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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.
Brands have spent a long time aiming to be invited into consumers' lives by providing them with 'branded entertainment' and the challenge to amuse or stimulate grows as the contest for share of attention span grows more fierce in a cross-screen world. The advertising world has always produced great populist entertainment, at the heart of which lies good storytelling. In order to keep the commercial savvy at the heart of our content output, advertisers, as brand guardians, must stay true to three key areas of good practice/expertise: placing brand truth at heart, creating compelling narratives, and managing transmedia access. Examples of practice come from Dulux, V05 Extreme Style and Chivas.
There are some common themes about what works in social media; those presented here are a synthesis of various insights from the Cranfield Customer Management Forum. Companies ranging from Virgin Media to IBM to Great Ormond Street Hospital to Citibank and Volkswagen all have different social media strategies with different goals in mind. Macdonald and Wilson examine their effectiveness and what more should be done.
Marketers are employing the Facebook platform because of its perceived ability to engage and support deep relationships with consumers. A study, conducted by the Ehrenberg-Bass Institute for Marketing Science, sought to understand the degree to which the 'People Talking About This' number highlighted on Facebook profiles reflected natural fan growth compared with the degree to which fans actually interact with the brand after their first 'like'. It was found that less than 0.5% of Facebook fans engage with the brand they are fans of, and neither passion nor popular brands demonstrate greater or lesser fan engagement. Marketers need to consider whether this level of interaction is a genuine measure of success and if this kind of engagement translates into sales.
Successful brands are focusing on becoming brands that are determined to improve people's lives on a daily basis. Clear's research that surveyed 40,000 people globally has identified the most desirable brands, which has shown that the businesses that own the world's most desirable brands outperformed the Standard & Poor's 500 index over the last five years, delivering higher share value growth and greater share price stability. This has led to Clear determining six principles in creating a desirable brand: think bigger than your category, focus on the future, have clarity of purpose, inspire connections, create experiences, and constantly innovate. Examples of practice come from Apple, Google, Samsung, Adidas and H&M.
People now expect brands to improve their lives, their personal wellbeing and that of their communities and society at large, which requires a new marketing model. This article demonstrates how brands can contribute in improving personal wellbeing for individuals and the sort of personal outcomes that brands can leverage. This is a mindset born of five mental shifts that companies and brands need to believe in: from people to citizens, products to outcomes, individuals and segments to communities and systems,building functional and apparitional brands to becoming transformational agents and, from talking to building relationships. People needs, expectations and socio-economic and cultural context differ significantly across markets and within segments in the same market. Retailers, fmcg brands and IT and consumer electronic brands are performing better than most. Examples come from Idea Cellular, IKEA, Fidelity Investments and Petrobras.
Maslow's Hierarchy of Needs pyramid can provide a checklist for brands which aspire to become meaningful. Using the examples of Coca-Cola, Pepsi, Apple, Microsoft and Nokia, the article examines where in Maslow's pyramid their brand messages appear. It also breaks down the Volkswagen brand based on Maslow's categories of psychological, safety, social, esteem and self-actualisation needs and concludes that, to become truly meaningful, a brand must aspire to help its customers achieve self-actualisation.
The mobile phone is revolutionising the way we shop. Brands need to understand and respond to the merging of the consumer and the shopper into the 'Shopsumer', who researches products and purchases on the hoof. The new shopper journey can take many twists and turns and marketers need to understand how to charm these consumers who have armed themselves with the technology. Lasting engagement comes only from delivering to them throughout the journey and within each specific context. This special report (by authors from Ogilvy offices in Singapore, New York and London) looks at the different ways to deliver value to the Shopsumer, including through monetary, content, access, service, premium and societal approaches.
This article looks at McDonald's recovery from a period of falling sales, with lessons for the rest of the fast-food sector. The Quick Service Restaurants sector has been steadily growing over the past few years, boosted by the smaller sub-sector of 'fast casual dining', while non-branded, independent restaurants are suffering. Reasons for this shift are that consumers need to trust the food offered, that they love brands and are looking for family appeal. McDonald's communications has been built on four marketing pillars: value, variety, favourites and trust, leading the way back to strong growth.
Connectivity creates the opportunity for TVs to take on some of the capabilities of the PC. But what do people actually want to use connected TVs for? Mindshare's work with its online research community, the Hive, has shown that the fundamental role of TV is likely to remain the same. Connected behaviours sit more naturally on the second screen - a tablet/iPad, smartphone or laptop - where they do not interrupt TV viewing. Around 40% of people in broadband homes are now using second screens while watching TV at least once per week. Opportunities can be separated into five categories: on-demand video content, content sharing, transactions, social interaction and companion content. There are several obstacles to addressable advertising (advertising delivered to specific households) becoming a reality, while the second screen is platform agnostic and used independently of the TV and opens up commercial opportunities in programming itself.