Media – With A Capital M 080608Presentation Transcript
MEDIA – WITH A CAPITAL M
We all know how radically the media world has changed but I’ve observed most of the agencies that were built to service this aspect of the business
changed, I ve
have not changed as radically – as a result, they are either comfortably staying where they are in the old world, or they’re chasing after the same new
things all the other agencies are chasing, meanwhile ignoring or dismissing many of the other Media opportunities that are out there.
And some of those agencies have even created new positions ‐ or rather, just given fancy new names to the old positions – like “Communications
Planner,” “Connections Planner,” or “Channel Planner.” My question – what’s wrong with the title of “Media Planner”?
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My answer – the problem isn’t with the word “Media.” The problem is that the meaning of it has become too small, too limiting.
For too long, in too many agencies, Media has been relegated simply to the role of “the place where content runs.”
Media with a capital M is a fundamental shift in the instrumental role that I believe Media must play in marketing communications – one which is far
more and far greater than purely as the point of distribution. Marshall McLuhan coined his key phrase “the medium is the message” 44 years ago, but
most agencies – big, small, creative, media, bundled, un‐bundled, network, independent – still have not caught on to the power, or the potential in that
Media is t just the
M di i not j t th message; M di gives th message M
Media i the Meaning.
Media with a capital M is a point‐of‐view built on my own experience in the media and advertising business, and is meant to up‐level the stature and
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significance of the role Media plays in marketing success, and fundamentally change the nature of how Media departments (or Media agencies) think
and act on behalf of their clients.
This document is meant to be a starting place, a (hopefully) provocative conversation‐starter, but by no means is it meant to be exhaustive or all‐
inclusive, either as relates to my own experience or the Media opportunities that are appearing before us every day.
Backstory: I am a radio brat.
My father grew up in the radio business, and as a result, Media filled my house from my earliest memories. My dad worked his way up the proverbial ladder, from being on‐
air as a DJ into programming and sales, and ultimately was Head of Sales for NBC Radio, working out of Rockefeller Center. And then he realized that he missed the hands‐on
nature of being in a station, and we began our “WKRP in Cincinnati, town to town up and down the dial” journeys across formats and around America, from NY as far west as
Dallas and back to the Northeast, to ultimately settle in Maine (where my mom finally said, “No more!”).
He had a very non‐traditional approach as a GM, with a creative and promotional sensibility, ensuring that his station was connecting with the community in ways other than
simply on‐the‐air. As a GM of the people, he was a big believer in what he was doing, and to all of his kids (probably me especially), he deserved the “Radio Doctor” sign we
bought him for his 35th birthday – the guy could walk into any situation and turn it around in no time – thereby forcing yet another move to yet another market
I learned a lot from him, and he often brought me along on promotions, or to events. Plus, at home, we weren’t just quiet during the ads, we were actually watching to see
when networks changed things in their programming, or in their promotions. “Did you see that…?” was a pretty common expression in our house.
One of the things that left the biggest impressions on me – and is one of the foundational elements of Media with a capital M thinking – was a situation in which he heard a
new campaign for SAS while monitoring a competitor’s radio station. The campaign was amazing – funny, completely engaging, and managed to effectively communicate the
product promise – and as a good salesperson, he called the client to see if they would consider running the spots on his station. “Wrong demo, not enough budget” was
what he was told to which he responded “Sorry I didn’t make myself clear – if you won’t buy spots on my station I will run them for free ”
told, responded, Sorry, didn t won t station, free.
Such was the respect he had for his listeners, that he wanted them to hear quality programming (even if it didn’t make him any money!), and such was the respect for his
environment, that he didn’t want anything less‐than‐great to fill his airwaves. Now I have to take a moment for candor here – he was also a businessperson, and had a
fundamental understanding of how his listeners engaged with his (or any) radio station – he was simply wanting to keep them listening through the break, so it could be
counted as a quarter hour in the diaries. No dummy – but the best thing about it was that it was an incredibly creative solution to a big challenge.
This was the Media environment I grew up in.
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I swear, the first words I learned all started with either the letter K or W, depending on which side of the Mississippi we were on that year…
When I landed at W&K in Portland in 1991 I began to really form some thoughts about the blending of content and the media environment. Here are just four examples:
At the time the ESPN business moved from the defunct W&K Philly office to be run out of Due to W&K’s sports related work on Nike and ESPN Coca Cola gave the agency oversight of all of
W&K s sports‐related ESPN, Coca‐Cola
Portland, ESPN was spending pretty much their entire cash budget (at that time they were its sports properties. Starting with the 1996 Olympics in Atlanta, we created a strategy of “For the
almost exclusively a barter client) on daily “strip ads” that ran in the NYTimes Sports pages. fans,” and created campaigns for the thousands of people in the stands vs. the dozens on the field.
We had no media people assigned to the business, so I convinced the clients that they were
pp g y Immediately after leading that effort, I switched gears to the Wills World Cup of Cricket, to be held
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preaching to the choir using just that vehicle, and that was not going to be sustainable. If that year in India and Pakistan. Pepsi was buying out the top of the sport, paying a premium for the
their goal was to increase their ratings, they had to find new ways to connect with potential region’s best cricketers. We took an alternate route based on a media insight. Having learned that
viewers. This was right before the merger with ABC went through, so there was not an the penetration of TV was incredibly low in sub‐Asia, we mapped out a guerilla out‐of‐home
inexpensive ( d no cost) media solution – we t ld th
i i (read: t) di l ti told them th needed t spend th t cash on
they d d to d that h approach th t i t i i ll li k d th b d t th sport. It worked unbelievably well, and th i i
h that intrinsically linked the brand to the t k d b li bl ll d the iconic
network TV. They did, and this became the opportunity to provide a breakthrough campaign illustrations were all over – some people embraced it so much they painted their houses, thereby
for their flagship show: This is SportsCenter. creating the first examples of “on‐our‐home” media!
This campaign is one of my favorites creatively, and yet very few are aware that the spark for the
Like many government clients, the State of Oregon was typically pretty conservative in its
creative idea was lit by a media insight. We spent days in the Milwaukee brewery, videotaping
creative and media approach, and had been doing things much the same way – print spreads
stories of guys who were on the line in the mid‐70s, when High Life was within spitting distance of
and BRCs in Sunset Magazine and other magazines like it – for years. And then there was a
catching Budweiser (before they lost focus by shifting their brewing energies to Miller Lite) – all in an
crisis on the coast; a massive salmon shortage was going to affect the fishing dependent
effort to inspire the creative idea. And yet when we returned to Portland and shared the tapes with
economies. Tourism was there to answer the call, but with no time to do the standard thing,
the creative team, they remained nonplussed and didn’t find the hook they were looking for. Then I
we developed a very non‐traditional and unexpected solution – the Oregon Coastmobile. An
brought the media team into the dialog, and no sooner had they said, “Think ‘Home Improvement’
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updated 1940s step van traveled to city centers and parades throughout the state, passing
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with Tim Allen,” and you could practically see the light bulbs go off. As soon as the team could see
out posters and coast travel guides, and featuring a Blues‐Brothers‐esque speaker on top
the target in their minds, the “High Life Man” campaign was born.
encouraging Oregonians to “Save your coast instead of mowing the lawn this weekend!”
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adidas KBPWest PublicisWest
PublicisWest had the Seattle Seahawks business and had done
I led the pitch for the BBCAmerica
My role at adidas was really all about
some really wonderful creative work for them. But while that
business, and while we felt the
creating assets for global use, which meant
was going on there was a big monkey on the Seahawks’ backs
work was great and the thinking
that the work had to be relevant (at least as
– the team was moving to a new stadium in a couple of years,
spot on, the call we got from the
much as possible) for the 40+ regions and
client was very unexpected: they and they hadn’t yet locked up
countries that were likely to utilize the work.
wanted to split a tiny business (in a big naming rights sponsor.
When I started, the global organization
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revenue) in half, giving the creative Massive deals were being done
didn’t get involved at all in Media decisions
to another agency, and giving us all over the country, for
– those were made at the local level, by
the media portion. Of course we stadiums of all sports, but
local marketing managers. Depending on
accepted graciously and went on
S ttl as a market was a
the i di id l that either worked really well
h individual, h ih kd ll ll
to do some very smart planning tough sell – with not a lot of
or really badly, so we hired the first Global
around some rather elusive and marketing‐oriented national
Media Manager to work out of our offices in
disparate targets. But one piece of
p g p companies based there, and a
Amsterdam and help guide and shape the
it became something that I look stadium that had little hope of
thinking and planning being done around
back on now as one of the biggest being a Super Bowl venue (due
the world, to ensure some degree of
disappointments in an otherwise to weather realities) there
consistency and efficiency was being
really positive experience. O of
ll iti i One f were no bi bites, not even
delivered, but also to ensure some level of
our primary audiences was the nibbles. With our knowledge
creativity was being employed. With that
media folks who had planning from working on the business,
role in place, the Global Ad Managers and
dollars to spend. BBCAmerica had and specifically armed with
creative agencies were freed up to start
very “talk‐worthy” programming at facts about how passionate
thinking beyond the :30 spot. With that role
the time, the kind that people Seahawks fans had been
in place, we were able to mix it up more
would discuss at the proverbial through 27+ years with only
than the brand had done in the past with
water cooler. To capitalize on that, one appearance at the big
multiple spots of varying lengths, all of
we tried like crazy to get a bottle game, we made an incredibly
which helped tell the stories we wanted to
distributor to work with us and get bold proposal: Don’t sell the rights – instead give the stadium
tell. It was here, too, that some of my initial
some messaging on the bottles to to the fans and call it “12th Man Stadium ” Because corporate
fans, 12 Stadium.
thinking was formed about all brands being
go into agencies, but had no luck. dollars are required, we proposed adding “brought to you by
“Media Brands,” in that they all have the
Great idea, one that was Starbucks” (or T‐Mobile, or whatever brand signs up). We
power and potential to attract a unique
unfortunately unrealized (and one mocked up a Sports Illustrated cover saying, “Attention
target audience, which can then be
that I’ve since seen executed, Corporate Sponsors: the Seahawks don’t want your name on
leveraged to further develop, deepen and
which really bums me out). their stadium.” The choice of SI was deliberate; we wanted to
enhance a brand’s relationships with its
relate to them in their “sports fan” hat vs. their “business
customers. It seems like a no‐brainer, but all
person” hat And our point ultimately was that the media
marketing partnerships should b viewed i
k ti t hi h ld be i d in
value of the story (and of hearing Al Michaels say, “Welcome to
this light, so that each brand benefits from
Monday Night Football, coming to you this evening from
the mutual association. Eyeballs are
gorgeous 12th Man Stadium in Seattle, all of which was made
valuable, no doubt, but they’re far more
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possible by Starbucks”) was immeasurable. The uniqueness of
valuable (and therefore I’m willing to pay
the story, we felt, would never get old. Sadly, it would also
more for them) if they reach the target I
never get told; our clients were too tempted by the $160mm
want to reach in a way that supports what
Qwest ultimately offered t really pay much attention t such a
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’ doing with my own b d
McCann-Erickson San Francisco
Windows XP “Start Something” Campaign Windows Vista “WOW” Launch Campaign
When I joined McCann‐Erickson in 2005 to run the Windows business and lead the development
j p Windows Vista had 5 years of expectations to deliver on, and its unveiling had to be incredible.
of this $300mm campaign, the first conversation I had with the Microsoft Media client was to tell All efforts had to work together to bring the new O/S to life, to demonstrate its amazing new
him that, “In my experience, $300mm has the potential to make us very lazy.” Although I hadn’t features and functions, and to show off its incredible graphic capabilities. The Windows media
worked at that scale before, the best (e.g., most innovative, most unexpected, most surprising) team outdid its efforts on the above campaign and achieved 24 global Media “firsts,” including:
projects I’d worked on up t th t point h d b
jt kd to that i t had been th ones i which th whole t
the in hi h the h l team h d t fi d
had to find TV networks and theater chains showing previews within the Windows Vista “Flip 3‐D”
new and different ways of getting our target exposed to the message. And from what I’d seen of functionality; print in which multi‐page inserts were used to showcase the features of Windows
this effort by that point – some TV, print, out‐of‐home, and online – this was looking to be more Vista in detail and prominently feature the 40+ hardware and software partners; an entire JFK
of the same. So, after a tremendously focused effort at bringing all the various disciplines within
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the agency (and around the world, via all of our global offices) together around a single idea, this boards became synchronized clusters demonstrating all the various features of the O/S. This
campaign became the most innovative, most integrated, and most individually‐targeted campaign ultimately surpassed the “Start Something” campaign in both innovation and
campaign Microsoft had ever done. Additionally, due in large part to me including my media integration, and beat all established metrics for Microsoft. Business goals included a 67%
counterpart in every conversation about strategy and creative, the clients started to d the same
b d hl d do h increase in PC sales in the first week, 20 mm copies of Windows Vista sold within the first month.
– and the media conversations around the Windows brand were up‐leveled dramatically as a Plus, we reached our awareness goals in half the projected time.
result. Media was becoming more central to the conversation rather than an afterthought.
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McCann-Erickson San Francisco
The assignment: generate some pre‐launch buzz about Windows Vista with a target audience we identified as “Modern Digitals.” The goals were to change their perception of Windows, overcome any
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negativity built up from the 5‐year wait since the previous operating system was introduced, and get them talking amongst themselves as a first step toward influencing others.
The strategy was “Clarity,” chosen both as a product truth and an emotional benefit. Comedian Demetri Martin was selected to carry the message because of his ability to connect with the audience
(evidenced b hi substantial and contactable d t b
( id d by his b t ti l d t t bl database, hi th
his thousands of f i d on M S
d f friends MySpace.com, and hi recurring role on Th D il Sh with J St
d his i l The Daily Show ith Jon Stewart), and hi way of simplifying concepts t th i
t) d his f i lif i t to their
The program had four components, each designed to build on and cross‐promote the others via an intricately‐designed interaction:
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• Series of 5 webfilms to introduce the concept and tell the story – seeded on multiple culturally‐relevant sites
• Stand‐up Comedy Tour – 29 cities across the U.S. and Canada
• One‐hour Special on Comedy Central – “commercial‐free,” with breaks filled in utilizing content we created for the
• Website to h
b house all content – included an RSS f d to stay current on all available content, and the world’s f animated puppet bl updated d l
ll ldd feed ll l bl dh ld’ first d blog, d d daily
This was truly a trans‐media program, with each of the components feeding on and driving one another, guiding our audience to discover the films, sending them to the site, the special and the tour in
unexpectedly high numbers – the tour sold out in every city and in its timeslot the special beat all other similar programs on Comedy Central
city, timeslot, Central.
Blogs went wild at launch, and both numbers and approval increased steadily with the introduction of each successive film, ultimately receiving well over 5 million individual views. One representative
opinion (from a notoriously pro‐Apple and anti‐Windows blogger) read, “Windows Vista has allowed me to be entertained, and I like that. As a result, my opinion of Windows Vista and my attitude
towards the brand is a bit more open than it was before.”
An Xbox isn’t a videogame console; it’s a full‐on Media machine. Surprisingly, however, our agency’s work on this account has been mostly traditional (TV/print), due to a client organization that hasn’t
always encouraged, asked for, or supported non‐traditional approaches. That structure and approach has been changing rapidly in the last year, and as we move into 2008, there are dramatic things on
the horizon. Things like IPTV, mobile, social networking, and a more efficient leveraging of their own media properties, including in‐game advertising, xbox.com, and Xbox LIVE (with 10mm+ subscribers,
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it’s referred to as “the largest social network on TV”). Game on.
A Capital M Media break
“The gap” between left, right and center fields – an expression common to baseball fans, and then brought to life by, who else, The Gap. A spectacular example of Media (in
this case, no content other than a logo) leveraging cultural currency to provide a brand with greater relevance.
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No king rules alone.
I don’t know about you, but I keep hearing that “content is king.”
The advertising trade magazines love to say it, as if it’s something new and surprising to an industry that for years has glorified and pedestal‐ed its creative “celebrities” like
they were gods, or rock stars. And while I don’t disagree that it’s critically important to provide people with something compelling to see (or hear, or have some type of
sensory experience with) we have to keep that in its proper context for the new Media world
In Journalism school, one of the first things I learned was the Who/What/Where/When/Why/How method of both getting to the bottom of a story and also putting it back
together into a coherent form for people to understand. It works pretty well no matter if you’re writing an article, a term paper, or even developing a communications plan.
We start with the Why, of course – clarity on the objectives is key. And content is the What. But Media? Media encompasses the Who (target audience), the Where
(geography), the When (timing), and the How (vehicle selection, levels). That right there gives Media 4x the potential impact over the What.
Ultimately, the point i that if content i ki then M di i queen, d k d h
Ul i lh i is h is king, h Media is duke, duchess, prince, princess, and maybe a count f good measure.
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On a related point, just because you build something doesn’t mean anyone’s coming to see it. You have to have Media to get people there. And when done right, it doesn’t
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have to require the massive tonnage that many agencies (and clients) have built up over the last several years.
Reality h k Media budgets
R lit check ‐ M di b d t as we k
them will lik l shrink as money moves i t content production.
ill likely h i k into tt d ti
Bulk is nice, sure, and will continue to play a role as media entities continue their consolidation. But the keys moving forward are surgical, relevant, topical and creating a
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cultural connection. And Media should not – must not – relegate those responsibilities solely to the creative work.
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Dawn of the Dead TV Spot
If you think the TV spot is dead, then you’re missing some of the most interesting things that are happening in Media.
Commercial content is one of the most viewed and shared categories on sites like YouTube.
Saturday Night Live parodies were just the start (“Mom Jeans,” anyone?); now anyone and everyone with a video camera and some simple editing software is a budding Joe
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Pytka. But the point – for the purposes of this discussion, anyway – is not about the content, but about its distribution.
When a commercial gets mashed up in a variety of ways and is then re‐posted to ultimately garner millions of views, the Media value of that goes far beyond simply airing it
during “your regularly scheduled programming.”
Yet that snowball has to start somewhere, and given the eyeballs that television accumulates, it’s still a natural place to start. So we have to evolve our way of thinking about
the content we provide, but more importantly we have to adjust our expectations for what it can do, how it can do it, and how when/where it runs impacts the response.
Plus, we have to acknowledge the consumer’s role as a part of a dialogue they want to have with the brands they like – with them involved as co‐creators, the conversation
shifts to one in which their association provides our brand with greater credibility. When that happens, they become a Media vehicle for us, translating what we’ve done
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into language they and their peers can understand and relate to.
So no, TV is not dead.
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Phoenix‐like (or zombie‐like, if you prefer), it has morphed to become something less than it was and also something more than it ever could be when shackled to a
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particular place and time. Once we acknowledge that, and provide creative ideas that allow for and enable it, we have increased the likelihood not only that our customers
will be exposed to us, but we’ve also increased the chances that they will engage with us on a Media level – ultimately leading to greater acceptance of our brand.
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Dawn of the Dead Print ad
Re‐read previous page. Substitute “Print ad” every time you see “TV spot.”
Magazines and newspapers have been proclaimed dead more times in the past few years than TV.
Come on people, let’s get creative here. Print in its various forms is irreplaceable, and can do amazing things if we let it.
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In fact, to fully demonstrate my support for and belief in print as a Media vehicle, I will donate the next inevitable page of this document ( Dawn of the Dead Radio Spot
In fact, to fully demonstrate my support for and belief in print as a Media vehicle, I will donate the next inevitable page of this document (“Dawn of the Dead Radio Spot” –
you saw it coming, right?) in an effort to save paper for the next issue of your favorite magazine, and simply proclaim once and for all that Radio ain’t dead, either.
And before you even ask, Outdoor is absolutely alive and kicking – but like all the other vehicles MUST be re‐thought. As case could easily be made, for example, that the Starbucks
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cup is one of the greatest out‐of‐home ads ever (credit: Mike Chamberlin, BBDO West – thanks, Mike).
Heresy, right? Sacrilege! Shock and horror! I’m mocking the future!
Come on, give me a break. I’m not naïve; I’ve done enough digital to know the difference between SEM and SEO, to know my digg from my del.icio.us and my Twitter from
my Wiki, to be well‐versed in the numbers showing the mass exodus from traditional media and the subsequent shift to online, and to be able to engage in an informed
conversation about how blogs and social networks can and should be used as marketing tools.
But can we all please take a step back and breathe normally for a second?
Unquestionably, there are two fundamental shifts taking place which are creating massive dissonance in our normally‐normal world:
1. Consumers are eschewing the “traditional” forms of media and spending more time with “non‐traditional” forms of media – it should be said that it doesn’t appear that
“escaping advertising” is the primary reason, although certainly many see it as a side benefit
2. Marketers are being expected to defend every dollar they use to their CEOs, to Wall Street, to analysts, or to shareholders – given the measurability of online, it’s no
surprise that increasing percentages of budgets are going there
But hang on. Maybe I missed this somewhere, but I don’t remember ever learning that just because you can measure something means that particular something is good.
As an extreme example, if my goal is awareness but my marketing program can only effectively measure unique visitors to my website, there’s a big gap there Certainly an
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increase in the number of uniques may be one way to look at a growing awareness, but the future and fate of marketing expenditures and efforts can’t and shouldn’t rest on
that one data point.
As another extreme example, let’s say I’m out on a boat in the middle of Lake Tahoe and am thinking about jumping in the water. Certainly the fact that I can measure the
temperature of the water is a good thing (although one could argue that the precision with which that particular figure can be measured is somewhat irrelevant – I can
probably tell from sticking my toe in the water whether I want to jump in or not), but other data points must also be taken into account air temperature, whether I have a
probably tell from sticking my toe in the water whether I want to jump in or not), but other data points must also be taken into account – air temperature, whether I have a
wetsuit, whether there’s a heater and/or dry clothes on board, etc.
The ability for Media to help clients understand the efficacy of a campaign and the value of their shrinking budgets is critical but let s make sure we understand the
The ability for Media to help clients understand the efficacy of a campaign and the value of their shrinking budgets is critical – but let’s make sure we understand the
difference between the things that we can prove and not, and the relative value of each thing. Let’s treat the ability to measure something the way we treat everything else.
Use it as a data point, weigh it with all other factors, use the knowledge and experience and common sense and all tools at our disposal to evaluate the potential of an
opportunity and then make the decision.
opportunity – and then make the decision
Could I get a metric on this, please?
Digital schmigital, part 2.
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Here’s the other thing that’s happening as a result of the zombie‐like focus on digital – we are neglecting our “real world” responsibilities.
For all the activity – entertainment, information‐gathering, shopping, etc. – that’s happening online, the reality is that we continue to live in a world inhabited by tangible
things. Clothes, cars, food and drink, credit cards, desk chairs, balloons. And if we dismiss our tangible real world responsibilities, we miss critical opportunities to connect
with our customers.
For example, why aren’t we treating a retail experience like a Media opportunity? Why shouldn’t we measure the effectiveness of a creative idea when our potential
customer is inches away from our product and when they have their fingers inches away from their wallet? Why don’t we apply the basic principles of evaluating Media to
the world of endcaps and shelf talkers? I heard the expression not too long ago that “Indoor is the new Outdoor” – that represents a big part of the future for where the
marketing communications business needs to go in order to remain relevant in the “real world.”
And, for that matter, what about packaging? The Wall Street Journal recently interviewed Laurel Richie, a former ad agency executive and the new CMO of the Girl Scouts of
America about the highly recognizable and ubiquitous annual packaging:
“As for the cookie box, the former Ogilvy executive says she wants to turn it into more of a marketing tool ‐‐ some 200 million boxes of Girl Scout cookies are sold each
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year. ‘I'm dying to get my hands on it,’ says Ms. Richie. The nearly three million scouts who sell them door‐to‐door also need to become more opportunistic about
promoting the organization. quot;I don't mean [for them] to be shills, but there's an opportunity for them to genuinely speak about their Girls Scouts experience,quot; she
To her, that Thin Mints box is not a package – it’s a Media opportunity!
Think about the incredible power – and Media value – of a package that sits on the shelf and is evaluated alongside hundreds of other products. What could it say about the
brand, and how does that contribute to and complement all of the other connection points that you’ve created along the way? How does it end up in the shopping basket,
how does it complete the sale?
how does it complete the sale?
Minds that understand Media conversations must be part of those conversations.
Future Capital M Media superstar.
Where I am now
While I look back with pride on some tremendous Media successes over my career, I feel like I’m only getting started. Just as the Media world is evolving, so too is my
thinking about it.
Over time, as the Media world has exploded into digital and agencies and clients have chased after the certainty of being able to measure a new media vehicle, the definition
of “Media Planning” has become more and more narrow more and more limited And as a result many Media people – in ad agencies media agencies media departments
Media Planning narrow, limited. result, agencies, agencies,
and even media partners – have begun to accept a smaller role in strategic marketing conversations.
And yet a big part of my own success – an unseen part – has been the ability to get organizations to think and act differently, whether about brands, about Media, or even
about how a team staffs in order to best deal with the changes going on in the world around them. Through sheer determination and perseverance, I was successful at
getting Media a seat at the table in critical strategic conversations – which often led to far richer and deeper Media experiences. I liked that. I’d be psyched to do more of it.
Couple of other things I’d be psyched to do:
• Help define a new relevance for Media
• Uncover (and unleash) the power of Media brands.
• Shift the conversation from one in which we’re perceived as the firm that spends our clients’ money to the strategic partner who earns money for them.
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