PR & Planning (PRCA Annual Conf 2010)

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Presentation given to PRCA Annual Conference in Manchester on 4th November 2010 on use of planning in PR

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  • PR & Planning (PRCA Annual Conf 2010)

    1. 1. Planning Ideas Lab
    2. 2. A personal journey PR agency Business, brand & communica tions planner Communica tions Planning Advertisi ng media, sponsors hip & digital agencies
    3. 3. Brief History of Planning Account Planning Account Planning 1960/70s2010s Integrated Planning/T-Shaped PlannersIntegrated Planning/T-Shaped Planners Communications Planning Communications Planning 1980s Brand PlanningBrand Planning Media PlanningMedia Planning Direct PlanningDirect Planning Brand Positioning Brand Positioning 1990/2000s CRM/DataCRM/Data Executional Planning SP PR Spon Digital (SEO) Digital (SEO) Mkg Science/ Econometrics Mkg Science/ Econometrics
    4. 4. PR & Planning • PR teams have always planned campaigns & activities, so what has changed? • Why have many of the leading PR agencies started hiring planners? • Is it worth the investment?
    5. 5. More Complex Media & Opinion Former Landscape Activism & corporate behaviour New patterns of consumer behaviour & new expectations New media technologies
    6. 6. Collapse of Traditional Certainties End of Advertising Hegemony Consumer Empowerment & Dispersal of Control Economic Realities
    7. 7. Evolving Client Needs • Cost pressures demanding major structural changes: – Clients are seeking more for less from fewer agency partners and cost savings of 20-25% (Marketing) – “Every client has asked its agency what more it can do; how much less can it charge; what extra value can it add” (AAR) – Recession will lead to “more responsible buying of marketing services” (Sir Martin Sorrell) • Intelligent re-bundling of agency resources
    8. 8. Evolving Client Needs • Frustration => Demand for a new approach: – “As brand custodians, the speed of change has genuinely outpaced our ability to meet it” “A new era of remarkable opportunity” Simon Clift, CMO, Unilever – "We need to reinvent the way we market to consumers. We need a new model. It does not exist. No one else has one yet. But we need to get going now.” A.G. Lafley, Chairman-CEO, P&G – “Creative & media agencies are "struggling like mad to cope" with both the new digital world and the additional pressures brought on by the recession. I don’t believe that I am getting the right advice from my agencies” Will Harris, Nokia
    9. 9. Evolving Client Needs • Creatively agnostic PR Experiential Promotion POS Online IDEA Ads PR Experiential Promotion POS Online Advertising Old Model New Model
    10. 10. Clients Embracing New Approaches Evolved role of in-house PR team => Influencer Marketing “As marketers we have an opportunity & responsibility to drive change within our companies because all touchpoints now impact our brand & our revenue. Brands aren’t defined by campaigns anymore but by the consumer ecosystem we nurture to support them” Mike Mendenhall, CMO: Broadening responsibility of marketers (+ PR, corp. comms & insight) “designed to ensure that everyone is aligned with the same aim of brand-building” “growth of new media channels – in particular, social networking websites – had created a widening overlap in the activities of the marketing and PR departments, so it made sense to unify the teams”
    11. 11. Demand for New Agency Skills Multi disciplinary strategy & execution Real Time Planning Influencer Marketing
    12. 12. Mind the Strategic Gap • Declining influence of ad agency planning • Failure of media agencies to adequately fill void • Marketing comms industry dominated by youth & specialisation • Where are clients going for strategic advice?
    13. 13. Opportunity … to accelerate move up value chain • To become your company’s or clients most valued strategic business, brand and marketing communications advisor More influence More status More revenue/better profit margins A future • Which you can achieve (in part) by putting a planning mindset at the heart of your business
    14. 14. Opportunity … to address PR industry’s Core Weaknesses • Executional fixation • Strategic ill-discipline • Commercial naiveté • Intellectual laziness/lack of confidence • Relative lack of thought leadership • Under selling (& under pricing) strategic & creative contribution • Evaluation myopia
    15. 15. The Competitive Threat • Other agency sectors stealing language of PR • Emergence of new hybrid agency models, integrating PR with other disciplines • T-Shaped Planning/Planners • Cliché alert: – “So many agencies are talking about the need to re-gear their approach around the same principles: ideas led, media-neutral, integrated, multi-disciplinary” Campaign
    16. 16. Where Planning Mindset Will Add Value Moving Up Value Chain • Intellectual rigour/clarity • Thought leadership Opening Up New Capabilities • Strategic underpinning • Sales support
    17. 17. Specific Areas Where Value Can Be Added By Planning 7. Evaluation => reapplied learning Problem Analysis Strategic Thinking Creative Development Evaluation 1. Commercial understanding 2. Organisational empathy 3. Consumer/customer insight 4. Brand literacy 5. Channel/influencer knowledge 6. Creative inspiration
    18. 18. 1. Commercial Understanding • Best agency partners understand the business better than their clients • How do they make money or justify their existence? • Nothing damages credibility faster than naïve advice
    19. 19. 2. Organisational Empathy • Getting campaigns implemented far more of a challenge than coming up with ideas • Multi-media programmes highly demanding/resource intensive • Connected consumer meets disconnected organisation
    20. 20. Social media dramatises the level of disconnection • Reveals silos • Underlines structural/ operational weaknesses – Decision making – Speed – Accountability
    21. 21. 3. Consumer Insight • Most abused word in PR • PR people naturally insightful … but struggle to articulate • Power to underpin strongest strategic/creative ideas • Critical competitive advantage for clients
    22. 22. 4. Brand Literacy • Talking the language of brand – Represent 80%+ of value of most brand owners – Much pseudo science … but understanding of theories & terminology commands respect – Multiple models/processes … but struggle in world of “shared ownership”
    23. 23. 5. Channel/Influencer Knowledge • Focus on bought & owned … as well as earned media • Borrow language & empirical rigour of media planning • Leverage understanding of more complex influencer models
    24. 24. 6. Creative Inspiration • Driving the ideation process … more professional/disciplined briefing • Brutal simplicity v overdose of options • Providing strategic rationale
    25. 25. 7. Reapplying Learning • Measurement pointless unless you learn something & can reapply lessons • Output + Impact + Effect • Everything is measurable … with creativity/lateral thinking
    26. 26. Characteristics of Best Planners • Challenging but empathetic • Commercially astute • Immersed in lives of target audiences • Culturally informed • Able to look at problems from different angle (reframing) • Combine Observation + Analysis + Intuition • Fertilisers of ideas
    27. 27. Giant Caveat • No one makes money out of planning & few make money by selling strategy • Good planners are expensive & not all data is free • Planners have historically struggled to survive within PR agencies
    28. 28. In Summary • Embracing planning mindset has potential to accelerate PR’s move up the value chain Underpins strengths Addresses weaknesses Safeguards future
    29. 29. www.crowdsurfing.net #crowdsurfing

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