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Author Archives: Darren Woolley

About Darren Woolley

Darren is considered a thought leader on all aspects of marketing management. A Problem Solver, Negotiator, Founder & Global CEO of TrinityP3 – Marketing Management Consultants, founding member of the Marketing FIRST Forum and Author. He is also a Past-Chair of the Australian Marketing Institute, Ex-Medical Scientist and Ex-Creative Director. And in his spare time he sleeps. Darren’s Bio Here Email: darren@trinityp3.com

Why measuring media value is more important than media cost

Mega successful investor, Warren Buffet, famous said “Price is what you pay; value is what you get”. But when it comes to media the discussion is almost always about price – price and quantity such as GRP, CMP, Impressions, spots and the like. These are all measures of quantity of media and quantity of audience delivery, but rarely is there a measure of quality. After all, quality of media is a much more difficult attribute to measure or validate. Continue reading

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If your marketing function is not driving growth you’re not doing it right

One of the big issues facing marketing is the perception, commonly held in businesses, that it is nothing more than the ‘colouring in department’. It is a demeaning phrase and one I heard earlier this year when I was invited to participate in a CEO Forum in the City by one of the accounting firms. Continue reading

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Managing Marketing: The impact of deregulation on the dramatically changing advertising industry

Simon Canning is a well-known and highly respected marketing commentator who has worked on both the trade media and agency side for the past 25 years. Here he shares and discusses the changes, but more importantly the key decisions and their impact and implications on the advertising industry today. Continue reading

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Managing Marketing: The challenges and changes in automotive marketing

Peter Anderson is an Automotive Journalist and chats with Darren about the changes and challenges facing the automotive industry and how the category is adapting to the changes including autonomous motor vehicles, alternative fuel, falling motor vehicle ownership amongst the Millennial Generation and addressing the needs of women buyers. Continue reading

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How many billable hours are there in a year?

If you are still working with agency retainers then the issue of billable hours per person will definitely be an issue. Too high and too low both have impacts on the retainer calculations and the result. But what is the right number of billable hours per year? Well it depends and in my time working with advertisers around the world it has varied from a ridiculously low 1,200 per year up to a mind-blowing 2,080 hours per year. But why is this so important? Continue reading

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Lorenzo’s lesson on customer data and big data for business

About 12 years ago we bought our first office in South Melbourne and on the day we moved in I went downstairs to the café on the ground floor to get a coffee. It was a buzzing place and the guy behind the counter introduced himself as Lorenzo, the proprietor. He knew I had not been there before and I explained we had just moved into the second floor of the building. He took my order, a strong latte, and we continued talking with him asking about what type of business we had and why we moved intro the area. Continue reading

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Managing Marketing: The incredibly complex choices facing marketers

Liam Walsh, Managing Director of Amobee talks with Darren on the increased choice facing marketers today with technology companies, management consultants and agencies all competing for the marketing budget and why marketers are increasingly challenged in making these choices in the face of increasing complexity. Continue reading

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The ethics of Client / Agency behaviour: What is acceptable and what is not?

At the inaugural Mumbrella Asia 360 earlier this month Julian Barrans, Asia Business director and I curated a session on client / agency behaviour based around real life examples of dubious incidents we had either witnessed or had heard about from reliable sources. We put these to the audience to gauge what is acceptable today and what is not. The world of marketing, media and advertising is changing rapidly, especially driven by technology innovation, which is multiplying opportunities and options and magnifying pressure and demands. But has this impacted the way we work together? And if so how? Continue reading

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What happens when the best agencies are no longer interested in pitching for your business?

Recently we have read reports from the CEO of WPP, Sir Martin Sorell and even our own Executive Chairman, Michael Farmer, talking about the almost irrational motivation of agencies to pitch for and win business at any cost. Certainly, with so many agencies in the market, you would think there is no shortage of candidates to pitch for an advertisers business. But the fact is that not all agencies are equal, yes, some are more equal, or perhaps more desirable than others. In any market there are a handful of agencies that are considered outstanding and then there are the others and behind them the ‘also-rans’. Continue reading

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Managing Marketing: Agencies, consultants, mergers and acquisitions

Ben Tolley, Partner at Clarity talks with Darren on the industry mergers and acquisitions and the increased activity of the consulting firms in this category and not just the challenges but the benefits to the advertisers when creativity and management strategy comes together in the resulting entities including the possibility that soon it may be a holding company that is acquired. Continue reading

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Managing Marketing: The importance of brands and branding in the digital age

Simone Bartley, co-founder and CEO of Together Co discusses with Darren the concept of brand and brand promise and its increasing importance to business in the digital marketing environment and why brand is core to any business requiring the leadership of the CEO. Continue reading

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Can management consultants teach ‘value’ to the advertising agencies?

It is interesting to see how the advertising industry has reacted to the recent acquisition play of the management consultant firms like Accenture and PWC. Some people embrace the trend while others are sceptical as to the efficacy of the strategy. Will Accenture be able to leverage the value of their investment in Karmarama and Monkeys on opposite sides of the world? Or will what is seen as fundamental cultural differences cause it to fail? Time will tell. Continue reading

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Why working / non-working ratios no longer work for advertising

As an industry we love our terms. Usually they are TLA (Three Letter Acronyms) like ATL, BTL and TTL. Or RFP, RFT and RFIs. And marketing technology digital buzz words are making this even crazier.

But there is a concept which has recently made a prominent return to the industry and yet it is totally outdated and no longer relevant. That is Working and Non-Working Spend. The reason for the sudden resurgence is a combination of management consultants who are pushing Zero Based Budgeting, not so much to drive marketing performance and return on investment, but more as a marketing investment framework to reduce the marketing investment and therefore budget.

The second source is the increased activity in investments in traditional consumer package goods brand companies by private equity and venture capital, and their use of the term to inform the market that they have magically discovered the investment strategy to turn the flagging performance of these entities around by simply reducing non-working spend and improving the working to non-working ratio.

In fact, as I write this, it seems so self-evident that you wonder why the schmucks that owned the business before it was bought by these clever investors had not done this already. Why wouldn’t you reduce non-working spend. After all, if it is non-working why are you spending anything on it anyway? Continue reading

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The dangers of pitching your agency on a regular basis

Do you work for a company that routinely has you take your contracted agencies to pitch every three years? Is this mandated by finance or procurement? Or is this something that the marketing team believe is the best option? We know that many organisations have a habit of going to pitch every three years, just as we know that in every switched on agency there is a new business person who marks down the date of your last pitch with a note to call you in two years and six months hoping to get on your next pitch.

But here is the thing you are missing. It is highly likely that while you have justified this practice as being good governance and due diligence, it is possible that you are wasting significant amounts of money and possibly doing damage to your corporate reputation, along with the performance of your brand and business. Now you may think this is counterintuitive advice coming from a company that you may associate with pitching, but the fact is pitches are less than 10% of the strategic management consulting we do and secondly it is the other 90% of work on marketing and agency roster performance that has informed this opinion. But let me explain as to what we have observed. Continue reading

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Managing Marketing: The essential role of business innovation beyond being a management fad

Dr Lee Styger, Director of the Executive MBA at Sydney Business School, University of Wollongong, discusses with Darren the importance of innovation in businesses, but innovation that is based on developing and delivering enhanced customer experiences, rather than being yet another management fad. Transcription:

Darren:

Welcome to Managing Marketing. Today I’m here with Lee Styger who is the Director of the Executive MBA at Sydney Business School, University of Wollongong and it’s a great opportunity because we’re going to be discussing a hot topic, which is innovation. Welcome, Lee.

Lee:

Thanks, Darren.

Darren:

Except that it’s not a hot topic, is it? Because everyone’s talking about it from the boardrooms down to the grassroots or the factory floor but there doesn’t seem to be a lot of innovation actually happening.

Lee:

What we discussed in the Green Room – we’re old enough to look at the history of management fads from business process re-engineering, total quality management, all of these things and about every 18 months a new one comes around and I think innovation is currently one of these perceived magic pills by leaders all around the place.

You say innovation; by what measure? How are you doing your innovation? What is innovation? What does it mean to you and your customer? What happens? You’ve got a department for it that ticks a box for it on the annual report.

Darren:

I think I measure fads by the number of consultants that are pushing the particular service because certainly my LinkedIn feed over the last three years has suddenly bloomed with people giving advice on how to become more innovative, which I think is an interesting promise because from my perspective innovation is at the very core of a business culture isn’t it, or not?

Lee:

It should be or not. Now, where do you go with this? It’s about core. I sat in a meeting recently when we were looking at a little bit of re-engineering of an organisation and the team brought in to do this were all describing themselves and their strengths. Not once did they mention customer.

So, we’re going to innovate our own strengths to create a super team with no connection to customer. If you’re going to innovate, if you’re going to change, if you’re going to do anything new, exciting, who are you going to do it for? And if it’s about business then it’s got to be customer.

Darren:

Absolutely.

Lee:

And good old Deming told us that all of those years ago and somewhere along the line we’ve lost it.

Darren:

We said before it’s either core or it’s not except that it was also Edward Deming who said you don’t have to change after all there’s no mandate to survive. If you don’t want to change just prepare yourself for business death

Lee:

The inevitable.

Darren:

And yet you see so many companies (Einstein’s definition of insanity) that are doing the same thing over and over again in a market that is being disrupted by technology. Technology is disrupting the economics. It’s disrupting the business processes and therefore disrupting categories, and yet it seems like Boards and the C-suite for a lot of companies are absolutely paralysed in the face of change.

Lee:

Yeah.

Darren:

So, why? Continue reading

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