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Making sponsorship pay - insights and case studies from IEG
Geoffrey Precourt, Event Reports, IEG Sponsorship, April 2013
Research from IEG, the consultancy and agency owned by WPP Group, found that 87% of marketing executives were keen to more rigorously prove the payback delivered by their sponsorship spending.
Research from IEG, the consultancy and agency owned by WPP Group, found that 87% of marketing executives were keen to more rigorously prove the payback delivered by their sponsorship spending. Despite this, however, only 2% of organizations currently commit at least 5% of their budget in this area to measurement. Case studies from leading operators including Bank of America, FedEx and Louis Vuitton show why this is a mistake, as by monitoring the right metrics, they were able to accrue vital insights into how and why their sponsorship programs worked.
Strategies for transformative times
Carol Haney and Mikhel Jäätma, Warc Exclusive, MAP: Measuring Advertising Performance, March 2013
This presentation compares traditional copy-testing techniques with more innovative methods that measure unconscious triggers such as facial expression and head movement.
This presentation compares traditional copy-testing techniques with more innovative methods that measure unconscious triggers such as facial expression and head movement. A study is outlined that measured respondents level of emotional engagement and likeability in relation to a selection of advertisements for the London 2012 Olympic Games. Traditional testing, and real time emotion coding which rely on biometric analysis were used and results were compared. Conclusions are drawn regarding the benefits of adopting this new approach.
Mythbuster: The relevance of 'relevance'
Les Binet and Sarah Carter, Admap, March 2013, pp. 9-9
Using the example of the 'Dulux dog', this column discusses the importance of relevance in advertising.
Using the example of the 'Dulux dog', this column discusses the importance of relevance in advertising. By looking at the success of campaigns featuring seemingly 'irrelevant' branding devices such as Old English Sheepdogs, Russian meerkats for Comparethemarket.com and roller-skating babies for Evian, this column asks if the importance of relevance is overestimated and if the drive to appear relevant might mean sacrificing more important qualities in an ad, such as being emotional, interesting and distinctive. Binet and Carter explain that a much deeper sense of relevance is required: that the ideas in an advert, while seeming irrelevant to the product being advertised, do need to be relevant to people's lives and generate the relevant emotions.
The trouble with pre-testing
Ali Goode, Admap, February 2013, pp. 14-16
Our brains can think, but would really rather not, so we have evolved mental shortcuts that allow us to make decisions quickly and effectively.
Our brains can think, but would really rather not, so we have evolved mental shortcuts that allow us to make decisions quickly and effectively. We experience these as the flow of intuitions and gut feelings that tell us how to respond to what is going on around us. Our memory works in a similarly efficient way. Although it can store extensive detail about events, which can be brought to our conscious mind with an effort when needed, it prefers to store just enough so that when we experience something, we get a familiar or intuitive feeling, based on our past, about how to react. These two types of memory have been termed 'explicit' (conscious) and 'implicit' (intuitive). This article explains how the two types of memory can affect our feeling towards ads.
Optimizing ads: Is less always more?
Dede Fitch, Millward Brown Points of View, December 2012
Marketers are constantly on the search for advertising formats that deliver maximum effectiveness for minimal expense.
Marketers are constantly on the search for advertising formats that deliver maximum effectiveness for minimal expense. However, while ads of all lengths can be equally effective, short executions are less effective against complex advertising objectives. Millward Brown argues for an holistic approach to ad optimisation, demonstrating that maximising attention and engagement is not sufficient to build brands. It also offers several methods for strengthening branding. Depending on the style of the ad - where the brand is the object of desire, when it ties ideas together, or is the solution - branding can be improved in different ways, even while losing engagement. Effective storytelling means maintaining the right degree of tension, and brand awareness can be improved by reducing the impact in sections of ads, rather than raising it. Ultimately, the optimal length of an ad will be a function of the communication task.
Memory and behaviour: Dueling memories
Charles Young, Admap, December 2012, pp. 34-35
The strength of a brand is a function of the number and relevance of memories that have been generated in the brains of target consumers.
The strength of a brand is a function of the number and relevance of memories that have been generated in the brains of target consumers. Different brands are competing to colonise the same places in the mind with their memories. Research by Ameritest discovered that an ad that was performing at a superior creative level, competing against a less competitive rival, would actually erase the memory of the weaker ad. This demonstrates that a strong ad not only works by adding to the equity of its brand, but also like an alpha male, by dominating the competition.
AT&T's Key Marketing Metrics: Brand Recall and Message Recall
Geoffrey Precourt, Event Reports, ARF Audience Measurement, June 2012
At the ARF Audience Measurement 2012 conference, a team from AT&T mobility with Nielsen discussed the problem of "metrics overload".
At the ARF Audience Measurement 2012 conference, a team from AT&T mobility with Nielsen discussed the problem of "metrics overload". AT&T's problem was it was tracking more than 100 advertising performance metrics, generating more information than it could use. The team determined which metrics really mattered. These turned out to be brand recall and message recall; other metrics were statistically insignificant. Through this model, for the year ending in March 2012, AT&T had a 35% lead in message recall versus the competition. AT&T Mobile also uses the results to streamline copy evaluation, based around four parts: likeability, persuasion, uniqueness and message importance, while Nielsen determines ad strength with five simple day-after recall questions. As evidence, the AT&T research team offered their findings that brand and message recall account for roughly one-third of the sales generated by television advertising.
Media dwell time
Bernard Cools, Admap, February 2012, pp. 40-41
In the digital field, media owners often argue that internet, social media or digital media in general do not get their 'fair share' of the budget.
In the digital field, media owners often argue that internet, social media or digital media in general do not get their 'fair share' of the budget. They argue that if the internet represents say 20% of the total media consumption, then it follows that it should receive 20% of the media budget. But this assumes that every consumption minute on every medium is of equal value. Research has shown that the same usage duration will provide different levels of ad impacts for different media thanks to factors such as ad clutter, which means these must be built into media plans.
10 lessons for media planning
Deborah McCrudden, Warc Trends, December 2011, pp. 18-19
With ever-growing pressure on budgets, advertisers need to maximise the effectiveness of their campaigns.
With ever-growing pressure on budgets, advertisers need to maximise the effectiveness of their campaigns. These 10 lessons of media planning derive from an analysis of IPSOS tracking data of 2,500 campaigns, and feature a range of broad conclusions. Creative is king, but understanding the whole picture will get the best results. Ultimately outspending your rivals on various media channels is unlikely to achieve the recall you want for your ad or brand and a more measured approach needs to be taken. Bear in mind such lessons as: ads are unlikely to 'wear-in' - that is, a poorly performing ad will not get better recall by spending more money on media after the initial burst; persuasion peaks quickly after airing; and share of voice is not as important as one might think.
Growing by growing distribution
Kate Waters and Byron Sharp, Institute of Practitioners in Advertising, from Advertising Works 20, 2011, pp. 7-11
Advertising is a weak force in the sense that it doesn't have the ability to change opinions the way that recommendations from family and friends (and even authority figures) can.
Advertising is a weak force in the sense that it doesn't have the ability to change opinions the way that recommendations from family and friends (and even authority figures) can. So how does advertising work then? Largely without forcing people to consider and change their opinions. It is particularly good at refreshing existing memories, so has a natural advantage in encouraging existing loyalties. Brands grow when they gain mental and physical availability - when they become easier for more people to buy them at more times and in more places (i.e. wider distribution). Cases from the IPA Effectiveness Awards 2011 illustrate how advertising has supported physical availability, an increasing trend in campaign objectives.
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