#stuffwethink

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Goodbye Carlton Screen, Hello Wide Eye Media!

Following on from its small screen sister in 2012 the silver screen this morning made the modern day leap into the world of digital…and just in time for this Fridays new movie releases!

After a lengthy conversion process NI & ROI cinemas are now 100% ready to offer brands a much more immersive experience with consumers through precision media buying that captures their core target audiences. Some of the upcoming benefits include:

Full roll-out is expected by early-Summer 2014, but regional targeting will be available with immediate effect. The new targeting options will open cinema up to a whole range of new clients, namely local businesses or time-sensitive clients such as retail. The digital cinema age should also (through time) open up the gates to global film release dates in a bid to tackle the ongoing plight of movie piracy. So us Irish folk won't be left waiting in the wings with our stale popcorn!

Today’s launch goes far beyond a rebrand for Carlton Screen advertising. Wide Eye Media promises to listen to key opinion formers. Tapping into social media natives, movie junkies and early adopters to help form conversation before and after the big releases!

As screens continue to become an integral part of our modern day audiences life it’s safe to say that this digital screen is one of their biggest yet, proving that SIZE MATTERS!

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Who wants to follow losers

Nobody? We want to follow winners, heroes, the best that man can get. Right? Yesterday morning, the marketing society ran a breakfast briefing on Creating Brand Followers. The speakers were Seán Collins from Musgrave on loyalty programs, Ciaran O’Reilly from Refresh Digital on digital engagement, Mark Byrne from Brand Union on designing your brand to drive followers and, in our view the star of the show, Alex Saul Head of Commercial for Connacht Rugby who told his story.

  His story was incredibly compelling. Why?

  Connacht Rugby isn’t a brand leader, it’s not even close. The team performance is patchy to poor, while other provinces are cleaning up. It’s a bit removed, forgotten, the poor relation.  And it has a legacy of failure. What’s refreshing about the story Alex told was that despite the odds, despite the size of the challenge, there was a great marketing solution. Within a couple of years of focus, Connaught Rugby had researched the market, identified the opportunity (which was sizeable), defined what the brand stood for and created a marketing program to tell people about it.

  Two things resonated for us. Firstly, EVERYBODY in the Connacht set up cared deeply about the Connacht brand, the performance, the fans and the province. They truly gave a shit and it showed. They focussed on pride of place and the importance of the fans. They created the “I AM CONNACHT” position, printed the names of the fans in the team tunnel and on a billboard in the stadium. A member of the team individually thanked each ticket holder with a call at the end of the season. That’s a really powerful thing. Passion should never to be underestimated as an emotional trigger.

  Secondly, they focussed on the experience. Despite the up and down performance on the pitch, they focussed on making the time you spent with the Connacht set up awesome. They upped their match day experience and brought the brand experience into the community, helping community projects and kissing babies etc.

  In two years, they‘ve grown the season ticket holders from 350 to circa 3,500; a pretty awesome result.

  The reality of life today is tough for brand owners. People are less loyal to brands than they ever have been. Price continues to motivate choice. Advertising clutter is rising and there’s less trust in traditional advertising. Expectations for brand communication is rising. But if we can be honest, passionate and can create meaningful and valuable experiences for people there’ll always be an opportunity to grow. Despite all the odds. So losers are cool, if they stand for something you believe in. Right?

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What would Jobs say?

The rise and rise of Samsung has been touted all year. The brand and their products grew enormously in popularity, usability and likability. Yesterday Apple launched the 5C and the 5S in a bid to take back some of its falling market share from Samsung and others. With Apple you can never really know what’s around the corner that could wow not just a minority but the world. The secrecy, the dedication to pushing boundaries and the internal talent captured in Jobs’ biography encapsulated much of what makes Apple so appealing to the masses. But without their enigmatic leader what’s happened to Apple?

Apple has been the forerunner for over a decade. They made smartphones a must have, they made paying for music cool again and they made owning an Apple product a lifestyle choice. As celebrated a brand as they are, maybe they have finally reached that point of diminishing returns. The decision to release the iPhone with a plastic shell seems to fly in the face of everything that Jobs stood for, the sleek feel and look of brushed steel/aluminium that made the product stand out is now just for the premium version. Other than screen size (for macBooks) and memory size, Apple was previously uncompromising in the look and feel of their outputs. With the exception of the finger scanner, many of their updates in yesterdays Palo Alto showcase hinted that Apple wasn’t developing with the future consumer in mind but with what the competition were doing and are capable of. The camera is much improved (chasing Samsung), the plastic phone shells now come in various colours (cue Nokia’s delight). What next for the kings of innovation?

Many would have expected that Apple would be first to market with their iWatch but perhaps their predictability with September releases created opportunities for their competitors. Were Apple to have planned to have launched their iWatch yesterday then Samsung had stolen a march on them by releasing their smartwatch last week and garnering enormous media attention worldwide.

As a company that specialises in media buying, we are constantly exposed to creative of all shapes and sizes. One thing that is glaringly obvious that we know is that a company’s advertising is a huge reflection on the brand. The likes of Microsoft are pushing forward with billion dollar advertising campaigns full of media firsts, and Samsung’s beach TV and Cinema ad aims to highlight the quality of what they can and do do. Certainly these brands did lag behind Apple and needed to use large advertising campaigns to drive brand awareness and interest but the creative used spoke volumes about the companies and their products. Apple made an enormous statement in 1984 with their Macintosh ad that first aired during the Super Bowl but now they are facing a battle. Can advertising save them? Or are they keeping something up their sleeve that will wow the masses all over again?

http://foodappnews.wordpress.com/2012/10/26/microsoft-takes-over-times-square-and-releases-surface-tablet-with-windows-8/;

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In search of a KPI...

Greg Dyke doesn’t know what he’s doing. Out of his depth some say.  He’s all doom & gloom! 

Greg Dyke is chairman of the English Football Association and this week he received a huge amount of stick from all quarters for setting a KPI.  For those who missed it, Greg suggested that England wouldn’t be realistic contenders for the 2014 World Cup – a tournament that they haven’t progressed beyond the quarter finals for the past 30 years. The Audacity! 

To some, me included, this was a bold statement which showed a realistic view of his organisation and one that should be welcomed, not scorned.  For years sport has gone without clear results driven KPI’s.  KPI’s are not whether Ireland beat Sweden tonight or whether Scotland can perform another miracle by beating Belgium. Those are short term relatively meaningless KPI’s.  KPI’s need to be relevant and connected to the key business performance of the organisation in question.  They need to have clear definitions of success that are 100% measurable, so that when you have achieved it you can say without debate that the KPI has been hit.  All too often in marketing we pull together media campaigns that have debatable (at best) soft KPI’s that are either meaningless or worse can’t be measured!

 Action is the only meaningful campaign metric.  Whether that is a sale, enquiry, web visit or quotation our job is to put “bums on seats”.  Why then all of the focus on brand metrics, affinity and softer metrics?  It’s mainly because that is the way it has always been done & therefore shall always be.  But it is also because the responsibility for the killer stats; sales, leads, transactions web traffic sits within another area of responsibility and the internal lines of communication have not been joined up.  As marketers we need this information to set meaningful KPI’s.  We need to insist on getting it before putting our plans in place.

It is incumbent on us all to ensure that we fast forward a year to decide what the definition of success is.  Insist on seeing data, from whatever source we can secure it to make informed data led insights that will lead to success.  I have no doubt that England won’t win the World Cup in 2014 (they haven’t even qualified for it yet), but I also have no doubt that by putting in place the building blocks to achieve his main objective (a win in 2022) England will again be a force in world football.

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Omni-channel Marketing is the future

With the ever changing media landscape, Omni–channel is a phrase that most people will probably have heard mentioned numerous times but not everyone will be familiar with what it fully entails and how it can deliver better marketing solutions for brands. So what is Omni-channel? “Omni” means “all” and “Channel” in this context is a “means of communication”. We would define Omni-channel as

“a revolutionary approach to engaging with the consumer through all available and appropriate channels, in a manner that is consistent and seamless, enhanced through a deep understanding of the consumer and the power of technology. 

Omni-channel represents far more than cross-channel, and fundamentally means integrating all channels to empower the consumer and enhance their experience with the brand. The experience must be seamless and consistent, and founded in a deep understanding of consumer behaviour.

Regardless of through which channel the consumer interacts with the brand they must have the same rewarding experience that is fluid and seamless. In order for an Omni-channel strategy to be successful, strategic plans, budgets and goals must be centralised, with a focus on key financial and customer metrics company-wide. It requires a change in mindset and an ability to think holistically.

Omni-channel is a relatively new concept spurred on particularly by the growth of mobile. However, it is important to point out that Omni-channel is not all about digital. Digital/online is called out, however, because in many cases it is the enabler for successful Omni-channel strategies.

So who has successfully brought Omni – channel into their strategic direction? John Lewis in the UK is a good example. John Lewis’ strategy is to lead the UK market in Omni-channel retailing, with an understanding that ongoing sales growth is highly dependent on a combined in-shop and online experience that offers great customer service while also engaging and delighting customers. John Lewis makes 22% of its sales online, and is considered the most successful example of this kind of 360-degree strategy. John Lewis continuously challenges itself to innovate and provide a unique Omni-channel experience by making the online and in-shop environments synonymous. They trialed a virtual fashion mirror, which addressed a category of high strategic significance: fashion. It was believed that the fashion mirror would continue to demonstrate John Lewis' passion for innovation, as well as provide an opportunity to differentiate the in-store experience. It’s a life-sized mirror that overlays the customer’s image with pictures of clothing selected using a gesture-based interface. It enabled shoppers to quickly create outfits by mixing and matching a wide range of garments uploaded into the mirror. The mirror also added value by providing customers with expert recommendations for garments that complemented the one they had selected; by allowing customers to take pictures of themselves trying on garments virtually; and by creating a list of their selected garments. Their lists and pictures could then be printed, sent to them via email, or shared via social media.

So when should we expect Omni-channel to become a reality for most Brands? In 10 years’ time we won’t even be distinguishing between offline and online media and some people would argue that this change is becoming a reality faster than we think. Media meshing or media multi-tasking is commonplace with many people viewing at least one additional screen whilst watching TV. Looking at a recent white paper from the “Winterberry group”, 83% of people surveyed said that Omni-channel represents an area of likely future effort and investment. Interestingly though, 53% of those surveyed don’t consider Omni-channel very important today but 79% consider it very important for the future. This “future” is closer than they think.

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The HFSS Code – what do the changes mean?

High Fat Salt & Sugar (HFSS) is a controversial topic right now as the advertising world is hit with yet another new set of codes to adhere to. This is due to come into effect at the start of September for radio and TV broadcasters; so what does this really mean for the advertising industry in Ireland. Those unlucky enough to be at the briefing from the BAI last week would be forgiven for thinking that this code will have little effect on advertisers, so why bother put this overly complex code in place. The new guidelines mean that kids cannot be targeted on radio and TV though it excludes all other media. It appears the code is just to keep the health professionals at bay for a little longer, while giving advertisers the opportunity to get creative with targeting.

Health and advertising professionals are at loggerheads on the matter of HFSS and the links to obesity; but the burning question is - are brands really to blame? There are numerous factors in the childhood obesity epidemic, and yet advertising is the first area that is called upon time and time again. As industry experts, we have a moral obligation to advertise responsibly. If this code is to be taken seriously it needs to be properly regulated and consistent across all mediums. At the moment, there aren’t any immediate plans to put this in place. But with more and more restrictions in place and obesity continuing to rise, are we really tackling the right issue? As a nation, we need to provide supportive environments for kids, ensuring foods are consumed in moderation and as part of a balanced diet.

The BAI have put the code out but have not clearly defined how it will be implemented. How this code will impact on advertisers is still very much up in the air and there are questions that still needs answering. From the outset it seems the code is there as a mere formality to placate the health professionals.

The bottom line is that brands will continue to create products aimed at kids while we, as an industry, will be tasked with ensuring the message is delivered in as exciting a way as possible, within the confines of the code. Self-regulation is the goal for anything like this but with the lines as blurred as they are, it will be interesting what changes are implemented. Watch this space on the roll-out of the code, come September 2nd. 

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Share a Coke...with Starcom

Ah Coca-Cola – the amount of times we’ve been impressed by one of their advertising or PR campaigns is too many to remember. From their ‘Open Happiness’ machines that connected people in India and Pakistan, to the unforgettable ‘Unlock the 007 in you’ Skyfall stunt. They’re sheer creative genius. That’s only two examples, and the latest in the long list is the ‘Share a Coke’ initiative. You’ve definitely seen it; those cool bottles with names on them (are we the only ones who can never find ours???) that you’re meant to share with your friends (but inevitably drink up yourself). But let’s take a step back and evaluate its merits. ‘Open Happiness’ was connecting people in different countries – countries with often opposing ideologies and less than lukewarm relationships. ‘Unlock the 007’ engaged consumers on a level where they were literally sprinting to complete the task given to them. ‘Share a Coke’ on the other hand is just a bottle with a name on it….or is it?

Obviously, the vast majority of people are going to have names that are not on a bottle, so Coke has taken it a step further than that to please as many as possible. They’ve held events that allow you to get a free can of coke with your or your friend’s name printed on it. They set up the ‘Coke Studio’, a place to create a virtual coke with either your or a friend’s name printed on it and share it online. We don’t even need to say how proactive they were on social media to communicate with consumers. It short, they didn’t put a product out there, put their feet up, and call it a day. They worked on the idea and it paid off – the return on investment was manifold. Now, we should point out that the campaign isn’t that new. It was rolled out in Australia in 2011 before we got ever got it in Éire or anywhere else. After that campaign, consumption among 15-24s went up by 7%, traffic on the Coke Facebook page rose by 870% (wow!), and page likes rose by 39%. In its most recent iteration, the campaign saw a 3.5% Facebook growth in the UK, and as of July 24th, the hashtag had been used almost 30,000 times across Twitter. People were talking about the brand, feeling positively towards Coke, and most importantly, drinking it!

The numbers are solid. The idea was simple. The execution – flawless. Can other brands stand to learn from the campaign? Undoubtedly. Coke created content, encouraged conversation and gave the consumer something they could exchange with friends. However, here at Starcom what we love the most is how the brand made the consumer willing and able to engage at a personal level through the bottles. A recent study by Hanley Wood Media found that 78% of consumers are interested in building relationships with brands that create unique, personalised content. What’s the lesson then? Push marketing is dead. Coke understand this and continue to drive innovation through connection with the consumer. Many have tried this but what many advertisers misunderstand is that two way marketing is not about asking ‘how was your day’ on Facebook. By and large the consumer is, at best, disinterested in advertisers, and at worst cynical towards the entire industry. To engage the consumer you need to motivate them by tapping into their interests and passions, and providing a platform for them to express and develop these. Advertisers should approach each individual campaign like they’re starting a new business and ask themselves ‘what is my unique selling proposition?’ That’s the space where genius campaigns like ‘Share a Coke’ come from, and where results are found. 

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Pat Kenny’s Move Signals an Opportunity of Change for RTE

We are probably one of the last to comment on the news that the juggernaut of RTE Radio 1, Pat Kenny, is moving to Newstalk. We wanted to sit back and take stock – was this negative news story for all players or are the opportunities endless for the two broadcasters? We’ve taken an alternative view that Pat Kenny moving is an opportunity to be embraced by RTE and for Newstalk it was a gamble worth taking.

Firstly, let's address the thought that RTE’s audience are loyal and are unlikely to move to Newstalk. If you look at the drop in viewership when Pat Kenny was replaced on the Late Late Show, you know that his followers are loyal so surely they will seek him out. The Journal ran a poll asking how many people would follow Pat to his new location and 22% of those asked said they would move with the presenter.  That may seem low but it would result in a significant increase for Newstalk. If 22% of listeners did move this would equate to an additional 72,160 all adult listeners – that’s more listeners than Newstalk currently have in that time slot and would be a 131% increase in listenership during that slot for them. Realistically, it’s unlikely that the figure that moves would be as high as 22%. However, even if only 10% of Pat’s current listeners move that will equate to a 60% increase in listeners for Newstalk during 10am-12noon time band. It is certainly an interesting move from Newstalk and they will be hoping that Pat Kenny will lead to increased listenership, which will allow them to increase revenues in line with changing audience figures. The hope from Newstalk will be to retain listeners throughout the day.

What of RTE? The media outlets are predicting this move will be devastating for the broadcaster. We asked some of our largest clients, including Musgrave and the National Lottory, their thoughts on the news and all agreed that there was opportunity for RTE Radio. RTE Radio 1 know what they are at; they have a great station, a loyal listenership, they have ever single one of the top 10 most listened to programmes according to the latest JNLR results and they are continuing to get it right. It is understandable that there could be concern over the Pat Kenny slot – the latest book showed an increase in average listeners of the show to 328,000 adults, but we have examined areas of opportunity which might bring some calm back to the news.

When we sat down and thought about it, we identified three scenarios for RTE Radio 1 and put these to our Starcommers and to our clients for their feedback:

Move Tubridy back to RTE Radio 1 and free up Dan Healy to really make changes at 2FM

Introduce Claire Byrne – fresh blood and a newer talent

Go for an unknown – introduce something completely different – save the money on salary efficiencies and pump the difference into reinvigorating 2FM into the national station it can be

There was unanimous agreement that moving Tubridy into Pat Kenny’s seat would be the most obvious and straightforward solution to this issue. However, not everyone agreed that the most obvious solution was the correct one. Regardless, the bigger opportunity here was for 2FM, as one client put it “irrespective of Pat Kenny leaving, 2FM requires a complete overhaul... Kenny leaving is a good thing for RTE - -it gives them the opportunity to rebase salary levels but more importantly to set themselves up for the future.” This would be in line with our feelings and the rest of our clients – we all want to see Dan Healy succeed in making 2FM a national station which is relevant for its target audience and competing ruthlessly to achieve that.

Forgetting about 2FM, what should be done with the RTE slot if it’s not Tubridy? Eddie Banville of The National Lottery suggested that replacing Pat with a like for like presenter could be a mistake as they are going up against Pat Kenny in Newstalk meaning listeners are more likely to draw comparison, which would not bode well. He also suggested that this was an opportunity for RTE to shake things up with their schedule. Much of RTE Radio 1’s programming is a slightly different take on the same premise of discussing the day’s issues. It would be interesting to see RTE introduce a new format in place of Pat Kenny’s show – which might result in moving some of their 2FM listeners across and freeing 2FM up to recruit a younger listener.

There was some caution from our own Starcommers and a number of clients that while now is a good time for bravery from 2FM, too many drastic changes on a station which isn’t broken could dangerously affect numbers.

Ultimately, feedback from all our staff and clients consistently showed the biggest opportunity here is for 2FM. Pat Kenny was a significant salary for RTE and with those funds now free to an extent, we hope to see Dan Healy flexing his radio muscle to shake up the station, bring in some new talent and change the format of programming to appeal to the audience it was originally designed to. Without bias, we want to see RTE seize this opportunity for change, to be brave and to embrace it – we need strong National stations to compete and to take chances making for a more interesting market.