This covers the evolving need for marketing communications to deliver on both ubsines and advertising objectives and how to approach this today when brand owners are demanding more

1. Communications
Strategy in the Era
of Accountability
Adeola Kayode

2. Adeola Kayode
Digital Strategy, Insight Publicis
Author:
Digital Epidemic: Strategic
eMarketing Guide to Growing your
Business in the Age of Connected
Customers

3. 1. Prelude

4. They
just
don’t
get me!
Conversations with
3 Brand Managers

6. When your client knows more,
able to do more, work faster or cheaper than
you; you will soon be out of business.
1

8. Today; it is not the big that eat the small;
it is the fast that eat the slow.
Inflation hasn’t affected Speed yet.
It remains a Competitive Advantage.
2

9. 2. IPA effectiveness

10. Context:
"Marketing in the Era of Accountability"
outlines an analysis of data, based on a sample of 880 case studies
 By Les Binet - European Director, DDB Matrix and Marketing Consultant, Peter Field
 Under the platform of The Institute of Practitioners in Advertising (IPA),
 UK’s professional institute for agencies covering advertising, media and marketing
communications industry. The role of the IPA is to promote the value of media,
marketing and advertising agencies.
 The IPA Awards is the most rigorous effectiveness awards scheme designed to narrow
the gap practice and best practice by identifying the key drivers of effectiveness.
 It focuses on the pursuit of profitability, not the winning of prizes.

11. Context: The research covered the following areas
1. Introduction
2. Briefing
3. Budget setting
4. Communication Strategy
5. Media Strategy
6. Measurement
7. Payback and Remuneration

12. Emotional
Involvement Fame Information
Persuasion
Reinforcement
More
Complex

13. Emotional
Involvement Fame Information
Touching emotions and
feeling in consumers by
generating emotional
engagement with the
campaign
Transfer emotions to brand
by using empathy to
influence choice
Getting the brand talked
about by making it famous
Brand stands out
distinctively from others in
the category
Encourage brand usage by
creating a perception of a
bigger and stronger brand
Avoids emotional tools and
NFP Government campaigns
Providing information
related to brand usage
Includes a classic reason
why. Classical and purely
logical rationale
Highlight functional benefit
over others eg. fastest

14. Persuasion
Reinforcement
More
Complex
Generate interest with
information or news and then
adding an emotional element
for persuasion
Challenge / enhance existing
knowledge or behavior about
the brand
Emotional content is low and
process of persuasion is
rational
Seeks to reinforce existing
behavior rather than change it
Aimed at increasing loyalty
through increased frequency
and weight of brand usage
Focus on usage occasions,
usage modes, strength
between brand and associated
events
A combination of 2/more
behavior rather than change it
Aimed at increasing loyalty
through increased frequency
and weight of brand usage
Focus on usage occasions,
usage modes, strength
between brand and associated
events

15. More Complex:
Principally
Emotional
17%
Principally
Rational
12%
Emotional and Rational
71%
Persuasion
Reinforcement
Fame
Emotional involvement

16. Findings 1:
Emotionally-based influence
models are more effective
Communications models that use emotional appeal
(emotional appeal and more complex models) are more
likely to yield more business results than rationally based
models (information and persuasion).

17. Findings 2:
Emotional campaigns generate more
business effects
It out performs on all business measure [ Sales, Market
Share, Profit, Penetration, Loyalty, Price Sensitivity]. Fame
campaigns also perform creditably close because of
greater effectiveness and accountability. Reinforcement
campaigns are the least profitable of all.

18. Findings 3:
Emotional based campaigns generate
more numerous immediate effects
It out performs on almost all intermediate effects [ Brand
Awareness, Brand Commitment, Brand Fame, Brand
Differentiation, Quality Perceptions, Brand Image, Brand
Trust].

19. Findings 4:
Emotional based campaigns
are more memorable
While rational campaigns are more effective (by small
margin) in directly influencing consumer behaviour in short
term behavioural responses, Emotional campaigns play a
major role in the commercial success by being more
memorable in the long run by having a stronger impact in
memory formation and durable memories.

20. Findings 5:
Rational based campaigns
are better at (short-term) direct effects
with consumers
While rational campaigns are more effective because the
required consumer behaviour is rather immediate (calls,
sales, website visits etc) or short order (try new uses of a
product). Only requires the stimulus and does not require
long term memory formulation.

21. Findings 6:
Different Strategies for different contexts
Emotional campaigns exert a greater influence on brand
choice and are more memorable than rational campaigns.
Cumulative effect is stronger than rational campaigns.
Emotional campaign are more effective for premium brands.
(of course, premium brands need emotional
support/attributes than non-premium brands to justify their
premium positioning)

22. Findings 7:
Premium brands need more emotional
support
Emotional campaigns are more effective for premium
brands. Premium brands need the support of emotional
attributes than non-premium brands as a way to justify
their premium position within the category.

23. Findings 8:
Emotional Campaigns work during buoyant
times
Emotional campaigns are more effective during buoyant
market conditions. During this time, consumers are less
focused on price and value messages. Tough times seem
to demand a more complex approach, mixing emotional
and rational tactics (e. g. mixing brand messages with
price or promotional messages)

24. Findings 9:
Emotional Campaigns become more
important as categories mature
Especially, in declining categories. They tend to be
characterized by low functional differentiation and
narrow profit margins ( making price competition less
effective). In this category, brand growth is much more
likely fueled by emotional messaging.

25. Findings 10:
Emotions and fame work
best for smaller brands
Emotional involvement is effective for most brands,
but becomes particularly important for smaller ones.
On the other hand, brand leaders are one group that
actually benefit from a more rational approach,
presumably because economies of scale give them
more advantages in terms of product and price that
they can talk about.

26. Findings 11:
Rational approaches work
best for direct response
Direct behavioural response is one area where rational
approaches seem to be more effective than emotional
ones. Direct response requires short term effect and
superior memorability of emotional messages carries no
advantages. It also requires direct activity tending to target
consumers actively shopping for a product. Active shoppers
tend to demand more detailed information.

27. Findings 12:
Rational approaches work
best for direct response
Direct behavioural response is one area where rational
approaches seem to be more effective than emotional
ones. Direct response requires short term effect and
superior memorability of emotional messages carries no
advantages. It also requires direct activity tending to target
consumers actively shopping for a product. Active shoppers
tend to demand more detailed information.

28. Findings 12:
Creative styles are similarly
effective
While there was a difference in the communication strategies.
Creative TV styles did not have a remarkble difference.
Sex as a creative tool was effective but not so much significantly.
There was also not so much different effects between live action
and animation. The use of humor or celebrities appeared to
have nothing to do with the effectiveness of the advert.
Testimonial had the only significant difference and it was less
effective .
Clear conclusion: Keep an open mind.

29. Summary Findings:
i. Aim to change behaviour rather than reinforce existing behaviour
ii. Emotional approaches generally work better than rational ones regardless on category
though the immediate effects (eg. Brand health) are not always easy to measure
iii. Fame model is the most emotional strategy of all
iv. Emotional approaches work well in mature markets. Products in younger markets are
more differentiated, favouring a mix of emotions and information
v. Emotional approaches work better for premium brands as a way of justifying premium.
Value brands are a mixed approach
vi. Emotions work best when markets are buoyant. In tough times price becomes an
important factor. Therefore a balance of emotive brand and price communications.
vii. Direct response requires a more rational approach

30. Caveat:
i. Research done in 2008
(2 years before Instagram, 2 years after Twitter were founded)
ii. Local relevance: Nuance, culture and values
iii. Recession: How does that impact accountability?

32. How do we then approach this ?

33. Just 3 things:
The Brief The
Execution
The Strategy &
the message

34. The
Brief
Three classes of briefs;
 Client Briefs
 Project briefs
 Proactive briefs
The Brief:

35. BUSINESS OBJECTIVE
BRAND/ MARKETING
OBJECTIVE
QUARTERLY
OBJECTIVE
CAMPAIGN
OBJECTIVE / BRIEF
Client Briefs
Project Briefs
Proactive Briefs
Normal Agency response
Commoditized market
Proactive Agency response
Consulting model
Management buy-in
Here is where the money is

36. Strategy & Message:
The Strategy &
the message
Who owns strategy?
The Strategic Planner or
the Creative Strategist?

37. Comparison is the thief of joy—and of creativity

38. CREATIVE
STRATEGIC
PLANNING

39. By collaborating, we open our minds to input from
people who see the world a bit differently.
Account
Management
Strategy Creative

40. Tales from:
1. DDB Tribal : Conversations
2. The Formerly: The experimentalists
3. Anomaly: The builders
4. The zoo keepers
Netherlands
The Perfect Brief
Google HQ in Amsterdam

42. The Strategy &
the message
The Objectives
The Audience
The Insight & The Message
The Resources And The Channels
The Action Plan

44. Ran Neu Ner
The Creative Cousel
Find a way in
One single message
Get
noticed
Get into
the heart
Stay in
the Heart
Talk to the heart
Tell human stories
Real relationships
Individual>influencer
>impact
Fight for a cause
together
Cause Marketing

45. Aim for the heart and the heart
will justify it to the head
3

46. The Execution:
the discipline of
getting things done
The
Execution

47. Culture eats Strategy for
Breakfast, Lunch and Dinner – every time

48. Culture is back on the
corporate agenda. As leaders
deal with the demands of
increased complexity ….
Many recognize the
momentum that comes with
a responsive and energized
culture.
Art Kleiner
& Rutger Von Post

49. “Leaders may try to ignore their culture
and act as if it isn’t important. But when
overlooked, the hidden power of a
company’s culture can thwart any
leader’s strategic aspirations. No matter
how many top-down directives you issue,
they will rarely be executed, at least not
with the emotional commitment and
consistency needed to make them
successful.”……..
"If the culture opposes strategy...the
results can be disastrous.
Jon katzenbach & Ashley Harshak; Booz & Co
Stop blaming Culture. Strategy + Culture Issue 62
Spring 2011

50. I was not the lion,
but it fell to me to give the lion’s roar.
-Winston Churchill

51. We’ve got this!

52. Thank you!
Challenge. Comments. Concerns . Questions .