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Tracy Tuten

Propagation Planning - 0 views

  • The Head of Strategy position at any ad agency is a very demanding job. So demanding that they sometimes (not all the time) need recruiters or head hunters to help them find the best talent when they have open positions.  This is a list of account planning recruiters that I compiled over the last nine years or so. I know this does not represent all the recruiters out there but it should give people a start if you don't know any and are looking for new career opportunities. By making this information open and transparent I hope it will help match good strategic planners with good agencies. Bad agencies shouldn't have good talent.
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    List of Account Planning Recruiters
Tracy Tuten

Adweek's Media Plan of the Year Winners Bristle With Digital Innovation | Adweek - 3 views

  • Category: Best Use of Social ($2 million - $4 million) Few marketers, especially beauty brands, have made it their mission to improve their consumers' self-esteem. That's what Unilever brand Dove has done, making inroads since 2004 with its "Campaign for Real Beauty." But a lot can change in a decade. "In 2004 women were fundamentally benchmarking themselves against the images in a magazine," says Cindy Gustafson, managing director of the invention studio at Mindshare. "And in 10 years there's been an incredible seismic shift because of the advent of social media and technology. The fact is this is where women are now taking their self-esteem cues from." Mindshare analyzed 18 million tweets and found that a third of them contained negative beauty or body image content, and women were 50 percent more likely to tweet negatively about themselves. Dove decided to change the conversation and partnered with Twitter for the #SpeakBeautiful campaign, which encouraged women to use social media as a tool for body and beauty in a positive way. Given the image-conscious nature of awards shows, Dove launched #SpeakBeautiful during the Oscars' Red Carpet and published tweets every 30 minutes. It also sent 800 personalized messages to women during the event, hoping to inspire them to send positive messages. The results were impressive: The campaign scored almost 6 million tweets, over 800 million social impressions and reached a unique audience of 13 million. Compared to the Oscars in 2014 there were 30 percent fewer negative tweets and 69 percent more positive tweets about self-beauty. It helped Dove's brand perception, too. Among people who engaged with the campaign, 27 percent had a higher intent to purchase Dove products, according to Nielsen; brand sentiment also increased 17 percent, according to Twitter. —Kristina Monllos
  • Category: Best International Campaign ($1 million - $5 million) No one can dispute the success or ubiquity of Coca-Cola's "Share a Coke" campaign, which substituted the iconic Coke logo with people's names in a bid to personalize their carbonated experience. But how to keep it bubbly? Coke and MediaCom U.K. planted the flag for Year 2 of the campaign in England, giving viewers of Channel 4's 4oD digital catch-up TV platform (now called All 4) a chance to see their own names on bottles—a potential reach of 11 million. Led by Chris Binns, managing partner and head of engineering, MediaCom U.K. latched onto 4oD subscribers' sign-in names to create personalized ads for each viewer, ending the messages with the tagline "Share a Coke With …" followed by the viewer's name on the bottle. In total, the effort generated 4 million dynamically generated, highly personalized TV ads. And 4oD subscribers carried the effort one step further, with many taking to Twitter to register their happiness at seeing their names on the small screen. ("How did the 4oD Coke advert know my name and put in on a can? I'm so confused and happy!" tweeted @remzitomlin.) The effort, says Binns, "delivered that moment to millions of consumers in their own homes, in a natural way while they were doing something they loved [watching TV], rather than … hoping that they would find their bottles on store shelves." Furthermore, campaign awareness in the U.K. rose 17 percent, while ad recall jumped 71 percent and purchase intent gained 24 percent. —Michael Bürgi
  • Category: Best International Campaign (less than $1 million) To give fashion fans a sneak peek at the Alexander Wang x clothing collection at the department store H&M, media agency UM turned to Twitter as "the key to unlock the mysterious box of Wang." The IPG shop aimed to show fashionistas around the world that its client had the most exclusive apparel from a leading designer, and it built buzz (while downplaying competitors' campaigns) by focusing on bloggers and social media influencers in the high-fashion vertical. First, the client created a literal box that appeared in London's St. Christopher's Place. Curious fans could only view the fashion-forward contents of the box by tweeting the campaign's hashtag, and H&M followed by sending both personalized tweets and images/videos of the Wang items in question to these aficionados. Using this strategy, UM was able to create significant hype around the collection's release, despite having a smaller budget than previous campaigns. UM creative director Marcia Siebers says the campaign was "a direct consequence of our unique relationship with H&M," adding that the live personalization "built anticipation for everyone who got involved" and delivered a unique experience to both those who visited the physical site and those who watched online with "the speed that our fashionista customers demand." The campaign led to a 32 percent increase in positive mentions among influencers when compared to the client's preceding launch. It also facilitated a 179 percent monthly bump in Twitter mentions, with 80 percent of users tweeting about the collection more than once. Most significantly, all six London H&M stores sold out of the collection within 24 hours. —Patrick Coffee
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  • Category: Best Use of Native Advertising ($1 million - $2 million) No one said it would be easy to talk The New York Times into covering the daily paper with native content. But Shell, in partnership with media agency MediaCom, is on a mission to get consumers to see it as a progressive energy-solutions company rather than an oil giant, and leaned on the reputation and credibility of the venerable newspaper to help sway minds. Led by Larry Swyer, managing partner and group account director (Shell) and Geoff Campbell, partner and senior director of content, MediaCom worked hand-in-hand with the paper's in-house production unit, T Brand Studio, leveraging its storytelling expertise to create "Cities Energized: The Urban Transition," a print and online experience incorporating features such as augmented reality, documentary-style video and interactive data elements. The print component included an eight-page section made of translucent vellum wrapped around the paper. Video content could be accessed by users holding a smartphone over native pages and using the Blippar app. Online elements bristled with multimedia bells and whistles that included infographics, parallax scrolling, data visualizations and documentary videos, including one that used a drone to tell the story of Detroit's efforts to get greener. That is ultimately Shell's message, too, as it strives to become a leader in sustainability. All told, the effort generated 82 million impressions. Brand favorability, according to Millward Brown, surged from a negative score to a healthy positive (from -9.1 in the prior year to +23.5 during the campaign). Trustworthiness also improved (from -0.5 to +28.3). Meanwhile, a YouGov ranking of oil and gas brands found Shell atop the competition, specifically citing the Times effort as an influence.
  • Category: Best Use of Branded Content/Entertainment ($500,000 - $1 million) Subaru's claim to fame are its top-selling crossover models: the compact Forester and the midsize Outback. So, when it was time to roll out its new midsize model, the 2015 Legacy, Subaru had a challenge on its hands. To prove the Legacy shared DNA with its popular cousins, agency Carmichael Lynch enlisted the auto experts from Roadkill, the most popular show on Motor Trend's YouTube channel, to kick the tires. The Roadkill crew tested the Legacy's symmetrical all-wheel drive against three of the auto enthusiasts' most famous project cars: the 1968 Ford Ranchero, the 1968 Dodge Charger "General Mayhem," and the turbo Chevy-powered '71 "Rotsun" 240Z. The Legacy challenged these cars at a figure-8 obstacle course, the DirtFish Rally School and through a post-apocalyptic neighborhood. The 47-minute video (Roadkill's longest) generated more than 2.2 million views, which topped its expected episode viewership by 69 percent. It has received 16,000 YouTube thumbs-ups, a 96 percent positive sentiment rate and over 35,000 likes on Facebook alone—and even a brand-friendly thread on Reddit. The video contributed to a 72 percent increase in monthly sales of the Legacy from prelaunch levels. —Tim Baysinge
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    Top media plans of 2015
Tracy Tuten

ACCOUNT PLANNING METHODS: Creative Brief Workshop (stolen from DARE) - 3 views

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    A presentation on developing a good creative brief
Tracy Tuten

Graft and craft: What makes a planner « canalside view - 0 views

  • Planners should for example, be expected to be able to: Intelligently interrogate buyer data and apply it to the development of communication strategy Have a least a passing knowledge of some of the fundamental laws of markets and the dynamics of brands Decode tracking data and usefully apply it to the development of strategic recommendations Have point of view on how and when to use quantitative research – and be able to articulate to clients which companies to use and why Interrogate customer segmentation data Commission quantitative projects Write a research recruitment screener Design both qualitative and quantitative questionnaires Know the different the types of both qualitative and quantitative research available, their methodologies, uses, and the suppliers thereof Conduct their own qualitative research Bring to bear an informed understanding of how different kinds of communications work in different kinds of circumstances, for different kinds of brands, across different kinds of channels and touchpoints Develop effectiveness models for campaigns and activity Formulate recommendations on how to evaluate the effectiveness of communications Provide an informed perspective on the new and emergent models of effectiveness Understand the methodological differences between the principle copy-testing suppliers (know your enemy) Evaluate the commercial impact of communications activity Have an understanding of econometric modeling
  • Just to be clear – the planner is an advertising person. Planners work with research, but in advertising. Ultimately, they must be able to interrogate, synthesize and apply this information and insight to the development of creative work. And that does of course involve the application of intuition and imagination too. For as Stephen King wrote, “the whole process of advertising is not a safe, cautious, step-by-step build-up.”
  • The skills listed above are not acquired overnight. They take time to develop. And acquiring them can sometimes feel like a long and arduous journey. Sexy and cool it ain’t. The implications should be obvious: If you don’t have a boss who can teach you these craft skills, move on. If as an agency you’re not investing in the craft skills of your planners, you’re failing them. And if as a planner you’re not interested in acquiring the craft skills and find it all a bit tedious, you’re failing yourself. Worse, you’re in the way.
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    list of the crafts ad planners must master - great read!
Tracy Tuten

Should VW Follow the Standard PR/Legal Crisis Management Playbook? - 0 views

  • The YouGov BrandIndex, which tracks daily consumer perception, found that Volkswagen’s score in the U.S. as of Monday reached its lowest point since at least 2009, reported AdAge. The automaker’s “buzz” score had been hovering in the 10 to 11 range and now it is at -2 and “most likely to drop even further,” according to YouGov.
  • The scandal strikes an enormous blow to the corporation’s reputation.
  • A company that manufactures energy-efficient, or “green,” products like clean-diesel automobiles attains reputational benefits. Those benefits disappear with the loss of trust. The reputation of German manufacturing and the diesel engine product category have also suffered.
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  • The VW crisis falls into the general PR crisis category of scandals and shenanigans that entail often-shocking revelations about a company. They often implicate specific corporate executives or managers. They can involve any type of aberrant behavior including accounting mischief, safety practices, and sexual activities.
  • Other types of crisis include: Accidents and disasters. These cover terrorist activities, plant fires and explosions, vehicle crashes, disease outbreaks, and other man-made catastrophes or natural disasters. Corporate crises in this category can be “no fault” for the company or the organization may bear full responsibility. The BP oil spill on the Gulf of Mexico is an example. Product, service or staff snafus.  These are negative customer experiences caused by employees, usually reported on social media or captured by citizen journalists. The category also involves product defects. Antagonistic attacks. These involve online or offline actions initiated by customers, competitors, activists or regulators who have a bone to pick with your business.
  • While the standard PR crisis playbook can apply to most crises, the Volkswagen emissions scandal is far from typical. It involves intentional government rule breaking, rather than straightforward mistakes involved in other recalls. The wrongdoing almost certainly involves many VW engineers and decision-makers, not just a few people as in many other PR crises.
  • The emissions test fraud was one of the most egregious examples of corporate misconduct in recent times, perhaps exceeded only by Enron’s financial fraud in the previous decade. Unlike most other examples of corporate maleficence, the emissions test rigging impacts most everyone in the world by causing more pollution. 
  • The PR Crisis Management Playbook The standard PR crisis playbook calls for corporations to: Follow a previously prepared crisis management plan that defines the decision-making process, spokespersons, outlets to contact, communications channels, and which stakeholders to update. Act quickly. Quickly disseminating information and responding to media inquiries is essential in crisis communication. The first 48 hours are critical. Silence enables speculation and reflects badly on the brand, as media outlets will publish stories and the public will reach conclusions whether the company comments or not. Be open and transparent. Release all the information you have in an open dialogue with the press and the public, using both traditional and social media channels, including the organization’s website and other owned media. Apologize. Delivering an appropriate, timely and sincere apology is a vital part of responding to a crisis. PR and business executives can learn from previous corporate apologies. Quickly cut ties with company employees, employees of affiliated firms or celebrity spokespeople accused of wrongdoing. Make amends. Provide help for any victims and their families. Demonstrate that the company is taking steps to protect the public. Actions speak louder than words in these situations. Monitor the situation. Employ a media monitoring service to obtain up-to-the-minute reports, identify media mentions that call for responses and gauge the effectiveness of  corporate communications.
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    An overview of the crisis communication approach as it relates to VW given its emissions scandal.
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