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Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
Which Way Now? Rupert Day, GroupM
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Which Way Now? Rupert Day, GroupM

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In this presentation, Rupert Day states that the media industry over-values what can be measured. He explains why we must optimise on objectives rather than by media channel, and why media companies …

In this presentation, Rupert Day states that the media industry over-values what can be measured. He explains why we must optimise on objectives rather than by media channel, and why media companies must get into the tech co segment.

Published in: Business, Technology
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  • 1. Re-examining Value and Values in Media London, 3rd November, 2010 Rupert Day – Chief Operating Office, GroupM Worldwide
  • 2. Driver Necessary Competitive GuaranteesDeciderPrice Necessary Evolution of Client/Agency Relationships Strategy
  • 3. The GroupM Approach – 4 Questions – What business are we in? – How do we structure ourselves to maximize effectiveness? – How and what is measured? – How do we align reward with performance?
  • 4. What Business Are We In? – In the business of Media Investment Management – Audiences which drive Outcomes – Optimize between Higher Reach/Wastage and Lower Reach/Wastage – Price v Value – Strategy v Implementation – Delivering Value through New Trading Models
  • 5. How do we Structure Ourselves? – When to Consolidate; When to Separate Offering – Trading – GroupM Consolidation Benefit – Expertise v Integration – Core vs non-Core – Flexibility – To build interfaces with “Complementors”
  • 6. How and What is Measured? – Is Everything Measurable? – When do we stop Measuring? – How to define the Measurement criteria?
  • 7. A little less of.........
  • 8. and a little more of .........
  • 9. When and What do we Measure? d Circumference = d
  • 10. History of Decimalization 3rd Century AD – Lin Hui – 5 digits 1596 – Ludolph van Ceulen – 35 digits 1702 – Abraham Sharp – 72 digits 1874 – William Shanks – 707 digits 1947 – ENIAC – 2,037 digits 1981 – Yasumasa Kanada – 2 million digits 1988 – Yasamusa Kanada - 201 million digits 1991 - Chudovsky Brothers - 2 billion digits 2009 – Fabrice Bellard – 2.7 trillion digits
  • 11. History of Decimalization – 3rd Century – Lin Hui – 5 digits – 1596 – Ludolph van Ceulen – 35 digits – 1702 – Abraham Sharp – 72 digits – 1874 – William Shanks – 707 digits – 1947 – ENIAC – 2,037 digits – 1981 – Yasumasa Kanada – 2 million digits – 1988 – Yasamusa Kanada - 201 million digits – 1991 - Chudovsky Brothers - 2 billion digits – 2009 – Fabrice Bellard – 2.7 trillion digits to 39 digits– Circumference of assumed universe to accuracy of one Hydrogen Atom
  • 12. Are we making the right decisions?
  • 13. Are we making the right decisions?
  • 14. Are we making the right decisions?
  • 15. How and What is Measured? – All measurement has degree of subjectivity/assumption – Keep simple, unless: – Clear Client Business Objectives – Realistic given brand/category – Pre-agreed – Sufficient relevant data – Measure based on objectives – not channel
  • 16. How Agency’s get rewarded – Soft and Hard – Drives behaviour – Simple vs Complex – How structured – Ability to measure clear objectives accurately – Downside risk matches gain – “Comfort factor”
  • 17. Summary Message – Flexibility over delivery – driven by requirements – Measure what you should vs what you can – Remuneration should reflect desired behaviour

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