by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Media Intelligence : Media Trends+Strategy 2012
The nature of the data is changing state of play Collaborative planning models are the way forward MEDIA Trends + Strategy 17 What are your main challenges in planning advertising strategies and choice of medium in this new age of media? Fragmentation has oft been quoted as the main issue driving complexity and challenges in the new age but if you look at the landscape it actually isn’t that fragmented: some big hits like Facebook and then a long tail of sites that are effectively mopped up by the ad placement networks. The real issue is relevance: newer platforms are far more user controlled, to the extent that the audience feels like they “own” it. So it’s less an issue of reach, and more an issue of relevance: making sure the message you want to send fits in with its environment and is relevant to the specific audience. Our ability to use media to interrupt people’s lives is in constant decline, so enhanced relevance is the core skill of the future. How are you integrating the variety of digital offerings into cross-media platform initiatives? By not seeing them as separate “digital offerings”. We’re often faced with clients who have a variety of different owned and earned channels, plus a strategy for what channels they need to buy. We have to look at the overall content of the brand in a comprehensive way, and then making sure that content is farmed out to the relevant platform in a sensible way. A client’s website is often a great metaphor for this: the centralised hub for all the brand is and offers. It’s no surprise then that great brands tend to have great websites: not only do they allow for clear customer journeys within the site but this clarity can be replicated and moderated on other channels like social or mobile far easier if the centralised hub is right. Where do you envisage the positioning of the agency in the media buying and planning mix in the immediate future (next 3-5 years)? Centralised or at the very least collaborative planning models are the way forward: clients don’t like disparate solutions they have to stitch together themselves. That’s what they pay us good money to do, so whether it’s channel or content, the planning function needs to operate upfront to ensure more cohesive solutions. What is the next big thing to impact on media which could change the nature of the game yet again? It’s probably a cliché to say this but without a doubt, mobile is where it’s at. It’s only a matter of time before the banks, telcos and payment networks crack a mobile payment solution and that will herald the seismic change in how we view mobile in the mix. Already we have the world’s highest level of smartphone penetration, and mobile search, research and time/place based deals are going to be the most effective way for us to move the needle on consumer behaviour. Colin Jowell Head of Strategy M&C Saatchi What are your main challenges in planning advertising strategies and choice of medium in this new age of media? The sheer breadth of options is not only daunting for the average planner within an agency but there are the obvious pressures of covering more with less relative resource. In addition being able to translate what a combined channel plan means as tangible pressure for a client’s campaign is not as straightforward as it once was. Bought, owned and earned are thrown around to substantiate advertising strategies but you do not often see a real channel structure that leverages these relationships properly. How are you integrating the variety of digital offerings into cross-media platform initiatives? Data allows us to understand when, where and how we integrate digital and that’s a straightforward exercise. It’s the nature of the data that is changing. We are moving from questionable digital metrics to the IAB’s study which, once released, will give us a level playing field on which to demonstrate the real value of digital. But we are also seeing increasingly that clients are sharing transactional data once we have provided the proof of security around this level of business information. This delivers real cause and effect analysis and takes planning to a new level. Where do you envisage the positioning of the agency in the media buying and planning mix in the immediate future (next 3-5 years)? We will need to automate a lot of the transactional end of our business. Have algorithms that can accurately pinpoint the value of an advertising impact within a real time buying system. Once we have that, it will free us up to focus far more on the content solutions brands are going to need, particularly in the digital area. That will ultimately split agencies into a group of tech head traders plugged into data and ad exchanges. And then a better strategist, executional planner who is armed with the time and accurate data to work on more engaging ways to appeal to consumers. What is the next big thing to impact on media which could change the nature of the game yet again? The evolution of technology like Demand Side Platforms that work across all media inventory. These will be the catalyst for more automated approaches to the sheer volume we currently deal with manually. Get those up and running effectively and the media agency evolves all round. David Gaines GM Maxus p14-15,17_stateOfPlay.indd 17 28/11/11 2:45:45 PM
MT Resource Guide 2011
MT Resource Guide 2012