Clare Parker, Marketing & Trade Manager, International at The Exchange Lab Fresh from the Festival of Marketing in London, some clear themes stood out. It is evident from speakers such as Unilever’s CMO, Keith Weed and WPP’s CEO, Sir Martin Sorrell that understanding a digital native’s mind-set is vital if brands want to be a part of the future, especially since by 2025, 70% of the workforce will be Millennials. Younger marketers may have less experience, but they are adept at learning technology, highlighting the importance of marketers keeping their fingers on the pulse of the latest tech and trends. The way in which we engage consumers must reflect this shift in attitude. With that in mind, here are the three key learnings from the Festival that prove marketers need to push limits, bend traditions and experiment with new platforms. You’ve got to be in it to win it There is a lost generation of people who are not digital natives and are bluffing that they are ahead of the next digital wave. “Don’t be one of those CMOs who reads the FT and Economist and then pretends you know where digital is heading,” warned Keith Weed, CMO of Unilever, “immerse yourself with where your customers are active. I’m not saying go and be a tech junkie, but you’ve got to be in it to win it”. Weed went on to express the importance of learning how to think differently by working with start-ups, upskilling your team by leveraging digital partners, and getting under the hood of how digital natives behave and communicate. Digital has injected colossal fragmentation into the consumer journey for marketers, as Weed said, it’s no longer about “marketing to consumers – it’s about mattering to people” and to do that you need to have the right “tool set, skill set, and mind set”. For brands to survive, they must challenge what they’ve done in the past and ensure they keep up to date with the latest technologies and social platforms. Adhere to the rules of engagement, in the era of personalized advertising When it comes to data monetization, it’s clear that some companies are walking a thin line between tailoring to a consumer’s needs and being seen as creepy. Christine Conner, Managing Director at Accenture Interactive stressed the need for data permissions to be handled very carefully. She emphasised the importance of brands being clear and up-front on what they’re going to do with the data they generate. Being more curious when asking customers questions when sourcing data can add more value for brands and the customer for example, a pet food retailer could ask “do you buy your cat a present for Christmas?” The question was then posed to the audience, where about 10 of us were left shamelessly holding our hands up. This survey tone can be a lot more telling, not only increasing engagement in the short term but when married to data, it ultimately creates more relevant advertising in the long term. Involve your audience Consumer generated content (CGC) has been challenging traditional advertising for the last few years. In terms of convincing the traditional board of Wimbledon Tennis Club to bend their 140-year-old brand guidelines and go with Snapchat (most of whom are Snapchat virgins), Alexandra Willis, Head of Communications and Content’s advice was to start small and recognize wins. Wimbledon shared their 2016 social campaign at the Festival, with personalisation at the core, they initially mirrored the concept behind Snapchat stories in their newly built mobile app. Following this pilot, the Snapchat campaign was underway with two live stories to test, distributing authentic content to users that implied that Wimbledon is more than just tennis – it’s about the overall experience. Snapchat provided a number of creative tactics and tools, including a strawberry head filter and a snapcode to unlock exclusive content into the distribution queue. The drawbacks were the content quality threshold declines so marketers must be prepared to relax brand guidelines and not expect in-depth analytic reporting, as it’s not as detailed in comparison to other social platforms. Attendees had the chance to show what was important to them in 5-10 second snapshots, which were then filtered out to Wimbledon’s Snapchat audience. Serena Williams held centre stage, which was extremely nerve-wracking for the marketing team to hand brand control over to her in near-real-time. However, it was a success, the platform enabled Serena to offer ‘behind the scenes’ insights of her life, which provided an intimate, real-time and virtual experience to Wimbledon’s audience. Adjusting the golden hand-cuffs After Unicorn brands like Uber and TransferWise have shaken up the finance and transport industries, we are now witnessing a ripple effect through 100+ year-old brands like Wimbledon and Unilever who are leading the charge by stepping up their game to be just as challenging in the Sport & FMCG sectors. Both brands have the consumer experience at the forefront and are embracing technology as the vehicle to ensure they keep their audiences both engaged and loyal. Consumers now expect a two-way transparent dialogue online resulting in brands being increasingly exposed by consumers for the good as well as the bad experiences and interactions. P&G’s Director, Scott D. Cook says “a brand is no longer what we tell consumers it is, it’s what consumers tell each other it is”. Reverse mentorship was touched on by various C-suites who expressed that It’s as much about coaching millennials as it is being coached by millennials; there is a lot to learn from their mind-set and digital savviness. When WPP’s CEO, Sir Martin Sorrell was asked “if you were to start your career again, what would you do?” he answered with “I would learn two languages – code and Chinese”, which is living proof that marketing professionals (whatever the age) must truly embrace digital in order to be a part of the future. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Компания TNS-Russia, которая занимается измерением телеаудитории в России, в ближайшее время сменит название на Mediascope. Об этом заявил гендиректор компании Руслан Тагиев на конференции «Телеизмерения». «Акционеры попросили меня сообщить, что компания будет называться Mediascope»,— цитирует господина Тагиева «Интерфакс».Также господин Тагиев напомнил, что в настоящий момент TNS-Russia на 80% принадлежит «ВЦИОМ-Медиа» и на 20% - исследовательскому холдингу Каntar. Он отметил, что компания продолжает выполнять свою работу в соответствии с теми высокими стандартами и критериями, которые были заданы в течение многих последних лет.Напомним, 12 августа стало известно, что ВЦИОМ закрыл сделку по приобретению у британского холдинга WPP 80% компании TNS Russia — основного измерителя телеаудитории в России. Измерительная панель TNS перешла в собственность компании «ВЦИОМ-Медиа».Подробнее о сделке читайте в материале «Ъ» «ВЦИОМ…
When she was the Global CMO of IPG Mediabrands, if Liz Ross had suggested creating a client advertising campaign that quickly disappears, she might have been shown the door. But as the President and CEO of Periscope, that concept has been a smash success in the independent agency's work for Trolli gummy candies. Periscope's groundbreaking work using Snapchat for Trolli is a good example of what Ross describes as the need to "unlearn" what she had learned in the holding company world. What better way to do that than with the ephemeral Snapchat? "As a marketer, it's hard to wrap your brain around the idea that you're going to launch something and it's going to vanish. But that's exactly what happens," Ross says in an interview with Beet.TV. "One of the things we're doing with our clients and employees is encouraging everybody. You gotta try this stuff. You gotta use it. You can't just intellectualize it, you can't read a white paper on it." Trolli's partnership with NBA star James Harden was aimed at tweens and included geo targeting. Snapchat now uses it as a case study of how best to use its platform. "It was really edgy work," Ross says. Going from one of the largest industry holding companies to an independent agency in the Minneapolis-St. Paul area required a complete mental reset for Ross. "The best thing I can tell you is that I spent my career inside of a holding company and I've almost had to unlearn what I knew," she says. Inside of a holding company, "You're part of a team and the construct is all about mitigating risk. In an independent, we can formulate it in a way that we believe makes sense to answer client needs," says Ross. Before the digital advertising age, large agencies would boast about their clout when it came to negotiating media buys, while small shops claimed they could get great deals because of their size. Interestingly, that theme still applies. "We can actually make deals from a media buying standpoint that we believe the holding companies have a harder time striking," Ross explains. "Because once they give that deal to WPP or Omnicom, they end up having to give that deal to everyone." The same reasoning--size isn't everything--also applies to data and technology, according to Ross. "If you look at what the holding companies have done, they have built those trading desk solutions on the backs of third-party software. We can do that too. The barriers to entry are quite low," says Ross. One of her favorite citations is from futurist Alvin Toffler about how the illiterate of the 21st Century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn. "We are in this age where you have to keep learning and unlearning, and that's exactly what I've had to do as an independent," says Ross. You can find this post on Beet.TV. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
ONLINE purchase of fast moving consumer goods is outpacing overall FMCG market, a latest report shows, highlighting that global sales of groceries through e-commerce channels reached US$48 billion in
COLOGNE-WPP Group hasn't wasted any time incubating GroupM Connect, its digital agency platform specializing in real-time and biddable media. In two years it's grown to more than 2,000 people and made a number of acquisitions because "We firmly believe that anything that can be bought programmatically going forward will be," said Ruud Wanck, Worldwide CEO of GroupM Connect. GroupM Connect's raison d'être is to the drive the transition of GroupM into the real-time media investment management space, Wanck explained in an interview with Beet.TV at the annual DMEXCO conference and exposition in September. "We wanted to create one unifier where we're putting all the company specialists in a single place and environment to really drive that transition from regular media investment management to real-time media investment management," Wanck said. Asked for his view of the continuing rise of advertising that is bought programmatically, Wanck acknowledged "a lot of fuzz around programmatic" but boiled it down to a simple Wall Street analogy. "Go back to the stock exchanges with people running around with ticker tapes. Those people now have different roles," Wanck said. GroupM Connect has developed its own technology layer and acquired other capabilities. Upon deciding it didn't want to be dependent upon digital pipes created by publishers, it acquired The Exchange Lab primarily for its Proteus programmatic technology. Similarly, GroupM Connect scooped up Greenhouse Group in The Netherlands. Greenhouse is now the company's digital and real-time services layer in Benelux. Wanck clears away any confusion about programmatic advertising by pointing out that it's not a new channel or medium being created. "It's much more an underlying development that's changing all of these media, the way they are being bought and how consumers see them," Wanck said. "We see programmatic in that sense much more as a foundational layer." This interview was taped at DMEXCO '16. It is part of a video series of industry leaders. The series is sponsored by Videology. For more Beet.TV coverage of DMEXCO, please visit this page. You can find this post on Beet.TV. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Индекс британских акций снижался в понедельник, так как неделя началась с того, что акции энергетического сектора оказались под давлением, тогда как производители нефти должны будут собраться на этой неделе для переговоров. Индекс FTSE 100 снизился на 1.2% до 6,828.80. Индекс в пятницу снизился менее чем на 0.1%. Прошлую неделю он закончил с ростом на 3%, что было крупнейшим приростом за неделю с 1 июля. Акции нефтяных компаний по всей Европе в красной зоне в понедельник, так как входящие и не входящие в ОПЕК страны соберутся на встречу в Алжире на Международном Энергетическом Форуме. Инвесторы будут ждать любых новостей о возможном достижении договоренности между участниками о заморозке уровней добычи в момент, когда рынок испытывает на себе влияние существенного избытка сырья. Акции BP PLC снизились на 1.7%, акции Royal Dutch Shell PLC потеряли 1.6%, тогда как цены на нефть начали разворот прошлого роста. Акции Tesco PLC снизились на 1.5% следом за выходом статьи в Telegraph о том, что пенсионный дефицит сети супермаркетов удвоился до уровня более чем £5 млрд. ($6.4 млрд.) за прошедший год, что может вылиться в задержку восстановления выплаты дивидендов. Акции Lloyds Banking Group PLC снизились на 3.1% следом за понижением рейтинга. Акции WPP PLC снизились на 1.2% после того, как в Jefferies понизило рейтинг агентства, рекомендуя воздержаться от покупки их акций. Акции Carnival PLC снизились на 1.4% перед публикацией финансовых результатов круизного оператора. FTSE 100 slumps more than 1%, with oil shares in the red, MarketWatch, Sep 26Источник: FxTeam
On Sep 23, Zacks Investment Research upgraded WPP plc (WPPGY) to a Zacks Rank #3 (Hold).
Facebook, Inc. (FB) may have been reporting inflated data for video views thereby misguiding advertisers and marketers.
COLOGNE -- The media agency is changing. In a world where clients can do more themselves, or go elsewhere for services, agencies may be under threat. Michael Kassan thinks he has seen the future for a rejuvenated, more relevant model. "We just completed advising AT&T ... a month ago ...on the largest single review in history, I believe, because it was a combination of media and creative," says the CEO of cross-disciplinary media consultancy MediaLink. "The unique thing ... it was a truly integrated model of BBDO, Hearts & Science, all within the Omnicom family, but the message that AT&T (had) ... was to put data at the center, have that data layer informing creative decisioning and media decisioning." AT&T's decision to consolidate affects a media spending budget estimated at $2bn. Omnicom reportedly beat out WPP, Grey and MEC. Kassan, whose firm offers agency reviews, executive search, trade marketing and financial due diligence, thinks that is a big deal for Omnicom, but could be even bigger for the industry as a whole. "If Omnicom get it right, there's your new model," he tells Beet.TV. "It's a new bundle (of agency services)." In the 1990s, there was a movement in agencies to unbundle integrated offers in to individual parts, Kassan recalls. But he calls the new AT&T and McDonalds accounts, in which DDB has created a standalone agency dedicated to the burger chain, "a precursor to what's going to happen". Why is creative getting plugged back in to the mothership? Because that's where advertisers' greatest necessity is coming from - and that's where competitive pressures are emerging. As more publishers begin to build in-house content studios to service their advertisers with brand content, creative agencies are coming under pressure to prove their worth, Kassan says - but they can demonstrate value by aligning with media-buying siblings. This interview was taped at DMEXCO '16. It is part of a video series of industry leaders. The series is sponsored by Videology. For more Beet.TV coverage of DMEXCO, please visit this page. You can find this post on Beet.TV. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
COLOGNE -- The world's biggest ad agency holding group may soon spend more money with Mark Zuckerberg than with Rupert Murdoch, as it aims to shrink its reliance on Google in the media mix. But its CEO is still searching for other horses to back, in a digital ad world that is increasingly led by just two runners. Sir Martin Sorrell reveals to Beet.TV that WPP will shift the ratio of its ad spending allocated between Google and Facebook from 4:1 in Google's favor last year to 3.5:1 this year. "With Google, we will probably spend about $5.5bn, $5.6bn this year against $4bn last year, and Facebook $1.7bn versus about a billion last year," he says. "Google is our biggest media investment. There are a number of traditional media owners that we're spending $1.7bn on, or as much as $2.25bn on. "But I would expect in 2017, either Facebook becomes number two to Google or maybe that will take (until) 2018." During Cannes Lions in June, Sorrell said WPP was spending around $2.25bn with the combined global activities of Fox, News Corp, Star and Sky. Still, the shift at the top is not the end of the story. A Morgan Stanley report recently concluded 85% of all digital ad spend goes to just Google and Facebook. And Sorrell is searching for more diversity. "We need more balance in the marketplace," he tells Beet.TV. "Our clients want more choice, they don't want restricted choice." That leaves WPP looking for other big publishers to spend with. Scale matters because, in Sorrell's words: "We don't traditionally work with the long tail. We are focused on big spenders as opposed to SMEs." Still, the WPP founder has some idea who may front up to Google and Facebook. "The other third force is around Snapchat," he says. "When you speak to people at Google, they clearly believes that Snapchat is the potential third force." "AOL, Yahoo and Verizon (combined), we would very much like to see gather traction and become a third force. They are a potential threat to the duopoly ... but (AOL CEO) Tim (Armstrong) has a lot of work to do. There may be some other pieces they have to put in to the jigsaw to make it stronger." WPP isn't just sitting back and hoping these players gain scale. WPP also has stakes in a series of content companies. "The shareholding we've taken with Vice ... is a good example of us trying to broaden the marketplace," he adds. This interview was taped at DMEXCO '16. It is part of a video series of industry leaders. The series is sponsored by Videology. For more Beet.TV coverage of DMEXCO, please visit this page. You can find this post on Beet.TV. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
«В рекламе мы — психиатры масс»: директора PornHub, WPP и другие мировые маркетологи об успехе в отрасли
Второго и третьего сентября в Москве проходила конференция Digital Marketing Conference, на которой представители мирового рекламного рынка рассказали о своём опыте и перспективах развития отрасли. Редакция vc.ru узнала у маркетологов, как они пришли в профессию, какие проблемы выделяют в современном маркетинге и какой будет реклама в будущем.
Samuel Castro Paying for results is in vogue. The concept is fairly straightforward: The parties define the result up front, agree on a baseline, work out how confident the organization is in delivering the result, and then specify the expectation and payment in the contract. The idea isn’t new — it’s well established in online advertising, for example — but its application is becoming more widespread in the private and public sectors. Consider these examples: Education. The UK’s Department for International Development uses “results-based” aid to improve the educational outcomes of young girls in Africa and Asia. Pearson, the educational publisher, measures the efficacy of its products to improve educational outcomes. Its CEO, John Fallon, says of this approach, “It is by having a bigger impact on education — measured by expanding access and improving outcomes — that we will make Pearson a faster-growing and more sustainably profitable company.” Health care. Cigna is the first insurance company to get pharmaceutical companies to agree to value pricing based on results for certain cholesterol-lowering drugs. And the Health Care Transformation Task Force, a newly formed coalition of private insurers and provider organizations in the U.S., recently announced that its members are committing to transform 75% of their contracts into pay-for-performance models by 2020. Water. Severn Trent Water, among other UK water companies, has agreed to “outcomes-delivery incentives” with the regulator Ofwat that results in rewards and penalties if it meets or fails to meet, respectively, performance commitments. It’s no wonder that payment by results (PbR) is gaining traction. Customers and taxpayers want to see more value and accountability for the money they spend, so they’re starting to demand that the companies serving them focus on results. And providers want the flexibility to deliver outcomes in the best, most innovative, and most efficient way possible without being micromanaged by the customer. This often involves collaborating with other organizations to deliver the whole outcome – healthier living, better education, or lower crime rates. But as appealing as PbR is, it often goes off the rails. When PbR Doesn’t Work PbR can turn into a costly, risky exercise that delivers unpredictable results. Customers don’t always get the outcomes they expect, and providers can feel underrewarded for their efforts, especially when the result is hard to achieve. Another problem we’ve seen is that some providers, seeking to fit in to a payment cycle, focus on short-term results, losing sight of the end goals. Sometimes, measuring the results can involve a substantial amount of data collection and analysis, and the measurements are often in dispute. Disagreements focus on whether the result has been achieved and how much of the result was due to the organization under contract or to external factors. Did the patient really become healthier because of the drug in question, or because he’s eating better? Did the student get an A because of the textbook, or because the teacher was inspiring? Another problem is that badly designed contracts can leave open the possibility of companies gaming the system. There are plenty of ways to do this: going soft on the result in order to gain payment (for example, private probations officers being told to turn a blind eye to offenders who violate the terms of their probation); redefining the outputs to make it easier to achieve the result (for example, considering patients “admitted” when they’re placed on gurneys rather than assigned beds); adding cost into the contract to mitigate risk; or cherry-picking the best customers in order to achieve the result. Finally, some companies have struggled to finance their activities without payment while they work on delivering the results, limiting their ability to innovate too. As a result, some governments and private foundations have introduced social impact bonds to provide the necessary working capital. Making PbR Work We’ve found that PbR contracts function best when: The parties define the result — and the baseline — without ambiguity and agree to practical approaches to measurement The role of the provider in delivering the result can be verified independently without manipulation — for example, through randomized control trials, statistical analysis, and qualitative analysis The provider has sufficient capital and risk appetite to take on the challenge while it waits for the payment There is enough time to develop innovative solutions to achieve the results There’s trust between the parties and the outcome is not “political.” Too much subjectivity and sensitivity can scupper the scheme. There are management tools and incentives in place to encourage a focus on results and the end goals Typically, the results are defined after conducting market research and engaging with customers. Performance is then assessed against a baseline on a regular basis — say, quarterly or annually. However, with the growth of sensors and wearable technology, we’re seeing more ongoing real-time assessment of product- or service-use and results. The great benefits of this are improved accuracy and transparency, and therefore accountability. Required Capabilities Promising a result creates a greater expectation in the eyes of the customer than simply providing a product or service. It sets a clearer purpose, often in improving the lives of customers and citizens. In our experience, this demands a more agile, higher-performing organization that masters three differentiating capabilities: Effective partnering with other organizations involved in the delivery of the outcomes. This includes the closer alignment of incentives, active performance management, and use of risk-sharing mechanisms for the complex, lower-trust contexts. For example, health and social care providers may work more closely within “integrated care” models. Flexible internal organizational structures. PbR arrangements require more internal collaboration, transcending vertical siloes based on products to organization-wide outcomes in what Sir Martin Sorrell of WPP calls “horizontality.” Use of digital technology. Wearables, sensors, and IoT applications produce real-time insight into the needs, expectations, and behaviors of customers — and, crucially, into their achievement of value outcomes. Companies need to use this digital technology to capture, analyze, and then act on the new insight to deliver the agreed-upon outcomes with the highest efficiency, tweaking products and services along the way as required. At first sight, results-based payments can be appealing for customers and providers. And digital technology is making it easier to measure the results. But PbR arrangements only work in specific circumstances by organizations with the capabilities to deliver them. Otherwise, they’ll find they will pay for more than they bargained for.
WPP plc (WPPGY), reported strong results for first-half 2016 with double-digit earnings and revenue growth year over year, combating significant currency headwinds.
В среду, 24 августа, по итогам торговой сессии ключевые фондовые индексы Европы продемонстрировали преимущественно положительную динамику третий день подряд благодаря росту акций банковского сектора. Кроме того, участники рынка ждут выступления главы ФРС Джанет Йеллен, которое состоится в пятницу в Джексон Хоуле.
Крупнейшая в мире рекламная компания WPP зафиксировала 56,6%-ное снижение полугодовой прибыли. Так, чистая прибыль в первом полугодии составила 245,8 млн фунтов стерлингов ($324 млн). При этом выручка за рассматриваемый период увеличилась на 13,2% до 3,46 млрд фунтов.
Крупнейшая в мире рекламная компания WPP зафиксировала 56,6%-ное снижение полугодовой прибыли. Так, чистая прибыль в первом полугодии составила 245,8 млн фунтов стерлингов ($324 млн). При этом выручка за рассматриваемый период увеличилась на 13,2% до 3,46 млрд фунтов.