Oral Cancer Awareness

Oral cancer, though just as deadly as other kinds of cancer, is much less well known and understood by the general public. This campaign aimed to raise awareness of the disease, and persuade people with possible symptoms of oral cancer to get them checked out early on.
However, a campaign like this is a delicate balancing act. Scare people too much, and you risk swamping the NHS with ‘the worried well’. Careful development research led to a campaign that hit exactly the right note.

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Northern Ireland Office – Community Safety Unit

Where is your car right now? In the car park at your office? Parked in the street outside your house? In a multi-storey? Take a moment to think about it and then try to remember what you’ve left sitting on the passenger seat, on the rear seats or even in the footwells. A CD. A jacket. Even some small change. You’re worried
now, aren’t you? Best go and check (reading this IPA paper can wait for a few minutes), because even the smallest item is enough to tempt an opportunist thief.

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Hidden Treasures of Cumbria

This paper will demonstrate how a groundbreaking approach to destination marketing overcame negative perceptions and attracted new visitors to forgotten areas of Cumbria. On a total campaign spend of £315,000 over two years this campaign generated £13.9m economic benefit for the regional economy.

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Fire Authority for Northern Ireland

This case study sets out to demonstrate how advertising can effect significant change in habitual behaviour. It will show how advertising succeeded in educating the public to think about fire safety behaviour and how it moved people to make positive changes in the home to prevent fire. It will also isolate the advertising effectiveness against the campaign period.

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Broadband for Scotland

This case is unusual, in that it shows how, by using advertising and other marketing communications as lobbying tools, they can increase supply, as well as demand.
Prior to the campaign, Scotland lagged behind the rest of the UK in the adoption of broadband, with serious implications for the competitiveness of the Scottish economy. The Union’s task was to encourage BT to make broadband more widely available in Scotland by stimulating demand.

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Roundup Weedkiller

In 2002, Monsanto launched a new campaign for their weed-killer, Roundup. While other brands pussyfooted around the subject, BLM’s ads, from its creative division Flint, were straight talking. Roundup was a killer, and BLM weren’t
afraid to say so.

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Inland Revenue – Self Assessment

This paper tells how the Inland Revenue borrowed from theories of behavioural psychology, to take a more positive approach in their communications. The results have been impressive. Record numbers of taxpayers are now
filing their tax returns on time, and more and more of them are doing it online, thereby reducing processing costs. Perhaps most remarkably, there has been a dramatic uplift in the sense that the Inland Revenue is changing for the better, and that self assessment is getting easier.

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Travelocity

Many of the best IPA papers rightly emphasise the need to see advertising as a longterm investment.1 But it’s worth reminding ourselves that sometimes advertising’s impact can be much more immediate. In certain marketplaces (typically new and dynamic), certain companies (typically ambitious and impatient for success) can
find that certain advertising approaches (typically bold and unconventional) can have an almost instant effect on growth.
This paper tells of just such a case.

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Bakers Complete

 This is the story of success with a long-term campaign, bringing together an innovative and unique product, a strong insight, a bold strategy and consistent executions. The brand’s innovation and consistency has enabled it to grow from a small brand, to surpass the big players and become number one.

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9 Prinsip Sukses dari CEO Perusahaan Raksasa Virgin Group

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Agar Siapa Saja Mau Melakukan Apa Saja Untuk Anda

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Agar Siapa Saja Berdamai Dengan Anda

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90 Hari Pertama

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A Thousand Splendid Suns

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Those 'very nice' AA men now fix loans too: getting to the top of shopping lists in this highly commoditised market.

This case will demonstrate how it is possible to take a well-established brand from one commoditised market into another and get it moving right to the top of consumer shopping lists within two years.

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McVitie's Jaffa Cakes

Why McVitie's 'Jaffa Cakes' are so much more than 'orange sponge'

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Marks & Spencer Lingerie

Nice knickers don't sell themselves
How advertising made the difference for Marks & Spencer lingerie

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Demand Broadband

Most communications campaigns aim to make demand match supply. The Demand Broadband campaign had the opposite objective. Plenty of people in the East of England wanted broadband, but the telecoms companies weren't supplying it. The East of England Development Agency (EEDA) identified this as a major barrier to economic growth in the region. The Demand Broadband campaign by Omobono had a direct effect on removing that restraint. Through an integrated communications campaign it drove the broadband bereft to an online brokerage that grouped people with other registrants in their area. The results were dramatic.

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Magnum 7 Sins: Europe

Driving women to sin across europe – the year that “sin never tasted so good”

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Lynx Pulse : Proving the value of integration

In this study we will demonstrate that integrated communications are more effective than traditional advertising alone, and calculate how much more efficient an integrated campaign can be, showing the financial value of this new way of thinking. We will do this by looking at the launch of Lynx Pulse, one of the best loved and most talked about integrated campaigns of the last 18 months.

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Imperial Leather : Imperial Leather Sponsorship wins the 2002 Commonwealth Games

In the Summer of 2002, Manchester hosted the Commonwealth Games and PZ Cussons' Imperial Leather was one of the major corporate sponsors.
This is the story of how Imperial Leather was able to win the sponsorship game for PZ Cussons, by looking beyond the obvious. By being true to its own unique perspective rather than to corporate sponsorship norms and through ruthless integration, it was able to dominate and put its own stamp on the Games – achieving all its objectives

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Aventis Tritace : How Tritace Found and Saved Endangered Heart Patients

This case history relates how one such prescription drug, Tritace, successfully relaunched in a crowded, highly competitive and largely undifferentiated market. The advertising campaign and other promotional activities won major pharmaceutical creative awards around the world as well as doubling sales in the space of a year.

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Roundup : How Roundup Conquered the Weedkiller Market

In just two years, Roundup conquered the Weedkiller market, and went from a failing outsider to market leader

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LEGO : Story Selling: How LEGO Told a Story and Sold a Toy

Why was Bionicle so much more successful than the two other similar toys? In this article we describe how turning a toy into a story greatly increased emotional bonding to the product and how an integrated marketing campaign made it possible to tell that story. It is the story of how a toy company learned to market a product from the film industry. It is the story of producing a strong enough buzz about a toy to build an intellectual
property and long-term success. And it is the story of how an ad agency and a client went on an epic adventure together.

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CO-OP : 'How Animals Worked Magic for the Co-Op'

What springs to mind when you think of a Co-op grocery store? Old fashioned? Down market? Over priced? Poor quality food? A few years ago these perceptions were countrywide; now many areas of the UK – those that have been exposed to the Co-op's TV advertising – have a different attitude. This paper sets out to demonstrate that the 'Creatures' campaign is responsible for much of this change, and that, between its launch
in July 2000 and the end of 2003, it added £166m directly to the Co-op's turnover, on a spend of just £16m.

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M & G

This is a story about how advertising played the leading role in helping one of the UK's oldest specialist investment companies recover its revenues and its soul.
By bringing to life beyond the company the values that lay deep within it, the advertising has re-invigorated M&G's waning fund revenues and reasserted its character amongst its customers, employees and its primary distribution channel, Independent Financial Advisors.

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Listerine

How advertising gave people an imperative to pick up a bottle of  Listerine

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Bounty

By the autumn of 2001 a tough decision had to be taken. Should P&G cut its losses, assume the UK paper towel market was one where consumers could not be persuaded to pay for a quality product and exit? Or should it fight on, despite the unfavourable outlook? P&G and its agency went on the offensive. This was not a fight that they were going to give up easily.

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Direct Line

This is a story about a remarkable transformation, against significant odds. It is about how a company that sold a single product – motor insurance – more cheaply through cutting out brokers, has become big enough to join the FTSE 100,[1] selling over nine different products to 10 million customers, with profits increasing from £26m in 1996 to £355m in 2003.[2]

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Automobile Association

This case will demonstrate how it is possible to take a well-established brand from one commoditised market into another and get it moving right to the top of consumer shopping lists within two years.
It will show how an integrated communications solution helped those 'very nice' breakdown people at the AA to become a major force in unsecured loans, one of the most fiercely competitive financial services markets in the UK.

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Garnier

How a small-budget relationship marketing programme can have a big effect on promiscuous customers

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Evergood Coffee

One of the main exceptions to this rule is Evergood coffee that can look back on 36 years of steady rising popularity and market share, and always at a profit. In the course of these years there have been Cannes lions and several Clio gold's. Most important though: to be part of a piece of Norwegian marketing history.

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Toyoya Corolla : Emotional Investment, Financial Return

This paper is about the financial value of emotional differentiation. In it, we will demonstrate how the launch campaign for the new Toyota Corolla repositioned the brand from being a reliable car that offered good value for money to one that you would actively desire. It was consequently able to sell higher volumes at a premium that would previously have been unthinkable, making it much more profitable.

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Crown Paint

This case sets out to demonstrate how advertising defied one of its very own conventions. It shows how an advertiser communicated a rational product benefit (in this case, paint that didn't smell) whilst simultaneously focusing on building emotional values for the brand (Crown).

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Children Hearing

This paper explains how Scotland's revolutionary Children's Hearings system has used advertising to inspire and motivate local people in local communities. The Children's Hearing system works not only with offenders but with children and young people who have been neglected or abused. Its unique structure and remit allow it to concentrate on the welfare of the child rather than retribution and it puts the decisions into the hands of
real people – the peers of the child whose unique local insight ensure the right choices for each case.

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Central London Congestion Charging Scheme

We will show that success demanded a unique approach to communications, not conforming to traditional advertising and communications models. We will also show that it demanded a high degree of integration and the dependability of paid for communication channels to reach near 100% of Londoners, to cut through in a negative
editorial environment, and lead those directly affected through a path of necessarily complex information delivery, and then action.

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Cadbury's Dream

This case study demonstrates how the effects of brand communications, and brand communications alone, were the principal drivers in establishing a new brand in South Africa, in a market dominated by one of the most powerful brands in the world, Nestlé.

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BT Broadband

This paper will demonstrate how BT used advertising to create demand for Broadband Internet access, a product that most people never knew they wanted. We will show how our advertising created a huge leap in Broadband awareness; convinced people of the benefits of Broadband; created an intention to sign up and got people to actually sign-up in their droves.

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British Airways

This study tells the story of how BA faced up to new competition, using communications to drive through a fundamentally restructured business model. By committing to an unprecedented communications assault, BA shifted apparently unshakeable attitudes, directly grew its passenger volumes and decreased its overall selling costs.

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BMW Films The Hire

Film it and they will come: how Internet films acted like a magnet for BMW prospects and set a new economic
standard for marketing efficiency

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B&Q : "You Can Doit"

The B&Q story is altogether bigger. The sheer breadth of B&Q's product offering and  longevity of advertising presence makes things far less clear cut. Nevertheless, any retailer who invests in advertising to the extent that B&Q does, will demand to know if the ads are working. In this Case History we demonstrate how advertising has been vital in creating the growth and continued success of the UK's leading DIY brand.

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Electoral Case

Fundamental changes to electoral registration procedures, specifically the move from household to individual registration, were expected to result in a decline in the Electoral Register, with general inertia and disengagement from the political process as well as suspicion of state intrusion amongst the greatest potential deterrents to participation

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Kiwi - Shoe Polish

The Kiwi case history spans some 36 years since its launch in South Africa in 1968.
During this time the Brand has achieved progressive and remarkable results.
The Brand journey has not consisted of fragmented, unrelated activities, but rather of consistent and focused campaigns, which have grown both market share and sales figures.

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22 LAWS OF MARKETING

22 LAWS OF MARKETING
1. THE LAW OF LEADERSHIP: “It’s better to be first than it is to be better.”
a. Create a category you can be first in.
b. It’s much easier to get into the mind first than to try to convince customers you have a better product than the one that did het there first.
c. First brands tend to retain their leadership as the names often become generic.
d. Regardless of reality, people perceive first products into the mind as superior.
2. THE LAW OF THE CATEGORY: “If you can’t be first in a category, set up a new category you can be first in.”
a. Launch a new product that answers the question “first what?”
b. What category is this new product first in?
3. THE LAW OF THE MIND: “It’s better to be first in the mind than to be first in the marketplace.”
a. Being first in the mind is everything in marketing.
b. The mind takes precedence over the marketplace.
c. The single most wasteful marketing effort is try to change a mind-set. People don’t like to change their minds.
4. THE LAW OF PERCEPTION: “Marketing is not a battle of products, it’s a battle of perceptions.”
a. All that exists in the world of marketing are perceptions in the minds of the customers.
b. The perception is the reality. Everything else is an illusion.
c. It is what people think about the brand that makes it a winner or a loser. They believe what they want to believe.
5. THE LAW OF FOCUS: “The most powerful concept in marketing is owning a word in the prospect’s mind.”
a. Burn your way into the mind by narrowing the focus to a single word or concept.
b. The most effective words are simple and benefit-oriented, service-related, audience-related or sales-related.
c. You become stronger when you reduce the scope of your operations. You can’t stand for something if you chase after everything.
6. THE LAW OF EXCULSIVITY: “Two companies cannot own the same word in the prospect’s mind.”
a. It is futile to attempt to own the same word or position owned by your competition.
b. You can’t change people’s minds once they are made up.
c. Get into the mind first and preempt the concept.
7. THE LAW OF THE LADDER: “The strategy to use depends on which rung of the ladder you occupy.”
a. There is a hierarchy in the mind that prospects use in making decisions. Each rung has a brand name.
b. The mind is selective. It accepts data that is consistent with its product ladder in the category. Everything else is ignored.
c. There is a relationship between market share and your position on the ladder in the prospect’s mind.
d. Ensure that your marketing program deals realistically with your position in the ladder.
8. THE LAW OF DUALITY: “In the long run, every market becomes a two-brand race.”
a. The battle usually winds up between two major players, usually the old reliable and the newcomer.
b. In a maturing industry, third place is a difficult position to be in.
c. The customer believes that marketing is a battle of products. The kind of thinking keeps two brands on top. ‘They must be the best, they’re the leaders.’
9. THE LAW OF THE OPPOSITE: “If you’re shooting for second place, your strategy is determined by the leader.”
a. Whenever the leader is strong, there is an opportunity for a no.2 to turn the tables. In strength there is weakness.
b. Discover the essence of the leader and present the prospect with the opposite. Try to be different not better.
c. Present your products as the alternative to the leader.
d. The first brand that captures the concept is often able to portray its competitors as “me too’s.”
10. THE LAW OF DIVISION: “Over time, a category will divide and become two or more categories.”
a. It’s a mistake to try to take a well-known brand name and use it in another category.
b. People prefer to buy products or services from different companies whom they perceive as leaders in the category.
11. THE LAW OF PERSPECETIVE: “Marketing effects take place over an extended period of time.”
a. The long-term effects are often the exact opposite of the short-term effects.
b. There is evidence to show that sales (discounting, etc.) decrease business in the long run by educating customers not to buy at ‘regular prices’.
12. THE LAW OF LINE EXTENSION: “There is an irresistible pressure to extend the equity of the brand.”
a. Keep tightly focused on a single product that is profitable.
b. Don’t spread yourself thin over many products that lose money.
c. When you try to be all things to all people, you inevitably wind up in trouble. Standing for everything means it stands for nothing.
13. THE LAW OF SACRIFICE: “You have to give up something in order to get something.”
a. There are 3 things to sacrifice:
i. PRODUCT LINE:
1. To be successful reduce your product line. Eliminate the losers/no growth potentials.
ii. TARGET MARKET:
1. The apparent target of your marketing is not the same as the people who will actually buy your market.
iii. CONSTANT CHOICE:
1. The best way to maintain a consistent position is not to change it. Fine tune.
2. Don’t try to follow the twists and turns of the market, you’re bound to wind up off the road.
14. THE LAW OF ATTRIBUTES: “For every attribute, there is an opposite effective attribute.”
a. You must have an idea or attribute of your own to focus your effort around.
b. Seize a different attribute, dramatize its value and thus increase your sales.
15. THE LAW OF CANDOR: “When you admit a negative, the prospect will give you a positive.”
a. One of the effective ways to get into the prospect’s mind is to first admit a negative (that is, widely perceived as negative) and then twist it into a positive.
b. Every negative statement you make about yourself is instantly accepted as truth.
c. The law of candor must be used carefully and with great skill.
16. THE LAW OF SINGULARITY: “In each situation, only one move will produce substantial results.”
a. The only thing that works in marketing is the single bold stoke.
b. Most often there is only one place where a competitor is vulnerable, and that should be the focus of competition.
c. What works in marketing is the same as what works in military: the unexpected.
d. To find that singular idea or concept, marketing managers should know what’s happening in the marketplace (trenches).
17. THE LAW OF UNPREDICTABILITY: “Unless you write your competitors’ plan, you can’t predict the future.”
a. Failure to forecast competitive reaction is major reason for marketing failures.
b. No one can predict the future with any degree of certainty. Nor should marketing plans try to.
c. Change isn’t easy, but it’s the only way to cope with an unpredictable future.
18. THE LAW OF SUCCESS: “Success often leads to arrogance, and arrogance to failure.”
a. The brand got to the mind first - it owns a powerful attribute.
b. Don’t delegate the marketing function to underlings. Be involved, check put the market yourself- “It’s better to see once than to hear a hundred times.”
19. THE LAW OF FAILURE: “failure is to be expected and accepted.”
a. Ego is the enemy of successful marketing- don’t inject it in the marketing process.
b. Don’t substitute your own judgment for what the market wants.
c. When a brand is successful, the company assumes the name is the primary reason for success. The brand is successful because it was in tune with the laws of marketing.
d. It is a better strategy to recognize failure and cut your losses.
e. For a company to operate in an ideal way, it must have teamwork, esprit de corps and a self-sacrificing leader.
20. THE LAW OF HYPE: “The situation is often the opposite of the way it appears in the press.”
a. When things are going well, it doesn’t need the hype. When you need the hype, it usually means you’re in trouble.
21. THE LAW OF ACCELERATION: “Successful programs are not built on fads, their built on trends.”
a. A fad is short-term phenomena that might be profitable, but a fad doesn’t last long enough to do a company much good.
b. Forget fads. One way to maintain a long-term demand for a product is to never satisfy the demand.
c. The best and most profitable thing to ride in marketing is a long-term trend.
22. THE LAW OF RESOURCES: “Without adequate funding, an idea won’t get off the ground.”
a. Marketing is a game fought in the mind of the prospect. You need money to get into the mind, and money to stay in the mind once you get there.
b. Successful marketers front-load their investment. They take no profit for 2 or 3 years as they plow all earnings into marketing to grow the business.
c. Money makes the marketing world go round. Tp be successful, you’ll have to find money you need to get those marketing wheels going.

Brand Planning : 56 How to Manage the Budget Across Brand Portfolio

The principles of our approach apply to all marketing inputs but the focus will be on advertising. Advertising itself has experienced the same trend to accountability: the 1980s and early 1990s saw a focus on understanding how advertising works – of course there is no definitive answer, but a lot has been learned and people use the model they feel most at home with. Over the last few years the interest has swung more towards understanding
how the media budget works. This change in emphasis has stemmed from a gradual realisation that buying advertising time is actually 90% of the advertising budget, together with pressure from the financial department to quantify the return.

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Brand Planning : 55 How To Use the Budget Better

Quick Brief

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Brand Planning : 54 Setting the Communications Budget

This article discusses how we can answer the communications budget question – and linked questions such as 'How do I divide it across my portfolio of brands?' The key is not a new statistical technique or model, but a modern, contemporary approach to statistical analysis, tailored to the specific problem, incorporating quantitative and qualitative inputs.

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Brand Planning : 53 Using Media to Get Under the Radar

Using media is not merely about planning and buying anymore. It is about thinking. It is about ideas, as well as numbers. This requires a different kind of person from the traditional number cruncher who stayed miles away from the creative department. The new media person must be a real ad enthusiast, the kind of person who does not go to the bathroom or get a beer the moment the commercial comes on.
The media department is the new creative department. And when it is working properly it can be the lead factor in getting a message under the radar.

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Brand Planning : 52 Using modelling to improve media laydown

In this case history, Paul Dyson, Millward Brown International, describes how a model based on an enhanced Awareness Index was used to improve substantially the efficiency of a client's media schedule



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Handbook of CRM

 
CRM, also more recently called ‘customer management’, is a business approach that seeks to create, develop and enhance relationships with carefully targeted customers in order to improve customer value and corporate profitability and thereby maximize shareholder value. CRM is often associated with utilizing information technology to implement relationship marketing strategies. As potential of new technologies and new marketing thinking to deliver profitable, long-term relationships.

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Social Media Strategy for Businees

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Brand Planning : 51 How to Schedule TV

At first sight, the debate about how to schedule TV seems to be only about bars on a media plan. How many TRPs in each week? Should they be in flights or bursts? Or should the schedule be as continuous as affordable, which recency theory suggests? Or is there a better pattern, matched to the brand situation and communication objectives?

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Brand Planning : 50 A brief guided tour through the copy-testing jungle

Copy testing embraces a number of quite radically different techniques, based on different theories and assumptions about how advertising works.

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Brand Planning : 49 The Hitchhikers Guide to Media Issues in Pre-Testing

Today’s marketers are confronted by an array of media options, more advertising -literate consumers, a fragmentation of media consumption patterns and rapid increases in the volume of branded communications.

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Brand Planning : Pre-Testing Radical Advertising

 moment early in the creative process when someone asks, ‘Is this going into a pre-test?’ It is not simply a matter of pressure on the schedule: quant pre-testing can stop everything dead, despite all the meetings, creative development work and various incarnations of the ad. One hears agencies and clients complaining that something has to ‘get through’ a quant pre-test: it has become the Beecher’s Brook of ad development research, and many ads fall at it.

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Brand Planning : 46 Using Integrated Marketing To Drive Brand Value

Simply put, marketing needs to be re-integrated – which is what integrated marketing (IM) is designed to do. Integrated marketing is a cross-functional process for managing profitable brand relationships by bringing people and corporate learning together in order to maintain strategic consistency in brand communications, facilitate purposeful dialogue with customers and other stakeholders, and market a corporate mission that increases
brand trust.

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Brand Planning : 45 Event Sponsorship

Brand sponsorship at dance music events is now worth tens of millions of pounds. With mainstream brands like Nescafé joining the more obviously youth targeted and, some might argue, more relevant brands like Rizla, Durex Carling and Smirnoff, should we not have been expecting some sort of consumer backlash?

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Brand Planning : 44 Using Sponsorships To Connect With New Consumers

Event marketing and corporate sponsorships are critical tools in reaching today’s new consumer efficiently and cost-effectively. The mass homogenization market is a thing of the past and the multitude of new products and constant advertising continue to clutter shelves, airwaves and consumers’ minds. Sponsorships are an effective way to cut through the clutter and differentiate the brand in a direct, personalized manner.


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Brand Planning : 43 Integrated Marketing,

The visible cost of the sponsorship will arouse a great deal of comment, but those responsible for the investment will know that the true cost will certainly be much higher (perhaps by a factor of three or even up to eight).’
Nevertheless this important sector of the market has been growing rapidly as the demand for high-profile sponsorship opportunities increases and communication agencies provide innovative solutions to complement their advertising for their clients.

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Brand Planning : 42 Defining a Successful Special Event

A successful special event is one that helps a company or group meet a specific marketing objective – increasing awareness, building brand/product goodwill and introducing a brand/product. Like all other components of a marketing plan, a special event should have a measurable objective, a business rationale, a marketing strategy and supporting executional tactics. Additionally, a special event should have a project manager who creates and administers a task list, a timeline and a line item budget.

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Brand Planning : 40 How to handle promotions

Successful promotions demand the efficient handling of consumer response

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Brand Planning : 41 Using Celebrities Effectively

Given the preoccupation with celebrity advertising, it is not surprising to discover that a number of research studies have examined the phenomenon. Stevens (3) distinguishes companies using celebrities in a one-off way through to those who integrate the star into the marketing strategy. More recently Erdogan and Kitchen (4) argued that celebs fulfil one of two roles – 'brand spokesman' or 'added interest' factor.

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Spam - The Case For Relationship Marketing

Relationships are a powerful answer to the incessant noise of modern marketing. They allow messages to get through when they otherwise wouldn’t. But they are also a much more efficient way to market than spamming (or ‘classical marketing’ as its advocates prefer to call it).

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Marketing Without Advertising

Marketing Without Advertising has been updated to provide a new generation of entrepreneurs with the essential philosophical underpinnings for the development of a successful, low-cost marketing plan not based on advertising. But this isn’t just a book about business philosophy. It is full of specific suggestions about how to put together a highly effective marketing plan, including guidance concerning business appearance, pricing, employee and supplier relations, accessibility, open business practices, customer recourse and many other topics.

 

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Interaction - All Change Marketing in Addressabe Media

The back half of this report is a collection of data and opinions from 28 countries intended to give a sense of scale and direction. But first we should discuss interactive media itself and the fears, hopes, opportunity and hyperbole which surround it. It has created a new lexicon of wikis, social networks, cloud computing, blogs, long tails, click fraud, peer-to-peer, user-generated content and cookies, and an overwhelming sense that nothing will be quite the same.

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Introducing Management

The role of a manager is both challenging and complex and the aim of this book is to assist new and existing managers to make sense of their role through a greater understanding of management. This book provides an introduction to the theories and concepts of management and explores the primary responsibilities of a manager.

 

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Silent Marketing - Micro Targeting

Today your expectations are much higher; generic messages and offers for broad swaths of the population lack interest. What you are looking for, and have been coming to expect, are messages and offers that are micro-targeted and, by definition, most relevant for you.

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Online advertising in Germany - Ray of light in the crisis

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Relationship Marketing 3.0

The world has changed: power has shifted from companies to customers, and the traditional ways marketers controlled their messages are gone. To succeed today, marketing needs to transform—customers expect companies to change. The only way for a company to earn attention and loyalty is to develop an authentic and relevant relationship.

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Brand Planning : 39 How To Get Your Promotion Right

Manufacturers of branded goods operate product-related sales promotions to gain share over branded competitors and to fight own-label and the 'everyday low pricing' policies of the major grocery retailers – increasingly driven by price not quality.

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Brand Planning : 38 The Five Golden Rules of Online Branding

In the world of online advertising, click-through is viewed as the primary measure of advertising effectiveness. This metric quantifies how marketing communication can be directly linked to immediate consumer action.

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3Brand Planning : 37 How data is driving many of today's most innovative marketing programs

How data is driving many of today's most innovative marketing programs

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Brand Planning : 36 Proving Radio Works

Many advertisers clearly do believe in radio, spending large amounts of money on it each year although even they require proof of the effectiveness of their campaigns.

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Brand Planning : 36 Database Marketing 'One Antidote to Consumer Indifference'

We have to begin to think beyond the concepts of 'exposure' and 'awareness,' and begin to evolve to a higher order of impact that we have categorized as 'connection.'

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Brand Planning : 35 Using Outdoor to Find the 'Moment When They Might'

Although outdoor's ability to reach an enormous audience with a consistent message extremely quickly cannot, and should not, be dismissed, is there more to the medium than meets the eye? And if so, is it being planned as creatively and effectively as it could be?

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Brand Planning : 34 How to harness the power of magazine advertising

Does magazine advertising work and how should it be used? Andy Farr draws on Millward Brown research -
specifically IPC Adtrack '94 - to show how to get the best from the medium

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Brand Planning : 33 Advertising in magazines is different

There is still a lack of understanding on behalf of the advertising industry on how magazine advertising works – how advertising in magazines is uniquely different to advertising in any other medium, and how to take advantage of this difference to the advantage of the brand being advertised.

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Brand Planning : 33 Advertising in magazines is different

Highly successful companies like British Airways, Adidas, Gap jeans, Godiva chocolates, Diesel jeans, Absolut vodka, BMW, Revlon and even Nando's have all learned that to harness the power of magazines, and to do this cost effectively with an enhanced return on advertising investment, requires a new way of thinking about creative.

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Brand Planning : 32 Making the Most out of Newspapers

Quick Brief





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Brand Planning : 31 Does size matter

James Walker and Daniele Cardillo of J Walter Thompson's Advanced Techniques Group present new findings on newspaper advertising effectiveness

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Brand Planning : 30 Planned or Impulse Purchases How to Create Effective lnfomercials

This study addresses this gap in previous research by examining two research questions:
1. Are infomercial purchases planned or impulse decisions?
2. What factors influence whether an infomercial purchase is planned or impulse?

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Brand Planning : 29 Direct Response Television And How It Works

A direct response spot is emotionally driven in a more rational way. Its number one purpose is to convert you from viewer to 'actor' in 60 or 120 seconds – usually by giving you lots of reasons to consider.

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Brand Planning : 28 Using Archetypes to Build Stronger Brands

'Part art, part science, 'brand' is the difference between a bottle of soda and a bottle of Coke, the intangible yet visceral impact of a person's subjective experience with the product – the personal memories and cultural associations that orbit around it.'

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Advances in Electronic Marketing

The emergence of e-commerce as a way of doing business has created an environment in which the needs and expectations of business customers and consumers are rapidly changing and evolving. This situation presents marketing managers with the challenge of ascertaining which elements of marketspace are new and how much continuity can be retained from the past.

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Brand Planning : 27 Stalking the big idea

John O'Toole, president of the American Association of Advertising Agencies, is more specific, and articulates the views of experts in the field in a deceptively simple phrase. Advertising creativity, he says, is 'a new combination of familiar elements that forces involvement and memorability.'

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Brand Planning : 26 Integrated advertising research for successful advertising development

Colin McDonald's research 'How Frequently Should You Advertise?' using the long dormant but still highly relevant Adlab data, showed that at least two important characteristics were contributing to TV advertising effect on sales. These characteristics are:
• the creative quality of the campaign,
• media strategies searching for continuity or 'reach over frequency'.

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Brand Planning : 25 How to develop international advertising campaigns that work

This paper proposes an original approach to the debate concerning international advertising. It is based on a content analysis of 218 television commercials, in which the main elements in the development of an advertising strategy have been used to compare pre-selected 'creative' television commercials from France, Germany, Great Britain and the United States to television commercials that were broadcast across frontiers.

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Brand Planning : 24 How To Use Research To Develop Campaign Ideas

How does that definition of planning stand up among those out there practising today? How many contemporary planners would agree with it? How many would actually grasp the potency of the claim? Some researchers might call it 'arrogance'.

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Brand Planning : 23 Above and Beyond Advertising Planning

Account planning has been in existence for over 30 years, and despite the different styles typified by advertising agencies such as BMP and JWT that have been so instrumental in its development, there is now an accepted core of theory and practice.

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Brand Planning : 22 How to Write an Inspiring Creative Brief

This article looks at one aspect of advertising creativity: the brief. Coming from a company with a broad view of creativity, I find that practically all the insights and rules important for briefing creativity in advertising seem valid for any other part of the business process.

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Brand Planning : 21 Planning for Better Briefs

A good brief is:
• ‘As simple, clear, and exciting as an ad.’ – Mikal Reich, Head Copywriter
• ‘A few words that give you loads of ideas.’ – Dave Cook, Creative Director
• ‘Kindling. It creates a spark.’ – Nick Cohen, Chairman

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Brand Planning : 20 How to write a great brief

1. FIND OUT WHAT EVERYBODY ELSE IS DOING IN YOUR MARKETPLACE, AND THEN DO SOMETHING DIFFERENT ...cont

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Brand Planning : 19 Brand Values Beyond the Year 2000

For any brand in this day and age to be properly positioned in a meaningful, longterm and a strategically competitive manner, it must, to varying degrees, satisfy all of the conditions of brand values

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Brand Planning : 18 Brand Positioning Revisited

Brand positioning should not be a boring semantic process, it should be inherently creative. It involves discovering and communicating an intuitive understanding of what a brand can be in the hearts and minds of consumers. It is a process of unlocking the hidden magic buried in the brand. The key skill is to find out what is buried in a brand and can be extracted and used to attract consumers.

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Brand Planning : 17 10 Ways To Increase Corporate ROI

The idea that marketing should underpin shareholder value creation is chanted by marketing gurus everywhere. However, the link between shareholder objectives and marketing's most visual activity (marketing communications) remains as distant as ever. This article makes a start at linking the two in as practical a manner as possible,
championing communications as the unsung hero – best placed to derive corporate ROI from the customer.

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Brand Planning : 16 Using Known Patterns in Image Data to Determine Brand Positioning

This paper identifies a second pattern in image responses, one that is based on the attribute that is given to respondents. It appears that attributes obtain a certain level of responses, regardless of the number of users of the brand. This level is generally stable over time and appears to be associated with the prototypicality level of the attribute.

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Brand Planning : 15 Profiting from the 80 20 Rule of Thumb

The purpose of this paper is to show that the '80-20 Rule of Thumb' is neither '80-20' nor a 'Rule of Thumb' but a regular feature of buying that is determined by the purchase frequency distribution. As a result, what is true of brand profitability at the household level is not true of profitability for the brand as a whole, In fact, to grow a brand's profits requires allocating marketing support to attract less profitable as well as more profitable
households.

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Brand Planning : 14 How to define the target audience with single source scanned data

This paper will develop the quest for methods, or more particularly targeting techniques from single source scanned data. Targeting is an essential part of the marketing process.

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Brand Planning : 13 A General Inquiry into the Value of Targeting in TV

There is trouble in paradise. The easy days of cheap television are almost over. It is no longer just buyer demand and seller profit goals that will drive up the price, but rather it is the economics of big production costs and small ratings.1 So, farewell to large audiences and the low CPM’s that made even average TV advertising cost-effective and remember, in this discouraging future, as goes the United States, so goes the rest of the world, rather quickly.

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Brand Planning : 12 How to Tell if Your Advertising is Working

This article examines the variety of objectives that appear implicitly or explicitly in ad strategy documents. It suggests that a shared understanding of what needs to be achieved will help in evaluating success.

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Brand Planning : 11 Customer Ownership- Business Planning Through Customers

The traditional business model, as it is generally understood, holds that a company must focus on producing a product or a range of products and services, and on selling as many as possible of these products to a target group or market segment. Due to the high competition in most markets, a company is compelled to produce high quantities of the same product for a lower price (mass production).

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Brand Planning : 09 Marketing rivalry in an age of hyper-competition

Is this the end of SWOT? Does the age of 'hyper-competition' mean a reappraisal of the role of competitive reviews in strategic planning? Do different kinds of strategies? The scale and direction of changes in the competitive landscape present major challenges to marketing practice.

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Brand Planning : 08 Winning in a converging world

As the traditional pattern of competition within industries breaks down, competition is likely to emerge from anywhere, and in unexpected forms. Few companies have integrated this phenomenon into their strategic thinking. The author presents a set of 'convergence capabilities' crucial to success in a converging
world.

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Brand Planning : 07 Market Structure, Brand Effectiveness and the Profitable Approach to New Products and Line Extensions

Hendry conducts market structure studies to identify the sets of direct competition within and across product classes.

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Brand Planning : 06 Brand Loyalty The Link between Attitude and Behavior

Much has been written about the importance of brand loyalty as a key determinant of brand choice and brand equity. David Aaker (1991) wrote, 'The brand loyalty of the customer base is often the core of a brand's equity. If customers are indifferent to the brand and, in fact, buy with respect to features, price, . . .there is likely little equity.'

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Brand Planning : 05 People are Different if You Know How to Look

Such segmentations are often used to identify unique groups of consumers for whom different types of product or marketing communications are appealing.

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Brand Planning : 04 Understanding Buyer Behaviour in the 21st Century

A key aim of the research was to challenge the understood buying process of: purchase trigger– search – select – purchase – consume; to determine how different interaction and advertising affect purchase patterns; and to identify today’s process of purchasing, and in particular the role of the internet.

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Brand Planning : 03 Understanding the Customers Relationship With a Brand The Role of Market Segmentation in Building Stronger Brands

Market segmentation is widely practiced by marketing and research professionals in most industries. Most market research companies boast market segmentation as part of their ad hoc services and there is a specialist industry offering proprietary off the shelf market segmentation products.

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Brand Planning : 02 Measuring the true value of brands

Trevor Richards, RSGB, believes that the key to understanding a brand's equity or value lies in examining its ability to retain profitable, committed customers while attracting similarly profitable noncustomers

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Brand Planning 01 : Understanding, Measuring, and Using Brand Equity

This paper describes a survey research system designed to place a financially related
value on the consumer-based equity of brand images and associations.

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Viral Advertising

An odd thing is happening in the advertising world. We are becoming more and more
conscious of numbers: balance sheets, profits, merges, staff sizes, compensation,
costs, cost per points, efficiencies return on investment. At the same time, while we
are preoccupied with measuring all of these things, we are becoming much more
sensitive about creating advertising that "touches" people from the inside out. While
we are, in fact, still not able to measure whether or not we are really touching people
with advertising, we are acting like we can and do. This is turning into a good thing.

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The Second Truth In Advertising

Those of us in advertising (or politics) are concerned with truth - both kinds. There is
the side of truth that the consumer sees, reads or hears in the advertisement itself.
This is the public truth (or sometimes exaggeration) that has been much written
about and self-regulated. It is what we commonly call "truth in advertising." Then
there is the other truth.

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Snapshots Of Youth: The Lives Of Late Teens Across The World

These are just some of the findings from Snapshots of Youth, a study conducted by MindShare
Worldwide to investigate the main influences on the behaviour and attitudes of young people
across the world.


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The Gender Perspective – In Relation to Children as Consumers

The gender perspective has been rather central in most of the media studies carried out being these
quantitative or qualitative showing among other things that boys watch a little more television
than girls, whereas girls read more than boys.

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The brand response matrix

ADVERTISING IS characterised by poor communication among those who practise it. A survey among
practitioners, on both client and agency sides, showed that each uses different technical jargon. So
misunderstandings arise about policy development and desired ad effects, and decisions are often subjective,
fragmented and opportunistic.  Download

The Art & Science of the Advertising Slogan

The purpose of the strapline (slogan, claim,
endline, signature, etc.*) is to leave the key brand message in the
mind of the target. It is the sign-off that accompanies the logo. It
says "If you get nothing else from this ad, get this..!"

The Art & Science of the Advertising Slogan