LESS IS MORE BRAND BUILDING
WITH A SMALL BUDGET Παρασκευή, 27 Φεβρουαρίου 2009

BIG, DIFFERENT OR SMALL Παρασκευή,
27 Φεβρουαρίου 2009

“It is not the strong,
nor the intelligent who survive, but those who are quickest to adapt.” Charles Darwin Παρασκευή, 27 Φεβρουαρίου 2009

THE MOST CHALLENGING BUSINESS ENVIRONMENT
FOR YEARS Παρασκευή, 27 Φεβρουαρίου 2009

SAY THE ‘R’ WORD •
Recessions caused by liquidity problems are particularly severe. In recent months we have seen major financial institutions and the world’s stock markets collapse. • Some companies do succeed in recession. They see it as an opportunity for growth. • Your company needs to estimate the profitability of marketing spend. The time is now. Παρασκευή, 27 Φεβρουαρίου 2009

CUT THE MARKETING BUDGET Παρασκευή,
27 Φεβρουαρίου 2009

CUT BUDGET Παρασκευή, 27 Φεβρουαρίου
2009

FLIGHT, FRIGHT OR FIGHT Παρασκευή,
27 Φεβρουαρίου 2009

Why? • Is your industry
recession- proof or recession sensitive? • Where does your company place on the scale? • How can marketing help grow profit? • Can you deliver a knock-out blow to competition? Παρασκευή, 27 Φεβρουαρίου 2009

RECESSION EXIST ON(LY), IN THE
MIND OF THE CONSUMER Παρασκευή, 27 Φεβρουαρίου 2009

Changes in consumer behavior depend
not so much on how much money people have, but on how they view that amount. It depends not so much on their current financial situation, but on their expectations. Παρασκευή, 27 Φεβρουαρίου 2009

Recession-proof • They expect their
income to grow. They’re confident about their income and savings. • A recession does little to change their behavior. • Enjoying the material benefits of life is important to them, so they will keep buying top of the line brands. Παρασκευή, 27 Φεβρουαρίου 2009

Solution-seeker • Even in deep
recession this group is optimistic about their future. They believe they will keep their jobs. • Their life is not so much financial gain as achieving what they see as the good life. Παρασκευή, 27 Φεβρουαρίου 2009

Security-seeker • These people are
obsessed with financial security. • They are looking for more than just a “good buy”. • Their need for security leads them to well known and trusted brands that offer reassurance and stability. Παρασκευή, 27 Φεβρουαρίου 2009

Vulnerable • These people have
opposing life goals. They want the better things in life for the social status they bring. • But at the same time they feel the need to be cautious and protect themselves. • They may switch to buying products and brands that are more affordable. Παρασκευή, 27 Φεβρουαρίου 2009

PUT AN END TO TELE-TERROR
Παρασκευή, 27 Φεβρουαρίου 2009

WINNING STRATEGIES IN RECESSION Παρασκευή,
27 Φεβρουαρίου 2009

No more Mr. Nice Guy
• Recession is an opportunity to put weaker competitors out of the market. • Review your competition to see which brands are vulnerable. Is the cost of additional marketing support less than the potential gain? • Research will help you here. A decline in the strength of consumer’s relationship with the brand can be seen in research after 6 months. Παρασκευή, 27 Φεβρουαρίου 2009

Harvest the Cow • Companies
that increase marketing spend in recession increase their market share. • Higher ad-spend achieves greater share gains during “recession” times. • New and improved products have more consumer impact when competitors are weak. Παρασκευή, 27 Φεβρουαρίου 2009

High Value • Consumers always
look for value for money, especially in recession. • Value doesn’t mean cheap. Value for money can be defined as (relative) price times (perceived) quality. • You can improve your brand’s value by increasing its perceived quality at the same price. Παρασκευή, 27 Φεβρουαρίου 2009

INVEST IN CREATIVITY Παρασκευή, 27
Φεβρουαρίου 2009

CREATED DURING RECESSION TIMES Παρασκευή,
27 Φεβρουαρίου 2009

HOLLYWOOD DOES WELL IN RECESSION
Παρασκευή, 27 Φεβρουαρίου 2009

Emotive Persuasive Informative 60 45
30 15 0 Sales Market Share Profit Loyalty Source: Binet, Less and Field: Marketing in the Era of Accountability Base: 880 Campaigns 1979-2006 APPEAL TO THEIR EMOTIONS Παρασκευή, 27 Φεβρουαρίου 2009

On Target • Multi-channel campaigns
have better success rate (65%) than single channel campaigns (58%). • Don’t spread your budget too thinly across too many channels. The crucial metric in every channel is always the share of voice relative to the competitors. Παρασκευή, 27 Φεβρουαρίου 2009

THE MEDIUM IS THE MESSAGE
Παρασκευή, 27 Φεβρουαρίου 2009

OK, WE’RE DESPERATE Παρασκευή, 27
Φεβρουαρίου 2009

Where to cut • Drop
support for stagnant brands. • Exploit seasonality to make cuts in off-peak sales periods. The sale loss will be lower. • Small brands often take a disproportionate share of marketing spend because they are trying to grow, but bigger brands are likely to deliver bigger returns in the short term. Παρασκευή, 27 Φεβρουαρίου 2009

Great advertising can sell 20
times more than average advertising. The recession will put extra pressure on the advertising budget, you need a bigger bang for every cent. Παρασκευή, 27 Φεβρουαρίου 2009

CHOOSE AN AGENCY THAT LOVES
EFFIES Παρασκευή, 27 Φεβρουαρίου 2009

ENGAGE THEM WITH YOUR BUSINESS
Παρασκευή, 27 Φεβρουαρίου 2009

Corporate Marketing Communication Advertising Strategy
Strategy Strategy Strategy DEFINE ADVERTISING EFFECTIVENESS IN TERMS OF YOUR CORPORATE GOALS Παρασκευή, 27 Φεβρουαρίου 2009

Written Briefs • Everything flows
from your brief: it is the platform for the communications strategy and the internal creative brief, for the creative work and the media mix. • The more clearly you key business issues and objectives are defined, the more likely is to get effective work. • Written briefs save you time and money. Παρασκευή, 27 Φεβρουαρίου 2009

Building a bridge • Briefing
an agency is like building a bridge. • Begin by explaining where you want the bridge to start from. That’s point A. • Then you would say where it should go. That’s point B. • Don’t tell them how to build the bridge, this is their job. They are the specialists after all. Παρασκευή, 27 Φεβρουαρίου 2009

Don’t use Creative to clarify
Strategy • On average 75% of creative ideas go through three stages of approval, and 22% go through four. • Informal or sloppy briefing from junior members of the team, or changing requirements cost you time and money. • Set the objectives before the creatives start work and stick to them. Παρασκευή, 27 Φεβρουαρίου 2009

Judge Properly • Judge the
work against the marketing and creative briefs. Does the work solves the business issue? • Expect the great work to go beyond the letter of the brief. The brief can only go so far towards the solution. • It is not the solution itself, there should always be a creative leap. Παρασκευή, 27 Φεβρουαρίου 2009

Use research wisely • Always
bear in mind the limitations of pre-testing research. • The samples involved are often small, the work is usually shown in rough form with zero production values. Don’t delegate all responsibility to it. • Don’t use research as a drunk uses a lamp post - for support rather than illumination. Παρασκευή, 27 Φεβρουαρίου 2009

LEARN WHAT WORKS AND DO
MORE OF THAT Παρασκευή, 27 Φεβρουαρίου 2009

Pay by results • If
the agency’s campaign create a huge success for your brand, it will make a substantial amount of money. • But if your brand suffers, the agency will share your financial pain. • Your agency needs to cover its basic costs, then set KPI’s which together add up to 100% of remuneration above cost. Παρασκευή, 27 Φεβρουαρίου 2009

OPTIMIZING PRODUCTION EXPENDITURE Παρασκευή, 27
Φεβρουαρίου 2009

Save up money • Production
covers anything involved in the final delivery of creative ideas to selected media. • Add to this the hidden costs managing the process as well as what it may be hidden within the advertising agency’s creative fees. • Handling agency production in the right way can create 30% efficiencies. Παρασκευή, 27 Φεβρουαρίου 2009

Create efficiencies to reduce costs
• Consolidate all your production in one place. • Managing Creative assets efficiently. • Outsource to more cost effective markets. • Large savings can be achieved through central buying. • Ensure fewer mistakes in final production. Παρασκευή, 27 Φεβρουαρίου 2009

IMPROVING SALES PERFORMANCE Παρασκευή, 27
Φεβρουαρίου 2009

Marketing that sells. • Traditionally
Marketing and Sales exist in an adversarial relationship to one another. • Where there is the least amount of alignment between the two functions performance is clearly at risk. • Gaining alignment among two traditionally competing camps is no easy task. Παρασκευή, 27 Φεβρουαρίου 2009

Difficult Questions • Should I
cut low performers or invest in them? • How can I get more of my mediocre performers up to the learning curve faster? • How can I ensure that I don’t lose my top performers? • How do we maintain a value sell and not discount by cutting price? • How can I better equip my sales force with the marketing tools they need so they ‘ll spend more time talking to prospects and less time prepping? Παρασκευή, 27 Φεβρουαρίου 2009

YOU SEE A CRISIS! Παρασκευή,
27 Φεβρουαρίου 2009

“I was asked what I
thought about recession. I thought about it and decided not to take part.” Sam Walton, founder of Wall-Mart Παρασκευή, 27 Φεβρουαρίου 2009

THANKS antonis.kocheilas@loweworldwide.com Παρασκευή, 27 Φεβρουαρίου
2009