different things to different people, from integrated working practices to the 'matching luggage' approach to campaigns.
Integration means different things to different people, from integrated working practices to the 'matching luggage' approach to campaigns. In this article, John Rudaizky of WPP argues for the integration of ideas. He asserts that with the increasingly fragmented choices of media, the more complex array of specialist content creators and the speed at which the digital world demands delivery, old-world account handling or managing a single piece of strategic or creative content is an anachronism. He uses the example of Team Red, which was set up by WPP to exclusively service its Vodafone account on a global scale. The offering fuses a mix of more than 30 WPP companies, from insight to execution to deliver across a variety of campaigns across the world. The collaboration of insight at the very start ensures that a range of skillsets and opinions are melded into one seamless point of view. Rudaizky calls this 'inteamgration'.
Planning 3.0. - If you're still doing it in an agency, you're doing it wrong
Brian Millar, Admap, Commended, Admap Prize 2012
This article argues that if planners are to realise their true value, they need to escape their agency shackles and start up a creative consultancy modelled along the lines of management consultancies.
This article argues that if planners are to realise their true value, they need to escape their agency shackles and start up a creative consultancy modelled along the lines of management consultancies. The latter have risen with the growth of the knowledge economy so now, in the age of the creative economy, there is a huge potential for planning. Agencies can now charge for the value of their ideas, and not just for the process of producing advertising.
Planning the future: Make it Barça
Dan O’Donoghue, Adrian Ruiz-Mediavilla and Declan O’Reilly, Admap, Shortlisted, Admap Prize 2012
To consider the future of planning, this essay first relates the history of the development of the advertising agency.
To consider the future of planning, this essay first relates the history of the development of the advertising agency. The traditional agency is described in terms of a soccer team, with Pep Guardiola's Barcelona team compared to an agency that can take on multiple roles and work together, a necessary capability given the mass of data now available. The 'collective' business model is becoming the most prevalent and is taking the form of loose alliances between creative and digital agencies, with planners who can span all camps. Suggestions for the growth of this model are offered, including client service refocused around co-ordination across media and creative teams replaced by groups of specialists in certain media types.
Why Experience Architecture is the future of planning
Nick Hirst, Admap, Gold, Admap Prize 2012
Around 40 years after planning was invented, there are two philosophically different camps within the discipline, each competing to be seen as the most valuable.
Around 40 years after planning was invented, there are two philosophically different camps within the discipline, each competing to be seen as the most valuable. The divide is between 'conceptual' planners, who have their traditional home in creative agencies, and 'practical' planners, who traditionally live in media agencies. This essay argues that the great divide can and will eventually be crossed, thanks to what has already happened in digital agencies. The result will be a new breed of 'experience' planner, who will take their cues from the realms of user experience architects. These new types of planner will think about ordering smaller experiences, such as a click or reaction, into a coherent overall journey that results in a positive experience.
A Sherpa to the Summit: The valuable role of intelligence teams in planning
Jennifer Jamieson, Admap, Entrant, Admap Prize 2012
This essay argues that intelligence centers should and can be an integral part of an agency's strategic approach, acting as a seeker, store and provider of information and insight to the wider agency.
This essay argues that intelligence centers should and can be an integral part of an agency's strategic approach, acting as a seeker, store and provider of information and insight to the wider agency. Rather than being an overhead, such centers are an asset delivering strategic insights and perform client-billable, revenue-generating tasks. The advantage to planners is that they have access to a collaborative intelligence team for all of their projects. Drawing parallels with the role of Sherpas in climbing, the author argues that intelligence centers act as planners' Sherpas, ensuring they are prepared to reach the summit and ensuring they are equipped with the information to get them there.
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