Telmar has been in Western & Eastern Europe for over 30 years and is pleased to welcome its first Russian Client. Continue reading
Postar appoints Telmar in move set to transform outdoor planning.
In a move that is set to transform the planning process for outdoor, Postar, the uk’s audience research body for out-of-home, has today awarded the contract for its planning systems to Telmar. The company was selected following a keenly fought competitive tender. Continue reading
In these tough economic times whatever marketing decisions you make, you need to make sure that they’re based on the best information available. This is where sound consumer and media research can point the way for you. Good quality, up to date data is essential – as is research and planning software that will help you analyse the data, understand it and apply it to the creation of advertising campaigns that will yield you recession-beating results.
It’s important to keep ahead of the game in a recession, especially in your advertising and promotional efforts.
As a first step, it’s critical to understand consumer spending. According to marketing doyen Philip Kotler, as household incomes fall during the course of a recession, consumers go through several stages of adjustment, namely: Denial, Cut & Trim, Anger, Despair and Resignation. By keeping close to your customers, you’ll be in tune with their current psychological state and in an excellent position to tailor your advertising initiatives accordingly.
Should you cut advertising spend?
Here we draw on the experience of Tony Hillier and Marilyn Baxter who studied the business performance of 1 000 companies. They concluded that:
|“The natural reaction of many businesses experiencing a downturn in their revenue is to cut costs in areas like advertising and promotion. Our findings prove that they should do exactly the opposite if they are to ride out a recession and thrive thereafter.
“The data shows that businesses which increased marketing spend were not significantly less profitable during recession. However, their profits increased dramatically faster once recovery started – unlike cutters of marketing spend whose profitability actually fell when recovery began.
“Furthermore, businesses which increased marketing spend in recession, gained market share three times as fast as cutters once recovery began.”
Making the most of the downturn
Dr Simon Broadbent advocates “taking advantage of tough times to turn the screw on your rivals”. Budget slashing is no answer – even maintaining your level of spend can give you a major competitive advantage. During bad times you can enjoy greater relative share of voice.
Effective actions can be taken to develop new media and new messages, attuning them to your consumer’s state of mind. It can also be a time to move media money into more cost-effective channels, for example from television into radio.
Taking well-informed marketing decisions
This is even more critical in a recession like the one we’re experiencing now. The good news is that Telmar can help you with marketing, advertising, media and research interpretation and expertise – in all major markets across Africa and around the world.
With the television scene in South Africa changing rapidly and the industry experiencing difficulty in unpacking the implications, a SAARF industry TV Information Forum was held last week in Johannesburg to ensure that everyone is “on the same page” and understands the past, current and future methodology changes and the implications.
Telmar SPC was invited to talk on the importance of the media and planning process, and to review how we should go about media strategy and planning from the perspective of marketers, media owners, advertising agencies and media agencies. The presentation was well received by the industry and is summarised below.
Many of you will remember the 1995 movie, “The Usual Suspects”. It’s about five men who are hauled into the New York police station because a crime was committed and they are “the usual suspects”. No doubt you are asking yourself “What on earth has this got to do with media strategy and planning?”
The movie was hailed for its brilliance in leaving crucial questions unanswered, inspiring viewers to revisit it and try to connect the dots. The big question is “who’s the one controlling everything?” Overall, one is left with a strong sense of “all is not as it seems”.
In the same way, our ever evolving TV environment is so much more than it seems on the surface. The question is “What are we going to do about it? How should we approach our strategic thinking and media planning?”
Very basically, in this constantly changing and sensitive economic environment, we still need to follow our usual cyclic strategic process, as follows:
• Marketing and Advertising requirements
• Media Brief
• Media Strategy based on research and media insights
• Media Plan including sponsorship
• Local Implementation/buying, negotiations, monitoring of media plan
• Financial Management
• Media Review
• Evaluation of Results – reapply learnings
However, before coming up with solutions, we need to take into account the “usual technical suspects” which include:
• Working with Targets (Planning vs Marketing target markets)
• Universe, samples and weighting
• Timing /Seasonality (source periods, forecasting, down weighting)
• Objectives (Reach, Frequency, Ratings, ‘000, CPP, CPT)
• Implementing TV plans
The implications and how to manage these and ‘other technical suspects’ was discussed, illustrated with practical examples.
In conclusion, we are experiencing ongoing changes in our TV environment. There have been changes to methodologies which are making life very challenging for us and we need to accept that all is not as it seems. Our optimum TV strategy journey should be to follow our tried and tested strategic process, at the same time taking into account the usual technical suspects.
There are great lessons we can learn from “The Usual Suspects”. Watch the movie and you’ll see what we mean!
Written by Sharon Penhallrick, Managing Director, Telmar SPC South Africa.
Vannevar Bush (March 11, 1890 – June 28, 1974; pronounced /væˈniːvɑr/ van-NEE-var) was an American engineer and science administrator known for his work on analog computing, his political role in the development of the atomic bomb as a primary organizer of the Manhattan Project, and the idea of the memex, an adjustable microfilm-viewer which is somewhat analogous to the structure of the World Wide Web. As Director of the Office of Scientific Research and Development, Bush coordinated the activities of some six thousand leading American scientists in the application of science to warfare.
Bush was a well-known policymaker and public intellectual during World War II and the ensuing Cold War , and was in effect the first presidential science advisor. Bush was a proponent of democratic technocracy and of the centrality of technological innovation and entrepreneurship for both economic and geopolitical security.
Seeing later developments in the Cold War arms race, Bush became troubled. “His vision of how technology could lead toward understanding and away from destruction was a primary inspiration for the postwar research that led to the development of New Media.” 
Jeremy Bentham (pronounced /ˈbɛnθəm/ or /ˈbɛntəm/; 15 February 1748 – 6 June 1832) was an English jurist, philosopher, and legal and social reformer. He became a leading theorist in Anglo-American philosophy of law, and a political radical whose ideas influenced the development of welfarism. He is best known for his advocacy of utilitarianism and animal rights, and the idea of the panopticon.
His position included arguments in favour of individual and economic freedom, usury, the separation of church and state, freedom of expression, equal rights for women, the right to divorce, and the decriminalizing of homosexual acts. He also argued for the abolition of slavery, physical punishment (including that of children) and the death penalty. Although strongly in favour of the extension of individual legal rights, he opposed the idea of natural law and natural rights, calling them “nonsense upon stilts.”
Ready Reports, available on ReSearchGURU, allows users to create their own customized reports. Then, next time they
login, Guru generates prepared reports and graphs meeting their exact needs.
Since Agencies and sales houses obviously benefit from this new feature. We also see great benefits for our research company clients who upload new will now be able to upload and distribute new studies themselves! Continue reading
On June 2nd, Mediapost emailed a brief entitled, ‘Radio Results Best in a Decade’ Why this increase?
Reason 1: Control Image:
Increasingly brands are losing control of their message as consumers speak up on-line, create ads and define brands themselves. Traditional media, like radio, provides a valuable platform for brand managers eager to build and sustain an image.
Reason 2: Association Control:
Related to number 1, brands can place themselves on stations and day-parts that not only reach their target, but sustain a certain image. Tiffany’s, for example, on a classical music station. On the web everything gets mixed in together. Luxury next to Pepsi.
Reason 3- Back to What We Know:
In times of crisis, people tend to go back to what they know. Traditional media buys bring comfort in crumbling times.
Reason 4: Internet Still Hard to Measure!:
Agencies still not sure exactly how internet helps a brand, but they know it does something. Radio is well studied, folks know what they’re getting.
Reason 5: Internet Revives Radio:
Increasingly people are listening to Internet or streaming radio. Even though most of this listening is not yet measured (Many markets still use diary and ask very few questions related to web-listening..such as “where did you listen”) But the fact remains, the radio is still playing!
Given this resurgence of investment in traditional media, clearly old school media planning (reach + frequency etc), still has a place alongside of it’s new more talked about cousin, new metrics such as impact etc. Whatever new planning metrics we add, clearly advertisers don’t yet want us to abandon media fundamentals.
To read the original article, click below
iMedia Connection Article Highlights:
When asked about how his ad agency relationship, an online publisher might respond, “Agency? What agency?”
That’s an extreme example, but one that may make many publishers nod in agreement. Over the past few months, the digital content shift has changed the relationship between advertising agencies and online publishers. In the United States, online ad spending has just surpassed print. This means that publishers’ sales houses and agencies must develop a new kind of relationship if they are to have one at all.
For example, last year a major online publisher in France sold one of its banner ads by posting it on eBay. The publisher reported very positive results.
How can agencies play a role in this new game?
The changing digital space is nothing to smile about for many publishers or agencies, nor is the proliferation of free content. Agencies can support online publishers by finding new ways to quantify the value of ad space, integrate content with brands, and charge again for formerly free online content.
Revenue management (RM), including the concepts and software solutions, offers just that. RM originates in the travel industry. Anyone who has ever purchased a last-minute ticket to Paris in August or Denver over Christmas has felt the sting of this reality. The value of a seat changes depending on the time of travel, destination, and the number of days until takeoff. Airlines greatly increase their rates as a result of their RM, otherwise known as yield solutions.
How does this relate to media?
Seats are perishable, just as are spots, ads, or banners. Therefore, in the media business, RM solutions help businesses free up ad space and increase revenue for any media. Moreover, RM solutions can help publishers and advertising agencies negotiate more effectively, adding more value to both parties.
No human mind could possibly track all the demands and cancellations of every client over time. Even if you think you can, you often provide inflated discounts to certain clients while wrongly punishing others. RM systems record behavior, make projections, and offer pricing models based on constantly updated information. The result is that loyal clients will be rewarded and receive discounts based on actual versus perceived value.
For example, let’s say Client A buys 10 percent of the available ad space early in a TV season, but always cancels 3 percent at the last minute. Let’s say Client B will pay more and rarely cancels. Our solutions will warn the sales house not to accept the first offer of Client A in order to retain some of the ad space for B.
How can this apply to new technology?
The iPad, soon to be accompanied by various other fancy handheld ways of consuming the work of publishers, will force publishers to adapt quickly. The Economist has been successfully making the transformation; it remains a subscription-only publication and has the most subscribers of any online publication via the iPad. In fact, the magazine is willing to go 100 percent digital if that’s what the world demands. At a media conference in 2009, The Economist announced its uncertainty about maintaining a print addition in five years. This means that all revenue will have to come from subscriptions and digital advertising. RM can help the magazine through digital channels as successfully as it can via print.
Apple’s iPad and other devices may even provide better tracking information, making the system’s recommendations that much more powerful. Advertisers will always want to be where there are eyeballs and credit cards, and these are both still everywhere. Loyal, affluent readers remain glued to The Economist. RM solutions can help online publishers quantify the value of their advertising across all media from banner ads to pay-per-click ads. Their ad space still has value and adding other metrics allows us to simply deepen the solution. All the demands for ad space are fed directly into the system, updating constantly and reallocating the ads to ensure that reach goals are met. In this sense, online media becomes more like television.
With more immediate feedback on readership — similar to overnight ratings — publishers and advertisers will be able to know if a given campaign reached the numbers assumed and if they reached their target number of clicks. They can manage the campaign live, extending it to reach optimum numbers or retracting if the ad flops. Advertisers and publishers can adjust in real time and agencies can help them do this with RM tools.
For agencies today, the majority of print planning relies on surveys conducted often no more than two times per year. TV advertisers and agencies, on the other hand, have benefitted from overnight ratings for many years. As a result, they can adjust campaigns throughout the season. Agencies and advertisers can now work similarly with online publishers. The information of demands and readership, along with other metrics available (such as click-throughs), can be reported, offering a better measurement of campaign success.
How many solutions are in the marketplace?
Currently, revenue management solutions are available from Telmar Worldwide and Mereo in France. There are also similar services available from RSG Media Systems, Rapt, Yield Solutions, and Fivia. While all good companies, these solutions cover only some media and therefore provide a less comprehensive solution for all media sales houses.
Overall, the RM solutions available on the marketplace have bridged the gap between advertising agencies and online publishers’ sales houses. Now, media owners can benefit from knowing the true value of their media. Meanwhile, agencies and advertisers can now be rewarded for their loyalty and receive pricing proposals more in-line with the true value of the opportunity.
As the Indigo Girls often belted out, “Everything is different, but nothing has changed.”
I want to more formally embrace and practice “connections” planning. Do you have any resources or recommendations on where to learn best practices and tactics to help a media team start thinking with a “connections” planning mindset?