Digital and Technology alignment – Become an instant expert

This post is by Anton Buchner, a senior consultant with TrinityP3. Anton is one of Australia’s leaders in data-driven marketing. Helping navigate through the bells, whistles and hype to identify genuine marketing value when it comes to technology, digital activity, and the resulting data footprint.

Digital and Technology alignment

For the fourth post in the Become an Instant Expert series, we have focused on Digital and Technology alignment.

It’s just normal isn’t it?

Firstly, we should preface by saying that the digital and technology world has been normal for you, as you were born into it.

So for many of you, you may be leading your marketing team on initiatives and ideas. But as you know what is normal now, won’t be normal in the future.

The future is not normal

The rate of change is getting faster and faster, as we enter the 4th industrial revolution with the advent of robotics, autonomous transport, artificial intelligence, infinite computing, and nanotechnology.

These technology advances are completely changing the way that we live, work, relate to each other, and create ways to solve the challenges that keep us up at night.

We would like to outline four key areas for you to be aware of when proposing digital and technology driven ideas:

  • What are you trying to achieve with the technology?
  • How will it affect the total user journey and experience?
  • How will you measure whether it has been a success?
  • How will you glean insights from all the resulting data collected?

What are you trying to achieve with the technology?

These sound like basic questions, however we regularly see organisations fast tracking a technology implementation, only to discover that they haven’t set clear objectives, beyond wanting a shiny toy.

It’s critical to be clear on why you want to use a specific technology, and to define how it will meet both marketing and business objectives.

The key here is making sure that any marketing technology solution has been chosen to deliver on clear marketing objectives: eg:

  • help drive greater awareness
  • deepen prospect engagement and knowledge gathering
  • deliver better acquisition conversion
  • improve customer experience and retention rates
  • become part of a community of like-minded people

Once defined, you need to be clear how the solution will actually help deliver on your overall business objectives.

Now typically that’s not the domain of a junior marketer. However to fast track your career, the more you can ground your knowledge in linking marketing activity to delivering on your business objectives the better. It means that you’re thinking about how to deliver value to your business, rather than looking at the solution from technical or cost-only points of view.

The good news is that you don’t have to solve this yourself.

You can push your manager or technology vendors with the questions so that they can provide the answers.

How will it affect the total user journey and experience?

Continue reading “Digital and Technology alignment – Become an instant expert”

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Managing Marketing: Discussing creativity, innovation and their importance to business

Managing Marketing is a podcast hosted by TrinityP3 Founder and Global CEO, Darren Woolley. Each podcast is a conversation with a thought-leader, professional or practitioner of marketing and communications on the issues, insights and opportunities in the marketing management category. Ideal for marketers, advertisers, media and commercial communications professionals.

Ed Pank is the Managing Director of WARC Asia and a self confessed Digital Marketing Evangelist, Start-up Builder, Advertising Insight Generator. Here he talks with Darren on the importance of creativity and innovation in business today. They explore the nature of agency creativity and explore the role of the agency in developing customer and business innovation.

Creativity and business

 

You can listen to the podcast here:

Follow Managing Marketing on Soundcloud or iTunes

Transcription:

Darren:

Welcome to Managing Marketing and I’m in Singapore this week and I’ve got a chance to catch up with, Edward Pank, who is the Managing Director of Warc Asia. Welcome, Ed.

Edward:

Hi, Darren, good to be here.

Darren:

Ed, we’ve just spent a couple of days seeing presentations at the first Mumbrella 360. It was quite an interesting array of information provided, wasn’t it?

Edward:

It was. It was a good couple of days actually and all credit to the Mumbrella guys; I think they did a good job, the first time they’d done it in Asia but there was some good content.

There were some interesting things coming out of the conference around how marketers can cope with the complexity that there is now in the marketplace, how they can drive their brands forward, and the risk that sometimes entails. So, lots of good stuff and lots of good work that we’ve seen. I enjoyed it.

Darren:

These events whether it be award shows or conferences seem to be about recognising creativity, innovation, performance in the work that people are doing. And it’s really interesting because you do get a sense there are quite divergent ideas about what is innovative, what is creative aren’t there?

Edward:

From my perspective, creativity can be single-mindedly focused on what a good idea is and that maybe simplifies the whole area of creativity and innovation that at the heart of innovation and creativity is a good idea and that is born out of a really deep idea of who your audience is.

So, gleaning fantastic insights that help deliver a great idea that can inform either a communications plan itself or inform part of that business offering (whether that’s a new innovation or a service offering).

So, at the heart of good creativity I believe fundamentally it’s a great idea based on a human insight or a human truth as we heard this week.

Darren:

You’re in a unique position to be able to get a terrific view of the marketplace. Here at Warc you’ve got a huge amount of resources, research data, and case studies. Can you share a little with us about what that actually means? What is that Warc resource and what does it mean to you and your clients?

WARC case studies

Continue reading “Managing Marketing: Discussing creativity, innovation and their importance to business”

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The Creative may be Digital, but the process is analog

This post is by Peter Bray, Director, Business Development ANZ for Celtra and co-founder of Puzzle Creative Technology Solutions. He has been riding the ad-tech wave for the past 7 years and feels it is time for Marketing organisations to focus on delivering better and more relevant advertising experiences to their customers. 

Let’s be clear, no matter how good an ad format or placement is, no matter how accurate the media targeting is – an irrelevant ad, is still an irrelevant ad.

As Marketers are now living in an omnichannel world with increasing internal and external ‘CXpectations’,  they are expected to do more with less. Digital continues to deliver shattered fragments of consumer touchpoints which has resulted in working and non-working dollars becoming blurred as technology intertwines context (media) and content (creative).

creative process

The process of creative from idea to execution has not changed all that much since the ad agency divergence of the 80’s, where Media has accelerated in to the world of technological innovation.

The current digital advertising operating structures of ideation, production, distribution and optimisation are disconnected at best. Technology is underpinning transformation and change across Marketing organisations and the time is now upon us for disruption to begin reconsidering the role, reason and the process of Creative.

Why can’t we all work together?

The expectation of Marketers to deliver exceptional CX across owned, earned and paid
channels is mind-boggling. Gone are the days of the Marketer solely being the hero and custodian of the brand, they now need to be well versed in content being king while executing a mobile strategy linked to a video strategy that is integrated into a mobile video strategy, in the walled gardens that is plugged into a DMP… Huh?

We all get that its complicated, but when all the focus is given to the pipes, the bit that actually gets put in front of the consumer far too often gets forgotten about. We need to start at the end. By starting at the ad experience, at the creative itself, we can deliver relevance and excellence in a much more congruent fashion.

There are multiple channels, multiple screens, multiple segments meaning there are a multitude of assets that need to be created for any given campaign. However, media typically gets planned and bought first, which results in the creative production being afterthought. This further compounds the challenges associated with delivering the most relevant communications across the disparate channels.

The churning out of lots of independent assets and variants keeps agencies hard at work, but how has technology not given birth to something more efficient and effective?

Something where the most pertinent message is delivered to the consumer based upon what stage of the customer lifecycle they are in. Something where the creative that is live in market is connected and doesn’t need to be discarded like a last weeks JB Hi Fi catalogue. Continue reading “The Creative may be Digital, but the process is analog”

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The challenges in measuring the value your agencies contribute to your marketing

This post is by Darren Woolley, Founder of TrinityP3. With his background as analytical scientist and creative problem solver, Darren brings unique insights and learnings to the marketing process. He is considered a global thought leader on agency remuneration, search and selection and relationship optimisation.

How do you calculate or assess the value of your marketing spend?

In the past three years we have had a large number of projects designed to achieve just that – a fact based assessment of the value of the marketing spend. Specifically marketing communications or advertising and largely focusing on spend with external agencies and suppliers.

Now you would think this is something that almost any advertiser could do themselves. Why would you need to engage an external consultant to assess the value of your agencies and marketing suppliers? But the truth is that most companies and organisations do not have the data or the methodologies to provide an account of the value of their marketing agency spend.

marketing agency

Here is why:

Accounting systems collect spend only

That is right. The accounting system of almost all organisations can tell you to the nearest cent, rupee, baht, yuan, yen what was spent. If the spend was coded correctly they may even be able to tell you what was spent on marketing and even perhaps who was the supplier and in what period of the year it was paid.

But there is no accounting system that also captures what that spend purchased or what was delivered in exchange for that payment.

Sure it may tell you that the media agency was paid $27,459,875.42 in the 365 days to December 31, 2017. If you are lucky and the spend was coded correctly it may even tell you that $1,372,993.75 was paid as agency fees and the balance is then assumed to be media spend. But was it for media? And if so what type and quantity of media was purchased?

This is assuming that the marketing spend is correctly coded. What happens when the spend is incorrectly coded and no marketing spend ends up in marketing or marketing spend ends up in non-marketing budgets?

It is an issue we regularly find, no matter how much we are told that their accounts are in good shape, the spend data rarely is and the depth of information is limited by the universal limitations of the accounting system.

Often clients will tell us that they will undertake the data collection to reduce the project timeline and fee, which invariably leads to more work and taking more time because the data provided is indecipherable and largely worthless.

Supplier and agency contracts are rarely up-to-date

Another source of data and information on the agency and supplier value should be the contract that defines the terms and conditions of the commercial and legal relationship between the client and the supplier.

Over recent years these contracts have become longer and more complex as companies include sections on everything from gender diversity policy to data security compliance and environmental sustainability guidelines to meet the expectations of government, investors and corporate strategy.

But in the process of defining these additional requirements and adding more pages and clauses to the contract they have often overlooked the most fundamental commercial considerations. Continue reading “The challenges in measuring the value your agencies contribute to your marketing”

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Casting George Clooney or Brad Pitt for your next television commercial? What a dilemma!

This post is by Clive Duncan a Senior Consultant at TrinityP3. As a Director and DOP he has an appreciation for the value of great creative and outstanding production values, while also recognising the importance of delivering value for money solutions to the advertiser.

casting television commercial

Of course, as a marketer it would be very rare that you would ever have to make this decision. The agency or the director makes most of the casting decisions for a television commercial.

You, the marketer will have to sign off on the talent as a matter of process. But the director of the TVC usually primarily makes the actual selection of the acting talent, after all they are supposed to be the expert. In many cases if the agency creative team has experience and enough self-confidence they will also have a lot to say when it comes to casting.

Just to make sure everybody understands the casting process let me give you a short introduction to the main players and the process.

The casting director

Usually the director or creative team brief a casting director, this is a person whose role it is to find suitable actors as required by the script. If the role requires the talent to speak, then an actor will usually be cast to present a believable character for the particular role.

The casting director in most cases is paid directly by the agency. The casting director’s fee will cover the time it takes to cast the roles along with a studio fee and a materials fee (stills and videos of the proposed actors). The casting director will often give a quote on how much fee each of the proposed actors will require to participate in the project.

The actor’s agent

The casting director will often negotiate the actors fee on the clients / agencies behalf with the actor’s agent before the final selection is made, as the ball is at this stage well and truly in the casting directors court. The actor’s agent represents the business interests of the actor.

If the actor wins the role and the agent starts re-negotiating their fee, this is considered very bad form as the power of leverage has shifted from the casting director to the actor’s agent. I know of cases where the cast actor has been dropped because of the agent’s behavior. I have been confronted by agents in Asia waiting until the day of the shoot to try and re-negotiate their actor’s fee. Continue reading “Casting George Clooney or Brad Pitt for your next television commercial? What a dilemma!”

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Media performance management – Become an Instant Expert

This post is by David Angell, TrinityP3 General Manager and Head of Media. David has extensive commercial and media experience gained through a fifteen year career in media agencies, which he uses to help drive optimal results for TrinityP3 clients.

Media performance measurement

If you’re involved with developing, implementing, executing or understanding the effects of advertising campaigns, and particularly the success of a media buy or trade, then the term ‘media performance’ is something you’ll often hear in your career.

So following on in our Become an Instant Expert series, we’d like to focus this post on media performance.

What exactly is ‘media performance’?

The biggest challenge with the term is its definition or use, in context of what is actually required.

‘Media Performance’ can mean:

  • The overall amount of media value gained by your advertising campaign (price of each spot, discount level, added value freebies, etc.)
  • The performance, in audience reach terms, of a particular program, environment, magazine, website or any other media channel that you’ve invested in.
  • The performance in audience reach terms of a campaign, relative to pre-campaign predictions – did the campaign ‘over deliver’ or ‘under deliver’ against expectations?
  • An action related performance – did your media spot directly result in a consumer action. This can be anything from calling a number shown on a TV commercial, to clicking on a website banner, to visiting a website, to leaving data on that website (for example, signing up for something using your name, phone number, address) to store visitation, to making a purchase.
  • A brand-related outcome; did the campaign drive increased brand awareness, brand equity, social media chatter?

What media can be measured?

The performance of media can be measured across pretty much any media channel you care to mention.

The depth of measurement is greater in some channels than in others (performance of advertising on digital media channels, for example, can be measured in many ways due to the amount of data involved).

However, advances in tools, research methodologies and technology means that even channels traditionally hard to truly ‘measure’ (such as outdoor billboards) now offer ever-more involved measurement capabilities. Continue reading “Media performance management – Become an Instant Expert”

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Has “Digital/Social” Become the Dollar Menu of the Advertising World?

This post is by Michael Farmer, Chairman of TrinityP3 USA and author of Madison Avenue Manslaughter: an inside view of fee-cutting clients, profit-hungry owners and declining ad agencies, which won the Axiom Gold Business Book Award for the best marketing / advertising book of 2016.

Advertising world

The new McDonald’s Dollar Menu, which includes a sausage burrito for $1, a Bacon McDouble at $2 and the Classic Chicken Sandwich for $3 is designed to boost same-store sales.

While this represents the company’s best shot at traffic increases for 2018, the chain will need more than $1-$2-$3 discounted items to maintain margins and stock market price. Wendy’s and Taco Bell have responded with their own discounts, and the prospect of an industry price war looms.

In the ad agency world, where digital/social advertising is growing and cannibalising traditional media dollars, and “digital is the future” arguments prevail, agencies have jumped on the digital/social bandwagon and they are cranking out digital/social deliverables at an astonishing rate for astonishingly low fees.

Has digital/social become the Dollar Menu of the advertising world?

The changes in industry scopes of work over the decades is staggering.  Back in 1992, when I completed my first ad agency office diagnostic, my client completed 385 briefs with 52 creatives, 75 client service folks and about 30 production people.

The work was 100% above-the-line TV, print and radio.  Nearly all the work was “origination,” or original creative work, rather than “adaptations” based on previously completed originations.  The average deliverable was worth several hundreds of thousands of dollars in income.

Each creative completed (on average) 7.4 deliverables across the mix of media. Hmmm, I thought at the time.  That’s more than David Ogilvy wrote about in Ogilvy on Advertising (1983), where he said, “The average copywriter gets only three commercials a year on air.”

Ogilvy complained about how long it took to do creative work.  “The process of producing advertising campaigns moves at a snail’s pace,” he grumbled.  “The average time it takes them to produce a campaign is 117 days.”

That’s because there was a lot of thinking, there were a lot of ideas being developed by multiple creative teams and there was a lot of rework to get the ad exactly right. BBDO called this “the work, the work, the work” and they were proud of the process to whittle down creative ideas and turn the best ones into award-winning ads.
Continue reading “Has “Digital/Social” Become the Dollar Menu of the Advertising World?”

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Managing Marketing: Navigating digital transformation

Managing Marketing is a podcast hosted by TrinityP3 Founder and Global CEO, Darren Woolley. Each podcast is a conversation with a thought-leader, professional or practitioner of marketing and communications on the issues, insights and opportunities in the marketing management category. Ideal for marketers, advertisers, media and commercial communications professionals.

Adam Good is the Chief Digital Officer at Dentsu Aegis Network in APAC and in this podcast he is talking with Darren and reflecting on his career on both the marketing and agency side as the industry navigates the digital transformation and the impact of organisational alignment, innovation, collaboration, trust and a shift to Agile Marketing.

Adam Good

 

You can listen to the podcast here:

Follow Managing Marketing on Soundcloud or iTunes

Transcription:

Darren:

Welcome back to Managing Marketing and today we’re in Singapore and I’ve got a chance to catch up with a good friend, Adam Good, who is the Chief Digital Officer, the CDO at the Dentsu Aegis Network here in Asia/Pacific. Welcome, Adam.

Adam:

Welcome to Singapore, Darren.

Darren:

Well, I’m here for the week (until Friday).

Adam:

Fantastic.

Darren:

The reason I wanted to catch up is you’ve had a really interesting career, from my perspective, in that you started off in film and entertainment. You got into advertising/digital but more importantly you’ve worked both agency and advertiser’s side.

How did this happen?

Adam:

Yeah. I don’t know, maybe you get fired on either side of it and keep changing around.

Darren:

Was there a plan? Are you one of these people that plan a career, a path of opportunity?

Adam:

I originally had a plan. I really just wanted to be in multimedia.

Darren:

You’ve taken me back to 1990.

The early days

Adam:

I schooled in multimedia so I think that’s what I wanted to do so I wanted to try the different industries. I wanted to be on different sides of media and especially with media when it was associated with big change.

And I think that’s what ultimately drove it. Initially, when I started out, I just wanted to do television; I really wanted to be part of storytelling. I was trained in that. I’m a qualified sound engineer by trade but then I did film and television in various different roles; technician roles, camera assisting, grip work, lighting. And really through that process you learn storytelling.

Somebody’s got a particular idea, they put it on paper and then they’ve got to express it through a team structure to bring it to life and I really enjoyed that. But at the same time, when I left school (year 11/12, 86/87) it was the first year they introduced computers so I was lucky enough to play around with the early computers, the Commodore 64s, the Atari’s, the early Apples.

In that space I got involved with Connected Computers and the internet so that was happening at the same time. So, I had these passion projects. I built one of Australia’s first online film directories because at the time I thought well film and television, Warner Brothers Studios, Fox studios was happening.

People were coming down to Australia to make content and tell stories but it was actually very difficult to find the whole team structure. So, in the early days I used the World Wide Web to put on bios and those sorts of things.

Darren:

There was a thing called the Production Book, which is still around. It’s all online but I remember back in the early 90’s you would buy the Production Book. It was like this thick tome except that because of the transient nature of the industry it would be out of date by the time they’d printed it and distributed it to everyone. They were always doing printed updates of it.

Adam:

I was 21, 22, having meetings with the Production Book and of course Read magazine and the Encore magazine having discussions about putting all of that content online. Ultimately, I couldn’t get agreement to do those things so I made my own.

I had a filemaker prodata base and was building one listing at a time because I was so passionate about it. But ultimately those businesses did go online over time and I went off and did other things. Continue reading “Managing Marketing: Navigating digital transformation”

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Plan B: Turning the Madison Avenue Manslaughter into a much needed makeover – Part 3

On Tuesday December 4, 2017 Michael Farmer, author of the award winning marketing business book Madison Avenue Manslaughter presented his Plan B for the industry to turn the manslaughter into a make over that would get brands and agencies moving again. This is the transcript and video of the final of three parts of that presentation where he delivers Plan B to the industry.

So, mission, and I’m not going to start with pricing, I’m going to start with mission, and I’m ripping a page out of the consulting playbook here. I think the agency’s strategic mission should be on behalf of its clients and it should read something like, ‘our mission is to identify and quantify, and realise the brand’s full performance potential’.

It starts with a premise that any client that has a portfolio of brands is underperforming. P&G, Nestlé, Unilever, American Express, Ford Motor Company, General Motors, any of the banks, Australian, New Zealand, U.S., Brazilian banks, everybody is underperforming versus their full potential because they have not focussed on figuring out why they are underperforming and what they can do about it.

In order to be in a position to identify, quantify and realise you have to negotiate a top level strategic partnership that says, ‘that’s why we’re going to be in business together.’

We’re not in business together to develop a digital brand campaign for brand X; we are in business to get your brands growing again. We know how to do it. We know how to figure out where the growth potential is and we know how to execute but we have to work together and it takes time.

Ad industry plan b

 

And then there’s a skills requirement because you have to bring on board in your accounts department the kind of people that can do that business analysis. A young person coming out of university and going to one of the big consulting firms will be trained over 7 weeks in how to do this kind of analysis; how to do a full performance potential analysis.

What data do you need? What kind of slides do you use? It’s been recognised but I don’t know of any account heads that ever mobilise their team to do that on behalf of their clients. They’re kind of there, hoping they can get the work out the door without losing the client. A lot of what client service does is to maintain the relationship.

So, what’s really needed are consulting, business analytical skills at the front-end and then the ability to put together the type of programme that will actually work. That’s a scope of work expertise where the agency takes responsibility for the scope of work because it has to be the one they want to do.

Continue reading “Plan B: Turning the Madison Avenue Manslaughter into a much needed makeover – Part 3”

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How Financial Services is approaching agency rosters and remuneration – Three case studies

Financial Services is particularly competitive. Already there are a plethora of brands across the category and there is now significant disruption caused by FinTech start-ups, plus increased competition and fragmentation of the category.

The market leaders are focused on innovating and transforming to stay ahead of the competition, but they are also looking for more effective and efficient ways to build and maintain their share of market and share of customer wallet.

Marketing budgets in Financial Services are constantly under pressure, as they are in most other categories, but there is also an equally important pressure to deliver measurable growth and return on marketing investment (ROMI).

Financial Services marketers are reviewing roster, agency remuneration, go to market processes including agile marketing and media investment options looking for the incremental performance improvement to provide a competitive advantage.

agency rosters

Recently we have been engaged in reviewing agency roster structures and agency remuneration arrangements to deliver a number of improvements depending on the current arrangements, the planned strategic direction and the specific requirements of that strategy and plan.

Case Study 1

Financial Services – Moving from top down to bottom up retainer approach

Challenging Problem: This marketer had a very large single agency relationship, with a retained resource plan that used top-down methodology, which was not specifically tied to individual deliverables across the various business units.

Creative Solution: It was unclear if the current remuneration arrangement was delivering value, as the scope of work and channel requirements were constantly changing on an annual basis due to the constantly evolving market landscape. We needed to provide an evaluation of the current remuneration to determine the value delivery and identify areas where value was being created, lost, duplicated or hidden. Continue reading “How Financial Services is approaching agency rosters and remuneration – Three case studies”

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Agency Performance management – Become an instant expert

This post is by Anton Buchner, a senior consultant with TrinityP3. Anton is one of Australia’s leaders in data-driven marketing. Helping navigate through the bells, whistles and hype to identify genuine marketing value when it comes to technology, digital activity, and the resulting data footprint.

Agency performance management

Following on in our ‘Become an Instant Expert’ series of posts aimed at demystifying marketing in a tech-driven world, we’d like to focus this post on agency performance. Outlining some of the important areas to understand and make more efficient in order to maximise the value of your agency partners and suppliers.

We often hear junior marketers say that they are swamped with the current scope of work that they are handling, and that they’re wasting too much time managing multiple agency partners.

Sound familiar?

Change starts with you

Well there’s something you can do about it to help your marketing and agency teams become more efficient and productive.

And here’s the first tip. If you wait for others to change, then you may be waiting for a long time.

Change can start from within.

There are 4 key points to learn about when looking at your agency performance. And just to clarify, by agency performance, we mean how effectively your agencies are helping you solve your marketing challenges.

Ask yourself

Answer these questions to get a feel for what environment you’re currently working in. What we call the “as is” state:

  • Are you briefing all relevant agencies together?
  • Are all the agencies coming back as a united front with integrated solutions, or are they pushing their own barrow?
  • Are your agencies pushing the boundaries with solutions? Or just delivering what you expect?
  • Do you clearly understand all the roles of people at the agency, or do you see a procession of people attending meetings?

We’ll explore each question. Continue reading “Agency Performance management – Become an instant expert”

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Plan B: Turning the Madison Avenue Manslaughter into a much needed makeover – Part 2

On Tuesday December 4, 2017 Michael Farmer, author of the award winning marketing business book Madison Avenue Manslaughter presented his Plan B for the industry to turn the manslaughter into a make over that would get brands and agencies moving again. This is the transcript and video of the second of three parts of that presentation where he defines the issues that Plan B must address to be successful.

What is Plan B? Before you decide what Plan B is, decide what kind of Plan A problems have to be solved. I think a lot of people are getting this wrong because you hear people say, ‘our real problem is there is no talent’ or ‘we are not digital enough’ or ‘there are too many pitches’ or ‘the bench markers’.

And all of them add up to ‘there is nothing we can do about it. We are just screwed, we’re victims and we just have to do the best we can. We have to win as much business as we can, be as creative as we can under the circumstances, and even though we are on the losing side, we have to not be as big a loser as our competitors’.

I think that’s wrong.

I think that agencies today have misdiagnosed, through the lack of the right kind of information, what really is happening to their business.

So, I’m pleading with you today to think about a different type of Plan B based on what has not been working in Plan A. Plan A being the way that agencies have competed with one another and with their clients over the last 30 to 60 years.

I’m going to have to talk about words that have really never had a place in the industry: price, productivity, and profitability. Price for agency services, the productivity of agency people in carrying out scopes of work, and the profitability that is associated with doing that well or doing that badly.

Here’s a real agency office. I’ve disguised it, calling it the Icarus agency. It is a client of mine and they have 10 clients, which I have used the military alphabet, Alpha to Juliette. Ten clients, adding up to $23 million of sales. That’s the typical size of an agency, not a headquarters’ office but a good sized, New York-based agency office and you can see that the largest client is Hotel with 7.4 million. The smallest client is Foxtrot with 67,000 in income.

Continue reading “Plan B: Turning the Madison Avenue Manslaughter into a much needed makeover – Part 2”

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Dare Yourself To Ask: Is Your Marketing Team Terrible?

This post is by Stephan Argent, President of Agency Search and Media Management Consultancy Le Riche Argent and a member of the Marketing FIRST Forum, the global consulting collective co-founded by TrinityP3

Terrible marketing team

For anyone to hear the words ‘your marketing team is terrible…’ would be pretty devastating. But the reality is, when talking to agencies, we often hear comments about marketing teams that – in the context of how the client / agency relationship is unfolding – are well… less than flattering.

The most common complaints vary from broad capabilities to specific day-to-day challenges and include things like:

  • They don’t know what they’re doing
  • They don’t listen
  • Nobody can make decisions over there
  • They’re always changing their minds
  • They don’t know how to brief
  • It’s always a panic situation
  • Nobody ever says thank you
  • They treat us like dirt

To what degree these kinds of comments are accurate, exaggerated or directed at individuals rather than entire teams is something that needs to be explored on a case-by-case basis. But no matter how large, small, accurate or inaccurate these kinds of issues may appear to be – they all have the ability to erode otherwise healthy client / agency relationships and need to be addressed.

All marketers should know how their teams are performing – and how they’re influencing their agency relationships. And if you’re not sure or have never done any kind of 360-performance evaluation, now is as good a time as any to get a process started.

If you’ve heard rumblings there are issues between your team and your agency(s) – either through a formalised evaluation process, or chatter from elsewhere in your organisation here are some helpful questions to help narrow in on the real issue and prepare a solution:

Is it or isn’t it?

Continue reading “Dare Yourself To Ask: Is Your Marketing Team Terrible?”

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Yes, advertising agencies exaggerate their award entries – Poll result

This post is by Darren Woolley, Founder of TrinityP3. With his background as analytical scientist and creative problem solver, Darren brings unique insights and learnings to the marketing process. He is considered a global thought leader on agency remuneration, search and selection and relationship optimisation.

 

Recent reports in the trade media have raised questions over the accuracy of the award entries of a particular multi-award winning agency. In fact it appears that this agency has continued to win awards overseas with questionable and inaccurate claims.

Now the agency CEO has stepped aside it is time to discuss the implications this has for agencies, the industry and their clients. Accusations of behaviour like this undermines trust, not only in the agency involved, but in the award process and the industry at large.

So we wanted to know how widespread is this type of behaviour?

Therefore we polled our TrinityP3 audience with this question and the result is in…

 

With recent allegations of award entry exaggeration by an award winning agency, how wide spread do you think this behaviour is in the industry?

So as you can see, while the sample is relatively small and highly selective, the vast majority (54.55%) believe this happens often and  significantly 78.19% believe this is common practice. So in our ‘post truth’ world and an industry that is known for the famous McCann WorldGroup motto “Truth Well Told” what does this mean for the industry?

Award Shows

While we have previously commented on the growth and relevance of Industry Award Shows, there is a particular implication here for those shows that increasingly require support information for the entries to be judged. Unlike creative awards, where largely the work had to speak for itself, more award shows and more categories in these shows rely on support materials to assess the merits of the entry.

Creative awards categories including campaigns and many multichannel and digital media awards come with extensive explanations or even more compelling, professionally edited, narrated and emotive music videos to support the entry.

In the increasingly popular effectiveness awards and the Agency of the Year awards, they are almost entirely reliant on these written entries and highly polished and compelling videos so that the judges can assess the merit of the entries.

But without rigorous verification are we simply taking the word of the entrant on the accuracy of what is presented? If so, does this mean that this type of award process is fatally flawed?

Without independent verification on what is submitted, it means that perhaps the most convincing entry will win, even though much of the ‘fact’ that makes it so convincing has been exaggerated or even fabricated.

It calls into question the validity of all of these award results, from the selection of the Agency of the Year to the effectiveness Awards. If the only validation of the award entry is based on the entrant being honest, objective and fair then clearly the perception that entrants ‘often’ exaggerate, enhance or lie in their entries completely undermines the value of these awards as a measure of achievements or recognition.

Advertising Agencies and other Entrants

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Prosperity ahead for those marketers who embrace The Year of the Dog

This post is by Darren Woolley, Founder of TrinityP3. With his background as analytical scientist and creative problem solver, Darren brings unique insights and learnings to the marketing process. He is considered a global thought leader on agency remuneration, search and selection and relationship optimisation.

As we end the year of the Fire Rooster we look forward to the Year of the Earth Dog ahead.

While the past year was a time to address the disharmony in the industry, the year ahead looks to be a prosperous time for those marketers who have done the work to transform their approach to their customers.

“2018 is the Year of the Earth Dog. Earth is a stabilising and conserving force, marking a significant shift from the two consecutive years featuring the fire element — the years of the rooster (2017) and monkey (2016), which brought some disharmony and impulsiveness.

Highly perceptive, the Earth Dog is kind, efficient and skilled in communication. As earth produces metal in the zodiac cycle, 2018 is expected to bring prosperity, particularly to those who, like the dog, are proactive, work hard and communicate well. Moreover, experts predict that those who show generosity to others will reap the greatest benefits throughout the year”.

Marketers and the year of the dog

Prosperity comes from following the traits of the canine, being kind, efficient and skilled in communication. For marketers this is in parallel with the transformation currently happening in marketing with the increased focus on managing the customer experience to build brand and drive growth.

Specifically this means embracing the insights from customer data to better manage and fulfil customer expectations and enhance the customer experience of the brand, using technology to be able to personalise and respond to the customers’ needs in real time and communicating with customers in the way and at the time they are receptive to the conversation.

Being Kind To Your Customer

The dog is kind and for marketers this means that 2018 is a year to be kind to your customers and prospective customers.

So how can you be kind? Or kinder?

Continue reading “Prosperity ahead for those marketers who embrace The Year of the Dog”

Posted in customer relationship management, data & direct marketing, industry news & trends, marketing process optimisation, media planning & buying, social media & digital marketing, strategic management | Comments Off on Prosperity ahead for those marketers who embrace The Year of the Dog