In the advertising and marketing industries, the debate has raged for decades. Do high levels of creativity make advertising more effective? Or is creativity just irresponsible folly practiced by creative people looking to win their next award? The arguments of both advocates and cynics have until now been based on conjecture and anecdotal evidence. The Case for Creativity brings the debate to a conclusion, telling the story of two decades of international research into the link between creativity and business results.
Effectiveness is at the heart of everything we do. David Ogilvy himself wrote a series of full-page ads in the New York Times in the 1960s with headlines such as "How To Create Advertising That Sells." His most famous book, Ogilvy on Advertising, is packed with guidance on the success factors of effective campaigns.
However, the marketing landscape has changed beyond recognition in the past fifty years. We are delighted to share our latest publication, The Ogilvy & Mather guide to effectiveness. In it, Worldwide Effectiveness Director, Tim Broadbent, deals with one of the most central questions in marketing: how to increase the effectiveness of our campaigns.
As marketing budgets come under increasing pressure in response to economic uncertainty in Europe and elsewhere, effectiveness is rising higher on clients' agendas. The message is timely.
Slides for talk at Forefront, Leeds, on Wednesday 26 November 2014 on considering the work of marketers in the 1930s to help us create more meaningful 'users' to create products round, by observing real people.
OgilvyOne Worldwide and OgilvyAction set out to discover how the growing penetration of smartphones influences the way people build brand preference and select, purchase and experience products in three representative international markets: the United States, the United Kingdom and Singapore. Marketers and retailers alike need to know where to focus their energies and how they can make the biggest impact on their bottom lines. The report reveals some surprising insights - conclusions that go against conventional wisdom - and some thought starters to identify the opportunities ahead.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
In the advertising and marketing industries, the debate has raged for decades. Do high levels of creativity make advertising more effective? Or is creativity just irresponsible folly practiced by creative people looking to win their next award? The arguments of both advocates and cynics have until now been based on conjecture and anecdotal evidence. The Case for Creativity brings the debate to a conclusion, telling the story of two decades of international research into the link between creativity and business results.
Effectiveness is at the heart of everything we do. David Ogilvy himself wrote a series of full-page ads in the New York Times in the 1960s with headlines such as "How To Create Advertising That Sells." His most famous book, Ogilvy on Advertising, is packed with guidance on the success factors of effective campaigns.
However, the marketing landscape has changed beyond recognition in the past fifty years. We are delighted to share our latest publication, The Ogilvy & Mather guide to effectiveness. In it, Worldwide Effectiveness Director, Tim Broadbent, deals with one of the most central questions in marketing: how to increase the effectiveness of our campaigns.
As marketing budgets come under increasing pressure in response to economic uncertainty in Europe and elsewhere, effectiveness is rising higher on clients' agendas. The message is timely.
Slides for talk at Forefront, Leeds, on Wednesday 26 November 2014 on considering the work of marketers in the 1930s to help us create more meaningful 'users' to create products round, by observing real people.
OgilvyOne Worldwide and OgilvyAction set out to discover how the growing penetration of smartphones influences the way people build brand preference and select, purchase and experience products in three representative international markets: the United States, the United Kingdom and Singapore. Marketers and retailers alike need to know where to focus their energies and how they can make the biggest impact on their bottom lines. The report reveals some surprising insights - conclusions that go against conventional wisdom - and some thought starters to identify the opportunities ahead.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Brand Box 5 - How To Say It - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 5 - How to say it 2. Actions from Insights 3. How to say it 4. Ogilvy on Advertising 5. Reason and Emotion 6. Cialdini's tools of influence 7. Advertising 8. Uses of advertising 9. Advertising: Broad definitions 10. The advertising cycle 11. The advertising cycle cont... 12. Neuromarketing 13. The typical major league baseball pitch 14. Decision making 15. Major league baseball pitch cont... 16. The new model for decision making 17. Why do we need somatic markers 18. When is one faculty used over the other 19. How does this sell things 20. Classic media theory 21. Neuromedia theory 22. Example: Share of mind case study 23. A couple of examples 24. A couple of examples cont... 25. Direct response 26. Styles of direct response marketing 27. Direct Response 28. Direct Response Implementation 29. The BOSCH Formula 30. The 5 step (POWER) copywriting process 31. Single Mindedness 32. Defining great communication 33. Essence of Communication 34. Ideas vs. Information 35. What makes a great idea 36. Example: Papa John's pizza 37. Example: Copenhagen Zoo 38. Example: Belgium Cancer foundation 39. Example: Australian Red Cross 40. Example: BBC World 41. Example: Seeing eye dogs Australia 42. Example: Global Coalition for Peace 43. Example: Panasonic 44. Example: Summerville 45. Example: Karate Bushido 46. Example: Heinz 47. Example: Jobs in town 48. Example: Colgate 49: Example: Yoga center 50. Keeping it simple 51. Assessing Ads 52. Assessing communication 53. AIDA(S) 54. Tools for driving great advertising 55. The 3 part brief 56. The 9 questions 57. Testimonials 58. Power of testimonials 59.
Michael Chapman, SVP Group Planning Director at The Martin Agency, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning on July 16th, 2013 at the VCU Brandcenter in Richmond.
Brand Box 6 - When And Where To Say It. The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 6 - When and where to say it 2. Actions from Insights 3. Media has changed 4. Andy Tarshis - A.C. Nielsen Company 5. M. Lawrence Light - McDonald's Chief Marketing Officer 6. Buying the cheapest 7. Traditional vs. Online Advertising 8. Media context 9. The media plan 10. Tarps 11. Tarp vs. Reach 12. Krugman's three hit theory 13. Effective frequency factors 14. Media fragmentation - More advertisers across more mediums 15. The communication attrition rate 16. Media fragmentation (2005) 17. PR - Should always come before paid media 18. PR Considerations 19. Using PR to support the sales tunnel 20. Characteristics of specific media 21. Characteristics 22. Market Share 23. Free to air TV 24. Pay TV 25. Radio 26. Magazine 27. Newspapers 28. Sunday Supplement 29. Outdoors 30. Experiential 31. The experiential conversation 32. Direct 33. Email vs. Snail mail 34. Email marketing or eDM 35. Electronic direct marketing 36. Which email tested better 37. Successful responses 38. Mobile phone 39. Mobile users 40. Mobile interaction platforms 41. Branded funded mobile interaction 42. The rise of "The App"43. Internet 44. To web or not to web 45. 8 Ways to drive your E-Commerce sales 46. Internet glossary 47. Demystifying internet advertising 48. Cookies and DRM 49. Peer to peer, Prosumer and RSS 50. Generation Net, API and Affiliates 51. Wikinomics and Word of Mouse 52. Ideagoras, OpenSocial and Avatar 53. Video Sites 54. Personalised URLs 55. SEO 56. Search 4.0 57. Search value pyramid 58. Search engine optimisation 59. SEO Weighting of factors 60. SEO and site features 61. Link relationships 62. Blogs 63. Technology and Retail 64. Gaming and Cuisine 65. Art and Design 66. Auto and Environmental 67. Travel and Specialist 68. Social Media 69. World map of social networks 70. Top 65 social networking sites 71. Social networking 72. Social media strategy 73. Social media petal 74. Your business in media 75. Social Technographics ladder 76. Social media mistakes 77. Burger King: Whopper sacrifice 78. Living and dying by Twitter: Bruno launch 79. Living and dying by Twitter: Inglorious Bastards 80. Social media engagement KPI's 81. Media tools 82. The media interrogation 83. The media money box 84. Media insight 85. Day in the life oF (DILO) 86. Opportunities calendar 87. Reach and depth of media: Transit 88. Reach and depth of media: Entertainment 89. Reach and depth of media: Social 90. Reach and depth of media: One2One and Pop 91. x4 Step channel planning 92. Channel planning x4 Step Filtering 93. Channel planning cont... 94. Channel planning cont... 95. Tactics turntable 96.
Gareth Kay, Chief Strategy Officer at Goodby Silverstein & Partners, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning on July 18th, 2013 at the VCU Brandcenter in Richmond.
Brand Box 1 - Know Your Business - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 1 - Know Your Business 2. Credits 3. Contents 4. Introduction 5. Introduction 6. The Authors 7. Who do they work for? 8. How To 9. User's Guide 10. Actions from insights 11. An apology 12. Getting started 13. Familiarity exercises 14. Flip flop 15. Raw creativity 16. Infinity stairs 17. Necker cube 18. Are you sure of what you see? 19. Are you sure cont... 20. Are you sure cont... 21. Actions from insights 22. Let's get started 23. A bit about brands 24. What is a brand 25. A brand is more than just the product 26. Apple 27. Brands are like clothes hooks 28. Why brand building is so important 29. Brand building 30. Why bother? 31. Commitment beyond belief 32. Lovemark theory 33. Why do people need brands 34. 5 Ways brands can influence consumers 35. Identical products seeming different 36. Positive expectations 37. Inspire loyalty 38. Influence the price 39. The bad news 40. What are some brands in your world 40. So how do I build a brand? 41. Brand Roles 42. Roles cont... 43. Roles cont... 44.Glossary of terms 45. Brand Experience 46. What does brand experience mean 47. Functional benefits 48. Emotional benefits 49. Experience: Functional and emotional 50. Positioning and value propositions 51. Welcome to jargon land! 52. Features, value propositions and positioning 53. Features, benefits and Implications 54. How do you provide value 55. Value proposition 56. What do you do with value propositions 57. Example: Impulse 58. Example: Jaguar 59. Positioning: The battle for your mind 60. Brand Identity and positioning 61. The battle for the mind 62. Effective positioning 63. Positioning principles 64. Positioning: USP and ESP 65. USP: What is it? 66. ESP: What is it? 67. Example: Kleenex 68. Positioning: How is it done? 69. Developing a brand position 70. Positioning principles 71. Positioning: Work over time 72. BMW Case study 73. BMW The ultimate driving machine 74. Be relevant 75. Challenger brands 76. Positioning as a challenger brand 77. Positioning as a challenger brand 78. Positioning traps 79. Positioning pitfalls 80. Repositioning 81. Minds are hard to change 82. Brand Archetypes 83. Brand Archetypes 84. Brand Archetypes 85. The 12 archetypes 86. The 12 cont... 87. The 12 cont... 88. Brand Archetypes 89. Brand Archetypes 90. 3-Step tool to finding your archetype 91. 3- Step tool cont... 92. An archetype example 93. Additional archetypes 94. Additional archetypes 95. What do I do with my archetype 96. Naming brands 97. Names names names 98. The power of the name 99. The ear and the eye 100. How the ear failed 101. So how do you choose a good name 102. Give a dog a good name 103. Brand protection and strength 104. Protecting your value 105. Real brand value 106. Brand strength 107. Value to customers 108. Short term benefit and long term risk 109. Brand extensions 110. How strong is my brand 111. Leveraging your brand 112. Types of extensions ...
Visually partnered with Tint to bring you this webinar on the power of storytelling and how you can use storytelling to take your marketing to the next level.
Jack Morton's Tim Leighton presented with Cecilia Dahlstrom from Ericsson at the eurobest Festival of Creativity 2015.
How do you challenge and break the way something has always been done?
As an industry, we have to evolve our methods of engagement to survive. A little more conversation and a lot less one-way show and tell.
Yet much of our creative still isn’t focused in this way. In fact, some of our brand engagements are strangely inhuman, inhospitable experiences whereby brands compete not to understand people and offer value, but to simply shout the loudest. One of the worst offenders has to be the trade show. It’s a rare opportunity to waste – it’s where game-changing conversations can happen and multi-million dollar deals can be sealed.
Join our session to find out how Ericsson embraced the trade show, tore up the rule book and created a thoroughly modern brand experience that sits at the centre of its marketing strategy. Hear how its innovative creative approach radically changed the way people connect in this environment and learn what we can take away from this when we approach engaging with people through any channel.
Eighty percent of companies think their brands have superior experiences. Unfortunately, only eight percent of their customers agree.
It’s time for brands to tackle the experience gap – the gap between how consumers want to experience brands, and what brands are actually doing.
It’s not just a marketing imperative; it’s a business imperative. That’s why we’re proud to share our latest research looking at brand experience examples and ideas that you can apply to your brand.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Brand Box 5 - How To Say It - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 5 - How to say it 2. Actions from Insights 3. How to say it 4. Ogilvy on Advertising 5. Reason and Emotion 6. Cialdini's tools of influence 7. Advertising 8. Uses of advertising 9. Advertising: Broad definitions 10. The advertising cycle 11. The advertising cycle cont... 12. Neuromarketing 13. The typical major league baseball pitch 14. Decision making 15. Major league baseball pitch cont... 16. The new model for decision making 17. Why do we need somatic markers 18. When is one faculty used over the other 19. How does this sell things 20. Classic media theory 21. Neuromedia theory 22. Example: Share of mind case study 23. A couple of examples 24. A couple of examples cont... 25. Direct response 26. Styles of direct response marketing 27. Direct Response 28. Direct Response Implementation 29. The BOSCH Formula 30. The 5 step (POWER) copywriting process 31. Single Mindedness 32. Defining great communication 33. Essence of Communication 34. Ideas vs. Information 35. What makes a great idea 36. Example: Papa John's pizza 37. Example: Copenhagen Zoo 38. Example: Belgium Cancer foundation 39. Example: Australian Red Cross 40. Example: BBC World 41. Example: Seeing eye dogs Australia 42. Example: Global Coalition for Peace 43. Example: Panasonic 44. Example: Summerville 45. Example: Karate Bushido 46. Example: Heinz 47. Example: Jobs in town 48. Example: Colgate 49: Example: Yoga center 50. Keeping it simple 51. Assessing Ads 52. Assessing communication 53. AIDA(S) 54. Tools for driving great advertising 55. The 3 part brief 56. The 9 questions 57. Testimonials 58. Power of testimonials 59.
Michael Chapman, SVP Group Planning Director at The Martin Agency, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning on July 16th, 2013 at the VCU Brandcenter in Richmond.
Brand Box 6 - When And Where To Say It. The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 6 - When and where to say it 2. Actions from Insights 3. Media has changed 4. Andy Tarshis - A.C. Nielsen Company 5. M. Lawrence Light - McDonald's Chief Marketing Officer 6. Buying the cheapest 7. Traditional vs. Online Advertising 8. Media context 9. The media plan 10. Tarps 11. Tarp vs. Reach 12. Krugman's three hit theory 13. Effective frequency factors 14. Media fragmentation - More advertisers across more mediums 15. The communication attrition rate 16. Media fragmentation (2005) 17. PR - Should always come before paid media 18. PR Considerations 19. Using PR to support the sales tunnel 20. Characteristics of specific media 21. Characteristics 22. Market Share 23. Free to air TV 24. Pay TV 25. Radio 26. Magazine 27. Newspapers 28. Sunday Supplement 29. Outdoors 30. Experiential 31. The experiential conversation 32. Direct 33. Email vs. Snail mail 34. Email marketing or eDM 35. Electronic direct marketing 36. Which email tested better 37. Successful responses 38. Mobile phone 39. Mobile users 40. Mobile interaction platforms 41. Branded funded mobile interaction 42. The rise of "The App"43. Internet 44. To web or not to web 45. 8 Ways to drive your E-Commerce sales 46. Internet glossary 47. Demystifying internet advertising 48. Cookies and DRM 49. Peer to peer, Prosumer and RSS 50. Generation Net, API and Affiliates 51. Wikinomics and Word of Mouse 52. Ideagoras, OpenSocial and Avatar 53. Video Sites 54. Personalised URLs 55. SEO 56. Search 4.0 57. Search value pyramid 58. Search engine optimisation 59. SEO Weighting of factors 60. SEO and site features 61. Link relationships 62. Blogs 63. Technology and Retail 64. Gaming and Cuisine 65. Art and Design 66. Auto and Environmental 67. Travel and Specialist 68. Social Media 69. World map of social networks 70. Top 65 social networking sites 71. Social networking 72. Social media strategy 73. Social media petal 74. Your business in media 75. Social Technographics ladder 76. Social media mistakes 77. Burger King: Whopper sacrifice 78. Living and dying by Twitter: Bruno launch 79. Living and dying by Twitter: Inglorious Bastards 80. Social media engagement KPI's 81. Media tools 82. The media interrogation 83. The media money box 84. Media insight 85. Day in the life oF (DILO) 86. Opportunities calendar 87. Reach and depth of media: Transit 88. Reach and depth of media: Entertainment 89. Reach and depth of media: Social 90. Reach and depth of media: One2One and Pop 91. x4 Step channel planning 92. Channel planning x4 Step Filtering 93. Channel planning cont... 94. Channel planning cont... 95. Tactics turntable 96.
Gareth Kay, Chief Strategy Officer at Goodby Silverstein & Partners, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning on July 18th, 2013 at the VCU Brandcenter in Richmond.
Brand Box 1 - Know Your Business - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 1 - Know Your Business 2. Credits 3. Contents 4. Introduction 5. Introduction 6. The Authors 7. Who do they work for? 8. How To 9. User's Guide 10. Actions from insights 11. An apology 12. Getting started 13. Familiarity exercises 14. Flip flop 15. Raw creativity 16. Infinity stairs 17. Necker cube 18. Are you sure of what you see? 19. Are you sure cont... 20. Are you sure cont... 21. Actions from insights 22. Let's get started 23. A bit about brands 24. What is a brand 25. A brand is more than just the product 26. Apple 27. Brands are like clothes hooks 28. Why brand building is so important 29. Brand building 30. Why bother? 31. Commitment beyond belief 32. Lovemark theory 33. Why do people need brands 34. 5 Ways brands can influence consumers 35. Identical products seeming different 36. Positive expectations 37. Inspire loyalty 38. Influence the price 39. The bad news 40. What are some brands in your world 40. So how do I build a brand? 41. Brand Roles 42. Roles cont... 43. Roles cont... 44.Glossary of terms 45. Brand Experience 46. What does brand experience mean 47. Functional benefits 48. Emotional benefits 49. Experience: Functional and emotional 50. Positioning and value propositions 51. Welcome to jargon land! 52. Features, value propositions and positioning 53. Features, benefits and Implications 54. How do you provide value 55. Value proposition 56. What do you do with value propositions 57. Example: Impulse 58. Example: Jaguar 59. Positioning: The battle for your mind 60. Brand Identity and positioning 61. The battle for the mind 62. Effective positioning 63. Positioning principles 64. Positioning: USP and ESP 65. USP: What is it? 66. ESP: What is it? 67. Example: Kleenex 68. Positioning: How is it done? 69. Developing a brand position 70. Positioning principles 71. Positioning: Work over time 72. BMW Case study 73. BMW The ultimate driving machine 74. Be relevant 75. Challenger brands 76. Positioning as a challenger brand 77. Positioning as a challenger brand 78. Positioning traps 79. Positioning pitfalls 80. Repositioning 81. Minds are hard to change 82. Brand Archetypes 83. Brand Archetypes 84. Brand Archetypes 85. The 12 archetypes 86. The 12 cont... 87. The 12 cont... 88. Brand Archetypes 89. Brand Archetypes 90. 3-Step tool to finding your archetype 91. 3- Step tool cont... 92. An archetype example 93. Additional archetypes 94. Additional archetypes 95. What do I do with my archetype 96. Naming brands 97. Names names names 98. The power of the name 99. The ear and the eye 100. How the ear failed 101. So how do you choose a good name 102. Give a dog a good name 103. Brand protection and strength 104. Protecting your value 105. Real brand value 106. Brand strength 107. Value to customers 108. Short term benefit and long term risk 109. Brand extensions 110. How strong is my brand 111. Leveraging your brand 112. Types of extensions ...
Visually partnered with Tint to bring you this webinar on the power of storytelling and how you can use storytelling to take your marketing to the next level.
Jack Morton's Tim Leighton presented with Cecilia Dahlstrom from Ericsson at the eurobest Festival of Creativity 2015.
How do you challenge and break the way something has always been done?
As an industry, we have to evolve our methods of engagement to survive. A little more conversation and a lot less one-way show and tell.
Yet much of our creative still isn’t focused in this way. In fact, some of our brand engagements are strangely inhuman, inhospitable experiences whereby brands compete not to understand people and offer value, but to simply shout the loudest. One of the worst offenders has to be the trade show. It’s a rare opportunity to waste – it’s where game-changing conversations can happen and multi-million dollar deals can be sealed.
Join our session to find out how Ericsson embraced the trade show, tore up the rule book and created a thoroughly modern brand experience that sits at the centre of its marketing strategy. Hear how its innovative creative approach radically changed the way people connect in this environment and learn what we can take away from this when we approach engaging with people through any channel.
Eighty percent of companies think their brands have superior experiences. Unfortunately, only eight percent of their customers agree.
It’s time for brands to tackle the experience gap – the gap between how consumers want to experience brands, and what brands are actually doing.
It’s not just a marketing imperative; it’s a business imperative. That’s why we’re proud to share our latest research looking at brand experience examples and ideas that you can apply to your brand.
Warc Webinar: Healthcare Marketing: Finding the NudgeablesWARC
Register today: http://content.warc.com/warc-webinar-healthcare-marketing-finding-the-nudgeables
Leo Burnett took on one of the biggest challenges resulting from the Affordable Care Act - how to move a diverse population towards preventative health behaviors - and applied extensive research and behavioral economics for some smart answers.
Given how important the healthcare segment is to anyone in marketing, you won't want to miss these discoveries. Unlike many existing persuasion models that are predicated on providing lots of information, often scare tactics, this work focuses on: 1) peoples' attitudes and beliefs toward health and wellness, and 2) their orientation towards information processing.
This fascinating research shatters some conventional beliefs, and identifies eight groups with a distinct orientation to health communications. Learn what concepts and approaches work best against each.
Mark your calendar for October 4th at 11am EDT.
Register for Healthcare Marketing: Finding the Nudgeables
with Carol Foley, EVP Director of HumanLab™ and Denise Fedewa, EVP Director of Strategy at Leo Burnett.
Презентация о том, как правильно писать креативный бриф и зачем это нужно.
Написана специально для выступления перед бренд менеджерами компании Unilever.
Создана на основе аналогичной презентации Мити Воскресенского http://duckofdoom.ru/
Vietguys Mobile Marketing Solutions
Chuyên cung cấp các dịch vụ:
- SMS Marketing
- Mobile Marketing Solutions
- Cổng tin nhắn
- SMS Brand Name
- Wi-Fi Marketing
- Email Marketing
Advice for small and medium-sized enterprises on how to advertise effectively with a small budget.
Lucidity London is an independent marketing consultancy which provides research, strategy and programme implementation services to local, national and international clients from our HQ on the outskirts of London, England.
We help our clients inspire growth by combining in-depth analysis with clear insights and practical expertise in marketing and operations.
This ebook is a collaboration between myself and Rohit Bhargava for Incite Marketing and Communications.
It features
1) 15 key findings from the Incite Summit East - which happened in NYC in September 2013 (including detail on customer-centric approaches, storytelling, internal social media guidelines, personalization of marketing, and innovation
2) The top 5 Tweets from the Summit
3) 7 pieces of advice from some of the leading speakers at the Summit, including C-suite representatives from L'Oreal USA, Chobani and MetLife
For more on the Incite Summit East, visit www.incitemc.com/east
A collection of findings from the Incite Summit, held in NYC on September 18 - 19.
The Incite Summit helps large brands do innovative marketing and communications. This event focused on customer-centricity, multi-channel, big data, measurement and more.
Featuring insights from brands like Lenovo, L'Oreal, Chobani, MetLife, StubHub, Whole Foods, Smirnoff, Aflac, MolsonCoors, Mastercard, Pfizer and more.
Direct marketing classic: Advertising that sells by OgilvyMichael Leander
Direct marketers can still learn from this classic direct marketing guide on how to create advertising that sells.
Sure digital marketing has become a huge part of the direct marketing mix in the past decade, but the basics very much remain the same. No one has contributed to the education and inspiration of direct marketers around the world like David Ogilvy. You will find many nuggets in the How to create advertising that sells document.
A Miami ad School/ESPM em parceria com a Ogilvy realizou o II Pocket Seminário Internacional Ogilvy de Planejamento Estratégico, no dia 18 de maio às 19h30, no auditório Philip Kotler, em São Paulo.
Para falar especialmente sobre como funciona a propaganda em suas diversas linhas, que vão do marketing a psicologia, foi convidado o presidente de Planejamento da Ogilvy para Ásia e Pacífico, Tim Broadbent.
O objetivo dessa segunda edição do evento é manter os participantes atualizados sobre as tendências, e planejamento estratégico voltados para o mercado de publicidade. Para isso, Broadbent fez uma análise sobre como novos aprendizados em disciplinas como in-marketing effectiveness, neurociência e psicologia sugerem a necessidade de que o mercado, mais uma vez, repense em como funciona a propaganda.
Tim Broadbent é formado em Filosofia e Metafísica, tem uma carreira consistente em propaganda, tendo passado por agências como Y&R e Saatch & Saatchi. Único profissional no mundo a receber dois Grand Prix no IPA Effectiveness Awards, atualmente trabalha no escritório que fica em Pequim, China, e é engajado em vários grupos de planejamento em diferentes países.
Content Marketing - What Big Business Discovered and How to Use ItSteve Faber
Content marketing is all the rage these days, with 2013 showing signs that even more marketers are embracing it. There is a good reason for that. Consumers, in both the B2B and B2C environments, respond very well to a properly run content marketing casmpaign. Large organizations have spent big money discovering what works and what doesn't. Use what they've learned about content marketing to power your organization's marketing strategy going forward. 49 pages
Marketing Attribution: Valuing The Customer JourneyDung Tri
Marketers want to do more than simply justify their digital spend; they want to optimize it. They’re looking to attribution to understand how different media perform so they can adjust the media mix and improve performance.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
2. Contents
Foreword by Miles Young 3
Introduction 5
1. Ten new ways to produce content that sells 7
2. How to evaluate campaign effectiveness 17
3. How to write a winning entry 25
4. 4
What do clients look for in their agency? In my experience, they value two attributes above
all others: integrity and knowledge.
Integrity earns respect. David Ogilvy liked to quote one of his clients: “In the end, clients
are grateful to advertising agents who tell them the truth.” So learning from what didn’t
work is just as important as learning from winners. If we are brave about admitting to our
mistakes, we will more readily receive credit when we do well.
Integrity helps get us to the client table, but usefulness keeps us there. Knowledge is what
makes us useful. We may occasionally fall by chance into an effective solution, but what
separates people at the top of their profession from the rest is that they know more.
This book is the latest Ogilvy & Mather publication intended to increase our knowledge
and, with it, our usefulness to clients. In it, Tim Broadbent deals brilliantly and definitively
with one of the most central questions in marketing: How can we measure and increase the
effectiveness of our campaigns?
This book builds on a core O&M strength, namely a keen intellectual curiosity to find
out what works. From the early days when David Ogilvy analyzed mail order campaigns
looking for success factors, to today’s “liquid and linked” digital world, we have always
believed that creativity is enabled by knowledge.
David famously said, “Even a blind pig can sometimes find truffles, but it helps to know
that they grow in oak forests.” This book tells you where the oak forests are.
6. 6
This book contains three sections. The most important comes first: how to produce
successful campaigns. To be clear, the ten new ways are not rules. We hate rules.
They are reports on how consumers respond to stimuli. Ignore them at your peril,
but never give up on innovation.
The first section shows that analysis has finally caught up with intuition. We have always
suspected that highly creative campaigns sell more than average campaigns, and now—
at last—there are statistical methods to prove it. The difference that creativity makes to
effectiveness can be measured. And what a huge difference it is!
Follow the ten new ways and the chances are you will get more effective work.
The second section tells you how to evaluate a campaign’s effectiveness. Perhaps the main
message is that payback is usually underestimated. Campaigns can be much more effective
than they are given credit for. Don’t just measure the sales blip. Include other effects such
as maintenance and long-term brand building too (and, sometimes, shareholder value).
The total payback may be surprisingly large.
The final section is about entering and winning effectiveness competitions. The best advice
is to read and study previous winners. Creatives study great campaigns in order to do
better, and strategists should study great case histories. This isn’t just good effectiveness
advice, it’s good career advice.
Ogilvy & Mather has a grand ambition: to be both the most creative and the most effective
agency network in the world—to conquer the Twin Peaks. The Twin Peaks are the two
sides of the same coin. Creativity leads to effectiveness, and focus on effectiveness allows
clients to buy highly creative work.
8. 8
David Ogilvy’s “How to Produce Advertising That Sells” began, “The first thing I have to
say is that you may not realize the magnitude of difference between one advertisement and
another.”1
Too right. He cited evidence from John Caples, the direct response copywriter:
I have seen one advertisement actually sell not twice as much, not three times as much,
but 19½ times as much as another. Both advertisements occupied the same space.
Both were run in the same publication... The difference was that one used the right
appeal and the other used the wrong appeal.2
Both writers studied successful advertisements in search of factors which usually work;
Ogilvy claimed to have found 96. However, they only had good sales data for direct
response. Now, many years later, we have good sales data for all types of campaigns.3
We can update Ogilvy’s factors. That is why this book is here.
1. Be creative
The following chart looks simple. In fact, it is based on an analytic breakthrough.
Effectiveness can be defined as Content × Weight. As two factors are involved, it can be tricky
to isolate content’s effect on sales. How to allow for creativity at different campaign weights?
The breakthrough was to express weight as a ratio, not as spend. To be precise, as the
brand’s share of voice (SoV) as a ratio of its share of market (SoM).
4
In the past, people
measured weight by the cost of the media space. The new measure is better. The following
chart compares campaigns as if SoV were 10% higher than SoM. Because weight is the
same, the difference in sales must be due to content (other things being equal).
Campaigns entered for the IPA Effectiveness Awards were split into two groups: those that
had won creative awards and those that had not. Campaigns awarded for creativity outsold
the less creative campaigns by 11 times per unit of media weight.
5
1. Chapter 2 in Ogilvy on Advertising, Pan Books, 1983.
2. John Caples, Tested Advertising Methods, Prentice-Hall, 1975.
3. Analysis of the IPA Databank really began with Les Binet and Peter Field’s Marketing in the Era of Accountability,
Warc, 2007, and continues to this day.
4. The SoV/SoM relationship has also been demonstrated independently by Nielsen, Millward Brown and Unilever.
See Peter Field, How Share of Voice Wins Market Share, IPA, 2010.
5. Peter Field, The Link Between Creativity and Effectiveness, IPA, 2010.
9. 9
The best way to get effective campaigns is to run highly creative work. Creativity makes
the single biggest known difference to sales.6
More recent analysis suggests that the more creative awards a campaign wins, the more it
sells, and that creativity is becoming even more sales effective than it was a few years ago.7
Of course, consumers do not know or care whether the work won an award. Highly creative
work sells more because (a) it is more likely to appeal to the emotions than to reason, and
(b) it is more likely to achieve higher coverage and frequency after being passed on via social
media and PR. The result is greater exposure of a more powerful appeal.
Creativity, then, leads to more exposure than the client paid for. More exposure = more
sales. We review other ways of generating more exposure below, but creativity works best.
2. Set hard objectives
While creativity makes the biggest difference to sales, the campaign objective is the next
most important. Hard objectives sell best. Campaigns are five times more likely to sell
when the objectives are set in terms of sales, profit or market share than when they are set
in terms of soft objectives (such as awareness, image, conversion, etc.).
6. McKinsey reached the same conclusion after analyzing campaigns entered for German effectiveness awards.
It concluded, “The more creative a campaign, the higher the likelihood that the featured product will sell…
Other things being equal, creativity is the advertiser’s best bet.” McKinsey, 2006.
7. Peter Field, The Link Between Creativity and Effectiveness, 2011 Update, IPA, 2011.
Creativity sells
% market share increase at same media weight
Not creatively awarded Creatively awarded
Source: Peter Field, The Link Between Creativity and Effectiveness, IPA, 2010.
6
5
4
3
2
1
0
10. 10
That is why Ogilvy Fusion™ and the DO Brief™ both start with a question about the
client’s business issue. We really do mean the business issue, not the communications
issue. Get a good answer to that question and you are already more likely to get an
effective campaign.
3. Aim for fame
After strategy and content, the most effective campaigns exploit social media and
PR to create more exposure than the client paid for. They increase the brand’s fame.
Fame campaigns sell more than campaigns with any other strategy.
To be clear, fame is more than awareness. A famous brand need not be the biggest in
the category or the biggest advertiser, but it is the leader in perception. It makes the most
waves, gets talked about most, is most cited by journalists. More exposure = more sales.
One way to make your brand famous is to get a big ideaL.
Hard objectives sell
Market share/profit growth by campaign objectives
Soft objectives Hard objectives
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
60
50
40
30
20
10
0
Fame sells
Market share/profit by campaign strategy
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
80
78
76
74
72
70
68
66
64
62
60
Differentiation
Fam
e
Direct
Trust
Im
age
Quality
Aw
areness
Com
m
itm
ent
11. 11
4. Get The big ideaL™
Brands with a big ideaL stand for more than the functional performance of the product.
They have a point of view on the world. They engage with social and cultural issues.
This creates more exposure through third parties, which leads to more sales.
Research has shown a correlation between The big ideaL and what Millward Brown calls
“brand Voltage,” a measure of how likely it is a brand will grow. The correlation holds true
globally and across all product categories.
The following chart ranks brand Voltage scores into quartiles: the highest 25%, the next
25% and so on. The highest 25% have a strong correlation with brands with strong big
ideaLs. In other words, strong big ideaLs create high brand Voltage.
In a single year, the probability of brand growth increases by over 6% for brands with
high brand Voltage. Maintain the big ideaL for several years—big ideaLs are meant
to last—and sales will increase significantly.
5. Penetration first
Making the brand known beyond its current buyers by getting a big ideaL is not wasteful—
it’s a good thing. It helps attract more customers, which we then keep via loyalty campaigns.
A brand’s market share mainly grows or declines as its penetration grows or declines,
so penetration comes first.
big ideaLs sell
Strong big ideaL= High Brand Voltage
Quartile 4 Quartile 3 Quartile 2 Quartile 1
Source: Millward Brown, Ogilvy & Mather.
12
10
8
6
4
2
0
-2
-4
-6
12. 12
6. Use TV
There is a common myth that the internet is replacing TV. Nothing could be further from
the truth. In fact, TV viewing is up in virtually all geographies and demographic segments.
TV and the internet are complementary, not alternatives: consumers with both use both,
often at the same time (watching TV with a laptop beside them).
TV makes brands famous. Campaigns with TV in the channel mix are 33% more likely
to sell than those without it.
7. Appeal to the heart
Psychology, neural science, behavioral economics and the analysis of effective campaigns
all suggest brand choices are usually made emotionally. Rational calculations of utility
come second, if at all.
Mostly what happens is that first we want something, and then we come up with a rationale
to justify why we want it. The justification is not the same as the motivation, although
Penetration sells
Market share/profit by loyalty vs. penetration
Loyalty campaigns Penetration campaigns
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
90
80
70
60
50
40
30
20
10
0
TV sells
Market share/profit by use of TV
Campaigns not using TV Campaigns using TV
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
70
60
50
40
30
20
10
0
13. 13
conventional market research can confuse the two. Successful campaigns increase motivation.
The close focus on advertisements required in most pretesting research is unrealistic. In real
life, few commercials are actively attended to. Surprisingly, this can be a good thing.
The seemingly overlooked advertisement is still processed mentally, but at a low attention
level. Low attention processing evades the argumentative “censor” inside us that disputes
advertising claims. Our attitudes towards the brand change as a result of exposure, even
though we are not consciously aware of learning about it.8
Low attention processing may seem a new discovery, but it was described by the
psychologist Walter Dill Scott in his book The Psychology of Advertising as long ago
as 1903. Direct response campaigns work differently (high attention processing),
which is why Scott’s insight was forgotten for so long.
Emotive campaigns, such as those based on big ideaLs, outsell informative campaigns
on every business metric: 17% more profit, 30% greater market share, 19% higher sales.
8. Integrate channels
Multichannel campaigns sell twice as much as single-channel campaigns per unit
of media weight: market share increases by 1.2% for single-channel campaigns but
by 2.4% for multichannel.
An Ogilvy & Mather study suggested that, while social media reached roughly one-third
as many people as TV, it significantly increased purchasing among those who were exposed.
And in four out of five tests, social media together with another medium sold best.
9
However, something odd happens when too many channels are used per campaign.
Effectiveness decreases.
8. Robert Heath, The Hidden Power of Advertising, Warc, 2001.
9. Irfan Kamal (Ogilvy & Mather) and Walter Carl (ChatThreads), Does investing in social media create business value?,
Ogilvy & Mather white paper.
Emotions sell
Business impact, informative vs. emotive campaigns
Profit Market share Sales
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
60
50
40
30
20
10
0
Information
Emotion
14. 14
Unless all channels are aligned, adding more to the mix weakens the campaign.
The latest and, we like to think, the best channel integration tool is Ogilvy Fusion,
the cross-discipline planning system.
Like the DO Brief, Fusion begins with a question about the client’s business issue,
followed by a question about the desired change in consumer behavior. There the two tools
diverge. The DO Brief goes on to ask what content will bring about the desired change,
while Fusion asks what channels.
Channel selection in Fusion is based on changing consumer behavior—not on whether
a channel is fashionable or unfashionable, not on whether the brand has always used it or
never used it, and not on media commission rates. Fusion is blind to channel prejudice.
Because the desired change in consumer behavior is directly linked to the client’s business
issue, each channel in the mix is there to sell and for no other purpose. The result is deep
integration across multiple channels.
9. Be interesting
The two biggest global effectiveness award winners today show how modern campaigns
work with social media and PR to generate more exposure than the client paid for.10
The campaign narrative is less about the product, more about an event.
For Hovis bread, the event was a remarkable TV commercial. It was remarkably long—
122 seconds, one second for every year Hovis had been on the market. That’s longer than
a standard commercial break, so Coronation Street, Britain’s most popular soap, was cut by
two seconds to accommodate it—a first. And the commercial was remarkable for its scope,
featuring major events in the story of Britain during the last century.
10. Hovis by MCBD won the Grand Prix in the 2010 IPA Effectiveness Awards, and Walkers Crisps by AMV BBDO won
the Grand Prix in the 2011 Cannes Creative Effectiveness Lions.
Multichannel sells
Effectiveness rate by number of media channels
One channel Two channels Three channels Four channels Five channels
Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Warc, 2007.
80
70
60
50
40
30
20
10
0
15. 15
Interest in the commercial was whipped up by a consumer survey into which historical
events best summed up “the British spirit.” The survey itself stimulated PR coverage.
Journalists were cast as film extras, ensuring more coverage. Hovis took over MSN and
Virgin Media on launch day; 300,000 people watched the ad online in its first month.
The extra exposure was worth over £2 million, an 18% increase on paid-for exposure.
A brand in decline returned to growth. Overall, the campaign generated an incremental
profit of around £76 million. Each £1 spent created £5 in profit.
The event for Walkers Crisps was designed to show that Walkers could make any sandwich
more exciting, even a sleepy little country town called Sandwich. Walkers held a day of
celebrity surprises there: the boy band JLS performed at a school assembly; Chelsea and
England football player Frank Lampard coached the local team; actress Pamela Anderson
pulled pints at the local pub; and Jenson Button, Formula One world champion, drove a
local taxi.
Locals posted user-generated content on social networking sites. The celebrities
tweeted about their day. Twenty-six pieces of video content were seeded across the web.
Journalists who had been embedded in the town carried the story, and it was picked
up by other national news media. In all, the event created 353 pieces of news coverage,
online and offline.
The extra exposure was worth over £3.3 million, more than the campaign’s £2.5 million
paid-for exposure.
A brand in decline returned to growth. Overall, the campaign created around
£2.20 in incremental profit per £1 spent.
It’s more interesting to think about what made a country the way it is, or about Pam
Anderson pulling your pint, than about how a loaf of bread is made or about a crisp’s
flavor. People only pass on brand communications that are interesting and surprising—
in a word, different.11
We must build pass-on ability and PR ability into our campaigns from the beginning,
and allow for them in pretesting research.
11. Millward Brown’s analysis of both IPA and Cannes Effectiveness winners suggests the biggest difference between
winning ads and average ads is that winners are more likely to be considered “different from other ads.” Dominic Twose
and Polly Jones, Creative Effectiveness, Admap, November 2011.
16. 16
10. Keep spending
Some companies seem to regard marketing as a luxury. They assume sales will be stable
without it. This is probably not the case. In competitive markets, a brand that unilaterally
cuts spend will probably decline relative to other brands.12
As we have seen, the important measure of exposure is not absolute dollar spend but
relative Share of Voice. If that is too low (relative to the brand’s Share of Market) or in
decline, the campaign is unlikely to increase sales.
That is why we need to make effectiveness habitual. Every campaign should be evaluated.
We must always help marketing colleagues defend and grow the budget within the client
company. Fusion’s Report Card Worksheet is a simple and comprehensive one-page
template we should use.
Summary
When you write a creative brief or review new work, check it against this list. If you can
answer yes to all or most, you probably have a sales winner on your hands.
12. Deutsche Bank analyzed 30 large US and European consumer staples companies over a 15-year period. Companies that
increased A&P outperformed those which cut it: their sales grew 30% faster and their profits 50% faster. Deutsche Bank,
European Consumer Staples: The Importance of A&P, 2010.
Be creative
Set hard objectives
Aim for fame
Get a big ideaL
Penetration first
Use TV
Appeal to the heart
Integrate channels
Be interesting
Keep spending
18. 18
What is “effectiveness”?
Effectiveness can be defined as a beneficial outcome for the client. Marcomms are
used for a huge variety of purposes: to sell products, to reduce road accidents, to stimulate
charitable donations, to encourage intermediaries to recommend the client’s product,
to present corporations in a favorable light to investors, etc.
There is no single objective. Effectiveness must be defined in terms of the objectives
of a particular campaign. That is why there is no single measurement tool.
How effectiveness studies are used:
To provide benchmarks and assess progress against strategic and business objectives.
To learn from experience, so we do more of what works next time.
To make previous activity accountable and justify future investment.
To inform agency remuneration.
Again, because evaluations have many uses and audiences, there is no single technique.
In the following pages, we describe evaluative principles. They will have to be adapted
for your particular case. For the sake of simplicity, we have assumed the client’s objective
is to sell more.
Research alone is never enough
Research can help us understand how a campaign sold. It can’t tell us whether it sold.
However high a pretest score, the campaign could still fail in the market—and however
low the score, it might succeed. In fact, campaigns that go through standard quantitative
pretests are likely to be less sales effective than campaigns that escape their clutches.
Similarly, awareness or cut-through postcampaign tracking is a poor indicator of success.
Sometimes effective campaigns do not track well (they may sell in a different way,
for instance, through low attention processing).
We absolutely must use sales data in order to do an evaluation. No sales data,
no evaluation. It really is that simple.
Look beyond the blip
The following graph shows the sales of our brand over time. The campaign happens,
and there is a blip in sales. After the blip, sales fall back to their previous level.
19. 19
The question we have to consider is this: What did the campaign contribute to sales?
There are two answers. One says we just need to measure the sales under the blip. But this
answer contains a hidden assumption, namely, that sales would have been static if there
had been no campaign.
Is that realistic in your case? It may not be. Usually, when the marketing budget is cut,
sales do not stay at the same level. Usually they fall, as discussed above.
So it is usually incorrect to define the campaign’s return solely as the sales under the blip.
It is more likely that, if the campaign had not happened, sales would have fallen.
There are more sales due to the campaign than our first answer suggests. The campaign
had two beneficial effects. It maintained sales at a higher level, as well as causing the blip.
By how much would sales have fallen if there were no campaign? We can’t know precisely
because the number is beyond experience, but we can estimate it. Four methods are:
Sales if no campaign
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8
6
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2
0
Actual
If no campaign
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Typical sales response
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0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
20. 20
Modeling. If we have a model that includes marcomm spend, it is easy to ask what sales
would have been if spend were zero. (We discuss econometrics in more detail below.)
Regional comparisons. Even if we have not planned a regional weight test, campaign weight
could be lower in some regions or countries than in others. Compare sales in high- vs.
low-weight regions. (Take into account other variables—see below for a discussion on this.)
Time-series comparisons. Unless your brand advertises every month of the year, there will
be times of no campaign. Compare sales in high vs. low/zero months.
Competitive comparisons. Some brands in your category, or other products in the client’s
portfolio, may spend less. What happens to their sales?
You can find real-life examples of all these methods among the IPA case histories on Warc.
For instance, Johnnie Walker (2008) used different weights in different countries, while
Marmite (2002) used different weights in different regions within one country. Halifax
(2002) compared sales of two products in the client’s portfolio, one of which received more
support than the other. Volkswagen Golf (1992) compared the launch/sustain patterns of
competitive cars.
All of these are ways of estimating what would have happened to our brand’s sales if there
had been no campaign. Or we can also use the gradient estimate.
The gradient estimate
There are just three possible sales curves before the campaign: sales might be going up,
or they might be flat, or they might be going down.
Similarly, there are just three possible sales curves after the campaign: sales might go up,
or be flat, or go down.
Put these together, and there are just nine possible sales curves. That’s all there are in the
universe. You will only ever see these nine.
The two easiest evaluations are as follows. The campaign reversed a decline
or created growth:
1. Down — Up 2. Flat — Up
10
9
8
7
6
5
4
3
2
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0
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1 2 3 4 5 6 7 8 9 10 11 1 2 3 4 5 6 7 8 9 10 11
21. 21
Both the Hovis and Walkers Crisps cases discussed previously are type 1, V-shaped curves:
sales were going down and the campaign got them up. These two shapes are favorites in
effectiveness competitions because the proof is easy and the payback is large.
We use the gradient estimate to measure the campaign’s contribution by extrapolating the
precampaign trend, for example:
Now consider the other possible shapes. In 3, the campaign’s contribution is less obvious.
We have to show that with no campaign, things would have been worse.
Sales due to campaign
10
9
8
7
6
5
4
3
2
1
0
1 2 3 4 5 6 7 8 9 10 11
Actual sales
If no campaign
Incremental
sales
3. Down — Flat 4. Flat — Flat
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9
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0
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1 2 3 4 5 6 7 8 9 10 11 1 2 3 4 5 6 7 8 9 10 11
5. Up — Up
10
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0
1 2 3 4 5 6 7 8 9 10 11
22. 22
For 3 and 4, we have to show that if there were no campaign, sales would have declined.
We might do this by showing that other brands in the category declined or that our brand
declined in other geographies or in low-weight regions.
For 5, sales were going up anyway before the campaign. We have to show that the campaign
made sales grow faster than they otherwise would have, perhaps by comparing our growth
rate with those of other brands in the category or in regions with different weights.
Finally, some campaigns are ineffective. Maybe our brand was outspent, or a new product
swept the market, or a competitor outwitted us with stronger deals, or a distributor delisted
us, or the price was too high. These cases need urgent attention. If Ogilvy & Mather’s
content is ineffective, we need to change it before the client calls a pitch; but if another
factor is to blame, we need to identify it to propose remedial action.
These four shapes should send danger signals:
Beyond sales
Most evaluations look for short-term returns, usually measured in sales. There’s nothing
wrong with that, but it may underestimate the campaign’s actual return. We can also
look for long-term returns (usually associated with brand building) and shareholder value
(usually associated with share price / total corporate value).
7. Flat — Down6. Down — Down
10
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5
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3
2
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0
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9
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1 2 3 4 5 6 7 8 9 10 111 2 3 4 5 6 7 8 9 10 11
9. Up — Flat8. Up — Down
10
9
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3
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0
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1 2 3 4 5 6 7 8 9 10 111 2 3 4 5 6 7 8 9 10 11
23. 23
Long-term returns. Experience has shown that established brands with continuous support
don’t usually get a big sales blip following campaign bursts. Payback in these cases is
more often found in brand building.
The brand can be a valuable thing in its own right. According to Millward Brown’s
BrandZ, the Apple brand alone—not the technology or patents or designs, just the brand—
is worth $153 billion, more than most companies. Ultimately, brands have value because
branding creates loyal buyers. Brand loyalty has huge economic benefits—in particular,
lower price sensitivity.
Few evaluations mention price. This is a missed opportunity. To state the obvious,
Revenue = Volume × Price. Reducing price sensitivity is the best route to higher profits.
Consider this thought experiment. Suppose your brand has a 20% profit margin. You can
increase volume by 1% or price by 1%. Which will deliver the most profit? The answer is
that increasing price will deliver five times more.13
Demonstrate long-term return by demonstrating increased brand loyalty. As well as
research scores, look for behavioral evidence: perhaps repeat purchase is higher. Perhaps
the brand has a more desirable user profile. Perhaps blind/branded product tests show
greater predisposition or higher perceived quality.
Shareholder value. For some clients, such as single-brand companies, the brand makes
a major contribution to shareholder value. Tracking campaign effects through to share
price isn’t easy but can be done. Orange (IPA, 1998) managed to do so by getting hold
of the spreadsheet the merchant bank had used to price Orange’s shares. The spreadsheet
included marketing variables such as churn (loyalty). If there had been no campaign,
the shares would have been priced at 279 pence. The actual share price was 528 pence.
The campaign doubled total corporate value!
Exclude other factors
The single biggest weakness in most evaluations is failing to exclude or allow for other
factors such as changes in price, product or distribution.
If price, product, etc., did not change during the analysis period, we must say so. If they
did, we must allow for the effect of such changes on sales, rather than pretending the
campaign was solely responsible for all the growth.
Econometrics is our friend here, but changes in other marketing variables can often
be handled with comparisons. By how much did sales of our brand go up the last time
it cut its price? What happened to sales of competitive brands that cut their prices?
13. It’s an easy sum. Assume we sell a million units at a retail price of $1 per unit. Our margin is 20%, and our variable cost
is $0.80 per unit. Selling 1% more units increases variable costs from $800,000 to $808,000, while increasing the price
does not increase variable costs. Our profit would be $202,000 with a higher volume, but $210,000 with a higher price.
24. 24
The more “other factors” you include in the analysis, the better. They make the analysis
more convincing. They show our knowledge of the market. Seasonality or interest rates
or weight of competitive activity, etc., may be crucial.14
Looking at other factors may suggest opportunities. For instance, inspecting price data
may lead you to discover an increase that justifies the “lower price sensitivity” argument
discussed above. If distribution increased, was it because of our campaign? Then it should
be included in the payback estimate.15
The new product problem
The most difficult evaluations are for new product launches. By definition, sales go up—
there’s nowhere else for them to go. And any serious launch will be accompanied by
advertising. How, then, can we show that our campaign was unusually effective? Again,
we need comparisons. Was the launch weight the same in all regions, or can we compare
heavy vs. light exposures? What happened to the sales of similar new products in the past?
Econometrics/modeling
We have seen that sales of the brand may go up, though our campaign was not responsible.
Or they may go down, but would have fallen further without our campaign.
Econometrics (sometimes known as regression modeling) is the best way to explain the
combination of factors that make sales go up or down, so as to isolate the campaign’s
influence. It uses statistical techniques to analyze sales data, looking for the factors which
cause sales to go up or down.
Top tips for using econometrics:
Because this is a technical and specialist discipline, use a qualified econometrician,
ideally one familiar with marketing data.
Allow 6–12 weeks and be prepared to supply lots of data. Usually you will need data
for three years × 12 months, that is, 36 data points. Brief the econometrician thoroughly,
explaining the key factors that influence sales and your priorities.
Ensure the model is thoroughly tested, using all the standard statistical tests. Fitting the
data (“a high R-squared”) is not enough.
Once you have a model, use it. Its main value is to help plan future campaigns rather
than rake over old ones. Monitor how well it forecasts—the ultimate test of accuracy—
and tweak it as necessary, so that forecasting accuracy improves. Update it regularly
with new data.
14. Walkers Crisps won the Grand Prix in the Cannes Creative Effectiveness Lions in part because it was the most
thorough in excluding other factors. Its entry paper discusses no fewer than 13 factors that might have increased sales.
Some are obvious—such as changes in price, product and distribution—while others are obvious only in hindsight.
For instance, was there less anti-obesity/snacking advertising over the campaign period? No.
15. Stella Artois (IPA, 2000), for example, used econometrics to show that higher demand for the brand, created by the
campaign, led to higher distribution.
26. 26
Read the rules
If you are not allowed to mention the agency’s name, don’t. If the entry form asks a question
you find hard to answer, don’t leave it blank. If there’s a word limit, don’t go over it.
These points may seem too obvious to be worth mentioning. Yet some idiots waste
everybody’s time by submitting entries that are rejected by the competition organizers
before they reach the judges.
Don’t cheat
It is legitimate to present the facts in the best possible light. That’s advocacy. But if you
make a small increase look big by changing the scale on a graph or use percentages on too
small a sample to be statistically significant, you’ve crossed a line. The judges will notice,
and bang goes your credibility and any chance of a prize.
Don’t overclaim
Some of the sales growth may have happened anyway: direct sales may have switched from
another distribution channel, or sales due to in-store promotion or an advertised offer such
as a two for one may be pulled forward. Price, product or distribution may have changed.
Don’t claim the campaign is 100% responsible for all sales growth unless you can prove it.
Do your homework
The best way to learn how to write a winning entry is to read those of previous winners.
It’s amazing how few people do this, but it’s absolutely necessary. A lawyer has to know
case law, a doctor has to know medical history, a scientist has to know previous experiments.
That’s what being qualified means. Our job is to know what other campaigns have achieved
and how their success was evaluated.
Sir Isaac Newton wrote, “If I have seen a little further, it is by standing on the shoulders
of giants.” Don’t start your evaluation from scratch. Read effectiveness papers in your
category from Warc, note and copy their evaluative methods, and then try to innovate.
Tell a story
Don’t describe the sequence of events that led to the campaign (“First we got a brief from
the client. We did some research. Then we wrote a creative brief.”). When a judge who has
worked through 40 entries—with another 35 still to go—sees this sort of drivel, they’ll want
to throw out the paper and you with it.
27. 27
Make your story interesting. Start with the client’s business issue—not with our comms
issue (awareness, image, conversion, etc.), but the business issue.
Then describe the desired change in consumer behavior.
Only then get to the comms issue.
The Walkers Crisps case described previously is a model of clarity in this respect.
The business issue was that singles are more profitable than multipacks. The behavioral
issue was to get more people to eat Walkers Crisps with a sandwich lunch. The comms
issue was to make “sandwich + crisps” more salient.
Note that you would not have got to the comms issue without going through the client’s
business issue and describing the desired change in consumer behavior. There’s a strong
logic chain linking the comms to the business objective.
This sequence (business issue -> behavioral issue -> comms issue) should be familiar.
They are the first three questions on the DO Brief, which, like Fusion, was designed with
effectiveness very much in mind. Your effectiveness entry should use the same sequence.
That will help avoid a common mistake, which is to set up one problem at the start of the
entry paper and show results that are irrelevant to that problem at the end. For instance,
if the problem is “low sales,” the result “high awareness” is irrelevant. Every objective needs
its result, and every result needs its objective. Don’t leave loose story lines flapping.
Explain how the comms led to the sales
A typical sequence explaining how the campaign worked might be:
a) The campaign had impact [use tracking research to compare our awareness score
with previous or competitive campaigns].
b) The desired message was conveyed [use communication research scores].
c) Brand perceptions changed [use brand image scores in line with the strategy].
d) Consumer behavior changed [show change in line with the strategy, e.g.,
how the campaign attracted new buyers to the brand].
e) As a result, sales increased more than expected.
For a direct campaign, the steps will more easily be measurable. Include all channels for
which we have data, such as coupons, telephone, email, SMS and website, as well as other
comms channels where relevant. Look for interaction between the channels—for instance,
perhaps response rates or website traffic improved following TV bursts.
The DO Brief question “How do we expect the communications to work?” will be useful
here, as will Fusion’s “Customer Experience” section. Both describe the steps that link the
comms with the results.
28. 28
Research companies like to claim that all campaigns work in the same way or in one of a
small number of ways. The so-called “sales funnel” is typical—first comes awareness, which
leads to interest, then to desire and finally to action.16
However, there is no reason to believe
actual consumer buying behavior always follows this pattern.
Your particular campaign might work in a different way from a standard model (maybe
the change in behavior precedes changes in awareness or image, for instance). You need to
explain your model of how the campaign worked as you build the positive case linking the
campaign to sales.
Get a devil’s advocate
Judges have to start as critics in order to get a long list of 100 entries down to a short list of
20. They actively look for faults, flaws and omissions. (They will look for positives at a later
stage, when deciding which papers deserve prizes. But your entry has to survive the critical
stage to get that far.)
We must at least show that price, product and distribution could not have caused all sales
growth. The more other factors we include, the more convincing the paper will be.
Get someone outside the team to read the paper critically. What else could have caused the
sales growth? Where are the jumps in the logical flow? Is there technical language that is
hard for outsiders to understand?
Make the best of the results
The judges won’t know whether a 2% increase in your category is high or low. Help them
see it as high by making comparisons (e.g., is 2% the highest lift the brand has achieved
in 10 years? Was it the highest of any brand in the category that year?).
Dramatize the results. How many actual packs were sold? Piled end to end, would they
pave the Great Wall of China, or reach the summit of Everest? How many millions of
consumers made how many in-store buying decisions?
B2B cases are often tough because of the long time between getting an inquiry from a
new customer and closing the sale. Try estimating the lifetime customer value / potential
revenue. If we know or can calculate what each customer is worth on average and the
proportion of inquiries that result in sales, we can monetize inquiries due to the campaign.
16. AIDA was invented in the 1880s. It was never intended to model consumer buying, which is why it doesn’t.
Nevertheless, many research companies still use versions of it (e.g., pretest or tracking research that assumes all
campaigns must achieve conscious high awareness), as do many online and direct marketers.
29. 29
As well as the sales growth, add all other returns to the total payback: the decline that would
have happened with no campaign, plus the increased value of the brand, and maybe even
plus a share price rise. Add these together to estimate the campaign’s ROMI (return on
marketing investment).
Make the best of the creative work
Creativity accounts for a big slice of the total marks in many competitions. Don’t assume
the campaign’s creativity will speak for itself. Talk it up.
Perhaps the campaign won a creative award. Perhaps the film director or photographer
has won creative awards. Perhaps the campaign was reviewed in trade or national press
(hint: use the theater’s technique. A review which said, “A sparkling performance could
not disguise the terrible script” becomes “A sparkling performance”). Perhaps the client
could supply a quote. Get the creative team responsible for the campaign to describe it
in the entry so the judges “see” its creativity.
A video is crucial here. The entry convinces the judges with logic, evidence and facts.
The video wins their hearts and inspires their imaginations.
Think about the video from the start
Good videos take several weeks to produce, so warn the production department well in
advance. Agree on a script with the creatives early. Make sure fancy effects don’t obscure
the clarity of the story.
Put yourself in a judge’s shoes
Liz Wade of Ogilvy & Mather New York interviewed several O&M people who have
judged the Effies. She found:
Judges are stressed. They have to read many papers in a limited time. Make your case
a quick read by halving the number of words and telling a bedtime-simple story.
Judges are exposed. They have to assess things they know nothing about without looking
silly. Give them the background and benchmarks they need to confidently advocate for
your case.
Judges are suspicious. They are on the lookout for propaganda, half-truths, salesmanship.
Surprise them with disarming honesty.
Judges are emotional. If you win their hearts, they will search for ways to up your score.
Romance the insight and the work (but never romance the results).
30. 30
Judges are hungry. They yearn to learn something that could help them in their own jobs.
Don’t lobby them—inspire them. You are the teacher, not them.
Judges at the IPA Effectiveness and Cannes Creative Effectiveness Awards will be more
experienced and be under less time pressure. They will reward the technical merits of the
case, in particular how well it deals with factors other than the campaign.
Get client support
Getting sales data from the client can take a long time. Don’t make the mistake of writing
the paper while expecting to slot results in later. You absolutely need the sales data first,
so you can fit the story to it, not the other way around.
Often our day-to-day contacts don’t have sales data at hand. The very worst thing you can
do is send an email with a long list of data needs and expect clients to drop everything.
Being lazy never works. Instead, take the client out to lunch and explain how important
the award would be for the company (and the client’s career). Ask if a central contact
person in the client company could be assigned to the project for a few weeks to coordinate
responses to your data requests.
If you meet resistance to sharing data, elevate the request. Get your CEO to ask the client
at a more senior level. Sometimes our day-to-day contacts can only say no.
Clients have legitimate concerns about revealing confidential information. Explain that
they will have the right of veto and that entering effectiveness awards is standard industry
practice (and prove it by giving them previous entries in their category or from their
own company).
Define clear roles for each channel
Involve your media partner early. You will need at least a full media laydown: which activity
happened when, through which channels, at what weight. You will also need competitive
spends over the period.
Ideally, the media partner will have a strategy for why each channel was selected; or
you may have done Fusion. Regardless, we must explain each channel’s role in the total
campaign. Few entries cover this well, so being thorough gives us a chance to stand out.
Avoid the obvious, e.g., “TV was used to create awareness.” Instead, say “TV was used to
build a groundswell of popular support, print was used to arm our advocates with the facts
they needed to take our brand’s side in the debate, activation was used to address value for
money concerns,” etc. Show that everything was a facet of a central plan.
31. 31
Campaign fame
Think beyond research tracking studies. How often was the campaign or brand searched
on Google, Facebook or YouTube, and did the timing of the searches coincide with bursts
of activity? How did the sales force and retailers respond?
Enter in multiple categories
The extra cost is trivial in comparison with the benefits of getting multiple awards.
For instance, Old Spice (“The man your man could smell like”) won the Grand Effie
and four Golds in theNorthAmericanEffies (in the BeautyProducts,Brand Experience,
Media Innovation and Single Impact Engagement categories), a Global Effie and a
Cannes Creative Effectiveness Lion. Think about what categories and competitions
might be relevant for your entry—the more, the better.
Build a team
Don’t try to do everything yourself. Build a team and share the load. The team might
comprise a strategist, an account person, the media partner and a digital specialist.
Meet every week to monitor progress and agree on next actions. That might sound
bureaucratic, but it’s the best way of making sure things get done—everyone has a busy
day job too. Offer to share the credit with partner agencies to motivate them.