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Published on February 12, 2008

Author: Raulo

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An evening with the MRG:  An evening with the MRG Janet Grimes – Janet Grimes Strategy & Planning Michael Ellyat – TBWA/GGT (soon to be McCann Erickson) Tony Regan – Director, Brand Performance Committee members of the APG with special interest in Media Neutral Planning Who are we?:  Who are we? The Account Planning Group exists to promote and celebrate excellence in creative thinking. We believe that creativity is the key to differentiated, successful brands. The emphasis is on creative, rather than merely disciplined, buttoned down thinking. We argue that if exciting ideas govern a brand and its communication, that brand or business will enjoy greater success. We believe that the planning discipline can be applied to any and all marketing and communication issues and channels. What do we do?:  What do we do? The APG encourages the sharing of best practice and innovation in planning techniques through training and stimulus events encourages dialogue among its membership of over 650 strategic thinkers and provides a 'home' for planners, representing the interests of the planning community aims to broaden the pool of talent attracted to the discipline and works to raise the profile and perceived worth of planning within the broader commercial community. The APG champions new thinking by enabling new publications on the subject of planning, and celebrates the practice of excellent planning in its biennial Creative Planning Awards. The APG is a not-for-profit organisation run for and by its membership. See www.apg.org.uk :  See www.apg.org.uk Training: Creative Briefing Creative Role Reversal Qualitative training Quantitative training Basic planning training Brainstorming MNP International planning Media training See www.apg.org.uk:  See www.apg.org.uk The APG creative Planning Awards – Winners announced 25th November for 2003 Evening meetings Conferences and stimulus events Publications such as “How to Plan”, “Brand New Brand Thinking”, Awards publications Work with the MRS and IPA to support members Anyone with an involvement or interest in strategic planning – whatever the discipline – can join. Why are we talking about Media Neutral Planning?:  Why are we talking about Media Neutral Planning? Our job is essentially about ensuring the effectiveness of communications. Research conclusively shows that harmonised mixed media communication is more effective in reach, targetting and consumer impact – Professor Angus Jenkinson Fragmentation has meant that we can no longer rely on single platforms to get the message across. There are increased costs of media investment , a long term decline in terrestrial TV viewing and a squeeze on margins at all levels We like to talk about ideas that work above channels, across channels and with channels. More importantly, if the brand speaks with one voice the consumer is more likely to believe you. MNP – Some definitions:  MNP – Some definitions “A continuously improving, customer-centric, inclusive, creative and long-term merit-based review of inter and intra media mix options during marketing communications planning” - CIM “What most clients are looking for is not just the presence of media neutrality but the absence of media partiality: some evidence that their agencies are open minded enough, and creatively versatile enough, to consider every available form of brand communication” – Jeremy Bullmore, WPP MNP – Some definitions:  “A process which is about providing solutions to client problems, irrespective of channels or disciplines” (Willott Kingston Smith Survey) “An unbiased selection of media depending on the consumer’s relationship with the brand and in the context of the message” (Dominic Mills - Campaign) “It’s not about media, it’s about media-free thinking that is fundamental and which drives all of a company’s behaviours” (Mark Earls – Ogilvy group) “Clients don’t want neutrality, they want holistic, actionable ideas” (David Fletcher – Medialab) MNP – Some definitions Media Neutral Planning:  Media Neutral Planning Media neutral planning is not just about media planning It’s about a customer driven process It’s about thinking creatively about how to solve business problems The whole process should be integrated – ideas should work with channels and channels should work with ideas. Biased communications planning:  Biased communications planning Set and divide budget Advertising DM Ad strategy & Brief DM targeting strategy Media Plans DM ideas Evaluation Track separately C A M P A I G N PR Ad idea PR ideas The media neutral process:  The media neutral process Neutral Team reviews brand Optimisation of agreed media mix Development of media neutral big idea Lay down of final media plan Development of media specific creative Media buying Pre-testing of campaign mix Evaluation including Modelling Tracking Sales ROI C A M P A I G N The ‘neutral’ planning model :  The ‘neutral’ planning model Based on fully understanding the interaction of consumer/brand/media It is essential that account planners and media planners work more closely together Consumer Brand Media Account Planners Media Planners ? CIM findings:  CIM findings MNP is a relevant and desirable means of enhancing the effectiveness of marketing communications. It implies a thorough understanding of customer communities and media potential. MNP process starts with the definition of the business problem and the communication objectives, identification of the target audience and the touch points of the brand. Only then the choice of media/channels can be “neutral”. The measurement of MNP effectiveness will reflect the communications objectives that go beyond traditional views and assumptions about what individual media and disciplines can achieve. An appropriate implementation of MNP should improve overall efficiency and ROI. The participants expect to share examples of best practice openly and learn from each other. The aim is to deepen their understanding about MNP and develop practical tools for implementation and measurement. CIM findings:  The barriers that prevent MNP from being common practice belong to four main areas: history/intertia, organisation, lack of specific skills and lack of clarity about the meaning and process of MNP. In order to be effectively implemented, MNP requires a compelling reason to change current media planning practices that can extend to both organisational and cultural change. It also requires vision, creative thinking about the media and touch points, rigour, continuous improvement and a sustainable win-win approach that encourages co-operation at client-agency and agency-agency levels. CIM findings CIM findings MNP dimensions::  CIM findings MNP dimensions: MNP is focused on target groups/customers MNP implies an understanding of the customer types and related business problem that is shared with the agency. It is part of a bigger marketing communications plan The sequence is crucial: first create something valuable/relevant for the customers then find the best way to communicate it. Planning should be inter and intra-media neutral MNP requires creativity besides analysis of hard data. Media are all customer/consumer touch points (the opportunity based on holistic view of customers) MNP should have a long-term return on investment focus (ROI) MNP requires continuous improvement because there is no sustainable optimum media mix. The issues:  The issues Vested interests that reinforce the status quo - because of the financial interests and structures of media advisers Client organisation – The Ad. manager, the DM department, the PR department! Ignorance of media which fall outside an individual/agency’s ‘comfort zone Personal prejudices and habit Structures that keep disciplines apart Campaign evaluation tools – a lack of holistic research methodologies and comparability of currencies Separatist working processes and lack of control from the client Some Starters for Ten:  Some Starters for Ten Some Sweeping Generalisations:  Some Sweeping Generalisations “If transmitters don’t integrate, receivers will” (Jeremy Bullmore) Clients are “less than impressed” with Agency responses to the issues raised by MNP “Traditional” paid for media are less important to business and brand building than they were The implications of the changing media landscape are as profound for creative development as they are for media planning Ideas are no longer the sole preserve of the Creative Department DM response rates and opportunities are in rapid decline. “Permission” will move swiftly up the agenda The role of the internet as a fulfillment channel, surrogate showroom etc will grow Collaboration is Key:  Collaboration is Key Putting aside differences and turf wars for a minute….. However the Planning is done, the team will need to agree broadly on several critical areas, including: a “model” of MNP targeting brand and media insights metrics and evaluation Models of Media Neutral Planning:  Models of Media Neutral Planning No Integration Executional Integration Message /Theme Integration Strategic Integration Total Brand Communications No Integration:  No Integration The legacy of many brands Still has advantages – especially in the short term Executional Integration:  Executional Integration “Matching luggage” Often led by TV advertising With a dominant visual “device” Instant branding Can cause problems where “device” overpowers individual messages E.g.’s Halifax, Scottish Widows, Andrex puppy Message/Theme Integration:  Message/Theme Integration Operates at a slightly deeper level than execution alone Emphasises consistency of “take-out” rather than “input” Can transcend different campaigns (e.g. John Smith’s) V. effective longer term where a consistent single thought is key to brand positioning (e.g. Stella Artois) Perhaps an appropriate model for increasingly popular “sub theme” campaigns e.g. “Absolut Chilled” often partnerships efforts (“externally added value”) Strategic Integration:  Strategic Integration Takes the theme beyond communications into the spectrum of “customer touchpoints” – call centre, distribution points, customer service, brand extensions Total Brand Communications:  Total Brand Communications Where every aspect of the brand experience is consistent from “soup to nuts” Easiest when there is a clean sheet of paper (e.g. Orange, First Direct) but can be built for established brands (e.g. Tesco, Skoda) Built around a “single organising idea” that drives every aspect of brand behaviour – what it does, how it does it, how it communicates and increasingly, how it responds Absolut - the Essence of Vodka Purity:  Absolut - the Essence of Vodka Purity Local variations Events Association with art, fashion, music Evolving strategy The Icon From “interruption” through “leverage” to “collaboration” Do we Need a Core Brief?:  Do we Need a Core Brief? Brand Proposition and Identity Agreed Problem and Goal Key Insights from Thinking Brand Consumer Channels Desired Brand Take Out Core Organising Idea (to be devised once thinking process complete) Targeting:  Targeting Segmentation is often the common “currency” Complexity of multiple techniques (Beyond TGI!) Static or dynamic? The Value Issue Where research meets the database? “Relationship” models - e.g. Conversion Model, Brand Dynamics. Adoption Curve Common Definition(s) needed which embrace(s) Behaviour, characteristics, attitudes - in relation to life, category, brand, channel Accounting for network and social effects Agreed “theory” of how these apply Sharing Insights about the Target - 1:  Sharing Insights about the Target - 1 How they buy How often do we use an explicit model of decision / purchase behaviour or customer journey that covers all “touchpoints”? Needs multiple data / research sources Why they buy / don’t buy Helps to define the role for communications Media Consumption What, where, when, how Relationship to media brands “New” trends: Sky+, mobile internet, 3G, Sharing Insights about the Target - 2 :  Sharing Insights about the Target - 2 Brand The problem or opportunity Fundamental truths Role in people’s lives Brand personality How perceptions are formed Where can we make the most relevant connections? Media / Channel How people consume them, messages within them What do media habits say about them? “Effective frequency” New communications opportunities and challenges How can we make the most relevant connections? Some Things to Think About:  Some Things to Think About How can we take the high ground? With sceptical Clients (who are themselves under pressure) Incorporating the latest theoretical thinking (e.g. neuroscience) And latest research techniques We could do with more live examples and case histories How media/channels work together (or not) “Traditional” comms v content / collaboration How do “brand” and “tactical” activities help each other (or not) Knowledge base creation will be key in future Talking to your friendly DM data planner They do much more than just buy lists! But let us not forget… sometimes, somebody just has a really good idea! :  But let us not forget… sometimes, somebody just has a really good idea! Evaluation – at the beginning, middle and end of MNP:  Evaluation – at the beginning, middle and end of MNP Slide34:  Issues How to… The future Slide35:  Issues Hard, and boring:  Hard, and boring Evaluation is hard and boring:  Evaluation is hard and boring Interest level Communications Development Process Insights Creative strategy Channel strategy Evaluation Evaluation is hard and boring:  Evaluation is hard and boring Interest level Communications Development Process Insights Creative strategy Channel strategy Evaluation Evaluation is key to the adoption of MNP:  Evaluation is key to the adoption of MNP Gateway? or Roadblock? Evaluation and MNP:  Evaluation and MNP Established tools can stifle the media-neutral effort Evaluation can be broader than just ‘measurement’ Focusing on objectives is a difficult discipline Organisational caution & inertia Post-mortem? Rear view mirror? Communications evolution:  Communications evolution Sponsorship Direct marketing Less easily accountable More easily accountable Advertising PR CRM Events & Stunts Online Mobile marketing Partnerships, licensing,ad - funded Programming, product placement Challenges:  Challenges Existing methodologies aligned with channels – limited scope to evolve Data overload – which data sources are most important? Long-term vs. short-term effects Organisational preferences: sales-led or reputation-led? Evaluation: how much to invest? Sophistication in channel planning:  Sophistication in channel planning 1. Aggregate effects Sophistication in channel planning:  Sophistication in channel planning Aggregate effects Multi-skilling of channels (e.g. brand role for DM) More roles for communication Multiple goals for communications activity Accountability & ROI Slide45:  Issues How to… Evaluation: deciding what to find out about:  Evaluation: deciding what to find out about Compound effect vs. disaggregated effects Attributing effects to channels Behavioural measures Attitudes and reported behaviour Communication measures A review of key data types:  A review of key data types Sales Response CRM data Communications tracking Brand equity monitoring Qualitative research and observation Econometric modelling Slide48:  Issues How to… The future The Future:  The Future Market Contact Audit (Integration) Cognitive Tracking (Carat) Second Sight (Universal McCann) Life, the universe, & everything = 42?:  Life, the universe, & everything = 42? Big picture Creativity Bravery Leap-making Instinct & intuition Art Budget allocation Media spend economies Risk aversion Hard data Science Appendix:  Appendix Integration’s Market ContactAudit:  Integrated communications evaluation and planning tool Designed to answer typical client questions: Consumer perspective on contacts that are influential and/or typical of category Qualitative then quantitative research Derives integrated communications currency: Brand Experience Points Calculation of Brand Experience Shares (correlate highly with actual market share) Integration’s Market ContactAudit Integration’s Market ContactAudit:  Integration’s Market ContactAudit Integration’s Market ContactAudit:  Integration’s Market ContactAudit Brand-level assessment of competitive performance & future opportunities Carat’s Cognitive Tracking:  Carat’s Cognitive Tracking Established 3 years Measures contribution of every contact point to consumer’s experience of brand Consumer-perspective on ability of contacts to build brand attitudes in category First stage: qualitative perspective on brand associations that define/differentiate Second stage: quantification of exposure (via recognition), related to brand associations. Extensive use of stimulus material. Third stage: via statistical modelling, assessment of shift in brand perceptions resulting from comms exposure. Influence of a channel is derived statistically, rather than by consumer claim (as in tracking) Universal McCann’s Second Sight:  Universal McCann’s Second Sight Aims: For planners: desktop system for relating comms exposure, brand awareness, brand equity and purchasing behaviour For clients: understanding of comms effects on sales – to guide loyalty, trial, portfolio management, acquisition etc. Universal McCann’s Second Sight:  Universal McCann’s Second Sight Approach: Ongoing consumer panel of 3000 respondents Benchmark survey collects brand data and ‘typical week’ media consumption Sub-samples participate in rotating detailed (half-hour) media diary Respondent media exposure modelled from combination of respondent data & industry data Allows detailed knowledge of impact of client (and some competitor) comms activity Purchasing behaviour pre-mid-post comms/promotion activity

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