Transcript here - Planning Above and Beyond

Planning Integrated
Communications
John Griffiths
June 11th
www.planningaboveandbeyond.co.uk
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Ground I am going to cover
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Why advertising planning needs translating
when applied elsewhere
Applying account planning to different
disciplines
Integrated communications: integrating what
exactly?
Where in the process integration happens
Defining a model playing field for planners
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Page 2
Ad planning – Pride and Prejudice
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It’s the creative work stupid!
Strategy means how you structure the
message
Its all about developing the brand
The brand personality is fixed
You are trying to changing awareness and
attitudes
There are two kinds of mass audience: those
who buy the product and those who don’t
Measurement is difficult
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Page 3
The Issues Affecting Planning
Beyond Advertising….
Each discipline makes its money
differently
 Adding value in each discipline is
different
Need to do this before we can resolve:
 How integration makes its money
 How to add value to integration
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Page 4
How Each Discipline Makes Its Money IT VARIES
Discipline
Making money
Making profit
Advertising
Media commission
Fees related to
media spend
Biggest
accounts
Direct
Marketing
Construction and
operation of bespoke
medium: account
handling/targeting
Complex
accounts
Sales
Promotion
Construction and
operation of bespoke
mechanic: account
handling
Complex
Mechanics
(any size)
Sponsorship
Fee proportionate
to size of sponsorship
Biggest
Accounts
Web based
Construction and
operation of bespoke
medium: account
handling/targeting
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Complex
accounts
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How Each Discipline Adds Value
Discipline
Adding value - IT VARIES
Advertising
Effective creative work
that creates mass
awareness/involvement
Direct
Marketing
Effectiveness of targeting
and ability to solicit
response and conversion
Sales
Promotion
Effectiveness of
mechanic and appeal to
the trade and the client
Sponsorship
Leveraging higher
awareness at lower cost
than advertising
Web based
Reducing interaction costs
OR Leveraging higher
Involvement
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Page 6
Putting Integrated campaigns
together
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7
Why Integration Is a Great Idea
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It is cheaper for a client to use one agency than lots
of different ones
Client only has to brief once
Less miscommunication with a single briefing
Strategic thinking in the round
An integrated agency recommends the best route not
the discipline they are most accustomed to/make
most money from/become most famous for
Campaign idea more powerful because of synergy
across all the disciplines
Agency more accountable for results
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Page 8
Why Integration Is a Terrible Idea
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Sloppy briefing: client devolves marketing into the agency
Agency has less money to play with and cuts corners: never the
same people resources as with individual agencies
Integrated team of generalists perform less well than specialists
Integrated agencies are just as NIH-ish as other agencies when they
have to share a brief
Creative idea stretched so far that it becomes an issue of corporate
identity rather than a strong creative idea universally strong in every
channel
Accountability never happens it just becomes too complicated to
evaluate the interplay between the different elements of the
campaign
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Page 9
How Integration Makes Money
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By blending the elements together
usually using the most profitable
disciplines to subsidise the most visible!
EVERY agency wants ad accounts even
if they never make money on them!
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Page 10
Where Integration Adds Value
Strategy
Development
Implementation
 The first major issue with integration is
what are we integrating?
 That’s why whenever integration is talked
about we have to get people to define
what they mean by the word
 They will always claim that they integrate
EVERYTHING and that no one else does
it like them!
 In reality you will find that integration
happens at one of the following stages;
NEVER at all of them largely because no
one has the time or the money to follow
and police the integrated product all the
way through the process
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Page 11
How Were You Going to Make Money?
Strategy
Development
Implementation
Integrating at the Strategy Stage
 Brilliant for winning business without
pitching –client pays to induct you!
 Perfect for locking very senior clients in
 Lots of fee income – for planners
Integrating at Development Stage
 Often a bundling of services – savings
handed back to the client
 Excellent for getting more business out of
existing clients
Integrating at Implementation Stage
 Agency focuses on increasing perceived
value by customers
 Profit share in incremental income
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Page 12
The 3 Rules for the Integrated
Planner
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Know where your pay packet is coming
from….
Play to the strengths of the particular
discipline and always add value
Run the length of the field: strategy,
development and implementation: planning
the most integrative function in an integrated
team
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Page 13
Introducing a model
playing field
for the integrated planner
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The Integrated Planning Model
1. The brand as promise
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3. The brand as
experienced
directly by
the consumer
2. The brand
as medium
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Page 15
How the Elements Have Been
Used in Isolation
Brand led business
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E.g. Heinz
Media led
business
Eg The
Economist
Service led business
Eg J Sainsbury
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Page 16
Where the Disciplines Add
Value
Advertising
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PR
Sponsorship
Sales Promotion
Point of sale
Interactive Comms
Event marketing
Direct marketing
Database marketing
CRM
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Page 17
The Planning skillset Required
for Each
Psychologist
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Private Investigator
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Accountant
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Page 18
A new way of organising
Core Brand Promise team
 (Advertising led)
Line members of team
function first as specialists
Then as generalists to
agree strongest blend
of elements
Planner as team integrator
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Core Brand Medium team
(Database/Media people)
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Page 19
A new way of organising
Core Brand Promise team
 (Advertising led)
Line members of team
function first as specialists
Then as generalists to
agree strongest blend
of elements
Planner as team integrator
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Core Brand Medium team
(Database/Media people)
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Page 20
Appendix of Case Studies
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Page 21
Evaluating Integrated campaigns:
Business Link network
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Tyneside regional integrated advertising and
PR test before national roll out – control area
set in Midlands – not integrated
Multiple evaluation sources
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Regional boost for quarterly tracking study
used Carma to track key message themes in national and
regional press
Traffic spreadsheets from Business Links daily inbound
telephone traffic and meetings with business advisers
Showed Differences
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Vs pre campaign benchmark in traffic volume and in SIC
profiles
Vs control area
in nature of press coverage
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Page 22
Integrated development
process: Accord launch 1998
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Entire launch campaign developed at CDP: TV, fleet,
customer retention, dealership promotions, POS, and
website. Even designed the PowerPoint presenter for the fleet
sales teams and briefed inbound telesales staff on campaign
themes
Used brand team/targeting teams to maintain consistency of
tone of voice and targeting
Core creative idea developed by advertising creatives –
disciplines worked autonomously to implement the idea
Copy tailored to company car drivers of particular models
because we knew what they were driving and why they had
originally bought
Placed cassette in existing Hondas when serviced at dealerships
extolling merits of new model – ultimately reached more Honda
owners than by using the database and conventional DM!
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