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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.
IAB MIXX: Defining 'advertising' for a new generation of marketing
Geoffrey Precourt, Event Reports, IAB MIXX, September 2013
This report covers the opening talk given by Randall Rothenberg, US IAB president/ceo, at the IAB MIXX Conference held in New York.
This report covers the opening talk given by Randall Rothenberg, US IAB president/ceo, at the IAB MIXX Conference held in New York. He summarises the current confusion in an advertising landscape that is much more fragmented than twenty years previously, and questions what advertising actually is. He claims that advertising needs to be redefined and challenges marketers to embrace the new ways of producing advertising.
Observations: How the roles of advertising merely appear to have changed
John R. Rossiter and Larry Percy, International Journal of Advertising, Vol. 32, No. 3, 2013, pp. 391-398
This article is a commentary on the theme of the 2012 ICORIA Conference held in Stockholm, which was about ‘The changing role of advertising’.
This article is a commentary on the theme of the 2012 ICORIA Conference held in Stockholm, which was about ‘The changing role of advertising’. We propose that the role of advertising has not changed. The role of advertising has always been, and will continue to be, to sell more of the branded product or service or to achieve a higher price that consumers are willing to pay than would obtain in the absence of advertising. What has changed in recent years is the notable worsening of the academic–practitioner divide, which has seen academic advertising researchers pursuing increasingly unrealistic laboratory studies, textbook writers continuing to ignore practitioners’ research appearing in trade publications and practitioner-oriented journals, and practitioners peeling off into high-sounding but meaningless jargon. Also evident is the tendency to regard the new electronic media as requiring a new model of how advertising communicates and persuades, which, as the authors’ textbooks explain, is sheer nonsense and contrary to the goal of integrated marketing. We provide in this article a translation of practitioners’ jargon into more scientifically acceptable terminology as well as a classification of the new advertising formats in terms of traditional analogs with mainstream media advertising.
Multicultural marketing: Taking niche brands mainstream
Janet Hull, Market Leader, Quarter 3, 2013, pp. 50-52
This article looks at the growth potential for brand owners who wish to take traditional ethnic minority brands and develop a mainstream presence for them in Britain.
This article looks at the growth potential for brand owners who wish to take traditional ethnic minority brands and develop a mainstream presence for them in Britain. Niche brands have strong roots and authentic credentials built within a particular ethnic community, which provides a solid foundation for profitable business growth. The IPA is undertaking a four-part strategy to demonstrate cultural understanding and integration within its member agencies as a step towards gaining acceptance with ethnically diverse brand owners and brands. The plan entails becoming a recognised thought leader in reporting on the multicultural consumer market in the UK, developing a climate and culture within the IPA memberships that makes business leaders from ethnic communities welcome, integrating diversity into its Future of Talent strategy to attract more diverse talent into the industry and developing an active export and inward investment awareness and implementation programme for IPA members.
10 truths about advertising
India Wooldridge, Admap, June 2013, pp. 14-15
This article highlights 10 key truths that the advertising industry itself must face before it can change its public image and attract new talent.
This article highlights 10 key truths that the advertising industry itself must face before it can change its public image and attract new talent. Among these is the fact that many people see advertising as an integral and accepted part of culture, even if those in the industry think it has a negative image. However, as a profession, advertising is seen as a very dated version of creativity and is not registering as a desirable employment option. Advertising needs to shift its focus from a business-to-business to a business-to-consumer model and needs to celebrate its true economic impact, because people have higher expectations of business and brands than ever before.
Agency trends, cause marketing and the London Olympics: Business issues at Advertising Week Europe 2013
Joseph Clift, Brian Carruthers and Kirran Dhillon, Event Reports, Advertising Week Europe, March 2013
This report summarises presentations on general business, creative and branding from Ad Week Europe 2013, with speakers ranging from CP+B, WPP, the London Olympic Games and O2.
This report summarises presentations on general business, creative and branding from Ad Week Europe 2013, with speakers ranging from CP+B, WPP, the London Olympic Games and O2. The main themes of the presentations are: that marketers must have clarity in what they are doing and what they aim to achieve; that brands can do good – but it must be credible and integrated with their product offering; and that agencies should become more flexible – or risk falling behind as clients become more innovative.
How industry insiders and consumers view advertising
Geoffrey Precourt, Event Reports, 4A's Transformation, March 2013
This article looks at the state of the advertising industry, based on the findings of a survey of US consumers and advertising executives conducted by the 4A's and McCann Erickson.
This article looks at the state of the advertising industry, based on the findings of a survey of US consumers and advertising executives conducted by the 4A's and McCann Erickson. While over three-quarters of shoppers feel largely positive about advertising, some 70% of the industry panel believe the industry's best days are over.
Learn to innovate from start-ups
Renny Gleeson, Admap, January 2013, pp. 16-19
For the past four years, Wieden+Kennedy has been working with brand-friendly start-ups through its Portland Incubator Experiment (PIE) - an iterative collaboration built to explore a number of themes.
For the past four years, Wieden+Kennedy has been working with brand-friendly start-ups through its Portland Incubator Experiment (PIE) - an iterative collaboration built to explore a number of themes. PIE offers the agency and brands valuable lessons for innovation thanks to the 'lean start-up' methodology, which W+K draws inspiration from to evolve its own creative process and product. There is also the fact that start-ups intend to grow into viable business models, so W+K could incubate its next generation of clients. This article highlights nine things that start-ups have taught W+K and its brand clients about innovation and its implications for creative development.
Innovation: Pervasive creativity
Tham Khai Meng, Admap, January 2013, pp. 20-24
The ad business needs to rethink its creative culture and the traditional 'cloistered' environment of the creative department, argues this author from Ogilvy & Mather, an agency that has intorduced an innovation in creative management that it terms 'pervasive creativity'.
The ad business needs to rethink its creative culture and the traditional 'cloistered' environment of the creative department, argues this author from Ogilvy & Mather, an agency that has intorduced an innovation in creative management that it terms 'pervasive creativity'. This means that every single person in the agency is encouraged to think creatively and the creative department is not considered to have the monopoly on good ideas. This article outlines five precepts for activating pervasive creativity and details how awarded and successful campaigns such as 'The Return of Dictator Ben Ali' and 'Dove Ad Makeover' emerged from it.
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