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The future of planning (part 2): Fragmentation, real-time and 'agile' thinking
Stephen Whiteside, Warc Exclusive, August 2013
This article examines how leading American planners are seeking to overcome the challenges created by an "always on" world.
This article examines how leading American planners are seeking to overcome the challenges created by an "always on" world. It considers the current state of digital planning, and suggests that planners must keep up with new technologies and modify their own thinking as a result. Real-time strategy is one of the biggest topics under discussion, and Lee Maicon of 360i stated that "it takes a tremendous amount of preparation, planning, collaboration and coordination to in fact be timely and in the moment." In order to meet the current demands, this article suggests new skills that planners must develop and looks ahead to how agencies will change. The practitioners contributing their views were Lee Maicon, 360i, Jonathan Lee, Huge, Aki Spicer, TBWA\Chiat\Day and Michael Aaron, Engine Digital.
From the editor: Data vision
Colin Grimshaw, Admap, April 2013, pp. 3-3
One of the big challenges for media planners these days is not only placing the right message in the right medium to reach the right people, but also taking account of the setting.
One of the big challenges for media planners these days is not only placing the right message in the right medium to reach the right people, but also taking account of the setting. That is the place, the time, the mood and the shared company in which the message is consumed. The Focus for the April 2013 issue of Admap looks at New Applications in Media Research, including the analysis of the five dimensions of context, visualising social data and making the most effective use of Big Data. The Focus also takes a look at how Channel 4 uses information from its viewer-centric database to build better relationships with audiences.
Second-by-Second Analysis of Advertising Exposure in TV Pods: The Dynamics of Position, Length, and Timing
Srinivasan Swaminathan and Robert Kent, Journal of Advertising Research, Vol. 53, No. 1, 2013, pp. 91-100
This study explores how message delivery may differ for television commercials that appear in various pod positions.
This study explores how message delivery may differ for television commercials that appear in various pod positions. Channel changing at the onset of commercials often may lead to higher exposure levels for advertisements in the first pod position. When advertising pods are relatively long, viewers may return within the pod, so commercials in the first and last pod positions may have higher exposure levels than commercials in middle pod positions. The set of advantageous pod positions, however, can differ in commercial breaks that appear near the beginning and end of programs. Ideas for audience measurement, media buying, and advertising creative are developed.
How Mondelez is planning for the multiscreen consumer
Geoffrey Precourt, Event Reports, ANA Mobile Marketing, November 2012
Mondelez International (the company formerly known as Kraft Foods) is planning to spend 10% of its media budget on the mobile channel.
Mondelez International (the company formerly known as Kraft Foods) is planning to spend 10% of its media budget on the mobile channel. Bonin Bough, VP global media and consumer engagement, outlined to the ANA Mobile Marketing Conference how mobile creates unique engagement opportunities and does so in a very efficient manner. The main points of the company's thinking include: the rise of mobile video gives marketers a powerful way to drive reach; the challenge is to marry mobile with other channel planning tools; there is a major opportunity to run mobile and TV activity simultaneously; and mobile plays a role as a driver of impulse purchases. One particular hindrance is that existing mobile metrics do not deliver the kind of analysis Mondelez traditionally uses to evaluate media performance. Bough refers to a blurring of channels, with television and mobile becoming subsumed in 'video'.
Changing channels with confidence: A structure for innovation
Duncan Southgate and John Svendsen, Millward Brown Points of View, October 2012
New media channels are emerging all the time but there is no automatic driver that encourages the adoption of new media channels, and marketers themselves may be disinclined to make changes.
New media channels are emerging all the time but there is no automatic driver that encourages the adoption of new media channels, and marketers themselves may be disinclined to make changes. An approach to channel innovation is derived from The Coca-Cola Company's model for investing in creative content: the 70|20|10 investment principle. For media, it is suggested that 70% of spend should be allocated to established channels as appropriate for category and country. 20% should go on innovation around what has worked in the past. The final 10% is allocated to genuine experimentation with new and emerging channels. The same 70|20|10 principle should be applied to research budgets too. In practice when assessing how a current media budget stacks up against 70|20|10, it is important to consider all the costs involved in a particular channel.
Coca-Cola and the Age of 'Connections': Three lessons for brands
John Davidson, Event Reports, Marketing Week Australia, August 2012
At Marketing Week 2012 in Adelaide, Australia, Starcom Worldwide Coca-Cola Global Client Director Kevin Malloy gave his tips on what media will be like in 2020, how marketers can remain relevant in this new environment and spoke about his experiences gained from working with the global soft drinks powerhouse.
At Marketing Week 2012 in Adelaide, Australia, Starcom Worldwide Coca-Cola Global Client Director Kevin Malloy gave his tips on what media will be like in 2020, how marketers can remain relevant in this new environment and spoke about his experiences gained from working with the global soft drinks powerhouse. Molloy insists that the media planning model needs to change and using his experience on Coca-Cola, Molloy touched on three themes that are relevant for brands looking to adapt to a world of connections: stay relevant; be "liquid" - develop content that can move from platform to platform; and collaborate with digital giants, such as Google, Facebook and Microsoft.
Point of view: Planning still waits for Einstein
John Woodward, Admap, July/August 2012, pp. 7-7
The entries to the Admap Prize: Planning 3.0 demonstrated that planning as a discipline appears a bit lost.
The entries to the Admap Prize: Planning 3.0 demonstrated that planning as a discipline appears a bit lost. Not due to a lack of ideas, but, if anything, there are too many. Planning is caught between the era of TV and era of pervasive digital and lacks a generally accepted orthodoxy. There is also an intense battle for the future of planning theory going on between storytelling and behaviouralism. Woodward asks if 'traditional' broadcast advertising is the Newtonian view of the world, then shouldn't the discussion of the future of planning be widened to allow Einstein to enter the frame?
Planning 3.0: The feeling is mutual
Tom Woodnutt, Admap, Silver, Admap Prize 2012
Planners should exploit the idea of creating mutually beneficial and open relationships between customers and brands and their agencies.
Planners should exploit the idea of creating mutually beneficial and open relationships between customers and brands and their agencies. The continued fragmentation of media and, with it, growing consumer empowerment, people now expect more from brands than a 30-second TV ad could ever give them. This article outlines the five current challenges facing planning and how they relate to what people need from brands and vice versa. The author then goes on to explain how mutualistic planners can turn each of these challenges into opportunities.
Data analysis: Listen to the data
Bobby Hui, Admap, May 2012, pp. 32-33
To reach the always-connected consumer, brands must react to the fact that technology has changed the way people think, interact and purchase.
To reach the always-connected consumer, brands must react to the fact that technology has changed the way people think, interact and purchase. Consumers are now less brand-loyal and more trusting of their peers, so in return marketing should be more flexible. There are four key objectives to follow: making the shift from developing creative executions to nurturing customer communities; move from delivering push communications to creating pull interactions; switching from managing campaigns to building conversations and listening. An example from the Terrence Higgins Trust shows how engagement planning produced a campaign that helped break taboos and addressed barriers to HIV testing in the gay community.
User-manipulated content: Planning for the lazy Like button user
Amy Kean, Admap, May 2012, pp. 34-35
Many brands have created microsites or apps with user-generated content at their heart, only to be disappointed by a lack of participation from the 'social consumer'.
Many brands have created microsites or apps with user-generated content at their heart, only to be disappointed by a lack of participation from the 'social consumer'. One explanation is that the Like button has made the busy consumer lazy - the short, swift display of approval can say it all. Therefore, brands need to move away from 'forcing people to do X' to 'helping people to do Y', with a positive outcome for brand and consumer. One way to do this is through user-manipulated content, which in planning terms means: research, creativity and rewards.
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